HomeMy WebLinkAbout10-28-2024 Agenda City Council Study Session Community
Wellness Special Focus Area
CITY OF * October 28, 2024 - 5:30 PM
City Hall Council Chambers
AU ® AGENDA
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* --4- WASHINGTON
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hours after the meeting has concluded.
I. CALL TO ORDER
II. PUBLIC PARTICIPATION
A. Public Participation
The Auburn City Council Study Session Meeting scheduled for Monday, October 28,
2024, at 5:30 p.m. will be held in person and virtually.
Virtual Participation Link:
To view the meeting virtually please click the below link, or call into the meeting at the
phone number listed below. The link to the Virtual Meeting is:
https://www.youtube.com/user/watchauburn/live/?nomobile=1
To listen to the meeting by phone or Zoom, please call the below number or click the
link:
Telephone: 253 215 8782
Toll Free: 877 853 5257
Zoom: https://us06web.zoom.us/j/87970025387
B. Roll Call
III. AGENDA MODIFICATIONS
IV. ANNOUNCEMENTS REPORTS AND PRESENTATIONS
V. COMMUNITY WELLNESS DISCUSSION ITEMS
A. 2025-2026 Human Services Grant Funding Update (Hay) (20 Minutes)
An overview of the 2025-2026 Human Services Grant Funding Decisions and Review
Process
B. 2025-2029 Community Development Block Grant Consolidated Plan Initial Public
Comment Update (Hay) (20 Minutes)
An overview of the initial Public Comment of the upcoming City of Auburn's 2025-2029
Consolidated Plan
Page 1 of 714
VI. AGENDA ITEMS FOR COUNCIL DISCUSSION
A. Downtown Auburn Discussion (Parks) (20 Minutes)
An update on upcoming Downtown Revitalization Projects including Infrastructure
Improvements,Auburn Avenue Theater, and Downtown Park
B. Parks, Recreation, and Open Space (PROS) Plan Update (Parks) (10 Minutes)
C. Lead Service Line Inventory Update (PW) (15 Minutes)
D. Ordinance No. 6947 (Thomas) (15 Minutes)
An Ordinance establishing the Levy for regular Property Taxes by the City of Auburn
for collection in 2025 for general City operational purposes in the amount of
$25,582,279
E. Ordinance No. 6948 (Thomas) (15 Minutes)
An Ordinance adopting the 2025-2026 Biennial Operating Budget for the City of
Auburn, Washington
F. Ordinance No. 6956 (Thomas) (5 Minutes)
An Ordinance adopting the 2025-2030 Capital Facilities Plan for the City of Auburn,
Washington
G. Ordinance No. 6957 (Krum) (20 Minutes)
An Ordinance relating to Project Review, and amending Chapters 14.01, 14.02, 14.03,
14.04, 14.05, 14.06, 14.07, 14.11, 14.13, 14.14, 14.18, 17.01, 18.59, and 18.76, and
repealing Chapter 14.15 of the Auburn City Code
VII. ADJOURNMENT
Agendas and minutes are available to the public at the City Clerk's Office, on the City website
(http✓/www.auburnwa.gov), and via e-mail. Complete agenda packets are available for review
at the City Clerk's Office.
Page 2 of 714
CITY OF
AUBURNI AGENDA BILL APPROVAL FORM
WAII
SHNGTON
Agenda Subject: Date:
2025-2026 Human Services Grant Funding Update (Hay) (20 October 22, 2024
Minutes)
Department: Attachments: Budget Impact:
Human Services 01-Human Services Funding Recommendations Current Budget: $0
02-Funding Recommendation List Proposed Revision: $0
Revised Budget: $0
Administrative Recommendation:
For discussion only.
Background for Motion:
Background Summary:
Staff will provide an overview of the application cycle, including outreach, technical
assistance, the Human Services Committee review and decisions for the 2025-2026 Grant
Year.
Reviewed by Council Committees:
Councilmember: Yolanda Trout-Manuel Staff: Kent Hay
Meeting Date: October 28, 2024 Item Number:
Page 3 of 714
2025 - 2026 Human Services
Funding U xlate
October 2024
Department of Human Services
Kent Hay, Human Services Director
F
AUBURN
WASHINGTON
Page 4 of 714
2025 - 2026 Application
Cycle
General Fund Human Services Dollars
• $680,00 Annually
• Budget Line Item Approved by City Council Every-other year during
the budget process
• Investments Guided by Human Services Funding Priorities as set by
City Council in 2019, Resolution No 5461
• Review of the 2019 Community Needs Assessment
• 2020-2024 Consolidated Plan identifies funding priority areas
CRY VF Human Services Funding Recommendations 2025-2026
AUBURN P2ge5of714
WASHINGTON 10/22/2024
r Out each
• Outreach for community groups to attend and four (4) individual
drop-in session
• Two (2) priority area sessions and two (2) general question sessions
• Conducted March 11 — April 1, 2024
• Presentations and outreach to community groups
• Held through the South King County Forum on Homelessness
VF * Human Services Funding Recommendations 2025-2026
CRYAUBURN P2ge6of714
WASHINGTON 10/22/2024
2025 - 2026 Application Review Timeline
October
• Presentation to
August City Council
• Scoring and
May — August decisions
finalized
• Application by HSC
March — _ scoring and
April review by HSC
• Application
open
C[TYOF * * Human Services Funding Recommendations 2025-2026
AUBURN Page 7 of 714
WMH1NGT°N 10/22/2024
Human Services Funding Priorities for 2025 -
2026
• Homelessness and Housing Stability
• (75% of overall budget — suballocation of 38%)
• Basic Needs, Job Training and Education
• (25% of overall budget — suballocation of 65%)
CRY VF Human Services Funding Recommendations 2025-2026
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WASHINGTON 10/22/2024
2025 - 2026 Application
Cycle
Received 97 Applications
• $ 1 .8M in Homeless and Housing Stability Requested
• $2 . 3M in Basic Needs, Job Training and Education Requested
• $4. 2M Requested Total
CRY VF * Human Services Funding Recommendations 2025-2026
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WASHING7N 10/22/2024
Tier Rating
• Tier 3 — Incomplete Application or funding request less than 10K
• Tier 2 — Complete Application with but with Program Goals focused
primarily outside of the City of Auburn
• Tier 1 — Complete Application; Program Goals met the City's priorities;
program focused on serving Auburn residents.
VF * Human Services Funding Recommendations 2025-2026 CRYAUBURN P2ge 10 of 714
WASHINGTON 10/22/2024
Human Services Committee Review
• Needs Assessment (2020-2024)
• Priority Area with consideration to area's percentage targets
• Key considerations :
• Prioritizing programs that serve high numbers of Auburn residents
• Costs per service unit
• Inclusive of BIPOC representation
• Program status without funding
• Fully funding requests
• Past performance
• Fully fund programs that focus on benefiting Auburn residents.
VF * Human Services Funding Recommendations 2025-2026
CRYAUBURN P2ge 11 of 714
WASHINGTON 10/22/2024
Funding
2025-2026
C[TYOF * * Human Services Funding Recommendations 2025-2026
AUBURN P91ge 12 of 714
WASHINGTON 10/22/2024
Homeless and Housing
Priority Area Homeless and Housing Stability
Agency Program Requested Amount Funded Amount
Catholic Community Services Katherine's House and Rita's House $ 10,000 $ 10,000
Eastside Legal Assistance Program ELAP - Housing Stability - Legal Aid $ 25,000 $ 10,000
FUSION Case Management Services $ 12,100 $ 10,000
Catholic Community Services Emergency Assistance $ 10,000 $ 10,000
Valley Cities Counseling & Consultation Auburn Financial Assistance Program $ 20,000 $ 10,000
Housing Connector Housing Stability Support Services $ 135,000 $ 25,000
YWCA Seattle I King I Snohomish Auburn Permanent Supportive Housing $ 40,000 $ 30,000
St. Stephen Housing Association SSHA Family Housing Program $ 30,000 $ 30,000
The Auburn Food Bank Financial Aide $ 75,000 $ 75,000
The YMCA of Greater Seattle Arcadia Shelter $ 110,000 $ 100,000
The YMCA of Greater Seattle Eviction Prevention $ 122,505 $ 100,000
Vine Maple Place Stable Families Program $ 240,254 $ 100,000
TOTAL $ 829,859 $ 510,000
C[TYOF * Human Services Funding Recommendations 2025-2026
AUBURN Page 13 of 714
WASHINGTON 10/22/2024
Basic Needs, Job Training & Education
Priority Area Alli omeless and Housing Stability
Agency Program Requested Amount Funded Amount
Auburn Respite Program Auburn Respite Program $ 10,000 $ 10,000
Christ Community Free Clinic Christ Community Free Clinic $ 15,000 $ 10,000
HealthPoint Dental Care Program $ 37,500 $ 10,000
Sound Generations Meals on Wheels $ 20,700 $ 20,000
HealthPoint Medical Care Program $ 37,500 $ 10,000
Orion Industries Employment Services Programs $ 90,000 $ 50,000
Catholic Community Services Volunteer Services $ 15,000 $ 10,000
WestSide Baby Diaper Bank Program $ 10,000 $ 10,000
Children's Home Society of Washington South King County Basic Needs $ 20,000 $ 10,000
Sound Generations Volunteer Transportation Services $ 11,000 $ 10,000
Crisis Connections (formerly Crisis Clinic) Teen Link $ 12,000 $ 10,000
Asian Counseling and Referral Service Whole health Mental Health Program $ 22,000 $ 10,000
TOTAL $ 300,700 $ 170,000
C[TYOF * Human Services Funding Recommendations 2025-2026
AUBURN P2ge 14 9f 714
WASHINGTON 10/22/2024
Questions ?
* .._:ii
CITY OF
AUBURN
WASHINGTON
Page 15 of 714 12
GENERAL FUNDS
FUNDING PRIORITY RECOMMENDED AMOUNT
Homelessness&Housing Stability $ 510,000.00
Basic Needs&Job Training $ 170,000.00
TOTAL $ 680,000.00
TOTAL FUNDING AVAILABLE $ 680,000
Priority Area Homeless and Housing Stability
Requested
Agency Program
Amount Funded Amount
The Auburn Food Bank Financial Aide $ 75,000 $ 75,000
YWCA Seattle I King I Snohomish Auburn Permanent Supportive Housing $ 40,000 $ 30,000
Catholic Community Services Katherine's House and Rita's House $ 10,000 $ 10,000
The YMCA of Greater Seattle Arcadia Shelter $ 110,000 $ 100,000
Eastside Legal Assistance Program ELAP-Housing Stability-Legal Aid $ 25,000 $ 10,000
The YMCA of Greater Seattle Eviction Prevention $ 122,505 $ 100,000
FUSION Case Management Services $ 12,100 $ 10,000
Vine Maple Place Stable Families Program $ 240,254 $ 100,000
Catholic Community Services Emergency Assistance $ 10,000 $ 10,000
Valley Cities Counseling&Consultation Auburn Financial Assistance Program $ 20,000 $ 10,000
St.Stephen Housing Association SSHA Family Housing Program $ 30,000 $ 30,000
Housing Connector Housing Stability Support Services $ 135,000 $ 25,000
TOTAL $ 829,859 $ 510,000
Priority Area Basic Needs &Job Training
Requested
Agency Program
Amount Funded Amount
Auburn Respite Program Auburn Respite Program $ 10,000 $ 10,000
Christ Community Free Clinic Christ Community Free Clinic $ 15,000 $ 10,000
HealthPoint Dental Care Program $ 37,500 $ 10,000
Sound Generations Meals on Wheels $ 20,700 $ 20,000
HealthPoint Medical Care Program $ 37,500 $ 10,000
Orion Industries Employment Services Programs $ 90,000 $ 50,000
Catholic Community Services Volunteer Services $ 15,000 $ 10,000
WestSide Baby Diaper Bank Program $ 10,000 $ 10,000
Children's Home Society of Washington South King County Basic Needs $ 20,000 $ 10,000
Sound Generations Volunteer Transportation Services $ 11,000 $ 10,000
Crisis Connections(formerly Crisis Clinic) Teen Link $ 12,000 $ 10,000
Asian Counseling and Referral Service Whole health Mental Health Program $ 22,000 $ 10,000
TOTAL $ 310,700 $ 170,000
Page 16 of 714
CITY OF
AUBURNI AGENDA BILL APPROVAL FORM
WASHINGTON
Agenda Subject: Date:
2025-2029 Community Development Block Grant Consolidated October 22, 2024
Plan Initial Public Comment Update (Hay) (20 Minutes)
Department: Attachments: Budget Impact:
Human Services Presentation Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrative Recommendation:
For discussion only.
Background for Motion:
Background Summary:
Every five years, the City of Auburn is required to submit an updated Consolidated Plan to the
Department of Housing and Urban Development (HUD)to guide the investment of Community
Development Block Grant (CDBG)funds. Auburn's current Consolidated Plan ends in 2024,
with the next plan (2025-2029)due to HUD in March 2025.
This presentation is intended to provide an overview of the initial public comments, with
information for the Council on what we learned and next steps.
This presentation will describe the community outreach efforts, review the survey data and
focus on next steps in the process of development of the major components of the
Consolidated Plan.
Reviewed by Council Committees:
Councilmember: Yolanda Trout-Manuel Staff: Kent Hay
Meeting Date: October 28, 2024 Item Number:
Page 17 of 714
2025 - 2029 Conso idated P an
Initial Public Input Overview and Summary
October 2024
Kent Hay & Jody Davison
F
AUBURN
WASHINGTON
Page 18 of 714
What is the ConsolidatedPlan
The Consolidated Plan is a five-year plan that guides the investment of
federal housing and community development funds. The Plan is a
requirement of the U .S. Department of Housing and Urban Development
( HUD), through which Auburn receives an annual entitlement, or formula
grant, from the Community Development Block Grant (CDBG ) program .
2025 — 2029 Consolidated Plan
2025 Action Plan 2026 Action Plan 2027 Action Plan 2028 Action Plan
oO
2025 CAPER 2026 CAPER 2027 CAPER 2028 CAPER
A�OF * 2025-2029 Consolidated Plan Initial Public Input
AiJBURN Pne 19 of 714
WASH1NG70N 10/28/2024
Background Recap
• Federal CDBG Entitlement Program
• Annual funding allocation determined by congress
• Spending must align with HUD's national objectives
• Spending aligned with local consolidated plan
• Benefit low to moderate income persons
• 20% Cap for social service spending
• 10% Cap for administration
Cu * 2025-2029 Consolidated Plan Initial Public Input
gLj Page 20 of 714
WASHING7N 10/28/2024
InitialCoun it Feedback
• Rakes : Engagement, Senior Mobile Home parks, Blight, Code Enforcement,
Economic Development
• Amer: Affordable Daycare, Help for Seniors, Education on available
services, Mobile Dental, Clinics
• Baldwin : Housing Affordability, Food Resilient Systems, Cooling Programs,
Property Rehab, Public Safety
• Taylor, T: Education workshops for Seniors (available services), New
business support, homeownership assistance
• Taylor C: Accountability, leverage existing agencies, streamline services,
long-term sustainable decisions.
• Trout-Manuel : Removing barriers to housing especially for marginalized
populations. Also, assistance with home repairs and home ownership
Cu * 2025-2029 Consolidated Plan Initial Public Input
gLj Pne21 of 714
WASHING7N 10/28/2024
Cloudburst Consulting
• Began work for the City on July 1st and will conclude on October 31st.
• Conducted a needs assessment and Market Analysis :
• Data gathered from :
• 2018-2022 American Community Survey (census.gov)
• 2017-2021 Comprehensive Housing Affordability Strategy (HUD)
• 2023 Point-in-Time Count (Pit) (county wide)
• 2023 Housing Inventory County (HIC) (HUD) (State-wide/county specific)
Cu * * 2025-2029 Consolidated Plan Initial Public Input
gL j Pne22of714
WASHING7N 10/28/2024
Engagement
Stakeh l r o e
Stakeholder Engagement Period — July 25, 2024 — August 23, 2024
• Who? HUD Stakeholders List
• How? Many methods ( in person/digital )
• What? Sought feedback on spending priorities through survey
Au * 2025-2029 Consolidated Plan Initial Public Input
$7 TTl ITT p.2 J c r2f 71 d
WASH1NG70N 10/28/2024
Engagement Opportunities Areas ( How
• Print Material kuauwwv
i' asmncroi
• Email to Stakeholders .CDBG .‘t'' .. en 07,
G
• Survey �,,,
Community Development , % _ _, iyf
i1 r
• Speak up Auburn / Auburn City Website o -: o , tl r� ►
U
ti�� ��F Auburn' l� � �I
• Public Gatherings l rti� i • _
• Grocery Stores / Apartment Complexes We want to hear from you! Take our survey and help plan the future of Auburn!
Scan OR Code or visit speakupauburn.org/cdbg
• City Buildings
Print Material Languages: English, Spanish,
• Business Association(s)
Punjabi, Russian, Korean, Swahili, Ukraine, Arabic
• Tribal Centers Webpage and Survey, Languages: 200+
• Green River Community College
• YMCA
• Individual Home (Housing Repair Recipients)
2025-2029 Consolidated Plan Initial Public Input
AiJu BURN Pne24of714
WASH1NG70N 10/28/2024
TheSurvey
•
• Designed to be simple and easy to complete '17- w + ,
• Accessible by either print material, computer or device
• Contained enough information to assist the participant :iommunity Development Block Gran
in understanding CDBG funds and the 5-year process
Home /Community Development Block Grant(CDBG)
• 632 Visitors to Spea kU pAu bu rn
• (July 27 — August 25) 1 ommunity Development
lock Grant (CDBG)
• 504 Visitors Engaged with the page
Y 2025-2029 Consolidated Plan
• 120 Responses to the survey Development Begins June 2024
ach year,the City of Auburn receives federal funding
om the U.S. Department of Housing and Urban
Development(HUD)to support affordable housing and
community development programs that primarily benefit
low-and moderate-income people.This funding comes
4
from the Community Development Block Grant(CDBG
program. In order to receive these funds,the City of 1
Auburn develops a Consolidated Plan every five years
to outline funding strategy over the next five federal
C[TYOF " 2025-2029 Consolidated Plan Initial Public Input
AiJBURN Page25of714 8
WASHINGTON 10/28/2024
Thei
uestons
Spending Priority Categories What we want to learn
Affordable Housing (Housing) Public View of Community Needs
Basic Needs (Other Activities) Where they are from
Economic Development (Economic Dev.) Are They Giving/Receiving Public Services
Preventing Homelessness (Other Real Prop)
Property Enhancements (Other Real Prop)
tJgLjj * 2025-2029 Consolidated Plan Initial Public Input
Page 26 of 714
WASHINGTON 10/28/2024
WhatWeHeard3.2
Basic Needs, 3.15
3.15
Question 1 :
3.1 Ranking of Priorities -
Public Facilities and
from 1 — 5 with 1 being 3.05 Improvements, 3.04
the most important and
5 being the least 3
Housing, 2.96
Preventing Economic
2.95 Development
Homelessness, 2.93
Activities, 2.92
2.9 -
2.85
2.8
Evil,BVl�I�f*" TRN 2025-2029 Consolidated Plan Initial Public Input Page-2-7--at 7 Id 10
A
WASHINGTON 10/28/2024
Where Participants Work and Reside
1/4,
45 Question 2 : Location of �`°
40 — Op'Y --- --
Participants live or work dr
35 — ---- --
ry
• Auburn 30 - o0) — -----
cb
• Kent 25 —
• Pacific
• Bellevue 20
• Spanaway 15 -• Seattle 10 _
• Tacoma :� ^�' ti`\o ti ti ti ti ti ti ti ti
5 — — cbo cbo� cbo c ' �N ' Off`' 0r'' (&? HO' (0 0)
• Sumner 0cb 0cb 0cb 00O 0cb 01ti 0() 0cb
croF " * 2025-2029 Consolidated Plan Initial Public Input
AUBURN Page 28 of 714 11
WASHINGTON 10/28/2024
Who we Heard
Question 3 do you : 50
Neigher,47
• Provide Services 45 You Provide
• Receive Services 40 — Services, 38
You Receive
• N/A 35 Pubilc Services, 33
30
25
20
15
1C L
5
0
A�OF " * 2025-2029 Consolidated Plan Initial Public Input
AUBURN Pne29of714 12
" WASHINGTON 10/28/2024
Themes
Other
Question 4: Open-Ended Field
Public Safety & Infrastructure
Downtown Development & Community Engagement
Housing & Homelessness
Childcare & Early Education
Cu * '' 2025-2029 Consolidated Plan Initial Public Input
gLj Pne30of714 13
WASHING7�N 10/28/2024
Preview of Findings and Need
• Informed by:
• Public Feedback
• Evaluation of Budget Forecasting
• Housing Market Data
• Inflationary Concerns
H t
1'LU
ti,BU -" * 2025-2029 Consolidated Plan Initial Public Input p7 Jo ,2f 714
-
WASH1NG70N 10/28/2024
InitialCoun it Feedback24th 2024
• Rakes : Engagement, Senior Mobile Home Parks, Blight, Code Enforcement,
Economic Development
• Amer: Affordable Daycare, Help for Seniors, Education on available
services, Mobile Dental, Clinics
• Baldwin : Housing Affordability, Food Resilient Systems, Cooling Programs,
Property Rehab, Public Safety
• Taylor, T: Education workshops for Seniors (available services), New
business support, homeownership assistance
• Taylor C: Accountability, leverage existing agencies, streamline services,
make sustainable decisions for the long term .
• Trout-Manuel : Removing barriers to housing especially for marginalized
populations. Also, assistance with home repairs and home ownership
* 2025-2029 Consolidated Plan Initial Public Input
Atr BURN Page 32 of 714
WASH1NG70N 10/28/2024
N ext Steps
April 2024 September 2024
Consolidated Plan Overview
October 2024 — February 2025
Public Engagement March 2025
Consolidated Plan Drafted
Fair Housing Data Public Comment and Hearing
Needs Assessment Consolidated Plan and
Council Overview and Input Annual Action Plan Submitted
County Data Consolidated Plan Council to Hud
Approval
Approval from King Co.
Bellevue, Kent & Federal Way
n�J
ACT T$U 2025-2029 Consolidated Plan Initial Public Input
p7,ge 33-a-744
16
WASHINGTON 10/28/2024
Questions ?
*
.._ ,s,
CITY OF
AUBURN
WASHINGTON
Page 34 of 714 17
CITY OF J
A iii AGENDA BILL APPROVAL FORM
rim
WASHINGTON
Agenda Subject: Date:
Downtown Auburn Discussion (Parks) (20 Minutes) October 22, 2024
Department: Attachments: Budget Impact:
Parks, Art and Recreation Presentation Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrative Recommendation:
For discussion only.
Background for Motion:
Background Summary:
Reviewed by Council Committees:
Councilmember: Yolanda Trout-Manuel Staff: Daryl Faber
Meeting Date: October 28, 2024 Item Number:
Page 35 of 714
10/23/2024
DOWNTOWN AUBURN
• Infrastructure \\ \\
Improvements ° ,� ��� q �N +��
,\
• Auburn Avenue Theater
• Downtown Park \
E i
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O�-.J �� is r�
r \--------' ___------ _ ---
ft
F�; iii„` Ali C. AN
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#41 ''''' :.' .:::.
Auburn Downtown Park Concept
c.rx.mi r..na...ur .mw.... r Z4� 4' ,d�\ '�i� a....m.m...dr..ri.
nehlfaS
r a,a;w,..P.x...a.
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it
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'N't$V Mg%:,.4 fig.!k, F� . ' . • CIRCA
Water feat.should be meer.r.e wnn perk design— ; ',,, • p �;4 .v a„we dl.v.r.. .
A °mPr 1990
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9 Nt '`✓i '',�ih „ 0H+M end..Informal.mp�x.er.r cr.ma...mow
� ��° 1 �� .�
°, a+ •3t='' D N DOWNTOWN
fe.ti.. ......m... >.Poma 11 m...,mrnv °y^ `':? ,' m„rw„ s PARK
\ " '° ;1 ...
,p..v v. ,..,,arboa„ ,.ux CONCEPT
76 •
2
Page 36 of 714
1
10/23/2024
INFRASTRUCTURE
IMPROVEMENTS
- _ PROJECT
Catenary Lighting -�> i.:2
System Example - ""coar_s°F I
New Downtown Decorative Traffic Signal
a = I &Intersection Improvements at Auburn
/ Avenue and E.Main Street
3iir
r I
�R "' .==..m:..r ! - - •- ..- • Street lighting Upgrades including a
�_ i� Catenary Lighting System
C.i� gli �{: 1, �b
s r ` [ • Upgrade Existing Underground Utilities
ilk A
a I
-* ::_..�:::�:::�:!!.... along Main Street
rtli ' Upgrade B Street Plaza including
,.,.,, Sidewalks,Lighting,&Landscape
�rr r
Downtown _ � •� .. r I
Intersection �� a•,.�o„ 7 �
:�i�.�iii: ' 1
Example :rw ui�'•1 !,t ., _• • ui i■■ r.a
= a
3
Conceptual Design of B Street Plaza
.,� �} r B STREET PLAZA
�3' yam ,
'.kF �l ayi 4iI
T
.0. ' : I - lc rii..00hf+- 4i'd •. # Ail
.y 41 i'•. ii •-
..-' - --}.:.: -em s;.*: .C: , —
I =r:r." cyst,•' -- r,,, _ — _' - r-:'
s.',.1. .fir!.' -,_ ". .. . . --�
-
Looking North
4
Page 37 of 714
2
10/23/2024
INFRASTRUCTURE IMPROVEMENTS PROJECT
P LAN N ING/SCOPING
(Completed)
DETAILED DESIGN
Including Preliminary Design of the Theater
(Currently Underway)
Construction
Start:Jan./Feb.2025
Finish:Jan./Feb.2026
Estimated Total Project Cost: $4.6M
Funding Sources:
• Arterial Street Fund
• Real Estate Excise Tax(REET)
• Local Revitalization Fund
• American Rescue Plan Act(ARPA)
• King County Grant for Theater Preliminary Design Only
5
a ° 11PAD) TIME BACKGROUND & HISTOR
- (51URI q' e
Built in 1926, the Auburn Avenue Theater was GOEcPe AiNTERNAMNAL
RE PIk5 11
SCOMEDYCoMPETl ION
originally used as a bus depot, a movie theater
as well as a dinner theater. ----�
L111
7
lRCARPET Mr= !Kit% &
PRESEMATI071 "^ +Sy
- ., STAGE SRRW aq e
oil
- ' From 2007-2021,the City of
5" ' 4 • 'n Auburn managed and operated
the Auburn Avenue Theater.
6
Page 38 of 714
3
10/23/2024
THEATER OPERATIONS
BRitesk ' '---- - �t9
• Performing Arts season at the ' ' �; ." 1
Auburn Ave. Theater included cmroF PERFORMING t`_
puguaty ARTS SEASONM't°ia
music, dance, comedy, tribute 1 4 F , , , ;
shows, the AveKids series, & 1_ � , t", '$Q1$Rof9 ff� 4' ' R t
seven full-scale theater �tr•
productions. .A _ . -
it 4 1 i
art prla � Ii
• BRAVO season included over ` t. ,is 'I I
80 performances with an k„ " `- io
estimated attendance of 14,000. j� NoE0'RLo
19 ,.P11
• Many performances ^
"� - ,
included touring groups ,F! 1;, ° -•, ��_ -°� : �`�� [
from across the Northwest. 1�, f e���i,1 '
f� a EA'PI'LE
INTEIZigNAC
• The Auburn Avenue Theater fi M ETIION
3 OVEMBER 16 '/I s;EMBER.g It
also served as a rental venue --- - NO730PM 16
30PM
7
THEATER PATRONS - ECONOMIC IMPACT
The Auburn Avenue Theater attracted over 14,000 people to downtown out of
State
Auburn in 2019;and created over$220,000 in direct revenue that same year. 1%
21-50 51+
miles miles
Using the average per person audience expenditure figure from the 9% 3%
Americans for the Arts study in 2024($38.46),this would equate to an Auburn
additional$538,440 in secondary spending in the community. 31%
Average Per Person Audience ,-20
ARTS& E Expenditure:$38.46
Childcare$0 62
1 ECONOMIC PAOSPEAIIY 6 SmeS.:a Other/Miscellaneous Si as 1-5
manes miles
���111 The Economic 8 Social 6699 Distance from
■ Impact Study of Auburn 12%
■▪ Nonproiil Auburn %of total Audience
Clothing 8 r les
Arts 8 Culture
Aassonas rood a Auburn
°rr2m9zasione& 93.03 Or'"k
FTheir Audiences $14 81 I 1-5 miles
a^e Loal I 6-10 IMPS
rial
am.. I 11-20 miles
$a 09
21-50 miles
orernrRm co es
• ..,,..,,r• � 51+� $«ieae I Oat01State
Relarl Shepprrg$6 42
(excludes ticket cost)
8
Page 39 of 714
4
10/23/2024
STRUCTURAL DAMAGE
Downtown Auburn fire causes millions in damage
A Fire at Max House Apartments on July 24,2021
muuwl _,1111111 ll::]'il't..
t'' URN P.P.
10 Psa r s _ 3
meardu+M'^'^"`�0fmmon"" ry:d food .•
a*a�'* wr"r"°,",e`TJ�/V�, hank r' .. :...,...—.
Al,
the max 1louse Aaartments n� '"""
Demolition of Max House Apartments-December 2021
M Auburn Avenue Theater condemned in January 2022
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4,, 9i1 _ ,
` Auburn Avenue Theater demolished October 2024
Ir — '
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9
COMMUNITY SUPPORT
Notes from Council Retreat -
AGLIRK l , PDt4c1EA!l5
dlOoV RUr 741 I Z 4TI0kJ = .. _ "`"
rlONELEss N s _ ._ _._ _....„..__._
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/NTEk'N3/I� PRO0Ar1 � �= - __ _.�.
(A u)vPt /MPRot'EMEAI r -DISTRJC � '"""".. .7
Community Support Letters
10
Page 40 of 714
5
10/23/2024
DOWNTOWN HOUSING INCREASES
p�purn c �yi4:00, u edka��a ��egter for thegrts
*airs
013'I'1.r, jai
IIc Qo5
_ p VWa ntertainment
4''sz, General Services .� S T N WL / ',. -
1 •S T S T N G , a �� �.�m��;�� .� �'.
1
- ta'9Vep 7
Major Downtown Housing
liii _
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a`ments 126 udilf I �y5ersot Livm r?9 .: K,lxed Use 266 P., mews 16 L S
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ilitliii
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Its 1. i I II. 9 ewResidential ate._ _k. N
r ' 'moils i I . i Divine Court
I.
an�r / Y '� /'�I 88units/
_111F' - ` _ aPProx
- ,, • Ijl" 110 residents
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11
AUBURN THEATER PRELIMINARY CONCEPT
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Page 41 of 714
6
10/23/2024
AUBURN THEATER CONCEPTUAL SPACES
1
0— • r 1- =-0
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a
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NOHTH-SOUTH BUILDING SECTION
'lg..,eK,1 i I f�.a
El / \
o--_'I `rt '_- -° FORMER AUBURN AVE THEATER NEW PROPOSED THEATER
b b o b b 7,560 SQ.fT. APPROX.9,100 SQ.fT.
HOUSE STAGE SEATING CAPACITY: 130 250 SEATING CAPACITY:210
LOBBY/FRONT OF HOUSE BACK OF HOUSE
13
THEATER NEXT STEPS
1
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DEMOLITION PRELIM. DESIGN DESIGN CONSTRUCTION
Currently Finalizing 2025 2026
Underway
Theater Design&Construction Funding:
$1,500,000 WA State Direct Appropriation Grant
$500,000 American Rescue Plan Act(ARPA)
Estimated Total Project Cost: $12M $4,000,000 Real Estate Excise Tax(REET)
$4,000,000 Developer Agreement
$2,000,000 Park Impact Fees
14
Page 42 of 714
7
10/23/2024
CONSERVATION FUTURES GRANT -
DOWNTOWN PARK
Conservation Futures Grant: a„Lz _
• King County program with goal of funding, preserving,and , City property ti "
converting property in King County into green space o 't • (former Maxx Auburn Ave
Postmark
through their Conservation Futures Tax Levy funds(CFT). 1+-..—" House property) __ Theaters �: center for
• City of Auburn 2024 grant application to purchase property flit. ;l \ the Arts
at 125 E Main(adjacent to other city-owned property)with Y,,` \k. - ' — 12
goal of converting property into a downtown park. ,`_ x `P �"`
i
• Grant awarded: c '�• s� _ w
$700,000 to purchase property(determined by an B STREET - 9 :�'
appraisal) :` PLAZA fr 125 E.Main
• $14,000 for environmental studies and closing costs r. . t.: cFT_ .
Purchase• $250,000 for abatement and demolition of the f • r ' ' '.
building 9'/
• Council approved property purchase on 10/21/2024 `\ L.
jaii\
15
� '_ �°
_- \\ �,F , New Downtown
Park Property
Requirements
\\\
(per Conservations Futures Grant)
1•• <� o¢ 85%Green Space
{\ f <;• '�- -N • Remain a City Park in
F`a • ::` perpetuity
'4
I. ' " rt ' `i
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i 16
Page 43 of 714
8
10/23/2024
DOWNTOWN PARK NEXT STEPS
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li_i ,
.�:'
c. -m , f-- O AI AI I r
Nam,,; —
PROPERTY
PURCHASE 30/SCHEMATIC CONSTRUCTION s
(October 2024; DESIGN FINAL DESIGN
Building Demo (November 2024- (June 2025) (Spring 2025—
February 2025)
February 2025) Summer 2026)
Estimated Total Project Cost: TBD
Park Purcha! Funding(King County Conservation Futures) Park Design&Construction Funding Sources
• $700,000(determined by an appraisal) • State of Washington
• $14,000 (environmental studies&closing costs) • King County Parks Levy
• $250,000 (abatement&demolition) • Remaining Downtown Development Fees
• Park Impact Fees
17
}_ .
�—`
DOWNTOWN AUBURN �� \\ _ -
• Infrastructure Project I .--
• Auburn Avenue Theater
• Downtown Park \ t ° / \,
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18
Page 44 of 714
9
/41-j* ��CITY Of J *
WAIF
SHINGTON x C AGENDA BILL APPROVAL FORM
Agenda Subject: Date:
Parks, Recreation, and Open Space (PROS) Plan Update October 22, 2024
(Parks) (10 Minutes)
Department: Attachments: Budget Impact:
Parks, Art and Recreation PROS Plan Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrative Recommendation:
For discussion only.
Background for Motion:
Background Summary:
The City is updating the Parks, Recreation, and Open Space (PROS) Plan in coordination with
the update of the City's overall Comprehensive Plan. The purpose of this discussion is to
provide Council with a review of the Final Draft PROS Plan in preparation of its adoption with
the overall Comprehensive Plan on December 16th.
The PROS Plan was developed over the course of approx. 18 months in coordination with Staff,
the City's consultant, and the Parks & Recreation Board. The PROS Plan was then forwarded to
the Planning Commission who subsequently recommended the PROS to be brought forward to the
City Council for adoption.
Reviewed by Council Committees:
Councilmember: Yolanda Trout-Manuel Staff: Daryl Faber
Meeting Date: October 28, 2024 Item Number:
Page 45 of 714
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17 T
AUBURN
Parks, Recreation, Open Space, & Trails Plan
Update
September 2024
* �*
CITY OF ✓ *
II.� m , .L1)111
PARKS,ARTS & RECREATION
Page 46 of 714
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'} ••r Project: Auburn Parks, Recreation, .1•.
' _ T, = , -. - . Open Space, &Trails Plan Update
'' 4 .1 '-- Prepared for: City of Auburn
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.c . n• 1 . Reviewing Agency
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` ' ' '-' Jurisdiction: City of Auburn
f. « - WA State Recreation & Conservation Office
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' Prepared by: SCJ Alliance
. Contact: Chris Overdorf, ASLA PLA
f ' • ' •`/f} '"r ,,' 'A Project Manager & Principal Parks Planner
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Page 47 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Overview 2
•
:T:- ,�j it `` -AP
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Table of Contents
Introduction 9
Purpose 10
Regulatory Requirements 11
Process 13
Inventory & Assessment 13
INVENTORY&ASSESSMENT 14
Planning Context 15
Physical Context 15
DEMOGRAPHIC CONTEXT 17
System Inventory 19
Public Involvement 42
Engagement Goals 43
Public Engagement Plan Overview 44
Age Range 46
Ethnicity 46
Household Size 46
Home Location 47
Neighborhood of Residence 47
Frequency 48
Length of Visit 48
Season 48
Types of Facilities Used 48
Recreational Facility Use 49
Recreational Facilities Outside Auburn 51
Page 48 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Overview 4
z.
Barriers to Use 51
The City Needs... 52
Demand & Needs 54
Quantifications vs Qualifications 55
Park Equity&Access 56
The"10-Min Walk" Metric 56
Recreation Trends 56
Level-of-Service (LOS) 63
Goals & Objectives 71
Capital Improvement Program 77
Developing The Capital Improvement Program 79
Park Impact Fee Analysis 103
Approvals 107
Adoption Process 108
Council Resolution 109
A - Terms & Definitions 117
B - Standards & Guidelines 119
C - Park Needs & Assessment Survey Comments 122
Page 4 ro!114
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Overview 5
Summary
The City of Auburn's Parks, Recreation, stewardship, and creating spaces that
and Open Space (PROS) Plan is an inspire connection, well-being, and a
ambitious and visionary blueprint sense of place.
designed to elevate the city's parks and
recreation facilities to meet the evolving To bring this vision to life, the plan
needs of its vibrant community. This is designed with flexibility, allowing
comprehensive plan, which spans from for adjustments as community needs
2024 to 2030, is the result of extensive evolve, new opportunities arise, and
public engagement, reflecting the funding sources become available.
community's collective aspirations for a The city is committed to leveraging a
higher quality of life through enhanced mix of municipal budgets, grants, and
recreational services and access to diverse the passionate efforts of community
outdoor opportunities. volunteers to realize these improvements.
Through ongoing review and adaptive
The PROS Plan outlines a strategic management, Auburn aims to create a
Capital Improvement Program (CIP) that parks and recreation system that not only
prioritizes both immediate enhancements meets the current needs of its residents
and long-term projects, ensuring that but also anticipates and shapes the
Auburn's parks and open spaces continue future, ensuring that the city remains a
to be cherished assets for generations to dynamic, engaging, and inclusive place to
come. It reaffirms the city's commitment live, work, and play.
to fostering a healthy, walkable
community, promoting environmental
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Page 50 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Overview 7
PLACEHOLDER FOR COVER LETTER FROM DARYL...
Page 5 I of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Overview 8
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Welcome to the City of Auburn's Parks, Recreation, they are essential tools for balancing growth with
and Open Space Plan Update (PROS Plan). This environmental protection and enhancing residents'
document fulfills the requirements of the Growth quality of life.
Management Act (GMA), ensuring the City's eligibility
for funding from the Washington State Recreation For Auburn, the PROS Plan is crucial for complying with
and Conservation Office (RCO) and other sources over the Growth Management Act (GMA), which ensures
the next six to ten years. It provides a comprehensive thoughtful planning to accommodate growth while
overview of Auburn's parks, recreation areas, open protecting the environment and enhancing residents'
spaces, and non-motorized trails. quality of life.
The PROS Plan incorporates public input gathered However, the PROS Plan goes beyond mere
through surveys, outreach, and online tools to assess compliance. It embodies a vision and a commitment
recreational needs and preferences. It evaluates the to community engagement, providing a platform
current conditions of the city's parks and open spaces, for residents to express their needs and desires for
establishing a vision and goals based on community parks, trails, and recreational areas. Through surveys,
demand. outreach, and online tools, the city gathers valuable
input to ensure the plan reflects the diverse interests
A critical component of this document is the and aspirations of its people.
Capital Improvement Plan (CIP). Upon approval, the
CIP will finalize the PROS Plan by recommending At its core, the PROS Plan is about dreaming big
enhancements aimed at improving services for Auburn while remaining practical. It sets ambitious goals for
residents over the next six years and beyond. These improving access to recreational amenities, enhancing
recommendations are strategically linked to potential existing facilities, and expanding green spaces. These
grant funding sources, guiding the City in prioritizing goals are not just lofty ideals; they are actionable steps
projects that align with the community's desired toward creating a community where residents can live,
quality of life. work, and play.
Within the PROS Plan is the Capital Improvement Plan
Purpose (CIP), a strategic blueprint for turning vision into action.
The CIP outlines specific projects and improvements
In Washington State, communities like Auburn rely designed to enhance services for Auburn's residents
on Parks, Recreation, and Open Space (PROS) Plans over the next six years and beyond. These projects
to shape the future of their outdoor spaces, serving are carefully aligned with the community's goals and
as vital roadmaps for growth, development, and values, ensuring that every dollar spent brings tangible
preservation. These plans are not just state mandates; benefits.
Page 3314
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Overview 10
In essence, the PROS Plan is Auburn's promise to its these aspects within the community.
residents: a commitment to vibrant parks, thriving
green spaces, and abundant opportunities for outdoor By adhering to RCW 36.70A.140, cities like Auburn
adventure. It is a testament to the city's dedication ensure their PROS Plans align with state goals for
to building a sustainable future where nature and sustainable growth and development. Compliance
community flourish together. with the GMA is essential for Auburn to access state
funding and effectively manage its parks, recreation,
and open spaces.
Regulatory
Requirements Washington Recreation and
Growth Management Act Conservation Office (RCO)
Requirements Requirements
The Recreation and Conservation Office (RCO)
RCW 36.70A.140, known as the Growth Management promotes outdoor recreation and conservation in
Act (GMA), is crucial to all Comprehensive Parks, Washington State through grants and technical
Recreation, and Open Space (PROS) Plans in assistance, ensuring that all residents have access to
Washington State. This law mandates that local well-maintained parks and protected natural spaces.
governments, such as cities and counties, plan for However, their role extends beyond funding.
growth through comprehensive plans that consider
natural resources, economic development, and 1. The RCO recognizes the importance of well-
residents' quality of life. planned park systems, which not only serve local
communities but also contribute to a statewide
Specifically, the GMA requires local governments
network of parks and open spaces. A well-
to adopt comprehensive plans that address various implemented Parks, Recreation, and Open Space
aspects, including parks and recreation. Additionally, (PROS) Plan acts as a roadmap for a city's park
it outlines the requirements for a Capital Facilities Plan system, communicating the current state of parks,
(CIP) that includes: recreation facilities, budgeting, and programs to
• An inventory of existing public facilities, including the RCO. It identifies gaps in current and future
green spaces. service levels and develops an actionable vision
for the community's future. This roadmap assures
• Forecasts for future needs of these facilities. the RCO that grant money will be used effectively
• Plans for expanding or building new facilities. to meet community needs aligned with statewide
• A six-year funding plan with identified public goals.
funding sources.
• A requirement to reassess plans if funding falls The RCO requires a PROS Plan, updated every six years,
short, ensuring all elements are coordinated. to comply with the Growth Management Act (GMA).
Parks and recreation facilities are integral to the These plans should cover the following key elements:
CIP. 2. Existing Conditions & Baseline Analysis:
The Parks and Recreation element of the GMA further Establishes the groundwork by reviewing past
specifies that the plan should include: plans, demographics, and park system trends.
3. Community & Systems Needs Assessment:
• Estimates of park and recreation demand for at Identifies gaps and needs in park infrastructure,
least ten years. assesses facility conditions, and sets service level
• An evaluation of existing facilities and service benchmarks.
needs. 4. Priorities, Strategies, and Implementation
• Exploration of opportunities for regional Plan: Compiles the analyses and proposes
collaboration on park and recreation services. recommendations. It prioritizes goals, outlines
implementation strategies, and establishes a
potential capital improvement plan for park
In the context of a PROS Plan, RCW 36.70A.140 development.
provides the legal framework for integrating parks,
recreation, and open space considerations into By following RCO's guidelines and creating a strong
overall planning. The PROS Plan becomes a specific PROS Plan, Auburn can secure grant funding, improve
component of the broader comprehensive plan, its park system, and enhance the quality of life for its
focusing on developing, maintaining, and enhancing residents. To ensure compliance with RCO's framework
Page 54 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update Overview 11
and alignment with the GMA, communities must public demand with your
submit the PROS Plan along with the RCO's Self- organization's current OVERVIEW
Certification Form (see Approvals Section). By adhering capacity and future /O�
to this framework, Washington communities can expectations. CD
develop a robust vision for their parks and recreation
systems and strengthen their grant applications by Goals and SYSTEMS
demonstrating clear vision and strategic priorities. INVENTORY
Objectives RD
More information can be found in RCO's Manual 2:
Planning Guidelines (January 2024), available at: The plan must support DEMAND&
the applicant's park a NEEDS
httos://rco.wa.aov/recreation-and-conservation-office- and recreation mission, co ASSESSMENT
arants/arant-manualst including the current
project, with broad
Process statements of intent, 5A PUBLIC
or goals that capture INVOLVEMENT
While RCO has no specific requirements for the a community's desired
number of pages, number of chapters, or format for outdoor recreation
comprehensive parks plans, it is expected that the resources. igr GOALS&
plan will capture the needs of the organization and, OBJECTIVES
more importantly, the quality of life desired by the Capital
community. CAPITAL
Improvement IMPROVEMENT
The process used to develop the City of Auburn's PROGRAM&
Park's PROS Plan Update is modeled after six Program m IMPLEMENTATION
minimum elements noted in RCO Manual 2: Planning A list of the desired capital
Policies &Guidelines. Whether this plan supports PLAN
improvements or capital ADOPTION
a grant application for a capital project (facility facility programs of at
development and land acquisition) or a non-capital
least 6 years that lists and
project (architectural, engineering, planning, etc.,) the prioritizes desired land
organization of this plan and the process followed acquisition, development, renovation, and restoration
is purposefully designed to capture the elements
expected by RCO. projects.
Aside from this, the first section, the project overview, Approvals
this plan is structured around six primary sections or A resolution, ordinance, or other adoption instrument
elements needed for an effective comprehensive parks showing formal approval of the plan and planning
plan: process by the governing entity.
Existing Conditions The process diagram below identifies the priority
sections needed to develop a GMA-compliant and
(Systems Inventory) RCO-certified PROST plan, however, many steps ran
A description of the planning or service area, including concurrently.
the physical setting, the community profile, other
mutually supportive planning efforts, and a summary 1.0 It ," ,,. W
of conditions of the complete inventory of each s+ .. .�,_ - . .,
existing outdoor recreation asset or program. w.
Public Involvement ,\
A description of how the planning process gave the , . , ,,. , f/,
public ample opportunity to be involved in plan
development and adoption. , ;ii• ' 1#:. ;4
Demand & Needs Analysis J
y .
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public involvement into consideration, balancing — Pt I ,
Page 5 14
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Overview 12
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I, Ior u I, 4. I I POCKET PARKS
*�, �� ` I 21st Street Playground • North Tapps Estates
fv%i " "�
�y � t , '� Riversands Park • Terminal Park
4 , w I -/
u ,a' �� I''
;�,- Village Square Park • Ballard Park
4 .c �, 1 . 1), '�� ,• _ ' 7: , ,. 1 , �-4 - �" Dorothy Bothell Park • Dykstra Park
♦®�®e� `IIN•• X
-- '�%' \' : '4 Edgeview Park • Forest Villa Tot Lot
tet4, =` A!�O j���A-.44-.4.^.^: , ' • Gaines Park • Indian Tom Park • Jordana Park
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*4 :�,,.,�,,,� � � ?..,�R,., < 1,, 4�. _. I 11 4A*i. NEIGHBORHOOD PARKS
.
14-t Q. 4162.441)
�'♦ ♦ '♦��*-4.: _ mti Auburndale 2 Park • Shaughnessy Park
.r etP
_ �; wA � 0 Auburndale Park • Cameron Park
- Cedar Lanes Park • Evergreen Park
,- _, ,, ...<..-� ., - ..., ..., :...- „:. '.'1 . ..-ra 2, ;,:,. Lakeland Hills Park • Riverpoint Park
INVENTORY & Scootie Brown Park • Trail Run
ASSESSMENT COMMUNITY PARKS
This section aims to provide a comprehensive 104th Ave SE • Brannan Park • Fulmer Park
understanding of the current conditions of Game Farm Park • Game Farm Wilderness
Auburn's parks, recreation programs, open
space, and trail system. It examines the GSA Park • Isaac Evans Park
condition of the City's parks system, the Jacobsen Tree Farm (und.) • Lea Hill Park
population served by these parks, and the Les Gove Park • Mill Pond Park • Roegner Park
regional context and planning efforts that Sunset Park • Veterans Memorial Park
shape the system.
The City of Auburn manages a diverse range OPEN SPACE
of parks and recreation assets, including 10
neighborhood parks, 14 community parks, 6 Auburn Environmental • Clark Property
parcels of dedicated open space, 13 pocket Game Farm Open Space • Golf Course
parks and tot lots, and 16 special use facilities, Lakeland Nature Area • Mary Olson Farm
including a golf course and trail systems. Given West Auburn Lake
Auburn's current population of 90,096 in 2024,
this equates to approximately 11.8 acres of SPECIAL USE AREAS
parkland per 1,000 residents.This ratio aligns
Auburn with other communities across the
country, which have a median of 11.2 acres of B Street Plaza • Bicentennial Park
parkland per 1,000 residents.A more detailed Centennial Viewpoint Park • City Hall Plaza
analysis of the composition of Auburn's parks Clark Plaza • Community Garden A
and recreation system is provided in the Community Garden B • Environmental Park
Demand & Needs section of this report. Fenster Nature Park • Fly-in Lion
The inventory and assessment section, and the Mary Olson Farm • Mountain View Cemetery
information that follows, is divided into four Pioneer Cemetery • Plaza Park
distinct contexts that capture the structure Slaughter Memorial
upon which the parks system is a part of.
• Physical Context
• Demographic Context
• Planning Context
• Site Evaluations
Page 57 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Inventory&Assessment 14
significant deceleration from the previous pace.
PLANNING CONTEXT
This slowdown during the 2000s can be attributed to
Auburn: A History of a combination of economic and demographic factors.
The region faced the aftermath of the dot-com bust and
Transformation the early 2000s economic recession,which impacted
The Auburn area has a rich history of human job creation and investment.Additionally,the housing
settlement, with indigenous populations being the market crisis that culminated in the 2008 financial crash
first inhabitants.Tribal groups such as the Skopamish, significantly affected real estate development and home
Smalhkamish, and Stkamish thrived at the confluence of purchases, leading to a decrease in population influx.
local rivers, establishing trade routes over the Cascade Infrastructure limitations and congestion also played a
Mountains, interacting with eastern tribes, and using role,as the city's capacity to accommodate rapid growth
the waterways for resource gathering and commerce was stretched thin, particularly considering its physical
with coastal groups. context. Moreover,competition from nearby cities
offering more attractive amenities or better economic
In the mid-1800s,the first European pioneers arrived in opportunities may have diverted potential residents and
the White River Valley.The following decades, particularly businesses away from Auburn.These factors collectively
the 1880s, saw the arrival of railroads,which attracted contributed to a period of slower growth for the city
settlers from various regions, including the eastern during that decade.
and Midwestern United States, Europe,and Asia. Early
European and Japanese farmers began cultivating the Today,Auburn remains an attractive community known
fertile land, leading to bountiful harvests and establishing for its family-oriented, small-town atmosphere.With more
the White River Valley as a prominent agricultural center. affordable housing compared to most of King County,
convenient highway access,and a charming small-
Auburn's central location between Seattle and Tacoma town feel,Auburn is poised for continued,stable,and
played a significant role in its development.The sustainable growth.This growth will increase the demand
construction of a hydroelectric power plant on the upper for quality of life elements that the community expects,
White River in 1911 provided electricity for Auburn, including the demand for and access to recreational
Seattle, and Tacoma,and powered the Interurban Railway. facilities.
Additionally,the selection of Auburn by the Northern
Pacific Railroad in 1910 as the site for its western freight PHYSICAL CONTEXT
terminal spurred a population boom,driven by the influx
of permanent rail workers in need of housing. Auburn's location in the Puget Sound region has
profoundly influenced its historical development
World War II had a profound impact on Auburn's and future growth. The city's geography has been
trajectory.The federal government's wartime relocation of central to its evolution, with its proximity to rivers
Japanese American citizens to internment camps resulted making it an essential transportation hub for both
in the loss of numerous businesses, homes, and farms. Native Americans and early settlers.The fertile valley
Unfortunately, most of these families never returned. attracted cultivation, and railways were later built to
transport crops and timber from Auburn to larger
Although Auburn remained an agricultural hub for some
cities like Tacoma and Seattle.
time,the city began transitioning towards increased
industrialization in the post-war period. In the 1960s,the Today, Auburn is traversed by two major rivers, the
establishment of a Boeing aircraft plant in the city marked White River and the Green River, along with two
a pivotal shift. Efforts to address historical flooding issues, critical transportation corridors, SR-167 and SR-18.
including the construction of Mud Mountain and Howard These natural and man-made features divide the city,
Hanson Dams by the U.S.Army Corps of Engineers, with a flat valley floor surrounded by steep ascents
further supported Auburn's transformation from a frontier leading to the West Hill and East Hill. The valley is
settlement to a developed industrial center. further segmented by Highway 167 and distinct zoning
designations, creating identifiable areas such as
Auburn's strategic position within south King County Downtown and the Industrial Valley.
made it a desirable location during the 1990s,a period
coinciding with a population surge across the Puget The Green River is fed by numerous creeks that carve
Sound region.The city's population,estimated to be through the East Hill, forming ravines and preserving
around 30,000 in 1990,grew significantly over the natural spaces, which in turn limit mobility within this
next few decades, reaching approximately 76,347 by region. East Hill is primarily a residential area with
2014—a 154.5%increase. However,from around 2014 pockets of retail, and it is crossed by major roads like
onward,growth slowed to approximately 11%, marking a Highway 515 and E James Street. In contrast, West
Page 58 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update Inventory&Assessment 15
Hill is somewhat isolated from the rest of the city, the Stuck River into the Puyallup River. To manage this
bounded by the Green River and Highway 516, and change, a permanent diversion wall was built at Game
further divided by 1-5. Farm Park in Auburn, directing the White River to its
current path.
Topography Today, the White River in southern Auburn serves as
Nestled within the Puget Sound Lowland region of a natural boundary, separating the more developed
the Pacific Northwest, Auburn is a city shaped by the urban core from the rural areas beyond. Historically,
enduring legacy of ancient glacial epochs and the the city developed within the river valley, where many
ongoing influence of geological forces. Positioned of its parks are located. However, with the valley
between the eastern foothills of the Cascade Range reaching its developmental capacity, urban growth has
and the shores of Puget Sound, Auburn features a expanded into newly annexed areas to the west, east,
diverse range of terrain types. and south. Various water bodies, including the Green
River, Mill Creek, Bowman Creek, Olson Creek, Mill
To the east, the Cascade foothills rise gradually, giving Pond, and White Lake, have significantly influenced
the landscape a gentle undulation that ascends toward Auburn's spatial development. The wetlands along
the towering peaks of the Cascade Range. These much of Mill Creek have limited extensive urbanization
foothills provide a rich tapestry of topographical in that area, though some industrial properties have
variety, offering panoramic vistas and numerous been established.
recreational opportunities.
Among Auburn's water features, White Lake and West
The city's landscape is marked by a broad, flat valley Auburn Lake are the only naturally occurring lakes or
bordered by the Green River and Lea Hill to the east, ponds. West Auburn Lake, acquired by the city within
and West Hill to the west. These green slopes define the past decade, offers recreational opportunities
Auburn's contours, creating natural boundaries within within a highly urbanized setting. In contrast, White
the urban expanse while offering breathtaking views of Lake, located south of Highway 18, remains privately
the Cascade Range and the iconic silhouette of Mount owned and inaccessible to the public, preserving its
Rainier. natural state.
To the west, Auburn's proximity to Puget Sound
imparts a maritime character to its climate and Climate
geography. Located near the southern edge of Nestled within a temperate maritime climate, Auburn
the sound, the city benefits from easy access to experiences a nuanced interplay of meteorological
waterfront areas and the thriving marine ecosystems forces, shaping its seasonal identity with distinct
they support.This maritime influence moderates variability.
the climate, resulting in milder winters and cooler
summers compared to the more extreme conditions Summer (June to August) brings warmth to the region,
experienced further inland. with temperatures typically ranging from 75°F to
85°F (24°C to 29°C). While the season is mostly dry,
Hydrology occasional light rainfall may punctuate the otherwise
arid conditions.
Auburn's intricate network of rivers and creeks holds
deep significance for the community, serving a variety Autumn (September to November) ushers in cooler
of crucial functions and enriching the local landscape. temperatures, settling between 60°F and 70°F (15°C
These waterways act as natural drainage systems, to 24°C). During this period, Auburn transitions to a
contribute to flood mitigation, provide vital habitats wetter climate, with more frequent showers that cast
for diverse fish and wildlife, offer scenic beauty, hold the familiar Pacific Northwest veil of precipitation over
historical importance, and create opportunities for the landscape.
recreation.
Winter(December to February) sees temperatures dip
The history of Auburn's watercourses, particularly to an average of 45°F to 50°F (7°C to 10°C). While cold
the White River, highlights the complex interaction air intrusions can briefly push temperatures below
between natural forces and human intervention. freezing, such occurrences are typically short-lived.
Before 1906, the White River flowed through King Precipitation increases during the winter months, and
County, merging with the Green River before emptying although snowfall is rare, it occasionally blankets the
into Elliot Bay. However, a significant debris blockage city. When snow is accompanied by freezing rain, it can
in 1906 altered the river's course, diverting floodwaters significantly impact local traffic.
away from King County and redirecting them down
Page 59 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update Inventory&Assessment 16
Spring (March to May) signals a gradual warming, with In addition to these, The Muckleshoot Indian Tribe is
temperatures rising to a moderate 55°F to 65°F (13°C a major contributor to the local economy, not only
to 18°C). Intermittent showers persist, remnants of through its government operations but also through
the previous seasons' precipitation, as the landscape its enterprises, such as the Muckleshoot Casino and
undergoes its annual rejuvenation. Muckleshoot Bingo. Auburn School District is another
key employer, reflecting the city's strong focus on
Auburn receives approximately 37 inches (940 mm) education.
of annual precipitation, evenly distributed across the
seasons, reflecting its maritime influence. The city's Many residents of Auburn work within the city,
proximity to the Pacific Ocean helps moderate extreme benefiting from the presence of these major
temperatures, tempering both the summer heat and employers. However, a significant portion of the
winter chill. population commutes to nearby employment hubs
such as Seattle, Tacoma, and Bellevue, which are easily
Auburn's diverse topography, with its varying accessible due to Auburn's strategic location and
elevations and water bodies like the Green River, robust transportation infrastructure, including major
fosters the development of microclimates within highways and rail services.
the city. These microclimates create subtle weather
patterns and temperature differences, adding richness Auburn's accessibility and central location make it a
and complexity to Auburn's overall climate. vital center for both residential living and employment
opportunities within the Puget Sound region. The
D EM OG RA P I-I I C combination of local employment and the city's
position within a broader regional economy enhances
CONTEXTAuburn's role as both a residential community and a
significant economic hub.
Auburn, Washington, is a vibrant city with a diverse
demographic profile. Based on the latest U.S. Census Race and Ethnicity
data, here is a detailed breakdown of key demographic
aspects: Auburn stands out for its notable ethnic and racial
diversity,which is somewhat unique compared to
Population Size & Growth other cities in Washington State.According to recent
data,the racial composition of Auburn's population is
Auburn is a mid-sized city in King County, Washington, approximately 59.7%White, 11.6%Asian, 7.3% Black
with a population of approximately 90,096 as of or African American, 2.1%American Indian or Alaska
July 2023. The city has experienced steady growth, Native, and 2.8% Native Hawaiian or other Pacific
reflecting broader trends in the Seattle metropolitan Islander.Additionally, 16.5%of the population identifies
area. Since 2000, Auburn's population has increased as Hispanic or Latino.The city's diversity is further
by 54.4%. With a population density of about 3,046 highlighted by the fact that 21.4%of Auburn's residents
people per square mile, the city continues to see urban are foreign-born, a figure that exceeds the state average.
development and residential expansion.
Auburn's significant Asian and Hispanic or Latino
In recent years, Auburn's growth rate has moderated. populations are particularly noteworthy.While many
Between 2020 and 2023, the population grew at an cities in Washington have diverse communities,
annual rate of about 0.99%. Looking ahead, the growth Auburn's proportion of Asian residents stands out,
rate is projected to decelerate to approximately 0.31% reflecting broader trends in the Seattle-Tacoma-
annually from 2023 to 2028. Bellevue metropolitan area, yet distinguishing itself
from smaller or less urban areas in the state.
Employment
Moreover, Auburn is home to a significant population
Auburn's economy is diverse, with key industries of Marshall Islanders, who have migrated to the United
including retail, manufacturing, healthcare, education, States primarily under the Compact of Free Association
and various service sectors. Major employers in the (COFA).This treaty allows citizens of the Marshall
city reflect this diversity. Among them are Boeing, Islands, along with those from Micronesia and Palau,
which operates a significant aerospace manufacturing to live and work in the U.S. without visas. Auburn has
facility in Auburn, employing thousands of workers become a notable center for Marshallese migrants,
and playing a central role in the city's industrial base. following Arkansas, which hosts the largest population
Multicare Health System and CHI Franciscan Health are on the mainland.
also significant employers, providing a wide range of
healthcare services to the region. The migration of Marshallese to the U.S. has been driven
Page 60 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update Inventory&Assessment 17
by various factors, including economic opportunities district, we can gain insight into the multilingual
and better access to healthcare.Additionally, many character of the city.
Marshallese migrate due to environmental degradation
and health issues linked to the legacy of nuclear testing Age
conducted by the United States in the Marshall Islands
during the mid-20th century.This has resulted in health Auburn has a diverse age distribution among its
concerns such as cancer and other chronic diseases, population of approximately 90,096 people.The
prompting many to seek better healthcare in the U.S. largest age group consists of residents aged 35 to
54, comprising about 27% of the population. This is
In Auburn,the Marshallese community has maintained followed by children and teenagers (ages 5 to 17),
strong cultural ties, frequently gathering in local who make up roughly 18%.Young adults aged 25 to
churches and community events to support one another 34 represent around 15%, while those in the 55 to 64
and preserve their traditions.This tight-knit community age bracket account for approximately 12%. The senior
aspect is crucial as they navigate the challenges of population (over 65 years) comprises about 13% of the
migration, including language barriers and economic population, and those aged 18 to 24 constitute around
adjustments. 9%. The youngest segment, children under 5 years old,
represents about 7% of Auburn's population.
Auburn's demographic diversity is rooted in its historical
development as a key agricultural and industrial hub, Recent trends in Auburn's age distribution have shown
which has attracted various immigrant communities relative stability across the different age groups.
over the years.This has created a rich cultural fabric that However, there has been a slight increase in the senior
continues to shape the city's identity today. population, mirroring broader national trends of an
aging demographic. This shift suggests a growing
Languages need for services and amenities that cater to older
residents, while also maintaining support for families
While English is the primary language spoken and younger adults.
in Auburn, with 69.36% of residents speaking it
exclusively, the city's cultural diversity means that a Gender
variety of languages can be heard in everyday life.
Spanish is the most common non-English language, Auburn's gender distribution is close to an even split
spoken by 13.28% of the population. Additionally, between males and females, with a slightly higher
other languages, including various Slavic languages, percentage of males. According to the latest U.S.
contribute to the city's linguistic landscape. Census Bureau data, Auburn has approximately 46,922
males (52.1%) and 43,174 females (47.9%), indicating a
The Auburn School District reflects this diversity, with clear majority of males over females in the city. This
over 80 languages spoken in the homes of its students. trend is somewhat uncommon in many parts of the
More than 40% of students use multiple languages United States, where women typically outnumber men.
in their daily lives. The district's Multilingual Learner
Program is designed to help students develop English Income
language skills while also promoting the preservation
of their home languages.Although the exact number Auburn's residents represent a wide range of income
of students speaking each language at home is not levels, reflecting the diverse economic profiles of its
disclosed due to privacy concerns, the fact that the neighborhoods and communities. While some areas of
district's Multilingual Learners department serves Auburn are affluent, others have a higher percentage
students from over 80 different language backgrounds of lower income households. The city's economic
illustrates the rich tapestry of languages spoken in structure includes a mix of blue-collar and white-collar
Auburn. workers, contributing to this diversity. As of the most
recent data, the median household income in Auburn
Moreover, the district offers translation services for is approximately $83,881, with a per capita income
a variety of languages, including Afrikaans, Burmese, around $41,440. The city's poverty rate is 10.7%, and
Hmong, Marshallese, Russian, Spanish, and Ukrainian. 14.9% of children live below the poverty line. Housing
While this is not an exhaustive list, it highlights some is a significant aspect of the local economy, with the
of the prominent languages spoken in the community median home value around $561,000 (per 2024 Zillow
alongside English. Home Value Index). This reflects a community with
varied economic experiences, encompassing both
These languages likely represent just a portion of substantial earning potential and areas in need of
Auburn's diverse linguistic landscape. However, by economic support.
examining the languages supported by the school
Page 61 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update Inventory&Assessment 18
Education Commuters
Auburn is served by a variety of educational Auburn is often considered a commuter city due to
institutions, including both public and private schools. its strategic location in the Puget Sound region and
The Auburn School District is a key provider, operating its proximity to major employment centers such as
numerous elementary, middle, and high schools, Seattle, Tacoma, and Bellevue.The city's population
such as Auburn High School, Auburn Riverside High fluctuates during the day as residents commute to jobs
School, and Auburn Mountainview High School, along in these areas. The average one-way commute time
with various elementary and middle schools spread for Auburn residents is approximately 31.6 minutes,
throughout the city. The district serves a substantial covering an average distance of around 10.75 miles.
student population, with an enrollment of over 17,000
students. Here's an overview of key cities to which Auburn
residents commonly commute for work and the
Private education options in Auburn include Valley respective employment opportunities:
Christian School, which offers a Christian-centered
education from preschool through 12th grade, and 1. Tacoma is a major city in the Puget Sound
Auburn Adventist Academy, a Seventh-day Adventist region offering a wide range of employment
high school. Additionally, the Muckleshoot Tribal opportunities across various industries.
School, managed by the Muckleshoot Indian Tribe, 2. As a neighboring city, Puyallup provides job
provides education from kindergarten through high options in retail, healthcare, education, and other
school, addressing the specific needs of its tribal sectors.
community. 3. Although farther from Auburn, some residents
commute to Seattle for jobs in tech, finance,
Green River College is a notable public institution healthcare, and various other industries.
in the area, offering a range of associate degrees,
certificates, and transfer programs. Collectively, these 4. Located to the north, Kent offers job
educational institutions contribute to the diverse and opportunities in logistics, manufacturing, and
comprehensive learning environment in Auburn. retail.
5. Also north of Auburn, Renton is home to
Housing companies in aerospace, technology, healthcare,
and other industries.
Auburn's housing market is diverse, featuring a mix 6. To the west, Federal Way has a diverse job market,
of single-family homes, apartments, and affordable including opportunities in retail, healthcare, and
housing options. As of mid-2024, the median home education.
price in Auburn is approximately $621,000 (per 2024
Zillow Home Value Index), reflecting a 5.5% increase System Inventory
the past year. The market remains highly y
competitive, with homes typically selling within a Auburn takes great pride in its expansive parks
week of listing. Rental prices are also significant, system, designed to cater to a variety of recreational
with median rents around $1,919 per month. The city interests while preserving the natural beauty of the
supports a range of affordable housing programs area. Among the many parks throughout the city, Les
through the King County Housing Authority, including Gove Park stands out as a tranquil oasis in downtown
Section 8 vouchers and subsidized housing designed Auburn, offering verdant green spaces, meandering
for low-income families, seniors, and individuals with pathways, and designated picnic areas, providing a
disabilities. peaceful retreat amid the urban bustle. Game Farm
Park, a premier destination for sports enthusiasts and
This varied housing landscape influences Auburn's families alike, spans 80 acres and features sports fields
parks and recreation system by increasing the demand for soccer, baseball, and softball, along with tennis
for accessible and inclusive recreational spaces. The courts, a skate park, and playgrounds. Isaac Evans
presence of affordable housing communities, such Park, located along the scenic Green River, delights
as Burndale Homes and Firwood Circle, which offer visitors with riverside trails, scenic viewpoints, and
on-site services and are located near parks, highlights inviting picnic spots, allowing nature lovers to immerse
the importance of maintaining and expanding public themselves in a serene environment. Brannan Park,
recreational facilities.These parks provide essential near the Green River, is a picturesque spot for outdoor
amenities and green spaces for residents of all recreation, offering walking trails, picnic shelters, and
income levels, promoting community well-being and a boat launch for water enthusiasts. For those seeking
environmental sustainability. a more botanical experience, Soos Creek Botanical
Page 62 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update Inventory&Assessment 19
Garden (privately owned) showcases a stunning array Physical & Mental Health:Assessing a park by
of native and exotic flora, inviting visitors to explore its expected or projected use helps visitors know what
themed gardens, winding paths, and tranquil ponds. to expect and allows park managers to establish rules
and guidelines that ensure visitors' safety and preserve
Auburn's park system extends beyond recreation to the park's resources.
include educational and environmental initiatives.
Auburn Environmental Park combines recreational Ecological Diversity: Parks often vary in terms of their
amenities with interactive exhibits and interpretive ecosystems and biodiversity.Assessing parks based on
trails, serving as a platform for environmental their ecological features can aid in understanding and
education and awareness.These programs enrich the protecting these unique natural environments.
community's understanding of local ecosystems and
foster a deeper appreciation for the natural world. Cultural and Historical Significance: Some parks
In essence, Auburn's parks system is more than just are often assessed based on their cultural or historical
a collection of green spaces; it's a vibrant tapestry importance. These designations help preserve and
of recreational opportunities, natural wonders, and showcase sites of cultural heritage, such as historical
educational endeavors that enrich the lives of residents landmarks, archaeological sites, and areas with
and visitors alike. indigenous significance.
Auburn prioritizes the development of park spaces Tourism & Branding Benefits: Classifying parks
that align with the community's values. To determine can aid in promoting tourism and attracting visitors.
what improvements are needed or desired, the first Visitors often have varying interests, so categorizing
step is to catalog and assess the current conditions parks allows tourism agencies to target specific
of all the city's existing parks, open spaces, and trail audiences with appropriate marketing strategies.
resources. This process involves identifying the assets Educational and Interpretive Benefits: Classification
that Auburn currently owns, manages, and maintains, helps in developing educational programs and
and evaluating them to ensure they meet or exceed interpretive materials tailored to the park's unique
park development standards, safety criteria, liability characteristics. This enhances visitor experiences
and risk concerns, recreational trends, aesthetic appeal by providing relevant information about the park's
(placemaking), and landscape and climate change natural, cultural, and historical attributes.
resiliency objectives.
To effectively plan for budgeting and resource Research and Conservation Planning: Scientists
allocation based on each park's level of service or area and conservationists can use classification systems to
of influence, parks are also assessed to determine the prioritize research efforts and develop conservation
individual contributions they provide to the community. plans. By understanding the different types of parks
and their specific features, they can focus on areas that
are most in need of study and protection.
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Page 63 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Inventory&Assessment 20
Categorized Recreation Specialized Recreation:
Programs • Programs for individuals with disabilities
• Sports &Athletics:
The City of Auburn offers a wide range of recreation • Youth leagues
programs designed to meet the diverse interests and
•
needs of its community members.These programs, Youth sports classes
categorized by age group and activity type, provide
opportunities for fitness, personal growth, social Community Events and Special
engagement, and community involvement.: Programs:
Fitness Programs: • Auburn Farmers Market
(June-September at Les Gove Park)
• Fitness memberships • National Recreation and Park Month events
• Fitness classes Various special events throughout the year
• Open gym sessions
• Equipment and weight room access at the Cultural Arts Programs:
Auburn Community & Event Center • Performing arts
• Public art installations
Preschool Programs (Ages 1-5):
• Indoor playground Outdoor Recreation:
• Classes and programs • MTB Trailblazers biking program
• Birthday party packages • Hiking and trail activities
• Youth Programs (Ages 6-12):
• Rec n Roll (mobile recreation unit) Volunteer Opportunities:
• Summer camps • Community service and volunteer programs
• Classes and programs
• Family programs Facility Rentals:
• Birthday party packages • Athletic fields
• Campground
Teen Programs (Ages 13-18):
• Meeting and banquet rooms
• The REC Teen Center • Picnic shelters
• Classes and programs
• Camps Overall, the City of Auburn's diverse array of programs
• MakerSpace and services supports a healthy, active, and engaged
community and highlights Auburn's commitment
to providing diverse and inclusive recreational
Adult Programs (Ages 18+): opportunities for its residents, promoting community
• Art classes well-being and engagement
• MakerSpace
• Fitness classes Existing Parks & Recreation
• Open gym Facilities
Senior Programs (Ages 50+): The City of Auburn offers a wide array of recreational
opportunities and park spaces for both residents and
• Senior Activity Center visitors, with a strong emphasis on developing park
• Fitness classes spaces that align with the community's values. Auburn's
• Social activities park system currently encompasses approximately
• Educational workshops 980 acres of mostly developed or partially developed
parklands, along with non-contiguous trail segments
along the White River that aim to connect to the
Family Programs: downtown core.
• Various family-oriented activities and events
Page 64 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update Inventory&Assessment 21
To identify necessary or desired improvements, the City Process
first catalogs and assesses the current conditions of all
its existing parks, open spaces, and trail resources.This The following steps were executed to capture the
assessment process involves identifying and evaluating institutional knowledge of City staff, while allowing
the assets that the City of Auburn owns, manages, the consultant team to assess each park and trail
and maintains, ensuring they meet or exceed park component.
development standards, safety criteria, and liability and
risk concerns. Additionally, this evaluation addresses 1. Inventory and build maps of the existing parks.
recreational trends, enhances aesthetic appeal through 2. Develop a detailed inventory of each park from the
placemaking, and supports landscape resiliency. previous planning process and geospatial sources,
Assessment Methodologyincluding encumbrances research and park/funding
histories.
Modeled after RCO's suggested Level-of-Service (LOS)
grading system and NRPA's "system level" approach, a 3. Distribute inventory information to City for review.
custom assessment methodology was used in this study
to inventory and assess the current range of recreation Park Classifications
and open space opportunities within any particular Classification systems provide a standardized method to
area. The methodology used in this report is ranked on develop, organize, operate, and manage parks based on
a scale of 5 to 0, from high to low, across a number of certain criteria, which can include factors such as their
different criteria, including: size, ecological importance, recreational opportunities
• Location provided, historical or cultural significance, placemaking
potential, economic development, and ability to support
• Park Classification conservation & climate resiliency goals.
• Facility Age
• HistoryWashington State
Table 2-2: Park Parks & RCO use
• Funding Encumbrances or Regulatory Framework Classifications different classification
• Condition of Individual Components &Amenities definitions but are
• Maintenance/ Known Issues Key* Classification built on the same
C Community premise - consistent
Table 2-1: Assessment Rankings methodology Neighborhood is
Ranking critical to best
Hi h Description 0 Natural Area(Open Greenspaces manage our public
( 9 p (Open Space)
spaces and to
to Low)
S Special Use Facilities ensure the public are
0 n/a- Not Present P Pocket Parks/Mini-Parks/ active and able to
Major liability and structural failures present Tot Lots enjoy a quality mix
1 and imminent.Needs to be closed. of structured and
T Trails,Bikeways&Pathways
Condition is poor with major structural, natural environments
2 cosmetic,maintenance,and liability issues *to be used when referring to the parks system key map, and all the benefits
observed. Figure 2-i.
that they provide.
Condition is moderate with some major
3 cosmetic or maintenance issues that create There are six basic park and greenspace facility types
minor liability concerns. typically classified and utilized by municipalities the size
Condition is very nice with only minor cosmetic of Auburn of which are currently exhibited:
4 or maintenance issues observed.
Perfect condition with a long life cycle and no Pocket Parks/ Mini-Parks/Tot Lots
5 risk or liability issues. Pocket parks are very small and serve a limited radius
Please note that park areas developed by private entities (up to '/4 mile) from the site; they provide passive and
e.g., a HOA, or and public or private schools were not play oriented recreational opportunities. Examples of
included on the overall City Park map, therefore they pocket parks can include a tot lot with play equipment
were not part of the assessment procedure. such as a climber, slide or swings; a viewpoint; or
waterfront access areas such as at street ends.
Page 65 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Inventory&Assessment 22
A small urban plaza or civic recognition project may Current Inventory
be considered a pocket park. Parking is not often
provided at pocket parks, although lighting may be used Over its 133-year history, Auburn, WA, has developed
for security and safety. a robust park system under the guidance of its past
and present Mayors and City Councils. The City
Neighborhood (Local) Park has expanded its parkland through various means,
Generally considered the basic unit of traditional park including donations, dedications, and purchases. Each
systems, neighborhood or local parks are small park park undergoes regular evaluations and renovations
areas designed for unstructured play and limited active to ensure they align with evolving recreational trends,
and passive recreation.They are generally up to around aesthetic standards, safety protocols, and government
5 acres in size, but can be larger depending on a variety regulations. To meet the needs of both current and
of factors including neighborhood need, physical future residents, Auburn must continue to acquire new
location and opportunity, and should meet a minimum parkland while also maintaining and enhancing its
size of 2 acre in size when possible. existing parks and facilities.
Community Park This section provides an overview of each park and
open space, detailing the neighborhood it is located
Larger multi-acre sites developed for organized play, in, its year of establishment, classification, and acreage.
contain a wider array of facilities and, as a result, appeal As a prelude, the following table identifies the quantity
to a more diverse group of users. Community parks are and total acreage of the entire system, based on its
generally 20 to 50 acres in size, meet a minimum size classification.
of 20 acres when possible and serve residents within a
1-mile radius of the site. Parks, Open Space & Special Use
Natural Areas (Open Space) Facilities
Natural areas are those which are preserved to maintain The core of Auburn, WA's parks system is characterized
the natural character of the site and are managed to by its diverse parklands, expansive open spaces, and
protect valuable ecological systems, such as riparian specialized use facilities, all of which contribute to the
corridors and wetlands, and to preserve native habitat community's recreational and aesthetic needs.
and biodiversity. In managing for their ecological
value, these natural areas may contain a diversity of Auburn's parklands consist of a variety of mini-
native vegetation that provides fish and wildlife habitat parks, neighborhood parks, community parks, open
and embodies the beauty and character of the local spaces, and special use facilities that provide residents
landscape. Low-impact activities, such as walking, nature with access to green spaces for leisure, sports, and
observation, and fishing are allowed, where appropriate, recreational activities. These parks are equipped with
and horseback riding is also permitted on certain sites. amenities such as playgrounds, sports fields, picnic
areas, and walking trails, ensuring they cater to the
Trails, Bikeways & Pathways needs of individuals and families alike. Open spaces
offer residents opportunities for passive recreation,
Trails are non-motorized transportation
networks separated from roads. Trails can be p Table 2-3: Existing Parks & Open Spaces
developed to accommodate multiple uses
or shared uses, such as pedestrians, in line key Classification Count Acres
skaters, bicyclists, and equestrians. Bikeways C Community 14 283.30
are different than trails in that their principal N Neighborhood 10 51.23
focus is on safe and efficient non-motorized
transportation. Bikeways & pathways serve 0 Open Space 6 321.42
distinctly different user groups than trail users. S Special Use Facilities 14 307.69
For shared-use trails, it is important that the P Tot-Lots 13 16.71
alignment and cross sections be designed
with flexibility to accommodate higher speeds, Totals: 57 980.35*
passing zones and greater widths. Surfaces *does not include other non-park related properties,or other landbanked right-of-ways and easements.
will vary with intended use and environmental
considerations. such as hiking, bird-watching, and enjoying the scenic
More information on the other classification types not beauty of nature. The city's commitment to maintaining
used can be found in Appendix B. these open spaces ensures that natural resources are
protected and accessible to the community.
Page 66 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Inventory&Assessment 23
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Page 67 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Inventory&Assessment 24
Table 2-4: Existing Parks Inventory
Key Name Classification Acres Rati.ill
C1 104TH AVE SE PARK COMMUNITY 13.22 3
C2 BRANNAN PARK COMMUNITY 23.55 3.5
C3 FULMER PARK COMMUNITY 4.88 4
C4 GAME FARM PARK COMMUNITY 56.94 4
C5 GAME FARM WILDERNESS COMMUNITY 48.59 3
C6 GSA PARK COMMUNITY 6.34 3
C7 ISAAC EVANS PARK COMMUNITY 17.94 3.75
C8 JACOBSEN TREE FARM COMMUNITY 29.34 3
C9 LEA HILL PARK COMMUNITY 5.32 3.5
C10 LES GOVE PARK COMMUNITY 27.83 4.5
C11 MILL POND PARK COMMUNITY 4.85 3
C12 ROEGNER PARK COMMUNITY 21.79 4
C13 SUNSET PARK COMMUNITY 15.46 3
C14 VETERANS MEMORIAL PARK COMMUNITY 7.25 3
Subototals 14 283.31
N1 AUBURNDALE 2 PARK NEIGHBORHOOD 9.39 3
N10 SHAUGHNESSY PARK NEIGHBORHOOD 3.32 3
N2 AUBURNDALE PARK NEIGHBORHOOD 10.14 4
N3 CAMERON PARK NEIGHBORHOOD 3.79 3
N4 CEDAR LANES PARK NEIGHBORHOOD 8.38 3.5
N5 EVERGREEN PARK NEIGHBORHOOD 2.74 3
N6 LAKELAND HILLS PARK NEIGHBORHOOD 5.15 3
N7 RIVERPOINT PARK NEIGHBORHOOD 2.65 3
N8 ROTARY PARK NEIGHBORHOOD 3.89 3
N9 SCOOTIE BROWN PARK NEIGHBORHOOD 1.77 3
Subototals 10 51.23
01 AUBURN ENVIRONMENTAL PARK OPEN SPACE OPEN SPACE 180.17 3
02 CLARK PROPERTY OPEN SPACE OPEN SPACE 27.42 3
03 GAME FARM OPEN SPACE OPEN SPACE 22.67 3
04 GOLF COURSE OPEN SPACE OPEN SPACE 40.97 3
05 LAKELAND HILLS NATURE AREA OPEN SPACE 41.02 3
06 LEWIS LAKE NATURE PARK OPEN SPACE 9.17 3
Subototal:s 6 321.42
P1 21ST STREET PLAYGROUND POCKET PARK/MINI-PARK/TOT LOT 0.21 3
Page 68 of 714
T 1, o AJL n''ark,,Red c aaAI r.Ooen Soxe&T ail;P'an Upd.de I - l, J. -, ,e,.L
Table 2-4: Existing Parks Inventory
P11 TRAIL RUN PARK POCKET PARK/MINI-PARK/TOT LOT 1.73 3
P12 TERMINAL PARK POCKET PARK/MINI-PARK/TOT LOT 1.16 3
P13 VILLAGE SQUARE PARK POCKET PARK/MINI-PARK/TOT LOT 0.97 3
P2 BALLARD PARK POCKET PARK/MINI-PARK/TOT LOT 0.64 3
P3 DOROTHY BOTHELL PARK POCKET PARK/MINI-PARK/TOT LOT 4.83 3
P4 DYKSTRA PARK POCKET PARK/MINI-PARK/TOT LOT 1.73 2
P5 EDGEVIEW PARK POCKET PARK/MINI-PARK/TOT LOT 0.80 3
P6 FOREST VILLA TOT LOT POCKET PARK/MINI-PARK/TOT LOT 0.24 3
P7 GAINES PARK POCKET PARK/MINI-PARK/TOT LOT 1.34 3
P8 INDIAN TOM PARK POCKET PARK/MINI-PARK/TOT LOT 0.41 3
P9 JORNADA PARK POCKET PARK/MINI-PARK/TOT LOT 1.87 3
Subototal:s 13 16.71
S1 AUBURN ENVIRONMENTAL PARK SPECIAL USE AREA 18.81 3
S10 MARY OLSON FARM SPECIAL USE AREA 68.78 3
S11 MOUNTAIN VIEW CEMETERY SPECIAL USE AREA 50.29 3
S12 PIONEER CEMETERY SPECIAL USE AREA 0.75 3
S13 PLAZA PARK SPECIAL USE AREA 0.15 3
S14 SLAUGHTER MEMORIAL SPECIAL USE AREA 0.15 3
S2 AUBURN GOLF COURSE SPECIAL USE AREA 150.52 3.5
S3 B STREET PLAZA SPECIAL USE AREA 0.13 3
S4 BICENTENNIAL PARK SPECIAL USE AREA 1.34 3
S5 CENTENNIAL VIEWPOINT SPECIAL USE AREA 0.50 3
S6 CLARK PLAZA SPECIAL USE AREA 0.17 3
S7 COMMUNITY GARDEN SPECIAL USE AREA 1.84 3
S8 FENSTER PROPERTY SPECIAL USE AREA 12.72 3
S9 LEA HILL TENNIS COURTS SPECIAL USE AREA 1.54 3.5
Subototal:s 14 307.69
Totals: 57 980.35
*does not include other non-park related properties,or other landbanked right-of-ways and easements.
Page 69 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Inventory&Assessment 26
21ST STREET PLAYGROUND
405 21st Street SE
i,, sue 0.17 acres— Dedicated in 2006
s1
)1 Classification: Pocket Park
ii,Illmi7 -ik t•- Status: Developed
U `r ':i 111'1 This smallpocketpark is situated to a Citystormwater detention pond.
adjacent
�,`� b' 1 r4 I OP Or Park amenities include a playground, picnic table, and benches. The park is on a
j�iisi'!' l - -`r short list of parks that need to go through the naming process.
!. i ,� �c +, AUBURNDALE PARK
. `n ' '4 a 1T4r y,: 31700 108th ST SE
` s .- 9.74 acres—Transferred in 2003
� . P
�..,;� ff Classification: Neighborhood Park
r
Status: Developed
^° g+ ,,1, Auburndale Park falls into the neighborhood park category, and like many in
�E�l 1ii this classification, is underused. The City recently constructed an entrance on
— `s i `'1'.f°' the east side of the park in order to provide better access to the surrounding
' s,,-'s , I _ `. \A neighborhoods in an effort to increase use in the park. The main feature of the
park is a natural wooded area with a loop trail. There is a play area, picnic tables
�' _ - •_..__ . -,. and barbecue grill.
AUBURNDALE PARK II
29725 118th ST SE
9.34 acres—Transferred in 2003
Classification: Neighborhood Park
Status: Undeveloped
Auburndale II is an undeveloped park with a mix of native over-story, and an under-
story that is dominated by Himalayan blackberry and scotch b room. A future trail
connecting Lea Hill to the valley floor is being considered, which would likely run
east to west along the northern boundary of the park.
BALLARD PARK
Y"'• 1612 37th Way SE
". - 0.68 acres - Dedicated in 1966
- Classification: Pocket Park
Status: Developed
. ,- Ballard Park is a neighborhood park with a distinctive stone picnic shelter. In 2003,
T. a new playground and irrigation system was installed, as well as pathways and an
--``---' _,;::;.. entrance gate. Two new tables and benches were installed and a new concrete fence
e..- .ss .•E„..,"', constructed at that same time. Ballard Park is situated high above the White River
and benefits from an appealing view of the river. There is not direct river access.
Page 70 of 714
Oty of Auburn Parks,Recreation,Open Space&Trails Plan Update I Inventory&Assessment 27
N3 CAMERON PARK
3727 Lemon Tree Lane
3.85 acres— Dedicated in 1989
�` Classification: Neighborhood Park
Status: Developed
• Cameron Park is a nestled between two rows of houses, east of the Muckleshoot
Indian Reservation. The park has two entrances, one near the intersection of Lemon
31 Tree Lane SE and Academy Drive SE, and the other off of Lemon Tree Lane SE.
- Visitors can take an asphalt path into the heart of the park that winds through a
large grassy open field, planted with occasional trees.A colorful play structure is
located in the northeast corner of the park. Picnic tables next to the playground
provide seating for picnics or for caretakers of young children. The layout of the
path provides a good opportunity to integrate the play area into the rest of the
park using landscaping to create a more lush and cohesive setting. A limiting factor
in achieving this is the utility easement of Northwest Pipeline, which reduces the
ability to landscape and improve some parts of the park.
i,k,. w,, s CEDAR LANES PARK
0.. ' � t 1002 25th Street SE
4', ^ • fr
8.36 acres— Dedicated in 1969
Classification: Neighborhood Park
•_ Status: Developed
Cedar Lanes Park is a unique combination of native woodland, well-kept lawn, and
a formal playground. The forested area contains a mix of western red cedar, big leaf
maple, and cottonwood trees. The park includes a bike skills park with drop zones, a
flow track and other features that was constructed in 2023. In 2024 an asphalt pump
-� track, new restroom, and storage/shelter were constructed.
P3 DOROTHY BOTHELL PARK
1087 Evergreen Way SE
- : 4.35 acres— Dedicated in 2009
•
Classification: Pocket Park
I • r ..
Status: Developed
--"'� Located adjacent to the Lakeland Hill Community Center, Dorothy Bothell Park
is a an attractive neighborhood park in Lakeland Hills. Park amenities include a
playground, climbing boulders, and a trail that connects with other trails beyond the
. park. Dinosaur bones have been buried in the play area for the kids to uncover.
Page 71 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Inventory&Assessment 28
DYKSTRA PARK
YV 1487 22nd Street NE
-- 'a,y 1.67 acres— Dedicated in 1979
f`. Classification: Neighborhood Park
i.., `., ., ' Status: Developed
y
Dykstra Park is a small, attractive park along the Green River. Its linkage to the
� ' l larger Isaac Evans Park via a suspension bridge increases its value to the community.
The bridge was substantially repaired in 2002, with major structural repair
completed on the north end of the structure.
s; t Dykstra is primarily a playground neighborhood park, and its proximity to the
;� T PM river also makes it popular with walkers and wildlife lovers. A new playground was
installed in April 2015 made possible by a Dr. Pepper/ Kaboom! Playground grant.i
The playground was constructed using volunteer labor during the City's annual
° Clean Sweep volunteer event. In addition to the three new playground pieces,
,1 ", f
, k--4 approximately 150 cubic yards of playground fiber wood chips were placed within
the play area.
P6
FOREST VILLA PARK
1647 Fir St. SE
0.23 acres— Dedicated in 1971
Classification: Pocket Park
Status: Developed
The Forest Villa Park is located on a single lot in a single family residential
neighborhood. The play structure is the primary focus of the park.
P7 . .:: • Y
. : . GAINES PARK
` 1008 Pike Street NW
'y 1.33 acres— Dedicated in 1999
Classification: Neighborhood Park
- .:- ; • — Status: Developed
t ` ' Gaines Park is located in the Vistaria/Sunning Hills residential area. This park is a
4? t ,•7 joint project between the City's Storm Water Division and Parks and Recreation.
'^(464‘
There is a short section of boardwalk through a wetland area on the east edge of
;: the park. The park has a picnic area, play area, '/2 basketball court, and a walking
r' trail through the park.
INDIAN TOM PARK
1316 6th Street NE
' '`" _ A, +'"a'' 0.42 acres— Deeded to the City in 1979 from King County
'a rk i` Classification: Pocket Park
ill ,I + ��
1 ,� � Status: Developed
This small park is located on a single lot in the middle of a residential block. A
playground was installed in April 2014 made possible by a Dr. Pepper/ Kaboom!
"` Playground grant. The playground was constructed using volunteer labor at the
„. City's annual Clean Sweep volunteer event.
Page 72 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Inventory&Assessment 29
P9 JORNADA PARK
1433 U Court. NW
1.89 acres- Dedicated in 2004
Classification: Pocket Park
Status: Developed
or �n� This small park is located on a single lot in the middle of a residential block. It
contains a play structure, climbing wall, picnic tables and a short loop trail.
N5 EVERGREEN PARK
5480 Charlotte Ave. SE
2.73 acres- Dedicated in 2014
Classification:Neighborhood Park
Status: Developed
This park was constructed to meet level of service needs for a neighborhood park
t ' within in newly developed Kersey Ill neighborhood. A paved walking trail with picnic
tables and benches connects the ball field, to the playground and the basketball
- court.
v15 � EDGE VIEW PARK
1433 U Court. NW
0.79 acres- Dedicated in 2014
Classification: Pocket Park
lip ` Status: Developed
- _ This park has similar features and amenities as nearby Evergreen Park, but on a
smaller scale.
. Y.
LAKELAND HILLS PARK
1401 Evergreen Way SE
5.06 acres- Dedicated in 1993
Classification: Neighborhood Park
A Status: Developed
Lakeland Hills Park serves the Lakeland development in south Auburn. This five-
acre park is nestled into a wooded hillside, where many native trees were saved and
--�-`� integrated into the design of the park.The park provides active recreation facilities
IMF PPM
— at a neighborhood scale, and also a paved trail around the circumference of the
park. Restroom facilities were built in this park and share a common structure with
some water utility equipment.
Page 73 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Inventory&Assessment 30
59 LEA HILL TENNIS COURTS
32121 105th PI. SE.
1.18 acres
3�.
�, Classification: Special Use Facility
Status: Developed
The Lea Hill Tennis Court has a unique location on top of a City of Auburn water
reservoir. Originally, two courts were constructed, but one of these is now being
used as a basketball court. The court is on Lea Hill, surrounded by an adjacent
apartment complex. Standing water is evident in several low areas.
41
'' ' RIVERPOINT PARK
.. 1450 32nd St. NE
3.8 acres— Dedicated in 2005
Classification: Neighborhood Park
1',; Status: Developed
' Built in 2005, the park is adjacent to the Green River and provides an access point to
the Green River Trail.
N18i TRAIL RUN
5014 Pike Street NE
1.76 acres — Dedicated in 2015
Classification: Neighborhood Park
Status: Developed
4f�, . This pocket neighborhood park located is along the Green River near the northern
•' ---2 City Limits. Visitors can gain direct access from the park to a bridge across the
river that connects to the City of Kent's S. 277th Street Trail (1.1 miles). The future
Green River Trail will run along the eastern boundary of the park if the trail is ever
Aill extended through Auburn.
N8 ROTARY PARK
,', 2635 Alpine Street SE
, 3.89 acres— Dedicated in 1966
•
t, . Classification: Neighborhood Park
it ( i
. ,I 'pi- ,, Status: Developed
ta
.` '""! n RotaryPark was developed in 1966 bythe Auburn RotaryClub. At first glance the
, J, P
1 -- _ -- , playground is the only apparent facility here. The rolling topography, unusual shape
of the site and the location of conifers obscure the presence of the other major
recreation facilities, including the basketball court and informal softball field. An
-- additional acre, and a half-court basketball was added to Rotary Park in connection
,,- with the development of the Riverwalk neighborhood.
Page 74 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Inventory&Assessment 31
SCOOTIE BROWN PARK
-" 1403 Henry Road NE
,,` 1.68 acres- Dedicated in 1973
. , T 1; s:'-- t.,:i:: Classification: Neighborhood Park
---- --=-_i_ Status: Developed
_ - The park is located at a junction between commercial and residential zones.
r,.s, Bounded on the north by 8th Street N.E., the park has a busy, open feel, with
minimal landscaping. The City's youth baseball programs use this park for practice.
y
-
N21 0. SHAUGHNESSY PARK
r fi,..lt 3302 21st Street SE
' -'� '+ " •'� 3.46 acres- Dedicated in 1973
. , . • +,..
K rClassification: Neighborhood eig hborhood Park
•
s r -sod"r, Status: Developed
! _ Shaughnessy Park is located in an attractive setting of mature Douglas Firs on a
.n-i quiet residential street. Several recreational courts are located in close proximity to
' - the street. An open play field with a backstop is in a corner of the park and is not
�_ readily apparent from other parts of the park and street. The adjacent residential
_. ""� neighbors have erected fences between their backyards and the playing field.
- Recent park improvements were made possible by a Neighborhood Block Grant in
- the amount of$50,000.
liwmmwmig
TERMINAL PARK
s� 1292 C Street SE
;A, +� 1.22 acres- Dedicated in 1913
w'. ` ` Classification: Neighborhood Park
_ r1 r, 1.
Status: Developed
_: ` '� Terminal Park is a small park along a quiet residential street. The newly renovated
` I et playground at the center of the park is the focal point here. The remainder of
- the park contains a slightly rolling lawn, with mature trees scattered throughout.
Improved irrigation has also been added. In 2013 broken patio pavers were replaced
Iii-- with colored concrete in the patio adjacent to the playground.
N 2 34-
mil VILLAGE SQUARE
, . r
12111 SE 310th Street
•• .,4.; 1.10 acres-Transferred in 2007
, Classification: Pocket Park
•
Status: Developed
1-'4,. $'' • This is a small pocket park is located in the middle of an apartment complex.The
park has a short loop trail with a small grassy area in the middle. Access to the park
„ krir9 ,- can either be gained from the adjacent apartment complex or from SE 310th Street.
Page 75 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Inventory&Assessment 32
Cl 104TH AVE SE
:,,,,°w°,' • 31495 104th Ave. SE
1_ 14.73 acres—Transferred in 2006
.Qe H.. Classification: Community Park
Status: Undeveloped
This undeveloped riverside property is comprised of two parcels along the Green
o .P. River. A nice sandy beach along the Green River is popular for swimmers in the
=/' r. summer, and fishermen in the fall and winter months. Nearly two-thirds of the park
40-•- . � is located within the 100-year floodplain so given the location of the park along the
' i % river and regulatory constraints, the park will likely be designed as a passive use
.� nature park.
j
BRANNAN PARK
1019 28th St. NE
_- -- — 21.68 acres— Dedicated in 1973
, Classification: Community Park
' 4 Status: Developed
A1 ' Brannan Park contains one of Auburn's most heavily used sports complexes. The
--- 12 smi City sponsors many sports events at Brannan Park; Cascade Middle School users
and a variety of organizations—youth soccer leagues, and Little League - also use
the playing fields extensively. Brannan Park is on a flat, open site, with the Green
Ti--
River forming the park's eastern boundary. The remaining sides are bounded by
residential housing to the north and west, and Cascade Middle School to the south.
y,01t;. ,_. .; , v " FULMER PARK
al i
.' --ivE * 1005 5th Street NE
5.04 acres— Dedicated in 1979
Classification: Community Park
Status: Developed
_.�. Fulmer Park is primarily an active sports facility. In 2015 an undeveloped area on the
north side of the park was bladed, all of the blackberry bushes were removed, and a
✓;+MM ;x ..R. new perimeter fence was installed. New irrigation, perimeter landscaping, and grass
seed was added in 2014. New backstops, fencing, dugouts and drinking fountains,
as well as scorekeeper tables, were added to the park in 1998. A new playground
was installed in 2023.
Page 76 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Inventory&Assessment 33
�• GAME FARM PARK
3030 R ST SE
57.20 acres- Dedicated in 1988
Classification: Community Park
Status: Developed
.. Game Farm Park continues to be one of the largest and most frequented parks in
�. .
Auburn. The park contains a wide variety of facilities for organized sports activities
m k
as well as a distinctive natural setting. The hillside backdrop and the White River
, along its southern edge create an intimate setting for park for users to enjoy. The
� park with its many courts, fields and picnic facilities is heavily used. Game Farm Park
it I 1,414. was dedicated in 1988 and exhibits many successful design features. Designing
and building the park in one phase resulted in functional architectural features
and site layout. Passive uses such as trails or open grassy slopes are located where
'} the park abuts residences. Good pedestrian access is available to the surrounding
- neighborhood at several points along the park's perimeter. A trail head off of Forest
Ridge Drive SE provides access to a relatively unimproved gravel trail along the river
in the eastern portion of the park.A pedestrian bridge was constructed in 2024
connecting the two Game Farm parks across the White River.
GAME FARM WILDERNESS PARK
2407 Stuck River Dr. SE 48.50acres-
u
•
Dedicated in 1989
fi `"".
-' Classification: Community Park
0:A0
§ Status: Developed
Game Farm Wilderness Park emphasizes a connection between park users and the
= - -- natural environment. It has limited development and has preserved most of the
native woodland along the White River. The White River Trail continues along the
river on the north side of the park from Kersey Way beyond the east end of the
park. The park is designed for both overnight and daytime visitors. The camping
area is designed to accommodate recreation vehicles, providing each unit with
water and power hook-ups. An 18-hole disc golf course is located in the wooded
. area between the campground and White River.
C6 GSA PARK
413 15th St. SW
5.31 acres- Dedicated in 1966
Classification: Community Park
Status: Developed
The land for GSA Park was donated to the City by the U.S. General Services
Administration. Its location in a heavily trafficked industrial zone has resulted in an
atypical park setting. Currently the park has two youth softball/baseball fields, a
parks maintenance building, and dugouts. New dugout covers were recently added,
made possible by donations from Auburn Little League. A greenhouse is located
1 on the property near the maintenance that is used by the City's horticulturist
to propagate new plants. The two ball fields were completed in 2003, including
•
• i drinking fountains and an asphalt trail to the ball fields.
•
simuw-
Page 77 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Inventory&Assessment 34
ISAAC EVANS PARK
y` M <,��, y 29827 Green River Road SE
19.87 acres— Dedicated in 1989
'' I _�j. Classification: Community Park
*,*!:: I Status: Developed
_` '-A T.- Isaac Evans Park is a riverfront park providing valuable passive recreation
r *9 opportunities for the citizens of Auburn. The park's connection to Dykstra Park
.,'.i . via the suspension bridge increases its accessibility to local residents and is an
4. . • , appealing feature for visitors.The pedestrian bridge may also accommodate future
trail connections between the eastern and western sides of the river.A internal
"- '" paved trail runs around the circumference of the park. The forested riparian area
• '; < w •
along the Green River remains in a natural condition with recent restoration
�„l Pr:iI 1 �i�� f i,, plantings added to accommodate the Reddington Levee Setback project located
''' nil''A�;ile7.,",, I.I;; across the river from the park. Scattered throughout the grassy space on the inside
,s.
of the trail are clusters of picnic tables, a picnic shelter, restroom facilities, and
�- _ playground equipment.
,,E,,„., ,_.,,a, JACOBSEN TREE FARM PARK
29387 132nd Ave. SE
29.30 acres—Transferred in 2003
Classification: Community Park
SE
m5E$je1 Status: Undeveloped
E
I� „,9,,.,, The Jacobsen Tree Farm property is an undeveloped park located in the Lea Hill
a _ area of Auburn. The City went through a master planning process for the future
park, which was completed in 2010. Future elements of the park include soccer
fields, baseball fields, play grounds, and passive recreational opportunities. The park
;''c, t ,Se,. ,. is adjacent to Arthur Jacobsen Elementary and Auburn Mountainview High School,
and has magnificent views of Mount Rainier. A bond or levy will be needed in order
1 to develop this large community park property.
C9 LEA HILL PARK
31693 124th Ave. SE
5.26 acres—Dedicated in 2013
----- = '• Classification: Community Park
Status: Developed
Lea Hill Park is a community park that serves the Lea Hill neighborhood and is
located adjacent to the Green River Community College Campus. Park amenities
include a skate park, pervious walking pathways, a rentable picnic shelter, an
amphitheater, baseball field, free game synthetic sport area, half basketball court,
0 v' " and a play area featuring a tractor and climbing toys. An ADA accessible restroom
/ / , ¢F facility with two unisex bathrooms and drinking fountains was completed in the
,.�'1 / ` spring 2015.
Page 78 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Inventory&Assessment 35
="f LES COVE PARK/LES COVE COMMUNITY CAMPUS
: !_ ', 910 9th St. SE
> ,', .;akw . -b. 26.07 acres—Dedicated in 1966
'.. ;v } ,";ci Classification: Community Park
1. Status: Developed
:• r ",�{F a1.�-_•'- :_ Les Gove Park is a recreational and educational facility serving the entire
: r .k. - ,- . community. The Library, Parks and Recreation Administration Building, Community
• r- • Center, Teen Center, Senior Center, the White River Valley Museum, and a variety of
" ` ._ oiliii recreational features make Les Gove a very popular destination.
e'
•C1'i . 4 MILL POND PARK
4582 Mill Pond Dr. SE
pia . 4.20 acres— Dedicated in 1997
.tt.-:! - _y: Classification: Community Park
�..;, Status: Developed
_ •. _ Mill Pond is unique in several ways. The park is a joint project between the Parks
and Public Works Departments, the Auburn School District, and the developer
4 of Lakeland Hills. All of these groups came together to create a park with a
•- dual purpose:to provide a recreational experience in a natural setting, and to
ki1 provide stormwater detention and filtering for a 400 acre area. The site includes a
.'� , ,.= . permanent pond, agrass-lined bio-swale that becomes a temporary during
• s.�r; . ' i.';..,.. p P Y pond
4 storms, a 1/4 mile paved trail around the circumference of the ponds, and a fishing
• �` Y '_ _.0 dock. Fishing in the pond is limited to children under 15.
:L". , ROEGNER PARK
• „�,,:i ;' = Y `''. 601 Oravetz Road SE
k. , �; -
'` h° .• 19.22 acres— Dedicated in 1994
;►. Classification: Community Park
Status: Developed
, P` This community park is located along the banks of the White River, adjacent to
':, i— Auburn Riverside High School. A trail system includes both hard and soft surfaced
sections that meet the needs of many different users, including equestrians from
`6, the near- by Hidden Valley neighborhood. Trail construction began in 1997 from
- r, -: the east side of Roegner Park to Kersey Way, and continuing east along the river
` � '+� .- to Game Farm Wilderness Park. An approximate 'h- acre off-leash fenced dog park
is located near the trail, and can be easily accessed from the parking area off of
•-- ' Oravitz Road. Commissioned artwork for the park includes a uniquely designed
bench with a salmon motif, placed to allow views of the river.
Page 79 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Inventory&Assessment 36
C13 SUNSET PARK
,•.,?-„,_: 1420 69th St. SE
e °; , 15.15 acres— Dedicated in 2003
R Classification: Community Park
J Status: Developed
IT, _ ..r
Sunset Park was developed by the developer in Lakeland Hills. It is unique in several
• ways. The community park serves the Lakeland Hills neighborhood but also the
1 , - • community. The site includes a picnic shelter, two youth baseball/softball fields,
trails, basketball court and skate park.
C14 VETERANS MEMORIAL PARK
405 E St. NE
7.67 acres— Dedicated in 1926
.,. Classification: Community Park
J Status: Developed
'0414 1� MA Veteran's Memorial Park, formerly City Park, is a popular community park located
If' ` �� I close to downtown Auburn and adjacent to Auburn High School's Memorial
! MI' Stadium.The park is distinctive for its Veterans Memorial structure, shady woods
and underlying expanse of green lawn. The Veterans Memorial structure was funded
--" „- -. with donations and fund-raising events by local veterans groups. Its design and
construction were accomplished with use of volunteer labor.
Special use facilities include unique recreational and with either hard surface materials and are usable in all
cultural amenities that serve specific community weather conditions, while soft surface trails offer a more
interests. This includes the Auburn Golf Course, rustic and natural experience.
the White River Valley Museum, and various sports
complexes and community centers, all enhancing the Linear trails in Auburn are designed to connect
quality of life for Auburn residents. different areas of the city or activity centers, leading
to key destinations. These trails are generally hard-
Trails, Bikeways & Pathways surfaced, making them suitable for activities like
walking, bicycling, and skating, even in varying weather
Auburn's parks system is designed to offer a balanced conditions. Notable examples of linear trails include the
mix of recreational opportunities, natural preservation, Green River (Reddington) Trail, Lakeland Hills Linear Trail,
and specialized facilities, which fosters a vibrant and Lake Tapps Parkway Trail, and the White River Trail. The
active community. The city's mild climate, combined White River Trail, for example, stretches from Game Farm
with a strong culture of outdoor activities, significantly Wilderness Park through Roegner Park and ends at A
contributes to the high usage and support of its Street SE, featuring both paved sections and soft surface
extensive trail network. areas that accommodate a variety of users, including
mountain bikers, horseback riders, and hikers.
The city categorizes its trails into three primary types:
Recreation/transportation trails serve a dual purpose by
1. Recreational loop trails connecting various parts of the city or activity centers
2. Linear trails for both recreational and transportation uses. Refer to
3. Recreation/transportation trails. Table 2-6 for the primary or major examples of these
trails. These trails are typically linear, hard-surfaced, and
Recreational loop trails are typically short paths that designed to accommodate a variety of transportation
form loops within a single park or site. These trails are modes, such as walking, bicycling, and skating.
designed for activities such as walking, bicycling, hiking, Sometimes referred to as "multi-modal trails," they are
or skating, and they often connect various activity areas built to stricter standards and are generally designed for
within a park or provide access to natural preserves or two-way traffic.
nearby neighborhoods. These trails can be constructed
Page 80 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Inventory&Assessment 37
Table 2-5: Existing Trails
inear Recreation /
Recreations
Trails ransportation Total
Park/Trail Description Loop Trails
Total Trails Total Length
Total (miles
(miles) (miles)
Auburndale Park Paved loop path around park 0.41 0.14
Auburn
Environmental Board Walk Trail 0.23 0.23
Park
Paved loop path around Park to Reddington levee.
Brannan Park A paved surface linear trail extends along the 1.7 0.72 2.42
levee.
C'Street SE Trail Ellington Rd.SW to 15th Street SW 1.6 1.6
Cameron Park Paved loop path through park and loops through 0.33 0.33
Lemon Tree Lane
Cedar Lanes Informal path through wooded area 0.25 0.25
Park
Dorothy Bothell Loop trail 0.25 0.25
Game Farm Park Paved loop path around meadow,play structure, 3.3 3.3
ball fields.Extensive sidewalk throughout park
Game Farm Paved trail along the White River and around the See White R.
Wilderness Park group camp area. Trail
Paved 12'wide trail runs alongside the Union
Interurban Trail Pacific railroad,from the city's northern to 4.5 4.5
southern limits
Isaac Evans Park Paved loop through wood and along the Green 1.07 1.07
River
Jornada Park Paved loop through wood and around park 0.1 0.1
Lakeland Hills Extensive sidewalk path on Lake-land Hills Way 0.73 0.73
Linear from Evergreen Way to Lake Tapps Parkway
Lakeland Hills Paved loop path around recreational fields 0.39 0.39
Park Trail
Lake Tapps Pkwy Paved sidewalk and asphalt trail 1.62 1.62
Trail
Les Gove Park Paved loop path around open space 0.58 0.58
Trail
Mill Pond Park Paved loop path around pond.Connects to 0.29 0.29
Trail Lakeland Hills Trail.
PSE(Lakeland) 0.4 0.4
Roegner Park Both hard and soft surface trails are present in the See White River Trail Below
park.A paved loop path is marked.
Sunset Park Paved loop path around park. 1.19 1.19
West Auburn 0.25 0.25
Lake
White River Trail Paved and soft surface trail 3.5 2.3
Total 7.95 9.11 6.1 23.16
Page 81 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Inventory&Assessment 38
The Interurban Trail is managed by King County Parks homes in the city. School grounds typically feature
for the sections outside specific municipal boundaries. sports fields, open grassy areas for play, playground
However, within Auburn's city limits, the Auburn Parks equipment, and basketball courts. However, the
Department is responsible for maintaining the segment accessibility and availability of these school facilities
of the trail that runs through the city. This collaborative can vary. During the school year, these spaces are
effort ensures the trail remains well-maintained and primarily used by the schools throughout the day
accessible throughout its route. On the other hand, the and often during after-school hours, limiting their
White River Trail is primarily maintained by the City of availability for individual use or non-school sports
Auburn Parks Department, which ensures its upkeep and leagues. Additionally, some sports fields may be too
accessibility as it connects several key parks within the small or not maintained to the standards required for
city. The Interurban Trail is a prominent example of this organized league play. Therefore, while school facilities
type, serving as a major non-motorized route that runs are valuable components of the community's overall
north to south through several cities, including Tukwila, recreational resources, they cannot substitute for a
Kent, Auburn, Algona, and Pacific. This 12-foot-wide path robust public park system.
follows the Puget Power right-of-way and parallels the
Union Pacific Railroad for much of its length, making it a Table 2-7 in the following pages summarizes the
key transportation and recreational asset. The trail also recreational facilities available at Auburn School District
provides access to several of Auburn's major employers, properties. It's important to note that the Auburn School
including Boeing, GSA, the Outlet Collection, and District's boundaries extend beyond the Auburn city
Auburn Environmental Park. Located less than half a mile limits, resulting in a service area that does not fully
from downtown Auburn, the Interurban Trail is a vital align with that of the City of Auburn. As a result, the
link for the community. availability and utilization of these school facilities for
Auburn residents may vary based on geographic and
Table 2-6: Auburn Maintained Trails jurisdictional differences.
(Dedicated) In addition to school properties, several other lands
Type Length used informally for recreation are owned by other public
Interurban Trail(South) 4.5 mi entities. The Auburn Water Utility manages several
watershed areas with restricted access to maintain
White River Trail 3.5 mi water quality. The Coal Creek Spring Watershed in south
Green River Trail* TBD Auburn is the city's primary water source, while the West
8.0 mi Hill Watershed serves as a secondary source. Despite
the proximity of these areas to neighborhoods, public
*Futureproposedextension access is generally discouraged to protect water quality.
Both the Interurban Trail and the White River Trail are King County Parks also owns several developed and
also designed to accommodate equestrians, making undeveloped properties near Auburn. While Auburn's
them versatile for a range of users. Additionally, informal parks are more convenient for residents, many
trails in the open space areas of southeast Auburn and recreational users also utilize nearby King County parks,
the shoulders of some rural roads are also used by regardless of civic boundaries. A significant regional
equestrians, although these are not specifically designed project, the Green River Trail, managed by King County,
or managed for this purpose. Auburn's commitment to spans over 19 miles from Cecil Moses Park near Seattle's
providing diverse and accessible recreational options southern boundary to North Green River Park near
ensures that the city's parks and trails continue to meet Auburn. Extending the Green River Trail south from Kent
the needs of its growing population. has indeed faced challenges due to private property
Schools & Other Outdoor issues. However, plans are still in development to
continue this extension through Auburn and eventually
Recreation Amenities to Flaming Geyser State Park at the Green River Gorge.
The project remains in the design and planning stages,
In Auburn, recreational opportunities extend beyond with ongoing efforts to resolve these challenges and
city parks, encompassing other public lands and facilitate the trail's expansion further south.
private facilities, which play a crucial role in assessing
the adequacy of the City's park system.Among Additionally, the State of Washington owns an easement
these, schools are one of the largest contributors to along certain sections of the west side of the Green
recreational space outside of city-managed parks. River within the city. This easement, which runs directly
behind several residences, permits access for fishing
Schools naturally serve as neighborhood gathering only, limiting broader public use.
places and are often within walking distance of most
Page 82 of 714
City o`AubJ n Parks,Recreation,Open Space&Trails Plan Update hive story&Assessme it 39
Table 2-7: Auburn School District Facilities
School Available Facilities
Elementary Schools
Alpac 2 youth baseball/softball fields
Chinook 4 youth baseball/softball fields
Evergreen Heights 2 youth baseball/softball fields
Gildo Rey 2 youth baseball/softball fields
Ilalko 2 youth baseball/softball fields
Lakeview 3 youth baseball/softball fields
Lea Hill 2 youth baseball/softball fields
Dick Scobee 2 youth baseball/softball fields
Pioneer 3 youth baseball/softball fields
Terminal Park 2 youth baseball/softball fields
Washington 2 youth baseball/softball fields
Middle Schools
Cascade 1 Football Field with Track,
Gymnasium with 1 basketball court,Annex 2 Baseball/Softball Fields,90'&65'fields
Mt.Baker 1 Football Field with Track,2 Gymnasium
3 Baseball Fields,90'&65'fields
3 Softball Fields
Olympic 1 Football Field,Track,
Gymnasium with 1 basketball court
2 Baseball/Softball Fields,90'&65'fields
Rainier 1 Football Field,Track
Gymnasium with 2 basketball court
2 Baseball/Softball Fields,90'&65'fields
Senior High Schools
Auburn Riverside High 1 Football Field synthetic turf with Track(Lighted),8 Tennis Courts
5 Gymnasiums
1 Baseball Field,90'infield,3 softball fields
Auburn Senior High 1 Football Field synthetic turf with Track(Lighted),8 Lighted Tennis Courts
Gymnasium with 2 basketball court 1 Baseball Field,90'infield
Auburn Mountain View High 1 Football Field with Track,
6 Gymnasiums,8 Tennis Courts
2 Baseball Fields,90'&65'fields,2 Softball Fields
West Auburn High 1 Baseball/Softball Field,65'infield
1 Gymnasium
Page 83 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update Inventory&Assessment 40
Existing Major Public Art Projects ,;",..+
The City of Auburn Parks Department plays a vital role ' -, I " _, j'''. 'I
in maintaining the city's vibrant public art installations. --.,
These installations not only enhance the beauty of public Y. o. - c
spaces but also reflect the cultural and artistic spirit ` =`A�`Y ,
of the community. Below is a list of the major public . \3"";e
art installations that the Auburn Parks Department is f �% • 'gr; .:;" . -
responsible for maintaining, ensuring they remain in :•f�-. ' • 1-•r. _
excellent condition for all residents and visitors to enjoy.
Table 2-8: Existing Public Art Inventory r,
MI �ti'
Artist iece cation
1989 Meg Pettibone Steelhead Isaac Evans Park 2008 Tom Askman Le Tobu Bo West Main
Children Playing Anne Lake Street
1991 Richard Beyer Train at the Switch City Hall 233 W.Main
EveryYear the 2008 Jesse Brown Urban Art Works Street(Al
1993 Michele Van Slyke Salmn Return Roegner Park Mural Collision
Building)
Burlington Auburn WayS& Auburn Golf
1994 Nancy Hammer Northern Railroad Hwy 18 2009 Susan Zoccola Swing and Flight Course
Bridge
E Main&B St. 2011 Bruce Meyers Auburn Valley Les Gave Park
1995 Garth Edwards B Street Plaza SE Topography
1996 TimothySiciliano Bus Shelter Murla 15th St SW 2011 Sheila Klein Civic Lanterns 25 W.Main,City
Hall
1996 Gerald Tsutukawa Sun Circle Game Farm Park Various—
The Equine 15th St.NE @ 2011 Rachael Dotson Utility Boxes Throughout
1997 Timothy Siciliano Amusement Metro P&R Down-town
Pioneer Cemetery Auburn Way N 2011 Mauricia Robalino Ride the Wave 116 A Street
1998 Deborah Merksy Entryway &8th St.NE Railroads our 364 W Main
Xtreme 2012 Chris Sharp Beginning Mural Street
Spitzer AtmosFearic Auburn Skate
1999 Kulzer&S
p Park 1013 Michael Laughlin Strawberry Calf Lea Hill Park
Oscillator
Mnemosyne's King County 2013 Lin McJunkin Riparian Totem Auburn Justice
2000 Evans&Mee Center
Opus Library
2001 Phillip Levine Threshold Les Gove Park 2013 Patricia Vader Watch My Tail 4910 A Street SE
5 Moments Senior 2014 Kenneth Hall Origami#2— Sunset Park
2001 Ries Niemi Center Les Gove Park Fuchia
Sound Transit 2016 Virginia Paquette Confluence/ 9910 Ninth
2003 Paul Sorey Running Figures Plaza Community Street SE
LL Hills Way& 2016 Steve Tyree Hawk Game Farm Park
2004 Brandon Zebold Sighting Evergreen Way Auburn
Auburn Justice 2017 David Varnau Joie de Vivre Community&
2004 Sidney Genette Blue Neutron Center Event Center
Les Gove 2019 Jacob Novinger Heirloom Hare Les Gove Park
2005 Ingrid Lahti Community Auburn Way S& 2019 Peter Reiquam Crow with Fries Les Gove Park
Campus Sign F Street q
2019 Nicholas GoettlingPillow Fight Mural F Street Bridge
Evergreen- g Underpass
2006 Darel Grothaus Washelli Cemetery Admin
Cemetery:Seattle, Building 2021 MacRae Wylde Truth Postmark Center
WA for the Arts
Veteran's Day Veteran's
2007 Greg Boudreau Parade Memorial
Building
Page 84 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Inventory&Assessment 41
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I _:ate 111 ,4,a - P. A V Ye.�4
The successful development and implementation of a the PROS Plan is reflective of the Auburn community
community's parks system ultimately relies on listening and their interests, needs, and priorities, a series of
to the needs, demands, and ideas the community has engagement goals and methodologies were discussed
to improve or suggest new additions to the system. and developed.
Knowing that "the people who show up get to make
the decisions", it was imperative that a successful Engagement Goals
public involvement process be implemented that
allowed Auburn's citizens, and its visitors, multiple As this process began and continued through the
opportunities to inform the process and results.These COVID-19 pandemic, many public events were
opportunities hosted during this planning process canceled or postponed due to safety concerns and
included: government restrictions, leading to a substantial
decline or, in many cases, the elimination of in-person
• Community Needs Assessment Survey participation. To adapt, more focus was placed on
• Community Visioning Survey virtual engagement techniques, which provided a
safer alternative for community engagement, though
With grant programs and other decision makers they could not fully replace in-person experiences.
focusing on understanding a community's desired There was also a notable increase in the use of
quality of life, public involvement is the most parks and outdoor spaces as people sought safe
crucial and time-consuming element of the PROS ways to engage in recreational activities while
planning process, allowing a correct assessment of maintaining social distancing, with activities like
a community's desired quality of life. This is where hiking, biking, and outdoor fitness classes gaining
the public and users can share their ideas, goals, and popularity. The pandemic prompted a reevaluation
objectives for their parks system and communicate of public health and safety practices, resulting in
these needs and desires to the City. changes to engagement planning and execution. As
The intention behind the public involvement approach restrictions eased, participation rates began to recover
was to maximize an equitable distribution of needs, gradually, although some individuals still remained
wishes, and ideas from the public. To ensure that cautious about returning to large in person events.
Additionally, there was an increased focus on health
Page 86 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Public Involvement 43
and wellness, driving interest in related programs 4. Provide a broad range of
offered by parks and recreation departments and
encouraging the development of more diverse and constituents the ability to supply both
inclusive programming to meet community needs. broad and specific action-oriented
Overall, COVID-19 brought about significant changes feedback.
in public participation, with a lasting impact on how
events are conducted and attended. To overcome this The goal is to transcend the collection of broad public
potential lack of participation, a series of goals for the needs and desires by implementing an online map-
engagement plan was developed. based engagement tool that uniquely incorporates
opportunities for residents to actively participate
1. Continue to Build On or Validate in the "design" of their parks, generating site-
Public Sentiment From Previous specific suggestions. This approach will align with
the principles of an inclusive planning framework,
Surveys emphasizing citizen engagement in shaping service
The goal is to recognize that in communities like delivery. The aim is to create avenues for the public
Auburn, public communication often relies heavily to contribute "real" ideas and concepts, fostering a
on informal channels such as word-of-mouth and sense of ownership and impact. Additionally, measures
conversations among neighbors. This approach is will be taken to ensure participant demographics
effective for disseminating information and fostering accurately reflect the Auburn community profile.
discussions about local events. Auburn also has other
planning processes, such as the Comprehensive Plan Public Engagement Plan
and Downtown Master Plan, ongoing during this time.
The current planning effort aims to incorporate a Overview
review of these past surveys to identify relevant data
that can inform the understanding of the community's The engagement plan was organized around a series
desired quality of life. of both virtual and in-person events, noting the
specific time dates. With the primary goal of the City
2. Ensure equitable distribution of new always being to engage with the public about its park
survey results throughout the city. and recreation needs, the City developed a public
engagement plan centered around two different kinds
To gain a holistic understanding of a city's diverse of virtual engagement techniques: 1) an online Needs
communities and their needs, conducting surveys at the &Assessment Survey, and 2) an online map-based
neighborhood level is crucial.This approach ensures that project.
the concept of"quality of life" is not skewed towards a
specific demographic. Ideally,the surveys are designed A successful engagement process harnesses the
to capture respondents' residential locations within the community's energy and inspires community
city.This allows for the identification of localized needs ownership of the process, while also adapting to new
and the development of tailored strategies for equitable insights and feedback. Stakeholders and community
resource allocation, targeted interventions, and effective members supply the local knowledge, context, and
community engagement. Using a GIS-based tool to information necessary to make informed project
identify the locations of comments will ensure we can decisions.
achieve a desired level of response equity across all As part of this engagement process, public comment
neighborhoods of Auburn. was collected via an online community needs
3. Deploy multiple engagement assessment survey, conducted in the Fall of 2022 and
linked through the City's website. The project team will
opportunities use the collected input, summarized in this report, to
The inclusion of multiple participation methods inform and drive the PROS Plan update.
effectively broadens the reach of the survey and
addresses potential accessibility challenges. In addition
to online and virtual surveys, the public is invited to
participate in multiple engagement events online and
complete paper surveys distributed at designated
locations like City Hall, the Senior Center, and the
Museum. This multi-modal approach ensures inclusivity
by catering to residents with varying technological
access and preferences.
Page 87 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update Public Involvement 44
Kickoff Meeting Parks Needs & Assessment
SCJ met with City of Auburn Staff to conduct a kickoff Survey
meeting. At this meeting, the following was reviewed
and discussed: To assess how people were using Auburn's park and
trail system, an online survey was conducted in the
1. Determine the current parks, recreation, and fall of 2022.This initiative aimed to gather valuable
open space issues insights from both residents and visitors. The survey
2. Brainstorm and finalize stakeholder interview list specifically focused on understanding current usage
3. Share and finalize the Public Engagement Plan patterns of existing parks and trails, identifying any
barriers that hinder their use, and gauging resident
TY OF n�,+ interest in adding or removing specific park and
PI-ANe
HE FUTURE AT URN N recreation features. The online survey consisted of
oFAUBSRN PgRKS,gE� both multiple-choice and open-ended questions
PARK ppENSPgC@pEATION& (°:
LAN UPDATE I® \ focusingcommunity on needs and issues with
N�
: ,Vint)' I regardsto Auburn's park facilities and recreation
ONLINE programs.
o SURVEY f� —.' 4, .,
oo,AUGUST,2022 PROJECT Additionally, the survey sought to identify the most
Engage an-lmeTellaawhat VISIONING
you Lke ondnenT lkeabeat • ,5 >! `---- popular parks and amenities among residents and
your pubkc parks. ���,,��y OOMOryITE
�"rShaew°uswhat f1RANNEO�Tb O6EPH visitors. To ensure broad participation, the survey was
,,am°o=eea�dwhere 6YAOEp0Atir:.my„t„.= offered in both English, Spanish, Chinese, and Russian.
..,..._ 3
COMMUNITY �ea III°1/Pos The list of questions asked, minus typical demographic
BN EXNE
ENGAGEMENT ndbEXA
te. aaem °° inquiries, included:
talk —a u +�
Meet up to
Auburn Parks Tell us 3 SNAC'NE 1 How frequently do you use the City's park and
what
I mproyements are COOEX�ECTBA,
l Important to you _ w°:pe... ,..e° ....
AUBURN ._ recreation facilities?
�,,..„•• ,.., How long is your average visit to these facilities?
Engagement Marketing What are the existing barriers to your use of parks in
With a primary goal of the City to always be engaging Auburn?
with the public about its park& recreation needs,the
City developed a public engagement plan centered The survey was live for several months in the Fall
around two different kinds of virtual engagement of 2022, and a total of 619 completed surveys were
techniques, 1)A online Needs &Assessment Survey, and received in that time. A summary of the responses
2) a on-line map-based project to each question is provided on the following pages.
A successful engagement process harnesses the How much do you or would you use specific
community's energy and inspires community recreational elements?
ownership of the process, while also adapting to new What does Auburn need more or less of?
insights and feedback. Stakeholders and community
members supply the local knowledge, context, and What is your connection to Auburn?
information necessary to make informed project
decisions. Other typical demographic questions were asked
as well, in order to better understand the survey
As part of this engagement process, public comment audience, identify any trends and ensure that a
was collected via an online community needs balanced representation was captured.
assessment survey, conducted in the Fall of 2022 and
linked through the City's website.The project team Full survey results are found in Appendix C, with key
will use the collected input, summarized in this report, takeaways and highlights summarized here.
to inform and drive the PROS Plan update.
Note that all the engagement marketing,flyers,
and surveys were all translated and offer in multiple
languages, including Chinese, Russian, and Spanish.A
Marshaleese translator was found but was not able to
process the survey information in time.
Page 88 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Public Involvement 45
•
is -"^. k,''
d ] xN,
•
Demographics -
Demographic information was collected to help ensure survey responses are representative of the community
and amenities are tailored to patrons and residents. All responses were voluntary and were collected
anonymously.
-18-24
3%
Age Range n.
under18 7.8%
25-34
When asked the question, "What age range 28.3%
65 or over
are you in?" the largest percentage (33%)
were in the 35-49 age range. Another 30% • •
were in the 50-64 range, and 28% were 65
"'
or over. Only 10% of respondents were under ;;;; 32.5%
the age of 35. 35-49
29.6%
50-64
— 1.5% American Indian or Alaska Native
Ethnicity 4.7% Asian
0
° 1.5% Black/African American
other
When asked "What is your ethnicity?" the largest 5.2% Hispanic/Latino
percentage (78%) identified as "White", with 1.7% Native Hawaiian
another 5% identifying as "Hispanic/Latino" and 78•2% or Pacific Islander
White
5% identifying as "Asian."
"American Indian or Alaska Native," "Black/
African American," and "Native Hawaiian or
Pacific Islander" each accounted for less than 2%
of the respondent population, and about 7% of
respondents identified as "Other."
Household Size 11.80�0 2.0%
7 or more people
5 to 6 people
Nearly half of respondents (46%) indicated
their household consists of only 1 to 2
people, and another 40% indicated their 46.4%
household consists of 3 to 4 people. 1 to 2 people
39.8%
3 to 4 people
Page 89 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Public Involvement 46
Demographics
Home Location No don't live in the
City of Auburn
A majority of survey participants (79.5%) indicated they live in 20.5%
Yes-
the City of Auburn. In order to better understand where Auburn's I live in the
park users live, survey participants were also asked what zip City of Auburn
code they live in. Nearly 40% of participants responded that 7v.570
they live in zip code 98092 (Auburn - east), with another third
of participants in 98002 (Auburn -central) and 12% in 98001
(Auburn - I-5 corridor). The survey also saw a significant number
of participants who lived in Bonney Lake, Covington, Maple
Val ey, Federal Way, and Pacific.
98092(AUBURN-EAST) 39.0% I coma ..,„ i
98198 -98033 4 m1ID3,N
98002(AUBURN -CENTRAL) 33.3% t� f -f -
7
°' 98001 (AUBURN - 1-5 CORRIDOR) 12.4% F "°'° 99043 -Si.
1-1 pdr
a 98391 (BONNEY LAKE) 3.1% l•
e 98042(COVINGTON) 1.5%
p 98033 98001 98002
• 98038(MAPLE VALLEY) 1.0% 98093
v98093
98003(FEDERAL WAY) 1.0% 98433
0
• 98047(PACIFIC) 1.0% 9835L 98047
98023(FEDERAL WAY) 0.8%
98434 �ml
98391 98033
OTHER 6.7% 98373
98443
98371 98331
0 50 100 150 200 250
number of respondents
Neighborhood of Residence
Of the 507 survey participants who indicated they live in the City of Auburn, the highest percentages live
in the Lea Hill (21%) and Lakeland (20%) neighborhoods. The Downtown (8%), SE Auburn (6%), and Plateau
(5%) neighborhoods had the smallest numbers of participants. lye"w
irk"
F•`�'�, v I 0
LEA HILL 20.9% �,��,� EFe1 _ L A'. -
. i IF.EK:is II' a
LAKELAND 19.9% T' 9
r• SOUTH AUBURN 15.0% 'a. MEI
31
C 4141
NORTH AUBURN 14.8% f ., _
o WEST HILL 10.8% /1,. cu u__ V,
�r
= DOWNTOWN 7.5% N Y. l {
✓ C ;Fr z
-o li. 1ri� - mcs \
o SE AUBURN 6.1% `ii.� r
• PLATEAU 4.9% �+�1( ,in','\Ili! 47.4,-,111 ,
~.
nuI
0 20 40 60 80 100 120
number of respondents
Page 90 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Public Involvement 47
Use of Auburn's
Existing Facilities
•
Frequency ,1% 0%
Daily
a y �1
Survey participants were asked, 0 21.9%
"How frequently do you visit the Monthly
parks or recreational facilities within
the City of Auburn?" Over 40% 4111 Wee Weekly 14.2%
indicated they visit Auburn's parks y Semi-Yearly
weekly, with another 22%visiting
monthly. 2.8%
Yearly
6.0%
Rarely/Never
Length of Visit C; - 20.5%
When asked, "How long is yourless than 1 hour
average visit to a park or recreationalfacility within the City of Auburn?" 9.3%
nearly two-thirds of participants 3 to 4 hours
responded with 1 to 2 hours, with
another 21% indicating their average 2.1%
visits last less than 1 hour. Only 13% of 4 to 5 hours
respondents indicated their average
visits were longer than 2 hours. 1.9%
more than 5 hours
Season tog Oh
Participants were asked, "What is 4011120.8%
a,
your favorite season to visit parks Spring
and recreational facilities in the City
of Auburn?" Summer was the favorite ♦ 19.3%
time to visit for 58% of respondents, Summer Fall
with Spring and Fall each garnering
about 20% of the vote. Only 2% of I o
2.1/o
respondents indicated winter was Winter
their favorite season for a parks visit.
Page 91 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Public Involvement 48
Recreational Facility Use
Types of Facilities Used
Respondents were asked to select from a multiple-choice list to answer the question, "What are the types of
recreational amenities/facilities that you most regularly use?" Respondents could select as many choices as
applicable for them/their household, regardless of whether the facilities were located in Auburn or not.
PAVED WALKING AND BIKING TRAILS 75.0%
LARGE COMMUNITY PARKS 51.2%
SMALL NEIGHBORHOOD PARKS 46.8% el4
NATURAL AREAS/NATURE PARKS 44.9% 75%
PLAYGROUNDS 42.0%
of all respondents identified
PICNIC SHELTERS/AREAS 30.7% paved walking/biking trails as
one of the recreational facilities
RIVER ACCESS FACILITIES 29.9% they use most regularly
NON-PAVED WALKING AND BIKING TRAILS 29.4%
WATER SPRAY PARKS 25.0%
THEATER OR CULTURAL CENTER 19.1%
INDOOR MULTI-PURPOSE COMMUNITY CENTERS 17.3%
OFF-LEASH DOG PARKS 17.0%
INDOOR FITNESS AND EXERCISE FACILITIES 15.5%
SOCCER FIELDS 13.4%
COMMUNITY GARDENS 12.9%
Rock climbing wall 2.1%
GOLF COURSES 12.0% Areas to fly model aircraft
Restrooms
HIGH SCHOOL/ADULT BASEBALL FIELDS 9.4% 6.3°
GYMNASIUMS 8.9% Camping areas
TENNIS COURTS 8.6% Disc golffcouurse "Other" u
Other 33.3/0
OTHER 7.8% (see breakdown at right) 8.3%
open-ended
nickleball courts
Bocce courts responses
YOUTH SOFTBALL FIELDS 7.4%
14 18.8%
FOOTBALL/LACROSSE/FIELD HOCKEY FIELDS 6.8% Events/programs Unspecified
OUTDOOR BASKETBALL COURTS 6.3%
OUTDOOR FITNESS EQUIPMENT 5.7%
SKATEBOARDING AREAS 3.9%
0 100 200 300 400 500
number of respondents
Page 92 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Public Involvement 49
Recreational Facility Use
Recreational Facilities Outside Auburn
As a follow-up question to what types of recreational amenities/facilities they use most regularly, survey
participants were asked, "Do you currently travel outside the City of Auburn for any of these amenities?"
They were then asked to list the facilities they currently travel outside the City of Auburn to use. The open-
ended answers provided by participants can be broadly broken into the categories below.
OTHER CITY PARKS 29.2%
WALKING/HIKING TRAILS 16.7%
WATER ACCESS 8.2%
INDOOR/COMMUNITY CENTERS 6.0%
DOG PARKS 5.4%
63
PLAYGROUNDS 4.3% ��
of all respondents indicated they
BIKE TRAILS 4.1% travel outside of Auburn to access
SPORTS FIELDS 3.6% the recreational amenities/facilities
they use most frequently
CULTURAL EVENTS 3.4%
STATE/NATIONAL PARKS 3.2%
GOLF COURSES 2.8%
NATURAL/OPEN SPACE AREAS 2.6%
SPLASH PARKS 2.4%
GARDENS/ZOOS 1.9%
POOLS 1.5%
PICKLEBALL COURTS 0.9%
SKATE PARKS 0.9%
TENNIS COURTS 0.9%
DISC GOLF COURSES 0.6%
PICNIC FACILITIES 0.6%
ADULT REC PROGRAMS 0.4%
CAMPING AREAS 0.2%
0 25 50 75 100 125 150
number of responses
Page 93 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Public Involvement 50
Recreational Facility Use
Barriers to Use
Survey participants were asked to select from a multiple-choice list to answer the question, "What are
some of the existing barriers or reasons why you may not use available recreational facilities or participate
in parks and recreational programs within the City of Auburn?" Participants were invited to select as
many choices as applied for them/their household. Security/safety concerns (57%) were the top barrier to
participants' use of existing facilities, followed by maintenance/cleanliness (31%) and overcrowded/booked
facilities (20%).
SECURITY/SAFETY CONCERNS 57.2%
POOR MAINTENANCE/CLEANLINESS 31.3% 57��
FACILITIES ARE OVERCROWDED/BOOKED 20.0%
of respondents reported that
TOO BUSY/NOT A PRIORITY 18.3% security/safety concerns are a barrier
OTHER 13.6% to their use of the City's available
recreational facilities or programs
DON'T KNOW WHAT'S AVAILABLE/WHERE FACILITIES ARE LOCATED 12.1%
AMENITIES ARE TOO FAR AWAY/NOT AVAILABLE 11.5%
I DON'T LIVE IN AUBURN 6.1%
POOR ACCESSIBILITY/ADA 5.7%
COST 5.2%
0 50 100 150 200 250 300 350 400
number of respondents
Page 94 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Public Involvement 51
Parks and Recreation Needs
The City Needs...
• Strongly Agree Agree No Preference •Disagree •Strongly Disagree
MORE URBAN TRAILS/
SIDEWALKS (NON-MOTORIZED)
UNDEVELOPED NATURAL
AREAS/OPEN SPACE
SPLASH/SPRAY PARK
OFF-LEASH DOG PARK
COMMUNITY CENTER/
INDOOR FACILITIES
MORE YOUTH
PROGRAMS/CAMPS
ADDITIONAL SPORT COURTS
(BASKETBALL,TENNIS, PICKLEBALL, ETC.)
ADDITIONAL COMMUNITY,
CULTURAL,ARTS FACILITIES
ADDITIONAL PICNIC AREAS/ -
SHADE STRUCTURES
ADDITIONAL BALL FIELDS(SOCCER,
BASEBALL, FOOTBALL, ETC.)
SPORTS LEAGUES
(18 AND OVER)
0 20 40 60 80 100
percent of respondents
Survey participants were provided with a list of recreational facilities and amenities, each framed as a
statement ("The City needs [facility/amenity]"). Participants were asked to select how strongly they agreed
or disagreed with each statement on a sliding scale of one to five (5 = strongly agree, 4 = agree, 3 = no
preference, 2 = disagree, 1 = strongly disagree). Responses are summarized in the above chart.
At the top of the list, over 90% of participants either agreed or strongly agreed that the City needs more
urban trails/sidewalks (non-motorized). Strong support was also given for undeveloped natural areas/
open space, splash/spray parks, off-leash dog parks, community center/indoor facilities, and more youth
programs/camps.
Page 95 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Public Involvement 52
Key Takeaways
The project team will use the input collected through the community survey to inform and drive the PROS
Plan update. Key takeaways from the survey data include:
• Survey respondents' most-used recreational facilities include paved walking/biking trails (used by
75% of respondents), large community parks (51%), small community parks (47%), small neighborhood
parks (47%), natural areas/nature parks (45%), and playgrounds (42%).
• Survey respondents' least-used recreational facilities include skateboarding areas (used by 4% of
respondents), outdoor fitness equipment (6%), football/lacrosse/hockey fields (7%), and youth
softball fields (7%).
• 63% of survey participants indicated they travel outside of Auburn to access the recreational amenities/
facilities they use most frequently. These facilities include other(nearby) city parks (29%), walking/hiking
trails (17%), water access (8%), and indoor community centers (6%). These responses suggest there
could be a need for more of these facility types in the City of Auburn, or a need to improve those that
already exist within the city.
• Barriers to use indicate existing issues that need to be addressed by the City in order to improve
Auburn parks users' experience. The largest barriers to use of the City's available recreation facilities or
programs, as reported by survey respondents, are security/safety concerns (57% of respondents), poor
maintenance/cleanliness (31%), and overcrowded/booked facilities (20%).
• According to survey respondents, the City of Auburn's biggest parks and recreation needs include:
• More non-motorized urban trails/sidewalks (92.5% of respondents)
• Undeveloped natural areas/open space (86.4%)
• Community centers/indoor facilities (84.5%)
• Splash/spray parks (80.2%)
• More youth programs/camps (77.9%)
• Off-leash dog parks (69.9%)
Page 96 of 714
City of Auburn Parks,Recreation,Open Space&Trod Plan Update Public Involvement 53
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The purpose of the demand and needs analysis is to parkland required to effectively provide parks and
evaluate, quantify, and understand the current and recreation services.
future demand for recreational facilities and parkland.
This analysis also identifies the existing and anticipated While this plan is primarily focused on the needs
needs for providing parkland, facilities, and open identified by the public, it also evaluates the
spaces, both now and in the future. "Needs" in this recreational demands of the City of Auburn using
context includes both the preservation of existing traditional level-of-service (LOS) standards, recreation
services and resources, as well as the projected future trends, and a gap analysis of access within the current
requirements based on population forecasts and park system.
economic outlooks. However, while quantifiable metrics allow for
This update reflects the community's needs, desires, straightforward comparisons, they fall short when it
and recommended priorities, establishing a foundation comes to understanding the "quality" of life that a
for the next 6 to 10 years. It also outlines longer-term community expects or demands. Developing strong
aspirations for the next 15 to 20 years. strategies and identifying potential improvements
requires engaging with community members through
if ications vs surveys, public meetings, and other forms of public
Qua nt
consultation. The previous section of this report
Qualifications outlines this process in detail.
Traditionally, quantitative standards have been used This section concludes with a comparison of the
to assess the need for and identify potential actions quantitative and qualitative findings to refine a
to acquire or develop additional parks and recreation methodology for testing and ultimately selecting
elements. Based on the National Recreation and Park improvements that will enhance Auburn's quality
Association's (NRPA) guidelines and its online database of life, aligned with its demonstrated values and
"Park Metrics," simple comparisons of adequate land, preferences.
derived from normalized averages across the country,
were used to determine the minimum amount of
Page 98 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Demand&Needs 55
access to parks located within a half-mile of their
Park Equity & Access homes is crucial for the overall health and well-being
of the community. This previous figure offer insights
To better understand where the demand and need into population density and conducts a network
for park lands should occur, a service area map was analysis of park accessibility. This analysis examines
created on the following pages that identifies the each property's ability to reach a nearby park within a
current service area of each existing park and the new half-mile, either via a street or a trail. The service area
service areas created by proposed improvements. maps are designed to demonstrate how accessible
To develop the service maps, Open Street Map data parks with various amenities are to the community
was used to identify and verify known sidewalk data and how accessibility could be enhanced through
and the City's transportation grid that the City of improvements to parks that currently offer limited
Auburn provided. Sidewalks are considered to be amenities. It's worth noting that these accessibility
safe walking routes. All the existing access points to gaps can be reduced by ensuring safe access to
each existing park and/or trail space were digitized parks can be increased with new sidewalks and
and a network analysis of the safe walking routes transportation improvements.
to each access point was developed. The analysis
would initially stop even if the end of a sidewalk was City of Auburn Projections
encountered before the 10-min range (approximately
1/2 mile) was reached. The City of Auburn, out of 635 named cities and
populated areas, is currently ranked #14 in the list of
A second analysis ignored the known sidewalks and cities in the State of Washington based on population
trails but followed the City's existing transportation size, and is located in the county with the highest
grid, essentially identifying known gaps in the desnity of people living per sq mile.
walkshed that could be addressed by extending
existing sidewalks. The Office of Financial Management (OFM) predicts
population projections under the Growth Management
Additional maps on pages 60 and 61 highlight specific Act (GMA) to accommodate growth over the next 20
areas of the City where residents identified gaps in years. While the most recent census data available is
the current park system, with a particular emphasis from 2020, it shows the population has grown to over
on the need for more sports fields, courts, and other 88,000. The rapid growth experienced during the '90's
recreational amenities, as indicated through public and '00's may have slowed, but Auburn remains an
involvement responses. attractive community known for its family-oriented,
small-town atmosphere.With affordable housing
The "10-Min Walk" Metric compared to most of King County, convenient highway
access, and a charming small-town feel, Auburn is
A 10-minute walk is considered an important park poised for continued, stable growth that will support
access metric for several reasons. A 10-minute walk the demand for recreational facilities.
(approximately 1/2 mile on level ground) as a park
access metric is important because it promotes Recreation Trends
physical activity, equity, sustainability, social
interaction, and overall community well-being (see Outdoor recreation is on the rise nationwide, and
'Benefits of the 10-min Walk' on the next page.) It Washington State and all its communities is no
aligns with various health, environmental, and social exception. Since 2019, and especially throughout the
goals the City has and should encourage staff and Covid pandemic, outdoor recreation equipment sales
policymakers to prioritize accessible green spaces as saw a significant increase across all major product
a fundamental part of Auburn's development and the categories. In Washington, there has been a notable
community's desired quality of life. surge in the participation rates of 20 outdoor activities
since 2017. Among these activities, non-motorized
The figure on the following page identifies the service trails, nature and wildlife viewing, camping, paddling,
areas, AKA the 10-minute "walksheds", for each winter recreation, and leisure activities in nearby parks
existing park as well as showing the current gaps on are consistently in high demand among Washington
the page after that. residents. With an expected statewide population
increase of 2 million residents in the next 25 years, it's
Gap Analysis more critical for cities such as Auburn to plan for the
future demand on outdoor recreation facilities.
As outlined in the Goals & Objectives and related
policies, ensuring that residents have fair and easy Outdoor recreation not only supports local economies
Page 99 of 714
City of Auburn Parks,Recreation,Open Space&Trails Nan Update Demand&Needs 56
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Page 100 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Demand&Needs 57
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City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Demand&Needs 59
but also connects people with the natural world, games and Collecting or Gathering Things in Nature)
promoting physical and mental well-being. With the showed an increase in participation. Activities that
rise of work-from-home arrangements post-pandemic had the greatest increase in participation include the
and housing shifts from larger cities to smaller following:
communities, residents are increasingly seeking
convenient access to a variety of outdoor experiences, • Wildlife or nature viewing increased by 28%
both developed and primitive, that allow them to • Paddle sports increased by 28%
integrate nature-based recreation into their busy • Visiting outdoor cultural or historical facility
schedules while avoiding crowds and traffic. increased by 27%
However, striking a balance between providing access • Tent camping (undeveloped area) increased by
to outdoor recreation and safeguarding natural 26%
and cultural resources remains a significant concern • Backpacking increased by 25%
statewide.The heavy concentration of outdoor • Playing yard games (in a park) increased by 25%
recreation at popular sites has led to resource • Snowshoeing increased by 23%
degradation and reduced user satisfaction. Many • Tent camping (developed area) increased by 19%
communities face disparities in access to meaningful • Hanging out (in a park) increased by 19%
outdoor recreation opportunities, and residents often
struggle with the time, cost, and information needed • Mountain biking increased by 18%
to support their outdoor pursuits. As the state aims The SCORP document classifies Auburn within the
to promote equitable access to the social, health, 'Seattle King" region, encompassing King CVounty
and economic benefits of outdoor recreation, a soley. Note that a portion of Auburn stretches into
careful approach to outdoor recreation management Pierce County. Regardless, the SCORP survey reveals
is essential to ensure the protection of natural and a significant trend —"walking in a park or trail setting"
cultural resources. that boasts the highest participation rate in the region
(92% compared to the statewide average of 82%).
2030 Statewide This preference for walking holds true across diverse
Comprehensive Outdoor demographics, including age, gender, race, and income
groups.
Recreation Plan An interesting observation is the increasing popularity
The 2023 Recreation and Conservation Plan, or of walking as a recreational activity since the previous
commonly referred to as the Statewide Comprehensive RCO survey in 2012. Additionally, participation in
Outdoor Recreation Plan (SCORP), is a comprehensive boating and swimming has also risen, with swimming
document outlining the state's vision for outdoor now ranking among the top 10 recreational activities
recreation and public land conservation. Developed by in the Seattle King region. Other favored activities
the Recreation and Conservation Office (RCO), the plan include nature-based pursuits like visiting rivers,
guides investments for the next 5-10 years. It considers streams, and beaches, wildlife viewing, attending
challenges and benefits of outdoor recreation, outdoor events like farmer's markets and fairs, and
assesses current demand, and inventories existing day hiking. These findings from the SCORP planning
opportunities. By establishing statewide priorities outreach program align with the trends identified
and goals, the plan serves a crucial role in securing in state level surveys, underscoring the importance
funding, guiding investments strategically, and of walking/hiking opportunities and nature-based
fostering collaboration between land managers. Public recreation in King County.
input through surveys and outreach ensures the plan
reflects the needs of Washington residents. Ultimately, Trails
the WA State RCO SCORP Plan serves as a blueprint
for a sustainable future where outdoor recreation and Trails, both within parks and connecting parks, schools,
public lands are preserved and accessible for all. shops, and destinations are generally the top demand
seen across the country. Providing trail connections
RCO's 2022 Assessment of between these popular destinations enhances a
community's walkability and encourages active
Resident Demand lifestyles. Trail usage has seen a significant uptick in
recent years, with data suggesting a surge starting
In the 2022 Assessment of Resident Demand report, in 2020. Recent studies by both American Trails
participation rates for 45 activities were compared to report increases ranging from 79%to 171% and can
2017. All but two of those activities (Technology-based
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City of Auburn Parks,Recreation,Open Space&Trails Nan Update Demand&Needs 60
attributed to several factors, especially as a response constraints of limited space and budgets. Parks
to the COVID-19 pandemic. With access to traditional agencies are becoming more confronted with the task
forms of exercise and leisure activities significantly of accommodating pickleball enthusiasts, who favor
impacted due to closures and safety concerns, many this tennis-like sport with a smaller court, without
people turned to outdoor recreation, including hiking causing discomfort or inconvenience to others.
and other trail-based activities as safe and accessible The noise and disruption generated by pickleball
options.This trend has continued post-pandemic, with is becoming more a source of frustration for some
increased trail use likely due, in part, to the population neighbors, tennis enthusiasts, parents with young
continuing to seek alternative ways to exercise and children, and other community members.
maintain mental well-being.
In various towns and cities, homeowners' associations
While some pandemic restrictions have eased, and local residents have begun to impose restrictions
evidence from the National Parks Service and the on pickleball activities and thwart the construction of
Washington State SCORP suggests a continued new courts. They have initiated petitions, pursued legal
rise, or at least a steady hold, in trail use. This actions, and voiced their concerns at council and town
trend underscores the growing importance of well- hall meetings, all in an effort to temper the widespread
maintained trail networks.This applies not just within enthusiasm for pickleball and its unique auditory
parks themselves, but also in connecting parks and characteristics.
open spaces together. As demand for these outdoor
spaces rises, so too does the need for additional Similar to pickleball, Padel is a racket sport of Mexican
supporting infrastructure to ensure their continued origin gaining popularity across the United States.
enjoyment by all. This game is a cross between tennis, racquetball, and
squash. It's currently estimated that Padel has over
Canines 100,000 players in the United States, and the number
of courts has more than doubled in the last two
The trend of dog ownership in the United States is years, expecting to grow to 30,000 courts by 2030.
experiencing a significant upswing, with estimates It is expected that the sport will grow substantially
suggesting a population exceeding 89 and 94 million in communities with growing Hispanic populations,
canine companions nationwide. This surge translates including Auburn.
to a parallel rise in demand for designated dog parks
across the country. These parks, particularly larger Youth Sports
facilities, have become popular destinations, attracting
dog owners and potentially boosting agency revenue Participation in youth sports leagues has undergone
through user fees and contributing to tourism. a complex transformation in recent years. While
traditional team sports remain popular, data suggests
In Washington State, the growing human-canine a decline in children (ages 6-12) consistently playing
bond is likely influencing public land use plans. on teams. The Aspen Project reports a drop from
With dogs increasingly viewed as cherished family 45% in 2008 to 38% in 2018, and the Sports & Fitness
members, especially in urban environments, families Industry Association (SFIA) confirms this trend with a
are actively seeking opportunities to include their 6% decline in core participation (ages 6-17) between
furry companions in outdoor activities. Cities are likely 2019 and 2022. This translates to roughly 1.2 million
taking note of this trend, potentially leading to the fewer participants. Several factors may contribute
inclusion of designated dog walking areas or off-leash to this decline, including the financial burden of
spaces within their planning strategies. participation fees, equipment, and travel expenses,
concerns about over-specialization leading to burnout,
and time constraints due to competing academic and
Pickleball & Padel extracurricular demands.
The participation in pickleball has witnessed a This changing landscape has potential implications for
remarkable surge, growing by 159% in just three years, the need for large regional sports facilities. While the
reaching 8.9 million participants in 2022, as reported decline in regular participation suggests a decreased
by the Sports & Fitness Industry Association. demand for facilities solely focused on traditional team
sports, total team sports participation (including those
This swift expansion has presented challenges for playing at least once a year) remained stable between
public parks and recreation departments, which must 2019 and 2022, suggesting a potential shift towards
strike a balance between the competing interests of less structured forms of sports involvement. Basketball
diverse recreational activities while working within continues to be the most popular sport, with nearly a
Page 104 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update Demand&Needs 61
quarter of youth (ages 6-17) participating at least once Recognizing the limitations of shrinking green spaces
in 2022. in downtown cores or within communities, there's a
growing focus on "playgrounds within reach." This
Multi-sport facilities catering to a wider range involves maximizing the play value of smaller spaces
of activities and hosting tournaments or events through multifunctional equipment, innovative design,
attracting teams from a broader area are expected and better integration with surrounding areas.
to see continued use. Well-designed facilities could
also become community hubs, offering recreational Overall, these trends highlight a shift towards
activities for all ages and potentially incorporating playgrounds that are not just fun, but also inclusive,
amenities like fitness centers or indoor walking tracks educational, and promote holistic development in
that would noit be affected by inclement weather. children.
The future of youth sports will require adaptation in Electrification
programs. Focusing on fun and inclusivity, offering
flexible scheduling and shorter seasons, implementing As electric technology develops, maintenance
strategies to reduce financial barriers, e.g. developing equipment, vehicles, mowers, and other equipment
parks districts to help cover long-term operating used in parks and recreation are transitioning from gas
& maintenance costs, and promoting foundational powered resources to electric assets. This transition
athletic skills applicable to various sports are all provides long-term cost savings, environmental
crucial considerations. By adapting to these trends, benefits, and decreased noise. Additionally, parks and
youth sports programs can ensure they continue to trailheads should consider the addition of EV charging
play a vital role in promoting physical activity, social stations in parking lots, as the number of EV cars on
development, and positive health outcomes for the road continues to grow. Washington State has led
children. this transition to electric vehicles, with over 18% of new
cars sold in the first half of 2023 being fully electric or
Playground Trends plug-in hybrids according to the Seattle Times. Vehicle
chargers located at park facilities enable drivers to
Modern playground design reflects a growing engage with park facilities while waiting for a full
emphasis on inclusivity, fostering connections with charge.
nature, and catering to a wider range of users.A key
trend to note is the creation of inclusive playgrounds, Climate Resiliency
ensuring accessibility for children with various abilities
through features like ramps, sensory panels, and The concept of electrification pertains to growing
equipment that accommodates different physical and needs for climate resilience and the ways in which
cognitive needs. future park implementations can accommodate the
Playgrounds are also increasingly designed to mimic increase of hotter days and nights, as well as the
natural environments, incorporating elements like logs, increase of storm and wildfire impacts. Parks create
boulders, and water features. This reconnection with a great opportunity to address these goals through
nature encourages open-ended and imaginative play. smart design and engineering. Parks and open space
can mitigate urban heat islands, absorb flood and
The concept of multigenerational playgrounds is also stormwater, and create fire breaks through green
gaining traction, offering adult fitness equipment and space and linear trail corridors. Climate change,
interactive features that promote intergenerational stormwater/flooding implementations, and tree
play within families and communities. Grant programs canopy coverage should be considered in future park
such as AARP's FitLot program is a great example. renovations to increase resiliency.
Sensory play experiences are being actively integrated Funding Threats &
through musical instruments, textured panels, and
fragrant plants. These elements stimulate different Availability
senses, enriching the play experience and catering to
children with special needs. Funding for parks and municipal recreation services
has been forced into a creative shift as municipalities
While still emerging, some playgrounds are exploring have been forced to seek additional ways to fund
seamless technology integration through augmented operation and improvements. Long-standing grant
reality or interactive elements, adding a new layer to and funding assistance programs have repeatedly
physical play. come under threat at both the federal and state
level. Congress let the Land and Water Conservation
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City of Auburn Parks,Recreation,Open Space&Trails Plan Update Demand&Needs 62
Fund (LWCF) expire in 2015 for the first time in 50
years. In response to public outcry, several members Level-of-Service (LOS)
in Congress fought for a short-term solution: an To evaluate how different types of parks align with a
emergency authorization of three years. In 2016, community's desires, the National Recreation & Park
Congress had another opportunity to permanently Association (NRPA) developed and maintains simple
reauthorize LWCF, thanks to legislation championed demand standards as a guideline for identifying
by Washington's own Senator Maria Cantwell in the the number of park facilities potentially needed per
Energy Bill. While LWCF initially failed under the community. While there are various methods to assess
past administration, in September 2021, LWCF was the service standards of a park system, the NRPA's
permanently authorized with full funding through standards focus primarily on comparing population
the Dingell Act. This act directed a significant portion size to the number and types of parks or recreational
of offshore oil and gas royalties to the LWCF for the amenities offered.
preservation of public lands, waters, and recreational
opportunities. Traditionally, the ratio of land acres per thousand
people has been a widely adopted measure. However,
Since then, specific funding levels and appropriations this metric provides only a limited evaluation of a
for the LWCF have varied from year to year as part park system. A more comprehensive approach to
of the federal budgeting process. Funding for the determining service standards should consider the
LWCF depends on annual appropriations by Congress, distribution of land and facilities throughout the
hence the program's budget and funding levels can community, the per capita value of the system, the
be subject to changes and priorities set by the federal availability of programs for all demographics, the
government. characteristics of the park user base, the quality and
upkeep of facilities, and, most importantly, public
Investments in Parks Will perception of the park system as an indicator of
Rise quality of life.
Recognizing that the vision, values, and needs of each
Across other municipal agencies statewide, investment community are unique, planners have acknowledged
in state and local infrastructure, which had been that simply applying local level-of-service (LOS)
depressed since the Great Recession of 2008, and standards to a national benchmark is not an effective
especially since the COVID-related stimulus packages, means of evaluating a community's specific needs
e.g., ARPA, increased federal funding has helping and vision. Consequently, NRPA's LOS standards have
that fund public works and park and recreation evolved in recent decades, now recommending that
infrastructure improvements, such as buildings, each community develop its own standards based on
restrooms, and roads. local goals, priorities, and conditions.
State and local spending is up nearly 10 percent from
last year, according to data from the Commerce N RPA Recommendations
Department, and spending on capital outlays The National Recreation and Park Association
continues to grow.The Commerce Department data
(NRPA) provides guidelines for Level of Service
also show that spending on amusement and recreation
(LOS) standards, which help communities determine
facilities is up 31 percent from a year ago. It appears appropriate targets for parks and recreational facilities
that economic conditions will remain favorable for based on population. However, it's important to note
new investments in park and recreation infrastructure that NRPA has moved away from prescribing specific
if local and state tax collections continue to rise and numeric LOS standards (traditional benchmarks) for all
interest rates remain relatively low. Building on the communities, recognizing that each community has
momentum of the past few years, local and state unique needs and contexts. Instead, they emphasize
governments will make even more park and recreation using data-driven approaches, including benchmarking
infrastructure investments in buildings, playground against similar communities, community input, and
equipment, roads and bridges, and capital repairs local conditions to determine the appropriate LOS.
to aging infrastructure, topping the highest level of
infrastructure spending since the recession of 2008. For communities with populations of 85,000 to 100,000
residents, the NRPA suggests the following general
recommendations:
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City of Auburn Parks,Recreat on,Open Space&Trails Plan Upcate I Demand&Needs 63
Total Parkland per 1,000 and overseeing day-to-day operations.
Residents Staffing by Number of Parks: NRPA recommends
approximately 1 FTE staff member (including
Traditional Benchmark: Historically, a common maintenance, administrative, and programming roles)
benchmark was to provide around 10 acres of parkland per park, assuming the park is of average size and
per 1,000 residents. However, this is no longer a complexity. Smaller parks might not require a full-time
one-size-fits-all recommendation. Communities are staff member and could be maintained by part-time
encouraged to set their own targets based on factors
such as geographic constraints, population density, Budget and Funding
and specific recreational needs.
NRPA annually surveys parks organizations across the
Contemporary Approach: Communities might set country to provide quantitative data on several budget
goals ranging from 5 to 20 acres per 1,000 residents, and funding metrics:
depending on their unique circumstances and
priorities. Per Capita Spending: NRPA Park Metrics reports
suggest that the average spending per capita by park
Park Access and Distribution and recreation agencies across the U.S. is around $85-
$90NRPA recommends that all residents per resident. However, this can vary significantly
Accessibility: depending on the size of the city, regional cost of
should have access to a park or green space within living, and specific needs of the community.
a 10-minute walk (approximately 0.5 miles) from
their home.This focus on accessibility ensures that Operating Budget Per Acre: NRPA's Park Metrics also
park benefits are equitably distributed across the indicate that the median operating expenditure is
community. around $6,000 to $8,000 per park acre. This includes
costs for maintenance, staffing, utilities, and other
Distribution: For larger communities, ensure that parks operational needs.
are evenly distributed across different neighborhoods
and are easily accessible by diverse modes of Capital Expenditures: A common benchmark is
transportation, especially safe walkable routes. that capital expenses (new developments, major
renovations, etc.) should be a significant portion of
Programming and Services the overall budget.A rough guideline is allocating
Diversity: Communities should offer a wide range of 20-30% of the total budget to capital projects, though
recreational programs that meet the diverse needs this can fluctuate based on current needs and existing
of their population, including youth, adults, seniors, infrastructure.
and special populations. This may include sports
leagues, fitness classes, arts and culture programs, and Auburn's Quantitative LOS
environmental education. With NRPA's recommendations in mind, a
straightforward quantitative analysis of the City's Level
Staffing Levels of Service (LOS) can be conducted. The following
Staffing is crucial for maintaining facilities and section evaluates Auburn's current park system
delivering quality programming. NRPA provides against expected NRPA benchmarks to identify current
guidance on staffing ratios, often suggesting a mix of performance and future needs. Ultimately, these
full-time, part-time, and seasonal staff based on the quantitative findings will be integrated with the public
size and scope of the park system. involvement findings to develop a customized set of
LOS standards. This approach, grounded in extensive
Staffing by Park Acreage Benchmark: NRPA community engagement, ensures that Auburn's
recommends approximately 1 full-time equivalent parks and recreation system reflects the community's
(FTE) maintenance staff member per 10 to 20 acres of priorities, whether that means more green spaces,
developed parkland. This number can vary depending enhanced sports facilities, expanded trails, or
on the complexity of the park, the intensity of additional cultural amenities.
maintenance required, and the specific facilities within
the park (e.g., sports fields, playgrounds, trails). LOS Standards & Overview
Programming and Operations Staff: For every 50 to Table 4.1 presents the current Level of Service (LOS)
100 acres of parkland, NRPA suggests having 1 FTE based on Auburn's park classifications and recreational
dedicated to programming and operations. This staff is amenities inventory.The LOS analysis utilizes assumed
responsible for organizing events, managing facilities, low to median values for each category, considering
Page 107 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Demand&Needs 64
Table 4-1: Existing Facility Type & LOS Targets
Recommended Current urrent Projected
Facility Type Curr
Standard* Ratio Difference Difference****
Park Classification
Mini-Parks(Pocket Parks) 16.71 acres 0.25 to 0.5 acres 0.19 -0.06 -0.1
Neighborhood Parks 51.23 acres 1 to 2 acres 0.57 -0.43 -0.55
Community Parks 283.31 acres 5 to 8 acres 3.14 -1.86 -3.14
Open Space 321.42 acres 5 to 10 acres 3.57 -1.43 -2.19
Special Use Areas 307.69 acres Variable
Total Parkland 980.35 acres 10 acres 10.88 +0.88 -1.44
Total#of Parks 57 1 park per 2000 46 +11 -
Trails 21.96** .25 to.5 miles 0.24 - -6.67
Recreation Amenity
Baseball/Softball Fields 7 1 per 5,000 18.02 -9 -13
Soccer Fields 4 1 per 10,000 9.01 -5 -11
Football Fields 2 1 per 20,000 to 25,000 3.6 -2 -4
Multi-use Fields 6 1 per 10,000 9.01 -3 -5
Basketball Courts 18 1 per 5,000 18.02 - -5
Tennis Courts 8 1 per 4,000 22.52 -13 -20
Playgrounds 33 1 per 1,000 children 18 +15 +3
under 12***
Pickleball Courts 16 1 per 4,000 22.52 -6 -12
Volleyball Courts 2 1 per 10,000 9.01 -7 -9
Recreation Centers 1 1 per 25,000 3.6 -2.6 +3.5
Splash Pads 2 1 per 25,000 3.6 -1.6 -2.5
Dog Parks 2 1 per 50,000 1.8 - -
Skate Parks 4 1 per 25,000 3.6 - -.5
Golf Courses(18-hole) 1 1 per 50,000 1.8 -1 -1
Community Gardens(Plots) 16 1 per 10,000 9.01 +7 +5
Amphitheaters 1 1 per 50,000 1.8 -0.8 -1
*measured as acres per 1000 population
**Includes other trails maintained by others
***Projected 2044 Population=114,540
****Assumed#of childen under 12 approximately 20%of overall population
Auburn's current population of 90,096 (as of 2024) and a projected population of 114,540 by 2044. Below is an
overview and guideline for LOS quantifications, structured around common park classifications and key recreational
elements.
Total Parkland LOS Analysis
Overview: Currently, the City of Auburn boasts a diverse portfolio of parks and recreation assets, totaling 57
sites and covering over 980 acres.This exceeds the lower end of the expected range for parkland based on NRPA
guidelines.The NRPA typically recommends between 10 to 20 acres of parkland per 1,000 residents as a general
standard.With Auburn's current population of 90,096 (as of 2024), the expected median total acreage of parkland
would range from approximately 900 to 1,800 acres.Auburn's park system is therefore well-aligned with these
recommendations, supporting the recreational needs of its residents today.
Page 108 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Demand&Needs 65
• Total Number: 57 parks maintains over 30 beautification areas that enhance
• NRPA Target Number of Parks Based on its aesthetic appeal, these spaces do not replace the
Population: 57 Parks need for more neighborhood and community parks
• Total Acreage: 980.35 acres to meet national standards and adequately serve the
• Average Size: 21.97 acres recreational needs of Auburn's residents.
• NRPA Target Acreage Based on Population: 10-20 Parklets/ Mini Parks/Tot-Lots LOS
acres per 1000 Analysis
• Current LOS: 10.88 acres per 1,000 residents
• Projected LOS: 8.56 acres per 1,000 residents Overview: These parks serve small areas, often a
• Auburn Target LOS: 10 acres per 1,000 residents single neighborhood or part of one. They typically
or additional 164 acres of total parkland by 2024 feature amenities like playgrounds, benches, and
small open spaces with no restrooms. incorporating
Conclusion/Recommendations: Auburn's current total more parklets and mini-parks can be an effective
acreage of parkland is generally within the expected strategy for addressing Level of Service (LOS)
range for a community of its size and physical context. deficiencies, especially in urban areas where space is
However, when analyzing the distribution and average limited. These smaller parks can provide critical, but
size of its park types, especially neighborhood and disconnected, green space, recreational opportunities,
community parks, there are notable discrepancies and social gathering spots within densely populated
compared to national standards. neighborhoods. They are often easier and quicker to
implement than larger parks, making them a practical
According to the National Recreation and Park solution to improve accessibility and equity in park
Association (NRPA), the recommended level of service distribution. However, they generally require the same
(LOS) for community parks is between 5 to 8 acres level of maintenance and operational purview as larger
per 1,000 residents. Auburn currently averages only local or neighborhood parks and, factoring in the
3.14 acres per 1,000 residents, which is below this increased travel time, can potentially become a Irger
recommended standard. For neighborhood parks, burden on park staff.
the NRPA suggests an LOS of 1 to 2 acres per 1,000
residents, but Auburn's current average is just 0.57 • Number: 13 parks
acres per 1,000 residents. This indicates a significant • Acreage: 16.71 acres
shortfall in the provision of both neighborhood and • Average Size: 1.28 acres
community parks relative to the city's population. . Target Size: Typically less than 1 acre
Furthermore, the NRPA recommends 5 to 10 acres of • NRPA Target LOS: 0.25 to 0.5 acres per 1,000
open space per 1,000 residents, yet Auburn currently residents
provides only 3.57 acres per 1,000 residents. When • Current LOS (2024): 0.19 acres per 1,000 residents
factoring in land managed by other organizations, • Projected LOS (2044): 0.15 acres per 1,000
such as King County's Department of Natural residents
Resources, this figure improves and aligns more closely • Draft NEW LOS: 0.25 acres per 1,000 residents
with the recommended range.
• Projected Deficit (Acres): 11.29 acres
Auburn exceeds expectations in total acreage due to • Service Radius: 1/4 mile or less
the significant footprint of its Special-Use Facilities.
This surplus is largely attributed to the inclusion of Conclusion/Recommendations: To address the
extensive environmental areas and the golf course, projected decline in the Level of Service (LOS) for
both of which are managed differently from traditional mini-parks, parklets, and tot-lots, it is recommended
parks and offer limited access to the general public. that the City prioritize the strategic addition of
While reclassifying the golf course as open space these smaller park facilities only as opportunities
might enhance Auburn's Level of Service (LOS) for arise. Currently, the LOS stands at approximately
open space, the specific use, management practices, 0.19 acres per 1,000 residents, which close to NRPA's
and limited public access associated with the golf minimum of.25, but without intervention, this will
course support its continued classification as a special- decrease to 0.15 acres per 1,000 residents by 2044.
use area. To maintain an adequate LOS, the City should aim to
add approximately 11 acres of new park areas in this
In summary, while the overall size of Auburn's park classification by 2044, ensuring continued access to
system aligns with general recommendations, there these essential recreational spaces for the growing
is a clear shortfall in the distribution of neighborhood population.
and community parks. Additionally, while the city
Page 109 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update Demand&Needs 66
Neighborhood Parks LOS Analysis community park service area covers a one to two mile
radius.
Overview: Local or neighborhood parks serve as the
recreational and social hubs of a neighborhood. These Community Parks LOS Analysis
parks are designed to be accessible by foot or bicycle Overview: Community parks serve broader community
and typically feature amenities such as playgrounds,
athletic fields, picnic areas, sports courts, and open needs, often featuring larger facilities or arrays
play areas. Some parks may also include restrooms of facilities types, e.g., tournament baseball field
and other supportive facilities. Currently, there is a complexes, and a wider range of amenities, such as
shortage of local or neighborhood parks based on swimming pools, and community centers that are
current park classifications, but the total parkland intended to support the entire community.The number
acreage across the city exceeds the cumulative of community parks a city like Auburn, WA, should have
standard. depends on several factors, including NRPA guidelines,
local demand, and geographic considerations.The
• Number: 10 parks target acreage for community parks typically ranges
• Acreage: 51.23 acres from 20 to 50 acres per park or 5-8 acres per 1000
residents, according to NRPA guidelines. Using
• Average Size: 5.12 acres those metrics, Auburn, WA, should have about 2 to 4
• Target Size: Generally 5 to 10 acres community parks based on its population, with an ideal
• NRPA Target LOS: 1 to 2 acres per 1,000 residents total acreage between 40 - 200 acres.This ensures that
• Current LOS (2024): 0.57 acres per 1,000 residents the parks are large enough to accommodate a variety
• Projected LOS (2044): 0.45 acres per 1,000 of amenities, such as sports fields, playgrounds,walking
residents trails, and open spaces, while serving a significant
• NEW LOS: 1 acres per 1,000 residents portion of the population effectively.
• Projected Deficit (Acres): 63.31 acres • Number: 14 parks
• Service Radius: 1/4 to 1/2 mile • Acreage: 283.31 acres
• Average Size: 20.2 acres
Conclusion/Recommendations: The current Level of • Target Size: Generally 20 to 50 acres
Service (LOS) for neighborhood parks in Auburn is
0.57 acres per 1,000 residents, which is projected to • NRPA Target LOS: 5 to 8 acres per 1,000 residents
decline to 0.45 acres per 1,000 residents by 2044. • Current LOS (2024): 3.14 acres per 1,000 residents
This projected LOS falls significantly below the • Projected LOS (2044): 2.47 acres per 1,000
recommended minimum standard of 1 acre per 1,000 residents
residents. To meet this new standard by 2044, Auburn • NEW LOS: 3.5 acres per 1,000 residents
will need to add approximately 63 acres of new • Projected Deficit (Acres): 116.69 acres
neighborhood parks. This strategic addition is critical
to ensuring that the growing population has sufficient • Service Radius: 1 to 2 miles
access to neighborhood park facilities, maintaining a Conclusion/Recommendations: The current Level
high quality of life and community well-being. of Service (LOS) for community parks in Auburn is
3.14 acres per 1,000 residents, but it is projected to
Community Park Inventory and decline to 2.47 acres per 1,000 residents by 2044. This
Needs Analysis anticipated reduction highlights a significant shortfall,
with a projected deficit of over 116 acres in this park
A community park is planned primarily to provide classification. To meet the needs of Auburn's growing
active and structured recreation op- portunities for population and maintain the recommended LOS, the
young people and adults. They often exceed 10 acres City will need to prioritize the addition of these 116
in size and may have sports fields, water bodies, acres of new community parks by 2044.
gardens, nature trails or similar features as the central
focus of the park. Community parks can also provide Future community park sites should be strategically
indoor facilities to meet a wide range of recre- ation selected in areas like West Hill and Lea Hill, where
interests. They require more support facilities such development is ongoing, and large gaps exist between
as parking and restrooms than neighborhood parks. existing parks.Additionally, other residential areas,
Community parks serve a much larger area than particularly in the northeast and southeast corners
neighborhood parks and offer more facilities. Where of the City, are on the edges of existing service areas
there are no neighborhood parks, the community park and will require new community park acquisitions and
can also serve the neighborhood park function. The development as population growth continues.
Page 110 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Demand&Needs 67
Two key sites, Jacobsen Tree Farm and the 104th Ave The Parks Department should continue collaborating
SE property along the Green River, offer significant with relevant departments to ensure that landscaping
potential for development into community parks. standards support the inclusion of street trees and
These sites account for 44 acres of undeveloped other plantings, further integrating existing green
land that will be crucial in addressing the City's spaces and improving their connectivity. This will
parkland needs. The development of these areas not only enhance the city's aesthetics but also
into community parks will help close the gap in contribute to public safety. Additionally, encouraging
service coverage and ensure that Auburn's residents the development of boulevard-style streets in key
continue to have access to ample recreational spaces, locations can further improve the visual appeal and
supporting the overall quality of life in the community. functionality of the urban environment.
Special Use Parks LOS Analysis Natural Resource Areas and
Overview: Unlike other recreational classifications, Greenways (Open Space)
special use facilities serve very unique, often singular
functions and include unique features that add depth Overview: Open space areas are vital for protecting
and variety to the city's recreational and open space and preserving natural landscapes, wildlife habitats,
amenities. By integrating these specialized spaces, and green corridors. The purpose of these amenities
Auburn creates a vibrant public landscape that is to maintain natural landscapes, safeguard wildlife
reflects the city's identity and enhances recreational habitats, and protect critical natural infrastructure,
opportunities for the community. Examples of these while also providing residents with opportunities for
facilities include pocket landscape areas, community passive recreation and environmental education, such
gardens, streetscapes, unique sections of the as hiking and birdwatching.
Environmental Park, viewpoints, historic sites, public NRPA provides general guidelines for the amount
art installations, and traffic islands. and size of open space and natural areas within a
• Number: 14 community. Typically, these guidelines recommend
that a city should maintain between 7 to 10 acres of
• Acreage: 307.69 acres open space and natural areas per 1,000 residents. For
• Auburn Average Size: 21.9 acres a city the size of Auburn, with a population of 90,096
• Target Quanitity & Size: Varies depending on the (as of 2024), this would equate to approximately 630 to
facility type and use 900 acres of open space and natural areas. Currently,
• Target LOS: Depends on community needs; not Auburn has 321 acres of dedicated open space areas.
typically defined by a strict LOS but considered However, when considering other greenways and open
based on demand. spaces within the city that are not maintained by the
• Service Radius: Typically serves the entire City of Auburn, the total approaches the minimum
community or region. target of 630 acres.
Conclusion/Recommendations: Past and more recent Given Auburn's current inventory of open space areas
survey comments indicate that residents have a strong available to residents, the city is close to meeting
desire to enhance the City's aesthetics by increasing the the lower range of the NRPA's recommendations for
planting of street trees, flowers, and other greenery. open space and natural areas. Auburn's commitment
Integrating these beautification efforts, along with to preserving these areas aligns well with NRPA
the development of additional special use areas as guidelines, and the city's existing acreage of natural
opportunities arise, presents a valuable chance to areas and open spaces is well positioned to support
improve the overall appearance of the community. the ecological and recreational needs of its residents.
This ensures that Auburn continues to provide valuable
However,there are currently no specific targets or natural amenities as the community grows.
goals for purposefully developing more special-use
areas. Introducing a significant number of small, • Number: 6 Open Space and Natural Areas
specialized facilities could result in higher-than-expected • Total Acreage: 321.42
maintenance and operational costs for the department. • Average Size: 53.57 acres
As development continues and additional land is • Target Acreage: 630-900 acres
acquired—including smaller, less usable areas within the • NRPA Target LOS: 5 to 10 acres per 1,000 residents
public right-of-way—it is essential to remain vigilant in
assessing these opportunities. Evaluating them for their • Current LOS (2024): 3.57 acres per 1,000 residents
unique, heritage, natural, and activity-centric qualities • Projected LOS (2044): 2.81 acres per 1,000
that could provide community value is recommended. residents
Page 111 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update Demand&Needs 68
• NEW LOS:4 acres per 1,000 residents Trails LOS Analysis
• Projected Deficit (Acres): 136.58 acres
• Service Radius:Typically regional,with users Auburn,WA, boasts an extensive network of trails
traveling farther to access these areas that weave through the city's diverse landscapes,
offering residents and visitors a range of recreational
Conclusion/Recommendations: Auburn's current Level opportunities.These trails, often referred to as linear
of Service (LOS)for open space areas is 3.57 acres per parks,typically follow natural and man-made features
1,000 residents as of 2024. However,with the city's such as stream corridors, abandoned railroads, or power
projected population growth,this LOS is expected line easements.They serve multiple purposes, including
to decline to 2.81 acres per 1,000 residents by 2044. providing pathways for walking, running, and biking,
This decrease places Auburn below both the National as well as creating interpretive areas, open spaces, and
Recreation and Park Association's (NRPA)target LOS of landscaped zones.
5 to 10 acres per 1,000 residents and the City's draft new
LOS standard of 4 acres per 1,000 residents. The city's trail system is designed with minimal
The decision to increase the LOS for open space reflects development to preserve the natural environment,
focusing on essentials such as trailheads, educational
a growing recognition of the critical role these areas play signage, benches, and picnic tables. However, in areas
in promoting climate change resiliency, managing flood with more space, like wide power line easements,there is
hazards, supporting wildlife habitats, and mitigating potential for more extensive development, allowing for a
the effects of urban heat on aging populations.As broader range of recreational uses while still maintaining
climate change continues to impact weather patterns, the primary function of these linear parks.
open spaces can serve as vital buffers, absorbing excess
rainfall and reducing the risk of flooding, particularly in Auburn currently has 21 different trail segments of
vulnerable areas along rivers and low-lying regions. varying purposes covering a total of 21.96 miles across
Furthermore, open spaces provide essential habitats the city, however 6.75 miles of those trails are within
for wildlife, helping to preserve biodiversity within the existing parks (see Table 2-5.)
city.These natural areas are increasingly important
as urbanization encroaches on green spaces, putting • Total Miles of Trails (All): .25 to .5 miles per 1,000
pressure on local ecosystems. By expanding and residents
protecting open space,Auburn can help ensure that • Total Miles of Trails (All): .25 to .5 miles per 1,000
wildlife populations continue to thrive, maintaining residents
ecological balance and enhancing the natural beauty of • Expected NRPA Standard: .25 to .5 miles per 1,000
the community. residents
In addition to their environmental benefits, open spaces • Existing Ratio:Total: 0.28 miles per 1,000 residents
are crucial for the health and well-being of Auburn's • Existing Inventory: 21.96 miles
residents, especially as the population ages.Access to • Current Need: 0.0 miles
nature has been shown to reduce the effects of heat • Future Need (2044): 6.69 miles
islands in urban areas,where concrete and asphalt trap • NEW LOS: 0.125 miles per 1,000 residents
heat, leading to higher temperatures.These elevated
temperatures can be particularly harmful to older adults, Conclusion/Recommendations: Auburn's current
who are more susceptible to heat-related illnesses. ratio of 0.24 miles of developed trail parkland per
Expanding open space provides shaded areas and 1,000 residents aligns closely with the minimum
cooling effects that are vital for protecting vulnerable expected average. However, with the projected
populations. population increase, there is an anticipated need for an
To meet the new LOS standard of 4 acres per 1,000 additional 6 miles of trails by 2044. Given the existing
residents by 2044,Auburn will need to acquire and opportunities for new trail development and the high
develop an additional 136.58 acres of open space. level of public interest in trails, it is recommended to
This strategic expansion is essential not only to meet slightly adjust the standard to 0.125 miles of developed
recreational needs but also to ensure the city's resilience trail parkland per 1,000 residents. Although Auburn's
in the face of climate change and urbanization. By current inventory of trails already exceeds the adopted
investing in open spaces,Auburn can enhance its ability standards, further expansion and development are
to manage environmental challenges, protect its natural essential to ensure connectivity across different
heritage, and promote the long-term health and well- areas of the city and beyond. The demand for an
being of all its residents. interconnected trail system is expected to grow,
particularly as residents, especially post-pandemic,
continue to express a strong interest in trails for
Page 112 of 714
City of Auburn Parks,Recreat on,Open Space&Trails Plan Upcate Demand&Needs 69
recreation and as an alternative means of commuting,
as identified in the Statewide Comprehensive Outdoor
Recreation Plan (SCORP). This underscores the
importance of enhancing Auburn's trail network to
meet the evolving needs of its community.
Future Trails/Linear Park Development:
There are several opportunities to develop additional
trails and linear parks in Auburn providing local and
regional trail systems. Considering the interest in
trail activities as demonstrated by public invovlement
results and national recreation trends, these additional
trails are worth pursuing. Identified locations for
potential loop trails within parks, new linear parks, or
extensions of existing linear parks include:
• BPA Power Line Easement (Lea Hill to Green River
Road)
• Green River TRail (Planned)
• White River Trail (A Street to Interurban Trail)
• Mill Creek Corridor
• Rotary Park
• Shaughnessy Park
• Fulmer Park
Page 113 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Demand&Needs 70
el Goals & Objectives
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The Auburn Parks, Arts, and Recreation Department Park, Arts, and Recreation Open Space Plan, findings
is dedicated to preserving the city's natural beauty from the 2023 Parks, Recreation, and Open Space
through a vibrant and well-maintained system of Survey, and input from dedicated Parks and Recreation
parks, open spaces, and trails. Our mission is to enrich staff. Additionally, we carefully analyzed recreation
the lives of Auburn's residents by providing diverse trends, participation rates, and the current state of our
recreational and cultural opportunities that foster a parks to ensure that these goals are both forward-
strong sense of community, promote health and well- looking and responsive to the evolving needs of our
being, and celebrate the unique natural landscapes community.
that define our city.
Through this comprehensive approach, we aim to
The goals and objectives outlined in this chapter create a park system that not only meets the present
have been meticulously crafted to align with the demands but also anticipates future growth and
requirements of the Growth Management Act (GMA) challenges. Our commitment is to maintain and
and are the result of an extensive and thoughtful enhance Auburn's parks and recreation offerings,
planning process. This process drew upon a range of ensuring that they continue to serve as vital
valuable resources, including insights from the 2015 community assets for generations to come.
Page 115 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Goals&Objectives 72
GOAL 1: SERVE ALL RESIDENTS AND PROVIDE GOAL 2: PROVIDE A BALANCED MIX
A BROAD RANGE OF PROGRAMS AND OF PASSIVE AND ACTIVE RECREATION
FACILITIES IN ORDER TO SERVE ALL RESIDENTS OPPORTUNITIES TO PROMOTE HEALTHY
REGARDLESS OF AGE OR ABILITY. AND BALANCED ACTIVITIES.
The Auburn Parks, Arts, and Recreation Department The Auburn Parks and Recreation Department
is committed to providing accessible leisure and recognizes the importance of offering diverse
recreational programs for all residents, with a focus on recreational opportunities that cater to all residents.
accommodating special needs. To ensure awareness To promote a healthy and balanced lifestyle, our goal
of these programs, the City has adapted its marketing is to provide a well-rounded mix of both active and
strategies, blending innovative social media with passive recreation options. This approach ensures
traditional outreach to engage the community that everyone, regardless of their activity level,
effectively. can enjoy and benefit from the City's parks and
recreational facilities.
Goal 1: Objectives
Goal 2: Objectives
1A. Provide a variety of recreation facilities and 2A. Develop a park system that provides facilities for
programs that will improve the physical and mental well social, cultural and physical activities.
being of community members.
2B. Provide parks areas that accommodate passive
1B. Provide a system of neighborhood and community recreation opportunities such as picnicking and
parks so that residents live within a half mile walking walking.
distance to a developed park.
2C. Provide park areas that accommodate active
1C. Develop multi-use facilities to increase flexibility recreation such as ballfields, skate parks, spray parks,
to meet recreational trends as demonstrated by sports courts, etc.
community input.
2D. Track changing trends at the local, state, and
1D. Continue to identify under-served segments of national levels. Respond with appropriate programs
the population and develop programs that will satisfy and facilities to meet changing needs as funding and
unmet needs. budgets are available and meet the level of service
expectations of the residents of Auburn.
1E. Develop marketing strategies allowing the widest
possible distribution of information concerning park 2E. Provide access to healthy foods through the
facilities and recreation programs. continued operation of the Auburn Farmer's Market
and Community Gardens.
1F. Provide programs and facilities designed for
maximum affordability to local residents.
1G. Continue to improve upon and expand the Fee
Waiver and Scholarship Programs, where possible, to
allow more low income youth and seniors to participate
at reduced rates.
1H. Continue to improve access for the disabled and
seniors by providing wheelchair ramps and other
appropriate facilities in parks where they do not
currently exist.
11. Continue to maintain an open decision-making
process that allows opportunity for resident input.
1J. Parks and Recreation Department staffing levels
shall be sufficient to maintain and improve the existing
cultural and recreation programs. As programs expand
or additional parks are developed, the impact on
current staff levels and the need for additional staff will
be evaluated.
Page 116 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Goals&Objectives 73
GOAL 3: PROVIDE A SYSTEM OF HIGH GOAL 4: PROVIDE A PARK SYSTEM THAT
QUALITY PARKS THAT ARE WELL CONTRIBUTES TO A POSITIVE CITY IMAGE
MAINTAINED AND AESTHETICALLY FOR AUBURN.
PLEASING.
Auburn's Comprehensive Plan contains goals and
Parks are one of the most visible public features in objectives to enhance the City's identity by ensuring a
a City, their design and maintenance can influence quality visual environment. Parks are an effective tool
people's perceptions of the community. Long term in improving visual appearance, but many of Auburn's
maintenance, good design, and the use of high parks are tucked away in residential neighborhoods,
quality materials will all affect the appearance of a unseen and unknown except to residents. This
park for years to come. lack of visibility hinders the parks from effectively
contributing to the city's overall appearance.
Goal 3: Objectives Increased visibility and high quality design are
paramount to "advertising" our community as a good
3A. Develop Level of Service Standards that are place in which to live and work.
consistent with NRPA standards to assure that
residents' expectations are met. Goal 4: Objectives
3B. Parks shall be intentionally designed to require low 4A. Select new park sites with high visibility and
maintenance, and low water and energy consumption. access. This may be accomplished by locating at least
Higher maintenance features like fountains or annual one side of larger parks along arterial streets.
beds are reserved for high visibility locations or as 4B. Increase the quantity of trees, shrubs and ground
appropriate. covers in parks.
3C. Select environmentally friendly materials that are 4C. Continue to work on Tree City USA goals for better
durable and aesthetically pleasing. Urban Forestry design and tree preservation.
3D. Parks shall exhibit a "cared for" appearance 4D. Create a green spaces in the downtown core that
will be a focal point for community activities and
through close attention to maintenance. stimulate economic growth.
3E. In order to maintain parks in a safe and attractive 4E. Incorporate artwork as part of new park
condition, maintenance staff levels will be evaluated development or when upgrading existing parks or
with additions of new park land or facilities. other public facilities.
3F. Renovate deteriorating features. Identify conditions
that require redesign or construction of new facilities;
schedule and budget necessary changes in the City's
Capital Facilities Plan.
3G. Conduct regularly scheduled inspections to
identify necessary repairs and upgrades to ensure safe
conditions.
Page 117 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update Goals&Objectives 74
GOAL 5: ACQUIRE AND MANAGE GOAL 6: PROVIDE A NETWORK OF
IMPORTANT OPEN SPACES IN THE CITY OF PEDESTRIAN AND BICYCLE TRAILS.
AUBURN.
Undeveloped open spaces contribute to the well-
being of our community in many ways. We value To enhance Auburn's recreational and transportation
them for their ability to provide buffers from infrastructure, we aim to create a comprehensive
urban encroachment; to provide opportunities for network of bike and pedestrian trails that serves both
recreation; to provide public access to creeks, rivers commuters and recreational users.This network will
and other water bodies; to create distinctive settings be strategically developed to connect key areas within
within the city; to provide connections between the city and extend to neighboring communities.
different areas for both people and wildlife; as well as By prioritizing the acquisition of land, especially
offering health and safety benefits. along the Green River, and focusing on trail designs
that highlight Auburn's unique natural landscapes,
Goal 5: Objectives we can offer diverse experiences to residents and
visitors alike. Our commitment also includes ensuring
5A. Maintain and protect a system of forested accessibility for all users, enhancing safety through
corridors and buffers to provide separation between thoughtful design, and implementing a cohesive
natural areas and urban land uses. wayfinding system. To sustain this network, securing
ongoing funding for maintenance will be essential.
5B.Target significant open space areas in the City, with Through these objectives, Auburn will establish a
emphasis on their planning and acquisition. Target robust and interconnected trail system that promotes
areas include the land along the Green and White active transportation, environmental stewardship, and
Rivers, steep hillsides, Mill Creek Corridor and West Hill community well-being.
Watershed.
Goal 6: Objectives
5C. Explore all possible funding mechanisms to enable
the acquisition of open space on a regular basis to 6A. Develop a network of trails created or extended to
identify properties as they become available. provide adequate coverage for both commuting and
5D. City owned open space lands shall be accessible to recreational cyclists. Locations for east/west trails shall
be identified and developed.
the public wherever possible and appropriate.
5E. Provide adequate management and maintenance 6B.Acquisition of land for the proposed Green River
Trail shall continue to be a priority.
of public open spaces, ensuring their ability to provide
environmental benefits and wildlife habitat. 6C. Trail design and layout shall take advantage of
unique natural locations and provide access to a
5F.When mitigation is required, develop a monitoring variety of landscapes and habitats.
and maintenance plan to ensure successful
establishment. 6D. Participate in planning activities for regional trails
5G. Involve the community in habitat restoration in South King County and North Pierce County.
activities through the City's annual Clean Sweep event, 6E. Explore possibilities for new trail connections
community service days, and an adopt a park program. between Auburn and neighboring communities.
5H. Determine the ecosystem service value reach open 6F. Develop and maintain trails to comply with
space and park space continues to address climate Americans with Disabilities Act.
resiliency goals.
6G. Provide safe trail system by discouraging crime
through environmental design concepts.
6H. Develop a standardized interpretive and way-
finding program to be used through- out our trail
system.
61. Identify and provide funding to maintain existing
trail systems.
Page 118 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Goals&Objectives 75
GOAL 7: EXPAND OUR EXISTING PARK GOAL 8: ESTABLISH PARK AND TRAIL LEVELS
INVENTORY WHERE LEVEL OF SERVICE OF SERVICE PROVIDED IN THE PROS PLAN.
STANDARDS ARE NOT BEING MET, WITH AN
EMPHASIS ON THE WEST HILL AND LEA HILL To ensure Auburn's parks and recreational spaces
AREAS OF THE CITY. continue to meet the needs of a growing population,
we are committed to maintaining a consistent level
Our goal is to prioritize the development of community of investment per capita. Currently, the City provides
and linear parks with trail systems, focusing on over 10 acres of parkland per 1,000 residents, a
larger, multi-use spaces to meet Auburn's diverse standard we aim to uphold even as our community
needs. We will actively pursue funding to acquire expands. By sustaining this investment, Auburn will
and preserve key parklands, emphasizing shoreline preserve its high quality of life and ensure that all
properties for public access. To minimize land use residents have ample access to well-maintained and
conflicts, particularly in residential areas, we will accessible parks and green spaces.
implement thoughtful design and strategic placement.
High-quality design standards will guide new park Goal 8: Objectives
developments, supported by comprehensive Master
Plans and public input. Additionally, we aim to create 8A. Fields, Courts, Tracks, Gyms: Improve the
vibrant public gathering spaces in the downtown core
to enhance community life. equivalent population per Auburn facility type based
on expected demand and need ideintified by public
Goal 7: Objectives survey responses.
7A. Make the development of community parks and 8B. Informal Recreation Facilities: Increase the number
linear parks with trail systems a priority over small of Picnic Shelters, Off Leash Areas, Playgrounds,
neighborhood parks when possible and appropriate. Paths, Community Gardens, Flexible Open Turf Areas,
Gathering Spaces and Amphitheaters: Resident
7B. Apply for King County Conservation Futures and equivalent population per facility consistent with the
Recreation &Conservation Office grants and other current ratio.
available funding sources to acquire and preserve park
land and natural areas. 8C.Trails: Increase the number of per trail miles to be
consistent with .25 miles per 1000 residents.
7C. Acquisition of community amenities, such as
shoreline property, shall be emphasized, to preserve or 8D. Parks: Maintain a minimum total parkland Level
allow public access to these special places. of Service (LOS) of over 10 acres per 1,000 residents,
regardless of park classification.
7D. Minimize land use conflicts between parks and
other uses, and use sensitive design measures when
locating parks in residential neighborhoods.
7E. Criteria for new park development ensures
consistent high quality design meeting the needs of the
community.
7F. Develop Master Plans for undeveloped park
properties and incorporate future park development
costs into the Capital Facilities plan as appropriate.
7G. Schedule public meetings as a part of the Master
Planning process to ensure that residents' voices are
heard and needs are met when developing new parks.
7H. Develop public gathering spaces in the downtown
core.
Page 119 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update Goals&Objectives 76
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The vision articulated in this PROS Plan is not only a into the principles of the Comprehensive Plan, this
mandate of the Growth Management Act but is also PROS Plan promotes a safe, healthy, and walkable
essential to enhancing the quality of life and driving community, cultural enrichment, and environmental
economic development in the City of Auburn. This plan conservation, reflecting the aspirations and quality of
is both pragmatic, addressing the immediate needs of life desired by the city's residents.
current residents, and forward-looking, preparing the
park system to meet future demands while delivering This section emphasizes Auburn's commitment to
economic, social, and environmental benefits. This addressing public feedback and improving system
section outlines the City's approach to incorporating deficiencies by detailing a comprehensive CIP. This
public feedback through a comprehensive Capital program includes specific park-related projects and
Improvement Program (CIP), presented initially in broader recommendations aimed at closing service
tabular form and followed by detailed descriptions gaps. The proposals, summarized in tables and
of conceptual improvements planned for the next six elaborated upon in detail, outline enhancements
years. and conceptual improvements scheduled for
implementation over the next six years. Additionally,
Serving as a crucial blueprint, this plan significantly the inclusion of long-term visionary projects shows a
impacts residents' quality of life via Auburn's Parks readiness to seize opportunistic improvements based
& Recreation system. The effective administration of on market conditions or funding availability.
these services by the City's limited staff requires a
committed allocation of budget resources. Realizing At the core of this plan are key recommendations
this vision also depends on grant funding and the designed to address current challenges, anticipate
continued dedication of community volunteers. Annual future needs, maximize funding flexibility, and align
investments in personnel, equipment, and supplies with public preferences. It thoroughly considers the
are vital for maintaining a diverse range of outdoor range of parks and recreation amenities available
recreational opportunities, ensuring safety, and within the city, ensuring that Auburn's park system
meeting public expectations. evolves in a balanced and sustainable manner.
Aligned with Auburn's strategic goals and integrated
Page 121 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Progra 78
Developing The Capital Auburn's Fiscal Sources
Program Auburn, WA's parks budget is supported by a diverse
Improvementg mix of funding sources. The City's General Fund, which
includes revenues from property and sales taxes, is
This plan spans a six-year period from 2024 through a primary source of funding for the Parks, Arts, and
2030, aiming to guide park and recreation improvements Recreation Department. Additional revenue comes from
while also presenting a conceptual vision for additional fees collected for recreational programs, facility rentals,
long-term enhancements aligned with Auburn's and special events. The City also actively pursues grants
projected growth. It is designed to be flexible and from sources like the Washington State Recreation and
dynamic, recognizing that funding availability, public Conservation Office (RCO), King County Conservation
needs, and political priorities may shift over time. As Futures, and federal programs such as the Land and
such, the plan is not a rigid script but rather a strategic Water Conservation Fund (LWCF). To address the
guide adaptable to unforeseen opportunities that may demands of population growth, Auburn charges impact
better serve the public. fees on new developments to fund the expansion of
The listed capital improvement projects are initially parks and recreational facilities. The budget is further
categorized into six year and long-term (20-year) CIP supplemented by a portion of the Real Estate Excise Tax
lists based on specific recommendations. However, the (REET) and a dedicated sales tax, which is 1/10th of 1%
implementation timeline is subject to various factors, of the countywide sales tax. Occasionally, the City issues
including design and permitting durations, other critical bonds for large-scale park projects, which are repaid
public works projects, grant funding cycles, available over time. Additional funding comes from donations,
budgets, and city staff capacity. These timelines are sponsorships, and partnerships with local businesses,
for planning purposes only and do not represent a non profits, and other governmental agencies, all of
commitment to implementation in any particular year. which contribute to maintaining and enhancing Auburn's
The plan should remain a living document, continually park system.
updated as conditions evolve.
Estimate of Probable Cost
The CIP project list reflects public demand and This CIP includes preliminary estimates of construction
needs, validated through input from city staff, costs for recommended improvements at each park and
commission members, and the City Council. The actual city-wide. These estimates are intended for budgeting
implementation over the next six years will depend and scoping future design and construction projects
on available funding, success in securing grants, and and are subject to change based on site conditions,
essential maintenance and repair needs. In developing final design, and market circumstances. The estimates
the CIP, several aspects were considered to ensure it are based on current park master planning projects
is robust yet flexible, capable of adapting to changing and include considerations for inflation, annual cost
circumstances and opportunities. escalators, design contingencies, permitting, and other
is Project Development soft costs. However, staff time costs are not included in
Strategic J P these estimates.
and Funding Opportunities
Performance and Monitoring
Improving the parks system is a collaborative effort, not Auburn's plan addresses the level of service and needs
solely reliant on city funding.Auburn should actively for parks, recreation, open spaces, and trails identified
pursue grants and donations from various sources to at the time of the plan's creation. Recognizing the
maximize public investment in parks, recreation, and dynamic nature of communities and outdoor spaces,
open space facilities. Specific improvements should this plan is designed to be flexible and adaptable in
be matched with appropriate Recreation Conservation its implementation.To monitor progress and adapt to
Office programs, such as the Youth Athletic Field or Land changing circumstances, including new grant and funding
Water Conservation Fund grants, which have a history sources, the following actions should be taken annually
of being funded. Additionally, many trail and access during the capital improvement budgeting cycle:
projects can integrate with Safe Route to School grants
and other transportation-related projects. Combining Annual Prioritization Review:
park projects with transportation and economic City staff and volunteers should conduct annual
development initiatives will enhance implementation evaluations to determine if any changes to the park
flexibility and open up further funding opportunities system are necessary, especially considering funding
from county, state, and federal programs. availability or demographic shifts.
Page 122 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update Capital Improvement Progra 79
Plan Update: Market Fluctuations: Changes in the cost of materials
and labor due to market volatility can significantly
Beginning in early-to-mid 2030, a formal update process impact project budgets and timelines.
should engage Auburn residents, staff, and committee Considering these potential threats, the CIP must remain
members to review changing service needs, propose adaptable, ensuring that Auburn can respond effectively
new capital improvements, and renew eligibility for to changing conditions and continue to meet the needs
the Washington Recreation and Conservation Office of its residents.
(RCO) programs for the next performance period. By
maintaining this proactive and adaptive approach, ' i. ,
Auburn can ensure that its parks and recreational • ` ^
facilities continue to meet the evolving needs of its f 4
community.
dll I
Park Development:
The development of more mini-parks (under one or •
two acres) is not encouraged. Mini-parks have not been / f
found to be as successful as larger community parks,
because they tend to serve very small populations and
are difficult and expensive to maintain. Developers
may have the opportunity to develop neighborhood • i
parks that are maintained by the local homeowners
association but meet the City's park standards. ,
f
� t
Unforeseen Threats to the CIP ....�� 4 , _ ...
i
Strategy , • '~
Several unforeseen threats could impact the strategy • .e' -
and implementation of Auburn's Capital Improvement ,, �Y,
Program (CIP): -s
Ifilrig, .Economic Downturns: }, .
A significant economic recession could reduce available ire, +
funding from local, state, and federal sources, impacting
the ability to finance planned projects. ,,
Natural Disasters: Events such as earthquakes, floods,
or wildfires could damage existing infrastructure and • ,
necessitate reallocation of funds for emergency repairs
and rebuilding efforts. f
Pandemics or Public Health Crises: Situations similar to
the COVID-19 pandemic could disrupt project timelines, \`
, -
reduce workforce availability, and shift funding priorities
towards health and safety measures.
Policy and Regulatory Changes: New laws or regulations "t,,
at the local, state, or federal level could alter funding
eligibility, increase costs, or impose new requirements \
on project implementation.
Environmental Issues: Unforeseen environmental
challenges, such as soil contamination or endangered
species habitats, could delay or complicate project /1.4 . ,
execution. -
11.11
Community Opposition: Public opposition or legal
challenges to specific projects could result in delays or
necessitate project modifications. f
Technological Changes: Rapid advancements in
technology may require updates to project plans or
could render certain planned improvements obsolete.
Page 123 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Progra 80
Table 5-1: Capital Facilities Plan Projects & Financing
Municipal Parks Construction Fund
(See the Capital Facilities Plan sheets for details on the following numbers.)
Capacity Projects: 2025 2026 211M1 2028 2029 IIMIIMMIll
Auburndale Park II
Capital Costs - - $125,000 - $2,000,000 - $2,125,000
Funding Sources:
Fund Balance - - - - - - -
Grants(Fed,State,Local) - - - - $1,000,000 - $1,000,000
Other(TBD) - - $125,000 - $1,000,000 - $1,125,000
BPA Trail on Lea Hill
Capital Costs - - - - 150,000 - $150,000
Funding Sources:
Fund Balance - - - - 150,000 - $150,000
Grants(Fed,State,Local) - - - - - - -
KC Prop 2 - - - - - - -
Fulmer Park Turf Fields
Capital Costs - - - - - - -
Funding Sources:
Fund Balance - - - - - - -
Grants(Fed,State,Local) - - 1,800,000 - - - 1,800,000
Park Impact Fees - - - - - - -
KC Prop 2 - - - - - - -
Game Farm Park Improvements
Capital Costs 200,000 - - - - - 200,000
Funding Sources:
Fund Balance - - - - - - -
Grants(Fed,State,Local) 200,000 1,500,000 - - - - 1,700,000
Park Impact Fees - 500,000 - - - - 500,000
Jacobsen Tree Farm Development
Capital Costs 125,000 5,000,000 - - 5,000,000 - 10,125,000
Funding Sources:
Fund Balance - - - - - - -
Grants(Fed,State,Local) - 1,000,000 - - 1,000,000 - 2,000,000
KC Prop 2 - - - - - - -
Other(TBD) - 2,000,000 - - 2,000,000 - 4,000,000
Park Impact Fees 125,000 2,000,000 - - 2,000,000 - 4,125,000
Page 124 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Progra 81
Table 5-1: Capital Facilities Plan Projects & Financing
Municipal Parks Construction Fund
(See the Capital Facilities Plan sheets for details on the following numbers.)
Capacity Proje_ 2025 2026 e=' 2028 2029 2030 411
Lakeland Hills Nature Area
Capital Costs - - 400,000 - - - 400,000
Funding Sources:
Fund Balance - - - - - - -
Grants(Fed,State,Local) - - 200,000 - - - 200,000
Park Impact Fees - - 200,000 - - - 200,000
Miscellaneous Parks Improvements
Capital Costs 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Funding Sources:
Fund Balance 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Grants(Fed,State,Local) - - - - - - -
KC Prop 2 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Park Impact Fees 100,000 100,000 50,000 50,000 50,000 50,000 400,000
Park Acquisitions/Development
Capital Costs 125,000 125,000 125,000 125,000 125,000 125,000 750,000
Funding Sources:
Fund Balance - - - - - - -
Grants(Fed,State,Local) - - - - - - -
KC Prop 2 125,000 125,000 125,000 125,000 125,000 125,000 750,000
Sunset Park Improvements
Capital Costs - - - - - - -
Funding Sources:
Fund Balance - - - - - - -
Park Impact Fees 350,000 - 1,500,000 - - - 1,850,000
Other(TBD) - - 500,000 - - - 500,000
West Hill Park Acquisition and Development
Capital Costs - - 750,000 1,000,000 - - 1,750,000
Funding Sources:
Fund Balance - - - - - - -
Grants(Fed,State,Local) - - 400,000 500,000 - - 900,000
Park Impact Fees - - 350,000 500,000 - - 850,000
Page 125 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Progra 82
Table 5-1: Capital Facilities Plan Projects & Financing
Municipal Parks Construction Fund
(See the Capital Facilities Plan sheets for details on the following numbers.)
• . ' y • •j- • S S • 2028 2029 2030
Subtotal,Capacity Projects:
Capital Costs 600,000 5,275,000 1,550,000 1,275,000 7,425,000 275,000 16,400,01_
Non-Capacity Projects:
Dykstra Footbridge
Capital Costs - - - - - - -
Funding Sources:
Fund Balance - - - - - - -
ARPA funding 40,000 - - - - - 40,000
Other(TBD) - - - - - - -
Fairway Drainage Improvement
Capital Costs 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Funding Sources:
Fund Balance - - - - - - -
Grants(Fed,State,Local) - - - - - - -
REET 2 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Capacity Projects: ��Y�.���Y�:i���Y����Y�:��'•L�Y•l
Capacity Projects 600,000 5,275,000 1,550,000 1,275,000 7,425,000 275,000 16,400,000
Non-Capacity Projects 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Total Costs 630,000 5,305,000 1,580,000 1,305,000 7,455,000 305,000 16,580,000
Fund Balance 50,000 50,000 50,000 50,000 200,000 50,000 450,000
Grants(Fed,State,Local) 200,000 2,500,000 2,400,000 500,000 2,000,000 - 7,600,000
Grants- Private - - - - - - -
KC Prop 2 275,000 275,000 275,000 275,000 275,000 275,000 1,650,000
ARPA funding 40,000 - - - - - 40,000
Park Impact Fees 575,000 2,600,000 2,100,000 550,000 2,050,000 50,000 7,925,000
REET 2 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Other(TBD) - 2,000,000 625,000 - 3,000,000 - 5,625,000
Total Funding 1,170,000 7,455,000 5,480,000 1,405,000 7,555,000 405,000 23,470,000
Page 126 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Progra 83
MUNICIPAL PARKS CONSTRUCTION FUND (321) Capital Facilities Plan
Six Year Capital Facilities Plan, 2025-2030 Capital Projects Fund
Project Title: Brannan Park Improvements
Project No:
Project Type: Capacity
Project Manager: Thaniel Gouk
Description:
Court upgrades,trail improvements,and new synthetic fields.
Progress Summary:
Future Impact on Operating Budget:
Increased utility costs of$2,000;lessened maintenance requirements for grass fields.
Activity:
2025 Year End
Funding Sources: Prior to 2024 2024 Budget 2025 Budget 2026 Budget Project Total
Municipal Parks Construction Fund - - - - -
Grants-Secured(Fed,State,Local) - - 300,000 - 300,000
Impact Fees - - - - -
REET - - - - -
Other - - - - -
Total Funding Sources: - - 300,000 - 300,000
Capital Expenditures:
Design - - - - -
Right of Way - - - - -
Construction - - - - -
Total Expenditures: - - - - -
Forecasted Project Cost:
Total
2027 2028 2029 2030 2025-2030
Funding Sources:
Municipal Parks Construction Fund - - - - -
Grants-Secured(Fed,State,Local) - - - 1,000,000 1,300,000
Impact Fees - - - 500,000 500,000
REET - - - - -
Other - - - - -
Total Funding Sources: - - - 1,500,000 1,800,000
Capital Expenditures:
Design - - - - -
Right of Way - - - - -
Construction - - - - -
Total Expenditures: - - - - -
Grants/Other Sources:
Page 127 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Progra 84
MUNICIPAL PARKS CONSTRUCTION FUND (321) Capital Facilities Plan
Six Year Capital Facilities Plan, 2025-2030 Capital Projects Fund
Project Title: Golf Course Maintenance Building
Project No:
Project Type: Capacity
Project Manager:
Description:
Replace dilapited mainteance building at the Auburn Golf Course.
Progress Summary:
Future Impact on Operating Budget:
None
Activity:
2025 Year End
Funding Sources: Prior to 2024 2024 Budget 2025 Budget 2026 Budget Project Total
Municipal Parks Construction Fund - - - - -
Grants-Secured(Fed,State,Local) - - - - -
Bond Proceeds - - - - -
REET - - - - -
Other - - - - -
Total Funding Sources: - - - - -
Capital Expenditures:
Design - - - - -
Right of Way - - - - -
Construction - - - - -
Total Expenditures: - - - - -
Forecasted Project Cost:
Total
2027 2028 2029 2030 2025-2030
Funding Sources:
Municipal Parks Construction Fund - 350,000 - - 350,000
Grants-Secured(Fed,State,Local) - - - - -
Bond Proceeds - - - - -
REET - 300,000 - - 300,000
Other - - - - -
Total Funding Sources: - 650,000 - - 650,000
Capital Expenditures:
Design - - - - -
Right of Way - - - - -
Construction - - - - -
Total Expenditures: - - - - -
Grants/Other Sources:
Page 128 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Progra 85
MUNICIPAL PARKS CONSTRUCTION FUND (321) Capital Facilities Plan
Six Year Capital Facilities Plan,2025-2030 Capital Projects Fund
Project Title: Auburndale Park II
Project No: gpbd05
Project Type: Capacity
Project Manager: Thaniel Gouk
Description:
Develop a Master Plan, improve the existing trail system and install signage and play structure.
Progress Summary:
Future Impact on Operating Budget:
Increased utility costs of$2,000
Activity:
2025 Year End
Funding Sources: Prior to 2024 2024 Budget 2025 Budget 2026 Budget Project Total
Fund 321-Unrestricted Fund Balance - - - - -
Grants-Secured(Fed,State,Local) - - - - -
Bond Proceeds - - - - -
REET - - - - -
Other TBD - - - - -
Total Funding Sources: - - - - -
Capital Expenditures:
Design - - - - -
Right of Way - - - - -
Construction - - - - -
Total Expenditures: - - - - -
Forecasted Project Cost:
Total
2027 2028 2029 2030 2025-2030
Funding Sources:
Fund 321-Unrestricted Fund Balance - - - - -
Grants-Secured(Fed,State,Local) - - 1,000,000 - 1,000,000
Bond Proceeds - - - - -
REET - - - - -
Other TBD 125,000 - 1,000,000 - 1,125,000
Total Funding Sources: 125,000 - 2,000,000 - 2,125,000
Capital Expenditures:
Design 125,000 - - - 125,000
Right of Way - - - - -
Construction - - 2,000,000 - 2,000,000
Total Expenditures: 125,000 - 2,000,000 - 2,125,000
Grants/Other Sources:
Page 129 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Progra 86
MUNICIPAL PARKS CONSTRUCTION FUND (321) Capital Facilities Plan
Six Year Capital Facilities Plan,2025-2030 Capital Projects Fund
Project Title: BPA Trail on Lea Hill
Project No: gpbd23
Project Type: Capacity
Project Manager: Thaniel Gouk
Description:
Develop a feasibility study related to constructability of a pedestrian trail linking the Jacobsen Tree Farm site to the west end
of Lea Hill. This trail would follow the alignment of the Bonneville Power Administration (BPA)transmission lines from 132nd
to 108th Avenue SE. Construction would be in phases based on constructability.
Progress Summary:
Future Impact on Operating Budget:
None
Activity:
2025 Year End
Funding Sources: Prior to 2024 2024 Budget 2025 Budget 2026 Budget Project Total
Fund 321-Unrestricted Fund Balance - - - - -
Grants-Unsecured(State RCO) - - - - -
Bond Proceeds - - - - -
REET - - - - -
Other(KC Prop. 2)* - - - - -
Total Funding Sources: - - - - -
Capital Expenditures:
Predesign - - - - -
Design - - - - -
Construction - - - - -
Total Expenditures: - - - - -
Forecasted Project Cost:
Total
2027 2028 2029 2030 2025-2030
Funding Sources:
Fund 321-Unrestricted Fund Balance - - 150,000 - 150,000
Grants-Unsecured(State RCO) - - - - -
Bond Proceeds - - - -
REETII - - -
Other(KC Prop. 2)* - - - -
Total Funding Sources: - - 150,000 - 150,000
Capital Expenditures:
Predesign 25,000 25,000
Design 125,000 125,000
Construction - -
Total Expenditures: - - 150,000 - 150,000
Grants/Other Sources:
Page 130 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Progra 87
MUNICIPAL PARKS CONSTRUCTION FUND (321) Capital Facilities Plan
Six Year Capital Facilities Plan,2025-2030 Capital Projects Fund
Project Title: Cedar Lanes Pump Track &Amenities
Project No: cp2127
Project Type: Capacity
Project Manager: Thaniel Gouk
Description:
Construct a bike park, pavilion/storage building,and restroom at Cedar Lanes Park. Bike park to include an asphalt pump track
and skills course.
Progress Summary:
Evergreen Mountain Bike Alliance completed the bicycle skills course in Spring 2023. Diversified Holdings NW completed the
pump track in early 2024. Pavilion/storage building and new restroom will be completed in Summer 2024.
Future Impact on Operating Budget: 2024
None forw
Fees
acco
Activity:
2025 Year E.
Funding Sources: Prior to 2024 2024 Budget 2025 Budget 2026 Budget Project Total
Municipal Parks Construction Fund 49,805 371,143 - - 420,948
KC Youth Sports Grant(Secured) - 349,920 - - 349,920
Unsecured grant - - - - -
REET - - - - -
Park Impact Fees 63,914 271,586 - - 335,500
Total Funding Sources: 113,719 992,649 - - 1,106,368
Capital Expenditures:
Design 54,557 - - - 54,557
Right of Way - - - - -
Construction 59,162 992,649 - - 1,051,811
Total Expenditures: 113,719 992,649 - - 1,106,368
Forecasted Project Cost:
Total
2027 2028 2029 2030 2025-2030
Funding Sources:
Municipal Parks Construction Fund - - - - -
KC Youth Sports Grant(Secured) - - - - -
Unsecured grant - - - _ -
REET -
Park Impact Fees - - - -
Total Funding Sources: - - - - -
Capital Expenditures:
Design -I -
Right of Way -
_ iiiil
Construction -
Total Expenditures: - - - - -
Grants/Other Sources:
Page 131 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Progra 88
MUNICIPAL PARKS CONSTRUCTION FUND (321) Capital Facilities Plan
Six Year Capital Facilities Plan,2025-2030 Capital Projects Fund
Project Title: Fulmer Park Playground Replacement
Project No: cp2128
Project Type: Capacity/Non-Capacity
Project Manager: Thaniel Gouk
Description:
Replace existing grass athletic field with synthetic field and other miscellaneous park improvements.
Progress Summary:
Dilapidated playground structure was replaced with a larger one in 2023.
Future Impact on Operating Budget:
None
Activity:
2025 Year End
Funding Sources: Prior to 2024 2024 Budget 2025 Budget 2026 Budget Project Total
Municipal Parks Construction Fund 201,190 - - - 201,190
Grants-Private - - - - -
State Grant - - - - -
Local Grant 25,000 - - - 25,000
Impact Fees - 100,000 - - 100,000
REET - - - - -
KC Prop 2 - - - - -
Total Funding Sources: 226,190 100,000 - - 326,190
Capital Expenditures:
Design - - - - -
Demolition 11,412 - - - 11,412
Construction 214,778 - - - 214,778
Total Expenditures: 226,190 - - - 226,190
Forecasted Project Cost:
Total
2027 2028 2029 2030 2025-2030
Funding Sources:
Municipal Parks Construction Fund - - - - -
Grants-Private 600,000 - - - 600,000
State Grant 600,000 - - - 600,000
Local Grant 600,000 - - - 600,000
Impact Fees - - - - -
REET - - - - -
KC Prop 2 - - - - -
Total Funding Sources: 1,800,000 - - - 1,800,000
Capital Expenditures:
Design - - - - -
Demolition - - - - -
Construction - - - - -
Total Expenditures: - - - - -
Grants/Other Sources:
Page 132 of 714
Cily cI Auburn P u k. R=a.a is i,OF ,fame N.Tip: s Flan Uhl le I C,F>r_al Ir I , RrciRra F ar;r a PP
MUNICIPAL PARKS CONSTRUCTION FUND (321) Capital Facilities Plan
Six Year Capital Facilities Plan,2025-2030 Capital Projects Fund
Project Title: Game Farm Park Improvements
Project No: cp1924, cp2212
Project Type: Capacity
Project Manager: Daryl Faber
Description:
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. New turf infields.
Progress Summary:
City completed resurfacing project on the turf fields in early 2021. 2022 budget will fund irrigation improvements. Future
improvements to include lighting for the pickleball and basketball courts; a grant has been applied for the lighting
improvements.
Future Impact on Operating Budget:
None
Activity:
2025 Year End
Funding Sources: Prior to 2024 2024 Budget 2025 Budget 2026 Budget Project Total
Fund 321-Unrestricted Fund Balance - - - - -
Grants-Unsecured State - - - 1,000,000 -
Grants-Unsecured Local-KCYSF 150,000 150,000 200,000 500,000 500,000
REET 1 964,476 - - - 964,476
Park Impact Fees 294,012 185,524 - 500,000 479,536
Total Funding Sources: 1,408,488 335,524 200,000 2,000,000 1,944,012
Capital Expenditures:
Design - - - - -
Right of Way - - - - -
Construction 1,416,628 - 200,000 - 1,616,628
Total Expenditures: 1,416,628 - 200,000 - 1,616,628
Forecasted Project Cost:
Total
2027 2028 2029 2030 2025-2030
Funding Sources:
Fund 321-Unrestricted Fund Balance - - - - -
Grants-Unsecured State - - - 1,000,000
Grants-Unsecured Local-KCYSF - - - 700,000
REET1 - - -
Park Impact Fees - - 500,000
Total Funding Sources: - - - - 2,200,000
Capital Expenditures:
Design -
Right of Way _MI__ __M_
-
Construction 200,000
Total Expenditures: - - - - 200,000
Grants/Other Sources:King County Youth Sports Facilities Grant
Page 133 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Progra 90
MUNICIPAL PARKS CONSTRUCTION FUND (321) Capital Facilities Plan
Six Year Capital Facilities Plan,2025-2030 Capital Projects Fund
Project Title: Jacobsen Tree Farm Development
Project No: cp0609, cp2020
Project Type: Capacity
Project Manager: Daryl Faber
Description:
Develop the 29.3 acre site into a Community Park. A Master Plan for the park was completed in 2009 and an updated
drawing would need to be done to reflect updated community needs.
Progress Summary:
Future Impact on Operating Budget:
No significant impact due to master plan. Future park development will result in maintenance and utility expenses
undeterminable at this time.
Activity:
2025 Year End
Funding Sources: Prior to 2024 2024 Budget 2025 Budget 2026 Budget Project Total
Fund 321-Unrestricted Fund Balance 25,321 333,500 - - 358,821
Grants-Unsecured State - - - 1,000,000 -
King County Prop 2 14,165 - - 14,165
Park Impact Fees - - 125,000 2,000,000 125,000
Other(TBD) - - 2,000,000 -
Total Funding Sources: 39,486 333,500 125,000 5,000,000 497,986
Capital Expenditures:
Design 39,486 125,000 500,000 164,486
Right of Way - - - - -
Construction - - 4,500,000 -
Total Expenditures: 39,486 - 125,000 5,000,000 164,486
Forecasted Project Cost:
Total
2027 2028 2029 2030 2025-2030
Funding Sources:
Fund 321-Unrestricted Fund Balance - - - - -
Grants-Unsecured State - - 1,000,000 - 2,000,000
King County Prop 2 - - - - -
Park Impact Fees - - 2,000,000 - 4,125,000
Other(TBD) - - 2,000,000 - 4,000,000
Total Funding Sources: - - 5,000,000 - 10,125,000
Capital Expenditures:
Design - 500,000 - 1,125,000
Right of Way - - - -
Construction - 4,500,000 - 9,000,000
Total Expenditures: - - 5,000,000 - 10,125,000
Grants/Other Sources:
Page 134 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Progra 91
MUNICIPAL PARKS CONSTRUCTION FUND (321) Capital Facilities Plan
Six Year Capital Facilities Plan,2025-2030 Capital Projects Fund
Project Title: Lakeland Hills Nature Area
Project No: gpbdll
Project Type: Capacity
Project Manager: Daryl Faber
Description:
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.
Progress Summary:
Future Impact on Operating Budget:
Increased maintenance costs of$5,000
Activity:
2025 Year End
Funding Sources: Prior to 2024 2024 Budget 2025 Budget 2026 Budget Project Total
Fund 321-Unrestricted Fund Balance - - - - -
Grants-Unsecured(Fed,State,Local) - - - - -
Bond Proceedts - - - - -
Park Impact Fees - CT,000 - - 25,000
Park Mitigation Fees - - - - -
Total Funding Sources: - 25,000 - - 25,000
Capital Expenditures:
Design - 25,000 - - 25,000
Right of Way - - - - -
Construction - - - - -
Total Expenditures: - 25,000 - - 25,000
Forecasted Project Cost:
Total
2027 2028 2029 2030 2025-2030
Funding Sources:
Fund 321-Unrestricted Fund Balance - - - - -
Grants-Unsecured(Fed,State,Local) 200,000 - - 200,000
Bond Proceeds - - - -
Park Impact Fees 200,000 - - 200,000
Park Mitigation Fees - - -
Total Funding Sources: 400,000 - - - 400,000
Capital Expenditures:
Design - - -
Right of Way - - -
Construction 400,000 - 400,000
Total Expenditures: 400,000 - - - 400,000
Grants/Other Sources:
Page 135 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Progra 92
MUNICIPAL PARKS CONSTRUCTION FUND (321) Capital Facilities Plan
Six Year Capital Facilities Plan, 2025-2030 Capital Projects Fund
Project Title: Les Gove Park Improvements
Project No: cp2232
Project Type: Capacity
Project Manager: Thaniel Gouk
Description:
Construction of a covered multi-use pavilion building at the south end of Les Gove Park. Uses could include pickleball,farmers market,
among others.
Progress Summary:
Future Impact on Operating Budget:
Increased utility costs of$2,000
Activity:
2025 Year End
Funding Sources: Prior to 2024 2024 Budget 2025 Budget 2026 Budget Project Total
Municipal Parks Construction Fund - - - - -
ARPA funding 28,626 79,430 - - 108,056
Grants-Secured(Fed,State,Local) - 100,000 - - 100,000
Bond Proceeds - - - - -
REET - - - - -
Other - - - - -
Total Funding Sources: 28,626 179,430 - - 208,056
Capital Expenditures:
Design - - - - -
Right of Way - - - - -
Construction 28,626 179,430 - - 208,056
Total Expenditures: 28,626 179,430 - - 208,056
Forecasted Project Cost:
Total
2027 2028 2029 2030 2025-2030
Funding Sources:
Municipal Parks Construction Fund - -
ARPA funding
Grants-Secured(Fed,State,Local) 750,000 - 750,000
Bond Proceeds 750,000 750,000
REST 750,000 750,000
Other -
Total Funding Sources: 2,250,000 2,250,000
Capital Expenditures:
Design 100,000 100,000
Right of Way -
Construction 1,400,000 1,400,000
Total Expenditures: 1,500,000 1,500,000
Grants/Other Sources:
Page 136 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Progra 93
MUNICIPAL PARKS CONSTRUCTION FUND (321) Capital Facilities Plan
Six Year Capital Facilities Plan,2025-2030 Capital Projects Fund
Project Title: Miscellaneous Parks Improvements
Project No: various, gpbd03
Project Type: Capacity/Non-Capacity
Project Manager: Daryl Faber
Description:
Minor park improvements including shelters, roofs, playgrounds, irrigation and restrooms.
Progress Summary:
Project funding includes the Mill Pond Dock Improvement(cp1915) in 2019,funded$25,000 to help complete the West
Auburn Lake Park(cp1801) in 2020 and $35,783 for the Lea Hill Mini Soccer Field Turf replacement(cp2122)in 2021
Future Impact on Operating Budget:
Activity:
(Previous 2 Yrs) 2025 Year End
Funding Sources: Prior to 2024 2024 Budget 2025 Budget 2026 Budget Project Total
Fund 321-Unrestricted Fund Balance 55,033 297,400 50,000 50,000 402,433
Grants-Unsecured State - - - - -
Local Grant - - - - -
KC Prop 2 - 50,000 150,000 150,000 200,000
Other(Park Impact Fee) 25,000 213,869 100,000 100,000 338,869
Total Funding Sources: 80,033 561,269 300,000 300,000 941,302
Capital Expenditures:
Professional Services - - - - -
Right of Way - - - - -
Construction 80,033 561,269 150,000 150,000 791,302
Total Expenditures: 80,033 561,269 150,000 150,000 791,302
Forecasted Project Cost:
Total
2027 2028 2029 2030 2025-2030
Funding Sources:
Fund 321-Unrestricted Fund Balance 50,000 50,000 50,000 50,000 300,000
Grants-Unsecured State - - - - -
Local Grant - - - - -
KC Prop 2 150,000 150,000 150,000 150,000 900,000
Other(Park Impact Fee)* 50,000 50,000 50,000 50,000 400,000
Total Funding Sources: 250,000 250,000 250,000 250,000 1,600,000
Capital Expenditures:
Professional Services - - - - -
Right of Way - - - - -
Construction 150,000 150,000 150,000 150,000 900,000
Total Expenditures: 150,000 150,000 150,000 150,000 900,000
Grants/Other Sources:
Page 137 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Progra 94
MUNICIPAL PARKS CONSTRUCTION FUND (321) Capital Facilities Plan
Six Year Capital Facilities Plan,2025-2030 Capital Projects Fund
Project Title: Park Acquisitions/Development
Project No: gpbd04
Project Type: Capacity
Project Manager: Daryl Faber
Description:
Land and other property acquisitions to occur based on demand and deficiencies including parks, open space,trails, corridors
and recreational facilities.
Progress Summary:
The City purchased the Auburn Avenue Theater and the Qares property in 2020.
Future Impact on Operating Budget:
None
Activity:
(Previous 2 Yrs) 2025 Year End
Funding Sources: Prior to 2024 2024 Budget 2025 Budget 2026 Budget Project Total
Fund 321-Unrestricted Fund Balance 39,183 80,000 - - 119,183
Grants-Secured(Fed,State,Local) - - - - -
Bond Proceeds - - - - -
REET1 64'7 flan _ _ - 647,050
KC Prop 2 - 125,000 125,000 125,000 250,000
Total Funding Sources: 686,233 205,000 125,000 125,000 1,016,233
Capital Expenditures:
Design - - - -
Acquisition 686,233 205,000 125,000 125,000 1,016,233
Construction - - - - -
Total Expenditures: 686,233 205,000 125,000 125,000 1,016,233
Forecasted Project Cost:
Total
2027 2028 2029 2030 2025-2030
Funding Sources:
Fund 321-Unrestricted Fund Balance - - - - -
Grants-Secured(Fed,State,Local) - - - - -
Bond Proceeds - - - - -
REET1 - - - - -
KC Prop 2 j 125,000 125,000 125,000 125,000 750,000
Total Funding Sources: 125,000 125,000 125,000 125,000 750,000
Capital Expenditures:
Design - - - - -
Acquisition 125,000 125,000 125,000 125,000 750,000
Construction - - - - -
Total Expenditures: 125,000 125,000 125,000 125,000 750,000
Grants/Other Sources:
Page 138 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Progra 95
MUNICIPAL PARKS CONSTRUCTION FUND (321) Capital Facilities Plan
Six Year Capital Facilities Plan,2025-2030 Capital Projects Fund
Project Title: Sunset Park Improvements
Project No:
Project Type: Capacity
Project Manager: Daryl Faber
Description:
Phse 2 improvements to include looking at options for new or modified court uses(e.g. pickleball). Phase 3 to include
replacing the grass base/softball fields with new multi-sport synthetic turf fields.
Progress Summary:
Future Impact on Operating Budget:
Less water use(Bonney Lake Water)for fields would save money for the City.
Activity:
2025 Year End
Funding Sources: Prior to 2024 2024 Budget 2025 Budget 2026 Budget Project Total
Fund 321-Unrestricted Fund Balance - 88,161 - - 88,161
Grants-Secured(Fed,State,Local) - - - - -
Bond Proceeds - - - - -
Park Impact Fees 89,639 - 350,000 - 439,639
Other-Contributions&Donations - - - - -
Total Funding Sources: 89,639 88,161 350,000 - 527,800
Capital Expenditures:
Design - - - - -
Right of Way - - - - -
Construction 89,639 88,161 - - 177,800
Total Expenditures: 89,639 88,161 - - 177,800
Forecasted Project Cost:
Total
2027 2028 2029 2030 2025-2030
Funding Sources:
Fund 321-Unrestricted Fund Balance - - - -
Grants-Secured(Fed,State,Local) 1,500,000 - - _ - 1,500,000
Bond Proceeds - - - - -
Park Impact Fees 1,500,000 - - - 1,850,000
Other-Contributions&Donations 500,000 - I - 500,000
Total Funding Sources: 3,500,000 - - - 3,850,000
Capital Expenditures:
Design - - -
Right of Way - - -
Construction - - 11=__MI -
Total Expenditures: - - - - -
Grants/Other Sources:
Page 139 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Progra 96
MUNICIPAL PARKS CONSTRUCTION FUND (321) Capital Facilities Plan
Six Year Capital Facilities Plan,2025-2030 Capital Projects Fund
Project Title: West Hill Park Acquisition and Development
Project No: gpbd27
Project Type: Capacity
Project Manager: Jamie Kelly
Description:
Acquire property adjacent to Watershed property on the West Hill, and develop park. Park to be used as access to the trails on
the watershed property. Improvements to include parking, playground, restroom,and kiosks.
Progress Summary:
The City has been exploring local and state funding for acquisition and development. Staff to send out form letters to existing
property owners in an effort to gauge interest in selling suitable properties to the City.
Future Impact on Operating Budget:
Undetermined at this time.
Activity:
2025 Year End
Funding Sources: Prior to 2024 2024 Budget 2025 Budget 2026 Budget Project Total
Municipal Parks Construction Fund - - - - -
Local Grant(Unsecured) - - - - -
Bond Proceeds - - - - -
REET - - - - -
Park Impact Fees - - - - -
Total Funding Sources: - - - - -
Capital Expenditures:
Design - - - - -
Construction - - - - -
Acquisition - - - - -
Total Expenditures: - - - - -
Forecasted Project Cost:
Total
2027 2028 2029 2030 2025-2030
Funding Sources:
Municipal Parks Construction Fund - - - - -
Local Grant(Unsecured) 400,000 500,000 - - 900,000
Bond Proceeds - - - - -
REET - - - - -
Park Impact Fees 350,000 500,000 - - 850,000
Total Funding Sources: 750,000 1,000,000 - - 1,750,000
Capital Expenditures:
Design - 150,000 - - 150,000
Construction - 850,000 - 850,000
Acquisition 750,000 750,000
Total Expenditures: 750,000 1,000,000 - - 1,750,000
Grants/Other Sources:
Page 140 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Progra 97
MUNICIPAL PARKS CONSTRUCTION FUND (321) Capital Facilities Plan
Six Year Capital Facilities Plan, 2025-2030 Capital Projects Fund
Project Title: Dykstra Footbridge
Project No: cp2214
Project Type: Non-Capacity
Project Manager: Faber
Description:
Engineering study was completed and results were better then expected. Most fixes have already been completed and
remaining items to be done by a contractor will expend the remaining ARPA monies not moving to the theater project.
Progress Summary:
Minor fixes by mainteance staff completed in 2023; remaining items will be completed in 2024.
Future Impact on Operating Budget:
None
Activity:
2025 Year End
Funding Sources: Prior to 2024 2024 Budget 2025 Budget 2026 Budget Project Total
Municipal Parks Construction Fund - (10,525) - - (10,525)
ARPA funding - 400,000 40,000 - 440,000
Bond Proceeds - - - - -
REET - - - - -
Other - - - - -
Total Funding Sources: - 389,475 40,000 - 429,475
Capital Expenditures:
Design - - - - -
Right of Way - - - - -
Construction - 389,475 - - 389,475
Total Expenditures: - 389,475 - - 389,475
Forecasted Project Cost:
Total
2027 2028 2029 2030 2025-2030
Funding Sources:
Municipal Parks Construction Fund fdi40,000
.lIII:lI___________1_._IIIIlI .__._I_._1___ -
Total Funding Sources: - - - - 40,000
Capital Expenditures:
Design
Right of WayW_ __.
-
Construction -
Total Expenditures: - - - - -
Grants/Other Sources:
Page 141 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Progra 98
MUNICIPAL PARKS CONSTRUCTION FUND (321) Capital Facilities Plan
Six Year Capital Facilities Plan, 2025-2030 Capital Projects Fund
Project Title: Fairway Drainage Improvement
Project No: gpbdl9, cp2202, cp2302, cp2401
Project Type: Non-capacity
Project Manager: Daryl Faber
Description:
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 bilweekly at a tenth of an inch of sand throughout the fairways.
Fairways will start to show improvements once four inches of sand are applied.
Progress Summary:
Future Impact on Operating Budget:
None
Activity:
(Previous 2 Yrs.) 2025 Year End
Funding Sources: Prior to 2024 2024 Budget 2025 Budget 2026 Budget Project Total
Municipal Parks Construction Fund - - - - -
Grants-Secured(Fed,State,Local) - - - - -
Bond Proceeds - - - - -
REET 2 51,085 30,916 30,000 30,000 112,001
Other - - - - -
Total Funding Sources: 51,085 30,916 30,000 30,000 112,001
Capital Expenditures:
Design - - - - -
Right of Way - - - - -
Construction 51,085 30,916 30,000 30,000 112,001
Total Expenditures: 51,085 30,916 30,000 30,000 112,001
Forecasted Project Cost:
Total
2027 2028 2029 2030 2025-2030
Funding Sources:
Municipal Parks Construction Fund - - - - -
Grants-Secured(Fed,State,Local) - - - - -
Bond Proceeds - - - - -
REET 2 30,000 30,000 30,000 30,000 180,000
Other - - - - -
Total Funding Sources: 30,000 30,000 30,000 30,000 180,000
Capital Expenditures:
Design - - - - -
Right of Way - - - -
Construction I 30,000 30,000 30,000 30,000 180,000
Total Expenditures: 30,000 30,000 30,000 30,000 180,000
Grants/Other Sources:
Page 142 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Progra 99
MUNICIPAL PARKS CONSTRUCTION FUND (321) Capital Facilities Plan
Six Year Capital Facilities Plan, 2025-2030 Capital Projects Fund
Project Title: Forest Villa Park Improvements (previously Neighborhood Parks Improvement-AR
Project No: cp2223 (previously gpbd3l)
Project Type: Non-Capacity
Project Manager: Thaniel Gouk
Description:
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.
Progress Summary:
Future Impact on Operating Budget:
None
Activity:
2025 Year End
Funding Sources: Prior to 2024 2024 Budget 2025 Budget 2026 Budget Project Total
Municipal Parks Construction Fund - - - - -
ARPA funding 28,626 121,374 - - 150,000
Bond Proceeds - - - - -
REET - - - -
Other - - - - -
Total Funding Sources: 28,626 121,374 - - 150,000
Capital Expenditures:
Design - - - - -
Right of Way - - - - -
Construction 28,626 121,374 - - 150,000
Total Expenditures: 28,626 121,374 - - 150,000
Forecasted Project Cost:
Total
2027 2028 2029 2030 2025-2030
Funding Sources:
Municipal Parks Construction Fund
ARPA funding
Bond Proceeds
_0
REST
Other
Total Funding Sources: - - - - -
Capital Expenditures:
Design -
Right of Way -
Construction -
Total Expenditures: - - - - -
Grants/Other Sources:
Page 143 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Program 100
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Park Impact Fees (PIFs) are charges imposed on new growth should pay for growth, meaning that the
residential developments to fund the acquisition, financial burden of expanding public infrastructure to
improvement, and expansion of public parks and accommodate new residents should be borne by those
recreational facilities. These fees are collected by who contribute to the growth, rather than existing
local governments from developers or property residents. Overall, Park Impact Fees are a crucial tool
owners when they construct new homes or residential for cities and municipalities to manage urban growth
units. The primary purpose of PIFs is to ensure that sustainably and ensure that all residents have access to
as communities grow, there are sufficient parks and quality parks and recreational facilities.
recreational spaces to meet the needs of the increasing
population. This document specifically addresses the impact fees
related to parks and recreational facilities in Auburn.
The calculation of PIFs typically involves various These fees are applied to all residential developments
factors, including the size and type of the new to ensure that the city's parks and recreational
residential development, the projected increase in infrastructure can support the demands of a growing
population, and the costs associated with providing population.
additional park services to the new residents. Local
governments often use specific formulas or criteria Regulatory Framework for
to determine the fee amount. The revenue generated
from PIFs is earmarked for specific purposes related to Impact Fees
parks and recreation, such as purchasing land for new
parks, developing new recreational facilities, upgrading Pursuant to state statute (RCW 82.02.050 - 82.02.100),
existing parks. Washington counties and cities, including Auburn, are
authorized to collect impact fees to "ensure adequate
Implemented through local ordinances, PIFs are part facilities are available to serve new growth and
of broader parks, recreation, and open space plans development." These fees are designed to fund public
that outline the level of service standards for parks facilities that support new developments, ensuring that
and recreational facilities. These standards ensure that the infrastructure required by a growing population is
the funds are used effectively to meet community adequately financed.
needs. The underlying philosophy of PIFs is that
Page 1-45 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Program 102
Impact fees must be spent on projects related to for managing these funds, with stringent reporting and
the impacts of new development and cannot be management requirements to ensure transparency.
used to correct pre-existing deficiencies or to pay The code also provides for refunds if the impact fees
for maintenance costs. They also cannot exceed a are not spent within ten years, as well as adjustments
development's proportionate share of the total cost for and credits under certain conditions, such as when
system improvements. The fees must be based on a developers provide on-site recreational facilities.
formula or other method that calculates this fair share, Additionally, there are provisions for exemptions and an
ensuring equity and effectiveness in funding public appeals process for disputing fee assessments.
infrastructure.
Impact fees can be collected for four types of public Assessing the Need for
facilities: public streets and roads, publicly owned parks, I m pact Fees
open spaces and recreational facilities, school facilities,
and fire protection facilities (in areas not served by a fire To establish appropriate impact fee rates in Auburn,
district), as specified in RCW 82.02.050(2) and (4), and several critical factors must be considered. These include
RCW 82.02.090(7). These fees must be used for"system determining which public facilities the city is responsible
improvements" that serve the broader community for, identifying the demand for additional parks and
rather than "project improvements" specific to individual recreational spaces, securing the necessary revenue to
developments, as outlined in RCW 82.02.050(3)(a) and support these facilities, and understanding the benefits
RCW 82.02.090(6) and (9). these amenities bring to new developments.
Local governments must establish reasonable service The City of Auburn is responsible for its parks and
areas and develop impact fee rate categories for various recreational facilities, and impact fees can only be
land uses, as mandated by RCW 82.02.060(6). The applied to public facilities, including those managed
improvements funded by these fees must benefit new by other government entities, as outlined in RCW
development and be reasonably related to it, ensuring 82.02.090(7). Evaluating the need for new parks involves
that the new infrastructure meets the needs generated comparing current service levels with future demands
by growth. based on population growth, identifying any gaps,
and ensuring compliance with statutory requirements.
In 2011, the Washington Legislature extended the period Auburn's approach includes analyzing per capita
during which impact fees must be spent from six to ten investment in existing facilities to determine the need
years. According to RCW 82.02.070(3), if impact fees are for additional parks and recreational spaces.
not spent within ten years following their collection,
they must be refunded.This extension provides local Revenue from impact fees is crucial for funding the
governments with more flexibility in planning and development and maintenance of these facilities,
implementing necessary infrastructure projects to ensuring that new developments contribute to the
support new development. infrastructure they require. This process involves
evaluating current funding levels and forecasting the
By incorporating these statutes, Auburn ensures that additional revenue needed to support Auburn's growth.
its impact fees are used effectively to fund essential New parks and recreational facilities not only enhance
public facilities, maintaining a high quality of life for its the attractiveness of new developments but also
residents while accommodating growth. improve residents' quality of life and provide significant
economic and social benefits. Therefore, ensuring that
Auburn Municipal Code: new developments contribute to these amenities is
Chapter 19.08 of the Auburn Municipal Code establishes essential for sustainable and balanced growth in the city.
the legal framework for assessing parks impact fees, as
authorized by RCW 82.02. These fees are imposed on
new residential developments to ensure that adequate
parks and recreational facilities are available to support
growth. The assessment of these fees is based on a
specific schedule and is typically due at the time of
building permit issuance. The funds collected must
be used exclusively for improvements to parks and
recreational facilities that serve the new development,
and cannot be used for maintenance or to address
existing deficiencies. A dedicated account is established
Page 146 u1 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update Capital Improvement Program 103
Evaluating the Benefit of Impact Methodology and Relationship to
Fees in Auburn Capital Facilities Plan
Impact fee laws in Auburn ensure that the fees imposed In the City of Auburn, the calculation of impact fees for
on new developments are justified and beneficial parks and recreational facilities is anchored in the per
through several key principles and tests. These principles capita value of the city's capital improvements for these
ensure that the fees are fair, equitable, and directly amenities. The purpose is to ensure that new housing
related to the needs generated by new development. and other private and public developments contribute
their fair share of the investment necessary to support,
Rational Nexus Test often needing to improve, the city's level of service
The rational nexus test requires a clear connection objectives for its parks and recreational facilities. This
between the need for new public facilities and the investment is typically supported by a combination
development being charged the impact fees. In of general revenue, capital improvement funds, grant
Auburn, this means that the fees must be used to fund funding, and impact fees.
improvements that directly address the impacts of new To determine the amount of the impact fee, Auburn
development. This test ensures that the impact fees are multiplies the average number of residents per dwelling
justified and applied appropriately. unit by the per capita investment needed for new
development. This per capita investment reflects the cost
Proportionality Test of future parks projects identified in the City's Capital
The proportionality test ensures that the amount of the Facilities Plan. By using this approach, Auburn ensures
impact fee is proportional to the development's impact that the infrastructure required to support population
on public facilities. This means that the fees collected growth is adequately financed and fairly shared.
in Auburn should not exceed the cost of the facilities This method is consistent with Auburn's municipal
needed to accommodate the new development. The regulations and complies with RCW 82.02, which
fees must be fair and reflect the actual cost of providing mandates that impact fees be equitable, proportional,
the necessary public services and infrastructure. and dedicated to system improvements that benefit new
developments. This ensures transparency and fairness in
Specific Benefit funding the necessary expansions and enhancements to
Auburn's impact fee laws require that the fees collected Auburn's parks and recreational facilities.
provide a specific benefit to the new development Current Impact Fee Summary
paying the fees. This ensures that the improvements
funded by the impact fees directly enhance the facilities The City of Auburn, WA, has implemented impact fees
and services available to the new development, to finance necessary infrastructure improvements due
supporting growth in a way that benefits those to new developments, ensuring that the cost of growth
contributing developments. is shared equitably among developers. These fees cover
transportation, schools, and parks, with a special focus
Compliance with Statutory on park impact fees. Park impact fees are authorized
Requirements by RCW 82.02.090 (7) and are designed to support the
Impact fees in Auburn must comply with statutory acquisition, expansion, and development of parks, open
requirements, which include detailed documentation spaces, and recreational facilities. In Auburn, "parks"
and analysis to support the fees. This includes include both developed recreational facilities and open
identifying existing deficiencies, reserve capacity, and spaces preserved for their natural and ecological value.
new capacity needs. These statutory requirements The impact fees are calculated based on the type and
ensure transparency and accountability in the use of intensity of new development, ensuring a proportional
impact fees. distribution of costs. Different land uses, such as
In summary, Auburn's impact fee laws evaluate the residential, commercial, and industrial developments,
benefit provided by these fees through the rational are assessed varying fees. Residential developments are
nexus and proportionality tests, ensuring that the fees categorized similarly to the transportation impact fee
are directly related to and proportional to the impact system for ease of understanding and administration.
of new development. The laws also mandate that the The City of Auburn ensures proper administration of
fees provide a specific benefit to the development and these fees through regular updates, transparency,
comply with statutory requirements to maintain fairness, and accountability, with funds earmarked for specific
transparency, and accountability. park projects. The benefits of park impact fees include
equitable cost distribution, enhanced quality of life, and
sustainable growth.
Page 147 J 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update Capital Improvement Program 104
Projected Growth and Density per Parks:
DwellingUnit Population Growth: Neighborhood Parks: 1.25 acres per 1,000 population
PCommunity Parks: 5 acres per 1,000 population
Between 2024 and 2044, Auburn, WA, is projected Trails: 0.25 miles per 1,000 population
to experience significant population growth. The
population is expected to increase from approximately The following analysis includes an update to the
90,096 residents in 2024 to around 114,540 residents parks impact fees based on the updated standards.
by 2044, the projected population growth rate for Importantly, as outlined in the Capital Improvement
Auburn between 2024 and 2044 is approximately Program section, the City of Auburn has identified
27.13%, representing an addition of approximately the need to exclude football fields and indoor pool
24,444 residents over the 20-year period, which will facilities from the impact fee cost basis, as there are
significantly impact housing demand and density. This no immediate plans to develop additional amenities
growth underscores ongoing urban development, rising of this type. City staff determined that excluding these
housing demand, and Auburn's attractiveness as a facilities more accurately reflects the current and future
residential and economic hub in the region. To sustain recreational needs of Auburn's residents, ensuring that
the quality of life for both current and future residents, the impact fees are aligned with planned improvements
this projected growth necessitates careful planning and and community priorities.
substantial investment in infrastructure, including parks Projected Costs for Parks and Facilities,
and recreational facilities. and Total Cost Basis for the Parks
Per Unit Occupancy: Impact Fees
The most recent estimates from the Washington State Based on this detailed analysis to update its parks
Office of Financial Management indicate the following impact fees, based on revised Level of Service (LOS)
average number of occupants per dwelling unit for standards needed for this parks, recreation, and
Auburn: open space update, the 2002 standards were found
Single-Family Residential: 2.864 persons per unit to be outdated and not reflective of the city's current
Multi-Family Residential: 1.907 persons per unit demographics, needs, or future development plans. As
Using these OFM estimates and the City's existing a result, the City adopted new standards, including 1.25
inventory of single-family and multi-family residential acres of neighborhood park per 1,000 residents, 5 acres
units, we have calculated a weighted average occupancy of community park per 1,000 residents, and 0.25 miles of
of 2.559 persons per unit. This average is used for a multi-use trail per 1,000 residents.
uniform impact fee calculation, ensuring equitable The total cost required to meet these standards through
distribution of costs associated with accommodating the 2044, included developing 63.31 acres of neighborhood
city's growth. parks, 116 acres of community parks, and 6.68 miles of
Using these estimates and the city's current inventory multi-use trails, had an estimated total cost of almost
of single-family and multi-family residential units, $56M.
the weighted average number of persons per unit is After adjusting the total cost by accounting for external
calculated to be approximately 2.545 persons. This funding sources, including transfers from the General
figure is instrumental in calculating uniform impact Fund and sales tax, as well as anticipated grant money.
fees and supporting future planning needs as Auburn After these adjustments, the net cost basis for the parks
continues to grow. impact fees was calculated to be approximately $6.134
Level of Service Standards for Parks, million. This cost was then used to determine the per
household impact fee, ensuring that new developments
Recreation, and Open Space contribute their fair share towards maintaining Auburn's
Auburn's previous Parks, Recreation, and Open Space parks and recreational facilities at the revised LOS
Plan Update (2015) included a comprehensive demand standards.
and needs analysis including specific recreation facility Using the number of parks facilities needed to meet the
types, that were used to develop proposed Level of revised standards for growth over the next six years and
Service (LOS) standards established within the same the unit cost estimates, the total cost of the growth was
plan. After further review, and as detailed in this calculated. Based on the information provided and the
plan's Demand & Needs, it was determined these calculations we discussed earlier, the calculated impact
standards are no longer aligned with Auburn's current fee per household is approximately $4,612.
demographics, community needs, and future parks
development plans. Consequently, this plan is adopting
and revising the following recommended LOS standards:
Page 148 ui 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update Capital Improvement Program 105
Table 6-: PIF Analysis
Curren Single-
Multifamil
City Population Popul family
fee
2024 2044 fee
Renton 108,555 140,000 28.97 $2,915 $1,978
Tukwila 21,798 30,000 37.63 $3,006 $2,618
Woodinville 14,330 20,000 39.57 $3,175 $3,175
Auburn 83,870 120,000 43.08 $3,500 $3,500
University Place 35,500 50,000 40.85 $3,644 $2,660
Puyallup 42,861 65,000 51.65 $3,675 $3,675
Shoreline 61,353 80,000 30.39 $4,692 $3,077
Redmond 80,280 110,000 37.02 $5,124 $3,557
Kirkland 91,194 120,000 31.59 $5,629 $4,278
Lynnwood 40,592 60,000 47.81 $5,899 $4,238
Sammamish 65,116 90,000 38.21 $6,739 $4,362
Issaquah 40,380 70,000 73.35 $9,107 $5,590
This fee was determined by dividing the net cost basis -
of $6.134 million (after accounting for grants and other 'I
•
funding sources) by the projected population growth,
and then calculating the fee on a per-household basis
using the average occupancy of 2.545 persons per
household.
Comparison Analysis
With an updated park impact fee of$4,612 per
household, Auburn is positioned competitively
compared to similar-sized communities in the region. f - A
This fee closely aligns with those charged by cities like0,
Kent and Federal Way, reflecting a similar commitment ,,
to funding park infrastructure. Auburn's fee is
slightly higher than those in Renton, Puyallup, and
Lakewood, indicating a modestly greater investment
in parks to accommodate future growth. However,
it remains significantly lower than the fees in areas -
like Redmond, where higher development costs drive ``
more substantial impact fees. Overall, Auburn's impact v*`
fee ensures a balanced approach to maintaining and
enhancing park services while staying competitive
within the region. lts i
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Page 14974 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Program 106
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Adoption Process ,,, \ -
In order for this Plan to be formally adopted, the s ,• ",
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plan must be reviewed by several bodies, including
the public, ultimately culminating with a resolution, _ f'
ordinance, or other adoption instrument showing a �ii. q.
formal approval of the plan and planning process by k "' I -.r ,
the governing entity. Only after RCO approves the ? r � ' e , '
plan, may the organization may apply for grants for up 3' " `"�
to six calendar years from the date when the governingi. ? `_" w _" �'� ,
body adopted the plan.
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With the depth of public and staff involvement made A- r
over the execution of this planning process, the -_' ®` J r ., .-'� . 4+
following review and approvals have been included: `-' - • ..A `, '
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1. City Council Ordinance P ti :b , �• , — /' ;, '� 61 i
2. RCO Self-Certification Checklists
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Page I31-'T 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Program 108
Council Resolution
Page 152 J 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Program 109
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City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Program 110
Planning Eligibility Self-Certification Form
Use this form to certify that the need for any grant projects have been developed through an appropriate
planning process. Provide the completed form with the subject plans and adoption documentation to RCO
via e-mail or other means of electronic access (i.e. Web link, Box.com, etc.).
Organization Name:
Contact Name:
Adoption Date of Submitted Documents:
Seeking Eligibility for:0 Recreation Grants El Conservation Grants Both
Initial Each Document and
to Certify Plan Element Certification Page Number
Completion Location of
Information
1. Goals, objectives: The attached plan supports our project with
broad statements of intent (goals) and measures that describe
when these intents will be attained (objectives). Goals may
include a higher level of service.
2. Inventory: The plan includes a description of the service area's
facilities, lands, programs, and their condition. (This may be done
in a quantitative format or in a qualitative/narrative format.)
3. Public involvement:The planning process gave the public
ample opportunity to be involved in plan development and
adoption.
4a. Demand and need analysis: In the plans:
• An analysis defines priorities, as appropriate, for acquisition,
development, preservation, enhancement, management, etc.,
and explains why these actions are needed.
• The process used in developing the analysis assessed
community desires for parks, recreation, open space, and/or
habitat, as appropriate, in a manner appropriate for the service
area (personal observation, informal talks, formal survey(s),
workshops, etc.).
4b. Level of Service assessment (optional): An assessment of the
criterion appropriate to your community. Possibly establish a
higher level of service as a plan goal (above).
5. Capital Improvement Program: The plan includes a capital
improvement/facility program that lists land acquisition,
development, and renovation projects by year of anticipated
implementation; include funding source. The program includes
any capital project submitted to the Recreation and
Conservation Funding Board for funding.
6. Adoption: The plan and process has received formal governing
body approval (that is, city/county department head, district
ranger, regional manager/supervisor, etc., as appropriate). Attach
signed resolution, letter, or other adoption instrument.
Page I'34Z0f 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Program 111
Certification Signature
I certify that this information is true and complete to the best of my knowledge.
Print/Type Name:
Signature (Hand Written or Digital):
Title:
Date:
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City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Program 112
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City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Program 113
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City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Capital Improvement Program 114
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CONSULTING SERVICES PARKS, ARTS & RECREATION
Page 158 of 714
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Appendices/Attachments
I3'eJzfr714
City of Auburn Parks,Recreation,Open Space,&Trails Plan City of Auburn Parks,Recreation,Open Space&Trails Plan Update Appendix 116
A - Terms & Definitions
Washington State Recreation &Conservation Office (RCO) has found that many terms commonly used in recreation
planning do not have consistent definitions from one plan to another. RCO suggests, but does not require, the
following definitions compiled from various sources, including Washington Administrative Code, Department of
Natural Resources, and Washington State Parks & Recreation Commission used in this master parks plan include:
Table Al: Terms& Definitions
Term Wnition#
Access The public's ability to physically use land or water.
Active Recreation Predominately human muscle powered recreational activities.
ICamping An overnight stay in a tent or other non-permanent structure.
Capital Improvement Program(CIP) A list or description of proposal capital projects.
Capital Project A project that results in redevelopment of an existing property,acquisition of new property,or
a new built facility with a budget that excess$10,000.00
Consumptive Recreation that physically consumes resources;examples include berry picking,shellfish
harvest,hunting,fishing.
Development A development project is construction or work resulting in new elements,including but not
limited to structures,facilities,and/or materials to enhance outdoor recreation resources.
Dispersed Recreation that is scattered or spread across the landscape and not concentrated at a specific
site.Examples include trail uses,camping,walking,cycling,and jogging.
Impact(Low,Medium,High) The effect that recreational uses have on resources including but not limited to soils,water,
species, habitat,sites,and facilities.
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Page I'dfrof 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Appendix 117
Table Al: Terms& Definitions
Definition#
Improve Expanding an existing site or facility to serve more uses or more types of use.
Level of Service Measure of the current status of a park and recreation system as a whole based on either
quantitative or qualitative characteristics.
Maintain To maintain existing areas and facilities through repairs and upkeep for the benefit of outdoor
recreationists.
Multiple-use Use by more than one type of recreation on the same facility.
Non consumptive Resource recreation that depends on,but does not consume,resources;for example,
photographing wildlife.
Land or an area set aside for a special purpose,but particularly for leisure or recreation.
• Totlot/Mini-Park/Pocket Park—a small local park or civic space accessible to the general
public without the capacity for large outdoor recreation activities like field sports and
often associated with playground equipment for toddlers and young children.
• Neighborhood Park—a local-scale park with a service area of a reasonable walking
distance,typically 1/2 mile,but up to 1 mile.
• Community Park—a community-scale park facility has a service area typically of 1-5 miles
that includes the city limits of a town or city.
Park • Regional Park—a larger park facility intended to serve populations and uses from
multiple jurisdictions.
• State Park—a park facility owned and managed by the State of Washington.
• Marine Park—a state or regional park facility intended to serve populations spanning
multiple jurisdictions with primary access via watercraft.
• Day-use Park—any kind of park facility that does not allow overnight uses such as
camping.
• Seasonal Parks—any kind of parks intended for use in specific seasons.
Passive Activities usually conducted in place and requiring minimal physical exertion such as picnicking,
watching a sports event,sun bathing,or relaxing.
Qualitative An adjective relating to the quality of something interpreted by its intrinsic non-numerical
characteristics other than some quantity or measured value.
Quantitative Relating to,measuring,or measured by the quantity of something obtained using a numerical
measurement process.
Recreation Activities of a voluntary and leisure time Nature that aid in promoting entertainment,pleasure,
play,relaxation,or instruction.
The activities intended to improve an existing site or structure in order to increase its useful
Renovate(Renovation) service life beyond original expectations or functions.This does not include maintenance
activities to maintain the facility for its originally expected useful life.
Restoration Bringing a site back to its historic function as part of a natural ecosystem or improving the
ecological functionality of a site.
Shared Use Use by more than one type of recreation on the same facility.
According to the Washington State Trails Plan(RCO,2013):
"...a path,route,way,right-of-way,or corridor posted,signed,or designated as open for travel
Trail or passage by the general public but not normally designated as open for the transportation of
commercial goods or services by motorized vehicles."
A trail is a recreational facility that also can serve as a non-motorized route for transportation.
Page 161 of 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update �l Appendix 118
B - Standards & Guidelines
There are six basic park and greenspace facility types typically utilized by municipalities:
• Pocket Parks/ Mini-Parks/Tot Lots
• Neighborhood Parks
• Community Parks
• Natural Areas &Greenspaces
• Trails, Bikeways & Paths
• Special Facilities
POCKET PARKS / MINI-PARKS/
TOT LOTS Generally, developed neighborhood parks typically
include amenities such as pedestrian paths, picnic
Pocket parks are very small and serve a limited radius tables, benches, play equipment, a multi-use open
(up tot/4-mile) from the site;they provide passive and field for youth soccer and baseball, sport courts or
play-oriented recreational opportunities. Examples of multi-purpose paved areas, landscaping and irrigation.
pocket parks can include a tot lot with play equipment Restrooms are not provided due to high construction
such as a climber, slide or swings; a viewpoint; or and maintenance costs. Parking is also not usually
waterfront access areas such as at street ends. provided; however, on-street, ADA accessible parking
stall(s) may be included.
A small urban plaza or civic recognition project may
also be considered a pocket park. Parking is not often Neighborhood park development may proceed in
provided at pocket parks, although lighting may be phases.
used for security and safety.
COMMUNITY PARKS
LOCAL/ NEIGHBORHOOD PAR
Community parks are larger sites developed for
organized play, contain a wider array of facilities and,
Neighborhood parks are generally considered the as a result, appeal to a more diverse group of users.
basic unit of traditional park systems. They are small Community parks are generally 20 to 50 acres in size,
park areas designed for unstructured play and limited meet a minimum size of 20 acres when possible and
active and passive recreation. They are generally 3-5 serve residents within a 1-mile radius of the site.
acres in size, depending on a variety of factors including
neighborhood need, physical location and opportunity, In areas without neighborhood parks, community parks
and should meet a minimum size of 2 acre in size when can also serve as local neighborhood parks. In general,
possible. community park facilities are designed for organized
or intensive recreational activities and sports, although
Neighborhood parks are intended to serve residential passive components such as pathways, picnic areas and
areas within short walking distance (up to 1/2-mile radius) natural areas are highly encouraged and complementary
of the park and should be geographically distributed to active use facilities.
throughout the community. Access is mostly pedestrian,
and park sites should be located so that persons living Since community parks serve a larger area and offer
within the service area will not have to cross a major more facilities than neighborhood parks, parking and
arterial street or other significant natural or man-made restroom facilities are provided. Community parks
barrier, such as ravines and railroad tracks, to get to the may also incorporate community facilities, such as
site. community centers, senior centers or aquatic facilities.
Additionally, these parks should be located along road
frontages to improve visual access and community
awareness of the sites.
Page 162 cfr 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update Appendix 119
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NATURAL AREAS & GREENSPACES Bikeways are different than trails in that their
principal focus is on safe and efficient non-motorized
transportation. Bikeways serve distinctly different user
NATURAL AREAS groups than trail users. Typical bikeway user groups
Natural areas are those which are preserved to maintain would include bicycle commuters, fitness enthusiasts
the natural character of the site and are managed to and competitive athletes.Their emphasis is on speed,
protect valuable ecological systems, such as riparian which can create conflicts with recreation-type trails and
corridors and wetlands, and to preserve native habitat their respective user groups.
and biodiversity. In managing for their ecological For shared-use trails, it is important that the alignment
value, these natural areas may contain a diversity of and cross sections be designed with flexibility to
native vegetation that provides fish and wildlife habitat accommodate higher speeds, passing zones and
and embodies the beauty and character of the local greater widths. Surfaces will vary with intended use and
landscape. Low impact activities, such as walking, nature environmental considerations. Additionally, parking,
observation, and fishing are allowed, where appropriate, consistent signage (wayfinding, access, use hierarchy)
and horseback riding is also permitted on certain sites. and interpretive markers or panels should be provided
as appropriate.
GREENSPACES
Greenspaces are passive-use open spaces and turf areas
without developed amenities or structured functions. SPECIAL FACILITIES
TRAILS & BIKEWAYS Special facilities include single-purpose recreational
areas such as skateparks and display gardens, along with
Trails are non-motorized transportation networks community centers, aquatic centers and public plazas
separated from roads. Trails can be developed to in or near the downtown core. Additionally, publicly-
accommodate multiple uses or shared uses, such as accessible sport fields and play areas of public schools
pedestrians, in line skaters, bicyclists, and equestrians, are classified as special facilities; while they often serve
Trail alignments aim to emphasize a strong relationship as proxies to public parks, school sites have restricted
with the natural environment and may not provide daytime access and offer limited recreational use
the most direct route from a practical transportation during non-school hours. No standards are proposed
viewpoint. concerning special facilities, since facility size is a
function of the specific use.
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City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Appendix 120
C - Park Needs & Assessment Survey
Comments
Page 164 J 714
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Appendix 121
x. rr
nix t4t d 4 114, N TS
resources, costs and good staff who maintain the
massive areas. Thank you for planning to address
continuing future needs." gg I appreciate all the community
"Auburn has one of the best senior activity centers events and the close,
in King County. Keep up the good work." friendly collaboration with the , ,
Muckleshoot Tribe.
"Bring parks to the west hill!!!"
"Did you miss my request for a park on West Hill
with a playground???? Please please please. I've
been asking for 4 years. My kids will be out of
the house by the time it happens. You've been "Emphasis on sports for elementary age kids.
goldilocksing a park up here since you acquired I called recently and was told basketball is not
West Hill 14 years ago. The lake park isn't for offered. "
kids, theres no where for them to play. I know it's "For an indigenous people to have an identity,
expensive but it's never going to be perfect or the we must have land on which we can reclaim our
right time,just get us a playground pleasellill" ancestral ways. Not "borrowed" day use land by
portioned out indigenous owned and indigenous
tended land. Auburn has PLENTY of open natural
land that can be up for "reclaiming" by indigenous
groups of people. Some king of process towards
gg I absolutely love the community ownership. Open natural space for planting,
center and the activities harvesting, inipi temazcal (sweat ceremony) other
they provide. j , relevant ceremonies around our calendar, outdoor
kitchens ie stone, mud, brick, yurts, overnight
amenities. A communal space for healing and
reclaiming the ways of our ancestors."
"I absolutely love the community center and the
"Disability friendly off leash park with safe and activities they provide"
secure parking area! Needs to be large enough to
throw a ball, not a tiny fenced in area." "I am a 72 year old active person and I love to
walk, bike and hike, go to the gym for exercise.
"Do better to rid the drug activity, homelessness n So, don't forget that older folks are sometimes a
make trails more wheelchair friendly " lot more active than younger folks. I have many
"Do whatever needs to be done so people will feel neighbors that do not encourage their children
safe spending time at the parks. I know young to go or play outside. We need to get them out
mothers who would never come without their there. I think being inside all the time, and rushing
husbands to certain parks. Also, prioritize the from one activity to the next is causing societal
needs and desires of law abiding citizens over stress. The out doors, green space, and activity is
those of the homeless." perfect for stress reduction and a healthy life."
"Doing a great job. Would like to see more open "I am happy with the park facilities but do not feel
spaces. Thank you." safe at most community areas anymore. I have
been robbed, my car window broken out well
playing at a park with my family and most recently
■
Oty of Auburn Parks,Recreation,Open Space&Trails Plan Update Appendix 122
.
1;1
A •
a R• N TS �`
'� �I ter . ��, I �
confronted by a homeless drug addicted man "I live in West Hill Auburn, and I feel like we are
yelling at me to get him cigarettes. I no longer almost a forgotten area. We are sometimes closer
visit a majority of parks in the city as it's just not to Federal Way for things, but our address is
safe. " Auburn, and our school district is Federal Way,
so it makes being a part of a community difficult
"I am in my second career as a high school teacher when we are sorta spread out."
and coach. I became a high school teacher and
coach because I saw the need. I care about kids "I love all the free activities you have for children!"
in my community and I want to help them be as
successful as possible. They are the literal future. "I love Auburn parks. Lets keep them safe and
As a teacher I'm able to see behind the scenes at beautiful!"
what our most at risk kids need. Please steward
our money wisely. I see a crisis on the horizon and
right now there is something we can do about it.
Thank you! " gg
I live in West Hill Auburn, and I
"I appreciate all the community events and the feel like we are almost a
close, friendly collaboration with the Muckleshoot forgotten area. jj
Tribe."
"I appreciate the recreational opportunities
Auburn provides. One thing I don't like is
maintaining so much grass and would like to see
more of that converted to planting beds. Reducing "I love our parks and hope they are around for my
fertilizing and mowing would be good for our grandkids to enjoy many years from now"
city."
"I love the parks we have, but they are starting to
"I believe Auburn Parks to be the best part of feel unsafe and dirty. "
Auburn. Thank you for all that you do."
"I really appreciate that the parks department put
"I just wanted to share with you my appreciation a walkway in our neighborhood park. The park
for being asked for input on this. Having safe, gets a lot more use since we don't have to get
welcoming spaces is a hallmark of a healthy shoes wet on the grassy. Also the increased foot
community." traffic makes the park safer. It would be fantastic
if the park department would bring summer
programs for kids to our local park. Arts and crafts
or a nature education would be fabulous for our
neighborhood kids."
"I really love Auburn and their Parks and Rec
ggAs a single mother on a tight department, as a single mother on a tight budget
budget it helps me out so much it helps me out so much to have so many free and
to have so many free and low-cost low-cost activities available for me and my 8 year
activities available for me and my old. Keep up the good work!"
8 year old. "I think the biggest concern for all of Auburn
residents is the safety issues because of the crime
■
1 Glj v I I t
Oty of Auburn Parks,Recreation,Open Space&Trails Plan Update Appendix 123
i.w, "" ...• . . fit_ > +t y x► i$f ' w r.� . a A,, , - V.
' ti
L•
j e 1
y
:C.4 i NTS_ -". _ ._.
�:.y.`
r
rate associated with the homeless drug problem
plaguing our once safe city."
"I work in Auburn so I like to use your parks and ii Keep parks safer. Add better
facilities before and after work." lighting. Deter homeless and drug
users. Update equipment. Replace/
"I would love more lighting on darker streets, repair missing/broken equipment.
especially this time of year when it's dark and cold.
We've lived here for 5 years after over 15 years
in Seattle, I was surprised at the slow response
to the traffic lights for pedestrians, especially on
Auburn Way, I hit the button and wait FOREVER, "Keep growing the parks and public spaces. We
and often no traffic or people driving like 50MPH love the free summer events or low cost including
because the lights aren't requiring them to stop. music, movies, art."
I don't feel safe standing on the corners with my
toddlers/stroller etc. When it's cold and rainy, the "Keep parks safer. Add better lighting. Deter
pedestrian WALK light response should be faster. homeless and drug users. Update equipment.
Traffic should stop and pedestrians should be Replace/repair missing/broken equipment. Les
able to cross and not stand and wait. Your traffic Gove was amazing when it opened- its horrible
control people should talk to the Seattle planners now."
because they are so pedestrian focused. I think "Keep prioritizing the needs of the citizens. :) And
I would opt to walk more if it wasn't clear the
automobiles have priority." thanks for asking."
"I'd like to see a park in the downtown core, close Keep up the good work. Thanks for all you do."
to coffee shop. There was benches at train station "Lea Hill seems to be the area most ignored. The
but have been removed. No homeless but nobody high school is the only place with nice fields and
else. I use to see lots of folks visiting." they are constantly locked."
"In the last couple of years, there is a new trend "Les Gove and Game Farm get way too crowded
to run motorized vehicles on our walking trails, during events and parking is impossible. Offering
mostly motorbikes. Either people don't read or shuttles to events would be great."
ignore the no motorized vehicle signs. Its multiple
times a week I'm seeing this, i get the police is "Lights in a dog park!!"
busy but its getting pretty bad"
"Loved your Farmer's Market!"
"It would be nice if the City of Auburn worked with
the YMCA to provide more services and facilities Make our parks safe again, please. We have
for senior citizens to keep physically active at a some great recreation areas but they're just not
cost that is affordable. Thanks for listening." safe anymore."
"I've lived here in Auburn all my life and have "Maybe a way to link the parks and such facilities
always enjoyed our beautiful parks. Thank you to to the walking trail along the rail road tracks/!!"
the Auburn parks employees" "More biking classes and ninja classes for kids
would be so wonderful. It's really needed. Look
at marymor park in Redmond. They are a perfect
I 1
I cl j v 1 .'1 u l 1 1'Y
City of Auburn Parks Recreation Open Space&Trails Plan Update Appendix 124
Ak }' 4:304,1?':
} T
Sj k
I --yy
Qom
NTS '
example. A bike track for riders would be a full are a regular occurrence. I have had to call 911
family and healthy sport. " numerous times while golfing on our City Golf
Course because of gun shots during my golf
"More safety efforts, more community outreach, game. One person was shot and killed on the
more public and community focused events" road there. This is just so unsafe!!!"
"Please work to build the park maintenance crew
as they are very understaffed from what I have
learned this year. Also, it's VERY difficult for me to
66 Overall, we have a great park report concerns as I see them. I used to tell Mike
system in Auburn. Keep up the Miller direct via text/ cell but now I have no one
good efforts to sustain and improve to call and I have left numerous messages for the
the wonderful parks we have. ji
new head of maintenance and parks, with zero
returned calls. I am disappointed."
"Safety, graffiti, equipment repair needs to be
done in a more expeditious fashion. Parks and
rec and the city police and City Hall need to work
"More support for agricultural businesses. More more closely together to make our community
care needed for some of historic mature trees. safer and cleaner"
Both trees and agriculture are part of the city's
culture, so the cultural staff need to be kept in the "Shout out for all the work Auburn already does
loop and have input on these issues." to provide great parks and recreation. Thanks for
making these spaces and activities available to all."
"My grandchildren and I love and appreciate the
parks in Lakeland Hills! Thank you!" "Thank you for asking for public opinion! I will feel
safer using Auburn parks when the homeless/drug
"Our kids need more contact with mentors and addict situation is under control."
good role models. The Scouts are having a hard
time finding a permanent place to meet." "Thank you for creating this survey. I think that the
main question Auburn should be concerned with
"Overall, we have a great park system in Auburn. is whether we can handle all the incoming people
Keep up the good efforts to sustain and improve successfully as a city. It seems that the homeless
the wonderful parks we have." population is growing exponentially, as is the low
income population. We need to make sure that
"perhaps list pickleball as an activity" there are adequate jobs and services available
"Please build a playground a fulner asap"
"Please continue to work on the homeless
problem. I know it is a very complex issue. I would
like to see a more permanent solution. The camps
have been cleared out by the Green River three " Parks and rec and the city police
times now. Within days they all move back. Stolen and City Hall need to work more
cars are routinely dumped and stripped there closely together to make our ji
and the garbage just piles up again and again. I community safer and cleaner.
am also concerned about the river being polluted
by all this as well as human waste. Shootings
■
Oty of Auburn Parks,Recreation,Open Space&Trails Plan Update Appendix 125
ADDITIONAL COMMENTS
before we add any more folks who need them, if slim chance of having your artwork posted or
we want to have a safe and successful city." displayed. I know this is beyond the scope of
this survey, but Renton and Burien, for example,
"Thank you for having recreational facilities are much friendlier to their community artists.
available as well as a way for the community to Unfortunately, Auburn Arts Commission seems
provide feedback." a bit clique-ish to me. There could be better use
"Thank you for putting out this survey, please of the REC, for example, to display artwork. The
consider Lea Hill Area for development and please Senior Center displays art but usually not from the
look at safety. Slow down the vehicles before there people who take art classes there or have taken
is a serious accident. Walking and biking options them there. Too much competition to get your
are not provided" artwork shown!!"
"The farmers market is the place I most enjoy. and
I appreciate how it has grown. To that end I would
like to see the market manager get some needed
help." I love that there are a lot of
j ,
"The more Green Space available for people of any community events and
age, the more we can beautify our city!" the parks are great.
"The summer kids activities at the parks are great:
disc golf, parkour, inflatable water slide."
"The trail along the White river is nice but too flat. "We appreciate all of the programming and fun
Need more trails with some variety." activities that you provide year round - thank
"The youth and adult tennis programs are very you!"
good. I appreciate the level of coaching." "We appreciate seeing how Auburn takes care of
"This is a well-designed and thoughtful survey! itself and wants to be a place for community."
Before I retired I developed surveys for state "We love Auburn parks and nice maintenance
government and school districts, so I appreciate all the time. Sometimes I see homeless people
the care that went into this. I especially liked at parking lots or next to green river. We wish
the use of the map to identify where in Auburn we could do something for them, we hope we
we live. Please have more opportunities for can kind a share each other those parks or trails
local artists. Right now, unless the Auburn nicely."
Arts Commission already knows you, there is
"We love Auburn. I love that there are a lot of
community events and activities and the parks
are great. Would love to see even more additions
and/or improvements to make them even better!"
66 The more green space available "We need to find ways to acknowledge and
for people of any age, the welcome the full diversity of our neighbors. The
more we can beautify our city! " unsheltered neighbor is still my neighbor! As I
would not seek to remove my trailer house living
neighbor, nor apartment living, nor too fancy
■
City of Auburn Parks,Recreation,Open Space&Trails Plan Update Appendix 126
ADDITIONAL COMMENTS
home for my taste neighbor— nor do I seek to garbage, transportation opportunities .... hmmmm...
remove these neighbors. How to help us be better hope we are finding a way to positively seek all
neighbors to one another is a real question! What these neighbors input on these vital questions!
would help them to be better neighbors to me? Thank you"
Restrooms, showers, places to stay warm, cook
food, share healthy interactions, places for dumping "Working parents need options that are available
during non work hours. And toddlers need places to
play especially with the COVID baby boom"
"Would like to see the farmers market back on main
street"
6 6 Working parents need options
that are available during "Would like to use the parks/facilities again without
j ,
fearing for my safety or theft."
non-work hours.
"Would love an indoor playground near the Lea Hill
area"
N v life available �. public downtown
river g 00� places
-„ In o m library CD c stop se e spaces things
4 ^ art. rl provide --7 ( v) thinkfarm
can ,— park security friends make
irk
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N a ISO U)
„ `° � ear 0 � 2Jike
v0) ,, 3 n
� � � feel � thanky v rt � Qk .4 �
n 3 people O cQ • < C� c m enjoy
� `1' 2 Q o m groups m (0 walk
mm
C ". � walking < o l V vim.
c� * went � 3 n (D les Bove help c < 2 w kids n 3 r-rO �•h l l l a
folks v —. O (i) a (n N v .r+ `o v
v C� s afe r-r < — place m o
fiD drug rr cn D (D (D (D C‹ c m m m way a s
trails `< fD (D safer << live . m l V c V clean
parking g reat appreciate gyp : m c one lot
- school � (D safety going
D neighbors years . keep Cl (n needed family
I GI 'v II U 6.41 I 1'Y
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Appendix 127
KEY TAKEAWAYS
The project team will use the input collected through the community survey to inform and drive the PROS
Plan update. Key takeaways from the survey data include:
• Survey respondents' most-used recreational facilities include paved walking/biking trails (used
by 75% of respondents), large community parks (51%), small community parks (47%), small
neighborhood parks (47%), natural areas/nature parks (45%), and playgrounds (42%).
• Survey respondents' least-used recreational facilities include skateboarding areas (used by 4% of
respondents), outdoor fitness equipment (6%), football/lacrosse/hockey fields (7%), and youth
softball fields (7%).
• 63% of survey participants indicated they travel outside of Auburn to access the recreational
amenities/facilities they use most frequently. These facilities include other (nearby) city parks (29%),
walking/hiking trails (17%), water access (8%), and indoor community centers (6%). These
responses suggest there could be a need for more of these facility types in the City of Auburn, or a
need to improve those that already exist within the city.
• Barriers to use indicate existing issues that need to be addressed by the City in order to improve
Auburn parks users' experience. The largest barriers to use of the City's available recreation facilities
or programs, as reported by survey respondents, are security/safety concerns (57% of respondents),
poor maintenance/cleanliness (31%), and overcrowded/booked facilities (20%).
• According to survey respondents, the City of Auburn's biggest parks and recreation needs include:
• More non-motorized urban trails/sidewalks (92.5% of respondents)
• Undeveloped natural areas/open space (86.4%)
• Community centers/indoor facilities (84.5%)
• Splash/spray parks (80.2%)
• More youth programs/camps (77.9%)
• Off-leash dog parks (69.9%)
'„0P ° �` k . • . ..
11 11111: s * . 1. ...0
4. .. I*
glik4 _
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I GI 'v I I I u I 1 1'Y
City of Auburn Parks,Recreation,Open Space&Trails Plan Update I Appendix 128
CITY OF
AUBURNI AGENDA BILL APPROVAL FORM
WASHINGTON
Agenda Subject: Date:
Lead Service Line Inventory Update (PW) (15 Minutes) October 22, 2024
Department: Attachments: Budget Impact:
Public Works Presentation Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrative Recommendation:
For discussion only.
Background for Motion:
Background Summary:
The City of Auburn's Public Works Department has completed the Lead Service Line
Inventory, as required by the Lead and Copper Rule Revisions (LCRR). The inventory
identifies and classifies all water service lines within the City's water system as Non-Lead,
Lead, Unknown, or Galvanized Requiring Replacement (GRR). This effort was part of a
nationwide mandate by the Environmental Protection Agency(EPA)to ensure that water
utilities eliminate the potential for lead exposure through drinking water systems.
As of October 16, 2024, the City has submitted the complete inventory to the Washington
Department of Health (DOH), meeting all regulatory requirements. Additionally, the inventory
has been made publicly available via the City's interactive GIS portal, providing residents with
direct access to service line data for their properties.
The next critical phase is to notify 8,248 customers whose properties are served by service
lines classified as Lead, Unknown, or GRR, either on the public or private side, or both. This
notification process is a requirement under the LCRR and aims to inform affected customers
about their service line materials, the potential risks associated with lead, and recommended
actions such as water testing and possible replacement of lead service lines.
The purpose of this discussion is to present Council with an overview of the completed Lead
Service Line Inventory and provide details on the upcoming customer notification process.
The notifications will ensure compliance with federal regulations and maintain the City's
commitment to transparency and public health.
Reviewed by Council Committees:
Councilmember: Tracy Taylor Staff: Ingrid Gaub
Meeting Date: October 28, 2024 Item Number:
Page 172 of 714
Page 173 of 714
ENGINEERING SERVICES AUBURN
VALUES
LEAD SERVICE LINE INVENTORY
CUSTOMER NOTIFICATION PLAN SERVICE
ENVIRONMENT
ECONOMY
SENAIT GEBREEYESUS, WATER UTILITY ENGINEER CHARACTER
CITY COUNCIL STUDY SESSION SUSTAINABILITY
OCTOBER 28, 2024 WELLNESS
CELEBRATION
Public Works Department
Engineering Services • Airport Services • Maintenance & Operations Services
Page 174 of 714
LEAD EXPOSURE RISKS
Vulnerable - Children &
Pregnant Women . 'O
iiti. , ..7.i-rolllio , '. ,.... '
Children - Brain Development , ` ;,
1
Learning, & Behavior. .
_ , \\\�
.i . :),(6„
Adults - High Blood Pressure, --7- `- - ➢
Kidney Issues , & Reproductive - -.,&,:,r71_- ;VA.
Effects . '1Wilb*--- #. ` _,:
•
SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SUSTAINABILITY • WELLNESS • CELEBRATION
Page 175 of 714
BACKGROUND INFORMATION
Safe Drinking Water Act ( 1986 ) .
Regulatory Framework - Limit Contaminants .
Importance of Lead Reduction & Inventory Requirements .
SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SUSTAINABILITY • WELLNESS • CELEBRATION
Page 176 of 714
REGULATIONS
Lead Levels Monitoring
Continued LSL Inventory
Corrective Measures TBD
LCRR - 2021
Lead & Copper Rule ( LCR) 4
LCR - 1991 LC R I - 2024
LSL Inventory
Public Notification
Customer Notification
SERVICE . ENVIRONMENT . ECONOMY . CHARACTER . SUSTAINABILITY . WELLNESS . CELEBRATION
Page 177 of 714
REGULATIONS
Lead Levels Monitoring Continued LSL Inventory
Corrective Measures TBD
LCRR - 2021
Revised Lead & Copper Rule •
( LCRR) LCR - 1991 LCRI - 2024
LSL Inventory
Public Notification
Customer Notification
SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SUSTAINABILITY • WELLNESS • CELEBRATION
Page 178 of 714
REGULATIONS
Lead Levels Monitoring Continued LSL Inventory
Corrective Measures TBD
Copper Rule Improvements LCRR - 2021
Lead &
p .
( LCRI ) LCR - 1991 LCRI - 2024
LSL Inventory
Public Notification
Customer Notification
SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SUSTAINABILITY • WELLNESS • CELEBRATION
Page 179 of 714
AUBURN ' S PROACTIVE APPROACH
Replacement of Lead Components .
Regular Lead Testing.
Public Outreach .
.,,.w..
r �� �.,, -,4.1 16
...
,, ..a,„
,.
,_
., ,,..... „,„.
..
., „,..
w
.,
r ,•
_ xie''' .7
v s o !
a
tZithaltalibtaill. • a......4ir.
SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SUSTAINABILITY • WELLNESS • CELEBRATION
Page 180 of 714
LEAD SERVICE LINE INVENTORY - REQUIREMENTS
Typical Water Service Shoves
(may vary at your location)
Al\.
Property
Boundary
Lmm3
Water
Meter w1
Premise
Building
Sidewalk
Street
Connector Tail Piece
r l
behind Meter
iiiii'' Waters'"`�
Main System-owned I Customer-owned , '
Service Line ' Service Line
SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SUSTAINABILITY • WELLNESS • CELEBRATION
Page 181 of 714
INVENTORY METHODOLOGY
.« �- • `1 - - r EATEN;;".TO P/L.CONN.
cutoff Dates � TDINOR COL,PLF,-
i �� � �� CORP. STEP UFIION OR FLEX COUPL TtG
6\1_1_,
Q �
cow E:(-littMl.*" ri, E
�W'ING TOR 2'METER .I 3 4 OR 1-METER
I/ JOINT NOTE:
IF STREET NAD UTILITY STRIP BETWEEN - IF STREET D UTILITY STRIP PETWEi,v
Public Service •
Lines • CURB AND SIDEWALK, PLACE FLVNOE MD
AND SIDEWi,Lh,PLACEMETER NUTS"FROM
I" • &'FROM HACK OF CURB. IF SIDEWAL.$ FROM BACK OF CURS. IF SIDEWALK ABUTS
ABUTS BACK OF CURB, PLACE FLANGS BACK OF-CURB,PLACE METER NUT 41 FROM BAGK
-
1973 CtlRE STDPP7 FROM.BACK OF CURD. DEPTH«AS OF CURB. DEP7 i,AS MEASURED FROM TOP
MEASURED FROM TOP'OF 7{B �cuJ 1 BACK Cr CURB TO ANGLE VALVE 4,MAY VARY
TOP OF CURS - AGLE VALVE 4. MAY VARY.FR'OR. IEeDC 14':. . FROM 9'/0 12�'
N
TOP OF CURD
1
'i• SEE NOTE ABOVE ' -•....
fE.. o r°EE NOTE A9CbE
E R.�.!t N. i •
; I O'
I_ __ •_ i� /� �: �ANC:LE TAIL PIECE OR
Private e Service L n e I _ BEND METER LOUPLIN4.
FOR ZMFTER
ANGLE VALVE EXTEND TO P/L. •
u ANGLE VALVE ..
1 o CONNECT 70 PRO OR ! MET)R
: x EK7y,5ERVICE 4 J-EXTEND TO P/L,CaNN.
I GALv.PIPE CR
UNIOrd OR TO PROP,SERV.WITH
m FLEX CDUpLtl7G TYP. K COPPER UN'C`I OR LEY CPL k,
• I
0I.S M N. DEPTH fB�-- 2
1, .BELO DEPTH D
Wow r'INISH£fGRAU (BELOW FiNISNEU GRAD
•fir) CITY OF AUBURN. CITY OF AUBURN
5TANOARU DETAIL TYPE COPPER WITH STANE.AP., Gc TAiL
ALV. SCHEDULE 40
MERICAN BASE STEEL PIPE 7f OR 2'WATER METER OUT JCriITS BETWEEN 3�4.OR I"WATER METER '
INSTALLED HORIZONTALLY AND SERVICE LINF CGR. RTC!-,C °-ISLF VALVE AND SERVILE LINE
INSTALL E ':iTAL_FROM WATER MAIN INSTALL ATI CN , I Yr __- INSTALL ATIGN
--'' - - - FLARED .. ONLY
SERVICE . ENVIRONMENT . ECONOMY . CHARACTER . SUSTAINABILITY . WELLNESS . CELEBRATION
Page 182 of 714
INVENTORY METHODOLOGY
Data Collection Methods : ' ' t411P- ---,-N47 7
\\,,...______ _,,, 1041:- . '
4-
As - built Records - -- -
.___
Inspection Logs
Sample Test Results -
Customer Survey
iLL : \„‘, ',, \ _
•
SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SUSTAINABILITY • WELLNESS • CELEBRATION
Page 183 of 714
INVENTORY RESULTS
PRIVATE SERVICE LINES PUBLIC SERVICE LINES
Unknown Unknown
8,087 2,855
Non-lead Lead
Non-lead
6,992 G R R 7 12,323
92
m
■ SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SUSTAINABILITY • WELLNESS • CELEBRATION 1
Page 184 of 714
PUBLIC NOTIFICATION
City of Auburn Water Service Line Information
Domestic Water Service Lines OO L= ��
•_ — i Find address or place Q y
Public Side I Private Side +
Non LeadNon-Lead
0 -Non-lcadI Unknown
-Non-Load l Load
Nm- 1.„61"'"dRequinrg
Roplacomot
-Unknown I Unknown
-Unknown]Non lead
Unknown Galvanized Requiring
Replacemern
-Unknown Lead
20514TH ST SE 21114TH ST SE 21714TH ST SE 22114TH5
Auburn City Limes
St SE St SE 19lh Sr SE lath S,Sr 1Ch Sr SE 19th 515E
- -
20214TH 5T SE
21014THSTSE 21414TH ST SE 21814TH ST SE 22214THSTSE
2aEr
_.?KG- A nFA'_ .,m r.._ 1 .�„ ,<-�r .._- : .n '-,gm Gera n cabG-rk r-rrrcF-� ow I N=TI'k4`4 c tc Tun.,a- .,.F/.,-.,z�rnr•FAA Nps Uc Prnavr�
SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SUSTAINABILITY • WELLNESS • CELEBRATION
Page 185 of 714
CUSTOMER NOTIFICATION
CUSTOMER NOTIFICATION
Non-Lead,
Eu
,256
\Ilk \
Customer Notification -
Triggered, 8,248
SERVICE . ENVIRONMENT . ECONOMY . CHARACTER . SUSTAINABILITY . WELLNESS . CELEBRATION
Page 186 of 714
NEXT STEPS
.
F es-
Customer Notification --- - - - , ~
ji-ii
• . ___-,, . , i r-- - I , ----.ill .
1, 4t r
Continued Inventory 1
1
--it
ti. ..
,, .. _ ::,.... ...__
,_
SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SUSTAINABILITY • WELLNESS • CELEBRATION
Page 187 of 714
QUESTIONS?
Sit
s
THANK YOU
SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SUSTAINABILITY • WELLNESS • CELEBRATION
Page 188 of 714
*
CITY OF J.."-- *
At -
x C AGENDA BILL APPROVAL FORM
* —00' WASHINGTON
Agenda Subject: Date:
Ordinance No. 6947 (Thomas) (15 Minutes) October 22, 2024
Department: Attachments: Budget Impact:
Finance Ordinance No.6947 Property Tax lew Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrative Recommendation:
For discussion only.
Background for Motion:
Background Summary:
Proposed Ordinance No. 6947 establishes the 2025 Property Tax Levy based on the
assessed valuations provided by King County. It represents a 1% increase over 2024, plus
banked capacity, plus one-time increases due to new construction and refunds. The following
table summarizes the 2025 Property Tax Levy calculation:
2024 Levy 5 24,793,048
Ad& 1% 247,930
Add: NewlyAnnexed Areas $ 364,006
2025 Levy $ 25,404,985
Add. Estimated Refunds 5 41,830
Add. New Construction $ 135,465
2025 Total Collection $ 25,582,279
As of this date, the County has preliminarily established the 2025 assessed valuation
(including estimated new construction)for the City of Auburn at$18.9 billion, which is a 5.75%
increase over the 2024 assessed value of$17.9 billion. The 2025 Property Tax Levy will be
distributed to the General Fund to support general governmental operations.
Reviewed by Council Committees:
Councilmember: Kate Baldwin Staff: Jamie Thomas
Meeting Date: October 28, 2024 Item Number:
Page 189 of 714
Page 190 of 714
ORDINANCE NO. 6947
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, ESTABLISHING THE LEVY FOR
REGULAR PROPERTY TAXES BY THE CITY OF AUBURN
FOR COLLECTION IN 2025 FOR GENERAL CITY
OPERATIONAL PURPOSES IN THE AMOUNT OF
$25,582,279
WHEREAS, the City Council of the City of Auburn has met and considered
its budget for the calendar year 2025; and
WHEREAS, pursuant to RCW 84.55.120 the City Council held public hearings
November 4, 2024 and November 18, 2024, after proper notice was given, to
consider the City of Auburn's 2025-2026 biennial budget and the regular property
tax levy to support it; and
WHEREAS, the City Council of the City of Auburn, after public hearing, and
after duly considering all relevant evidence and testimony presented, has
determined that the City of Auburn requires property tax revenue and any increase
of new construction and improvements to property, any increase in the value of
state-assessed property, annexations, and any refund levies in order to discharge
the expected expenses and obligations of the City and in its best interest; and
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON, DO ORDAIN AS FOLLOWS:
Section 1. Regular property taxes for collection in the City of Auburn
for the year 2025 are authorized in the amount of $25,582,279. Not including the
addition of new construction and improvements to property, any increases related
Ordinance No. 6947
October 24, 2024
Page 1 of 3
Page 191 of 714
to the value of state assessed property, and any refund levies available, the regular
property tax levy for 2025 collection represents an increase from regular property
taxes levied for collection in 2024 of $247,936 which includes a 1.0% increase in
revenue from the previous year.
Section 2. Implementation. The Mayor is hereby authorized to implement
those administrative procedures necessary to carry out the directions 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 of
it to any person or circumstance will not affect the validity of the remainder of this
ordinance, or the validity of its application to other persons or circumstances.
Section 4. Effective date. This Ordinance will take effect and be in force five
days from and after its passage, approval and publication as provided by law.
INTRODUCED:
PASSED:
APPROVED:
NANCY BACKUS, MAYOR
ATTEST: APPROVED AS TO FORM:
Ordinance No. 6947
October 24, 2024 Page 192 of 714
Page 2 of 3
Shawn Campbell, MMC, City Clerk Jason Whalen, City Attorney
Published:
Ordinance No. 6947
October 24, 2024
Page 3 of 3
Page 193 of 714
CITY OF J *
la■ ® AGENDA BILL APPROVAL FORM
WASHINGTON
Agenda Subject: Date:
Ordinance No. 6948 (Thomas) (15 Minutes) October 22, 2024
Department: Attachments: Budget Impact:
Finance Ordinance No.6948 2025-2026 Biennial
Bn =et 2025 Budget: $432,630,131
2025-2026 Preliminary Budeet Book
2025-2026 Biennial Budget Review 2026 Budget: $422,465,126
Administrative Recommendation:
For discussion only.
Background for Motion:
Background Summary:
A recap of the preliminary 2025-2026 Biennial Budget was discussed with Council in the
three workshops occurring the week of September 9, 2024, to September 13, 2024.
As part of the biennial budget process, the Council has reviewed the details of the proposed 2025-
2026 Biennial Budget during a series of workshops in September 2024. Goals, priorities, and
projects were discussed and as a result the City has prepared the Preliminary 2025-2026 Biennial
Budget, which is summarized below:
2025 General Fund All other funds
Beginning Fund Balance 38.9 131.3
Revenues 103-4 166,4
Expenditures 109.1 179.1
Ending Fured Balance 33-2 118.6
2026 General Fund All other funds
Beginning Fund Balance 33.2 118.5
Revenues 107.0 168.9
Expenditures 114.0 172.1
Ending Fund Balance 26.2 115.3
One of the most crucial elements to the budget are the significant general fund revenues. Property
tax revenue accounts for approximately 24% of the General Fund revenues and the Property Tax
levy must be adopted by Council prior to November 30th each year, for the upcoming fiscal year.
Property tax levy increases are limited to a 1% increase or the Implicit Price Deflator(IPD),
whichever is greater. In the event the IPD is less than 1%, the City may levy the full 1% if it has
established a substantial need. The purpose of this presentation update is to summarize the
significant elements of the Preliminary 2025-2026 Biennial Budget and review the City's proposed
Property Tax levy for 2025, prior to the Public Hearings that have been set for November 4, 2024.
Page 194 of 714
Reviewed by Council Committees:
Councilmember: Kate Baldwin Staff: Jamie Thomas
Meeting Date: October 28, 2024 Item Number:
Page 195 of 714
ORDINANCE NO. 6948
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, ADOPTING THE 2025-2026
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 budget for 2025-2026. 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
18, 2024 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 4, 2024, and November 18,
2024 to consider this preliminary operating budget; g) at the meeting held by the City
Council on the November 18, 2024 the City Council considered modifications of the
proposed budget and approved the 2025-2026 biennial budget for the City of Auburn
as adopted by this Ordinance as shown on Schedule A.
Ordinance No. 6948
October 1, 2024
Page 1 of 5
Page 196 of 714
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.
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:
PASSED:
APPROVED:
NANCY BACKUS, MAYOR
ATTEST:
Shawn Campbell, MMC, City Clerk
Ordinance No. 6948
October 1, 2024
Page 2 of 5
Page 197of714
APPROVED AS TO FORM:
Jason Whalen, City Attorney
PUBLISHED:
Ordinance No. 6948
October 1, 2024
Page 3 of 5
Page 198of714
Schedule A
Beginning 2025 2025 Ending
Fund Fund Balance Resources Expenditures Fund Balance
GENERAL FUND $ 38,910,092 $ 103,396,310 $ 109,147,872 $ 33,158,530
General Transportation 5,721,099 16,841,954 17,394,289 5,168,764
9 Hotel/Motel Tax 483,780 171,000 177,100 477,680
LL
w Transportation Benefit District 1,798,224 2,144,000 2,186,000 1,756,224
D
z
j Drug Forfeiture 802,203 251,300 399,233 654,270
w
ce
Q Recreational Trails 53,820 7,500 - 61,320
0
w a Cumulative Reserve 33,916,951 80,000 825,600 33,171,351
rn
Mitigation Fees 7,884,456 1,236,900 5,680,065 3,441,291
w Local Revitalization 2010 C&D Bond 508,936 1,508,900 1,508,800 509,036
F 0
oGolf/Cemetery 2016 Refunding - 372,400 372,400 -
w
co
SCORE 2009 A&B Bond - 1,367,000 1,367,000 -
Municipal Park Construction 463,899 1,876,300 1,850,000 490,199
J F
<• w Capital Improvements 1,541,064 8,195,500 8,175,000 1,561,564
U• Local Revitalization 16,333 1,001,000 1,000,000 17,333
a
Real Estate Excise Tax 5,689,062 1,840,000 2,130,100 5,398,962
Water 5,361,267 20,710,000 22,689,605 3,381,662
o Sewer 18,781,324 10,745,000 14,800,684 14,725,640
z
L, Sewer Metro 4,561,626 23,115,000 23,076,000 4,600,626
w
u) Storm Drainage 10,197,667 13,660,200 15,055,512 8,802,355
rl
cc
w Solid Waste 1,883,449 32,522,700 32,056,678 2,349,471
w
z
z
W Airport 1,692,950 2,319,760 2,602,859 1,409,851
Cemetery 1,534,792 1,634,300 2,073,075 1,096,017
w Insurance 1,378,996 4,882,496 5,045,496 1,215,996
0
ct Workers'Compensation 3,498,469 1,225,300 1,060,200 3,663,569
COW co
z Facilities 398,481 4,821,500 4,821,241 398,740
Q D
E " Innovation and Technology(includes
w Multimedia) 2,535,458 9,242,800 9,046,689 2,731,569
z
Equipment Rental 5,061,776 8,146,940 6,354,620 6,854,096
ce
Q 2
• z Fire Pension 1,837,188 167,900 207,840 1,797,248
O w
LI
I-
z
w o)
zo
< Z Cemetery Endowment Care 2,542,809 90,000 - 2,632,809
ce w
W
d
TOTAL $ 159,056,171 $ 273,573,960 $ 291,103,958 $ 141,526,173
TOTAL BUDGET $432,630,131 $432,630,131
Ordinance No. 6948
October 1, 2024
Page 4 of 5
Page 199 of 714
Schedule A
Beginning 2026 2026 Ending
Fund Fund Balance Resources Expenditures Fund Balance
GENERAL FUND $ 33,158,530 $ 106,950,907 $ 114,023,485 $ 26,085,952
General Transportation 5,168,764 10,602,973 9,162,300 6,609,437
U)
z
z Hotel/Motel Tax 477,680 178,500 177,100 479,080
U-
u_
w Transportation Benefit District 1,756,224 2,168,000 2,186,000 1,738,224
7
z
j Drug Forfeiture 654,270 263,700 408,486 509,484
w
cc
Q Recreational Trails 61,320 7,500 - 68,820
U
w
a Cumulative Reserve 33,171,351 80,000 825,600 32,425,751
co
Mitigation Fees 3,441,291 1,236,900 2,794,373 1,883,818
w Local Revitalization 2010 C&D Bond 509,036 1,501,400 1,501,300 509,136
F- O
o i Golf/Cemetery 2016 Refunding - - - -
w
co
SCORE 2009 A&B Bond - 1,366,000 1,366,000 -
Municipal Park Construction 490,199 711,300 685,000 516,499
_1F
F• w Capital Improvements 1,561,564 13,270,500 13,250,000 1,582,064
v• z Local Revitalization 17,333 1,000 - 18,333
a
Real Estate Excise Tax 5,398,962 1,840,000 1,569,700 5,669,262
Water 3,381,662 22,200,250 23,286,921 2,294,991
o Sewer 14,725,640 11,505,000 12,425,228 13,805,412
z
LL Sewer Metro 4,600,626 24,515,000 24,472,000 4,643,626
w
• Storm Drainage 8,802,355 14,180,200 15,452,074 7,530,481
a
L Solid Waste 2,349,471 34,866,600 34,040,130 3,175,941
w
z
z
w Airport 1,409,851 2,512,400 2,973,025 949,226
Cemetery 1,096,017 1,696,800 2,098,241 694,576
w Insurance 1,215,996 5,609,318 5,771,818 1,053,496
0
w Workers'Compensation 3,663,569 1,225,300 1,060,400 3,828,469
• z Facilities 398,740 4,932,800 4,947,759 383,781
Q D
E w Innovation and Technology(includes
w Multimedia) 2,731,569 9,455,300 9,246,580 2,940,289
z
Equipment Rental 6,854,096 7,794,805 5,834,743 8,814,158
c
Q 0
o z Fire Pension 1,797,248 176,500 207,840 1,765,908
O u_
U-
F
z
w U)
< ? Cemetery Endowment Care 2,632,809 90,000 - 2,722,809
o' U-
w
o-
TOTA L $ 141,526,173 $ 280,938,953 $ 289,766,103 $ 132,699,023
TOTAL BUDGET $422,465,126 $422,465,126
Ordinance No. 6948
October 1, 2024
Page 5 of 5
Page 200of714
CITY OF * **
AITU B U R Nancy Backus,Mayor
WAS H I N GTO N 25 West Main Street*Auburn WA 98001-4998*www.auburnwa.gov*253-931-3000
October 28, 2024
Dear Auburn City Council:
The purpose of this letter is to summarize the key processes, decisions and changes to the operating and
capital programs included in the 2025-2026 Preliminary Budget.
2025-2026 Budget Policy and Process
Development of the City's budget is guided by a set of budget policies, citywide goals, and strategies
based upon the City's long-term vision. The City's budget policies are directed at maintaining current
levels of service to residents, sustainable fiscal policies, and adequate reserve balances. The City
ensures stable financial condition by managing expenditure budgets to available revenue streams and
not spending beyond the City's available resources. In addition, the City proposes maintaining the
existing reserve balance polices to ensure enough resources are available for leveraging future
opportunities if they arise and being able to sustain unexpected and negative financial impacts. By the
end of the biennium all debt payments are accounted for and all funds meet the City's reserve policy
targets, with the exception of the Water fund, which is utilizing fund balance to complete critical
infrastructure projects. The City's piped utility funds are pending a rate study in 2025, one goal of
which will be to replenish and maintain the reserve balances in these funds as appropriate.
The 2025-2026 budget recommendations not only closely review and analyze revenue and
expenditure trends assumptions for the current biennium, but long-range analysis and trends are also
conducted. Looking beyond the biennium helps the City plan for potential legislative and economic
impacts that may not be immediate, but have real future impacts to the City. These policies and
practices have not only averted serious funding problems in the past, but have enabled our General
Fund to remain financially stable during down times.
Due to recessionary concerns and State Legislature impacts that affect distributions and costly mandates to
local governments, departments were tasked with the following guidelines in developing their specific
budgets: Focus on maintaining current level of service and assume no new FTEs or programs. New and/or
enhanced programs and FTEs were considered if the program is:
o Required by state law or city policy and additional responsibility from cannot be absorbed by existing
staff or resources;
o Existing levels of service could no longer be maintained with existing resources;
o Supported with offsetting revenues or cost savings;
o Generates economic development and/or increased revenue generation;
o Supplement human services and the City's anti-homelessness efforts;
o Retaining and recruiting a diverse and skilled workforce; and/or
o Mitigate the risk of substantial financial losses.
The Council's involvement in the budget development process went as follows:
Date Workshop
9-Sep Budget process, fund review and General Fund overview
12-Sep General Fund and Capital Facilities Plan (capital)
13-Sep Internal Service funds and proprietary funds
28-Oct Preliminary budget presentation
Page 201 of 714
The Preliminary 2025-2026 Budget attached to this budget memorandum represents the results and
decisions from these meetings and workshops. The total citywide preliminary expenditure budget (less
ending balances) is $291,863,350 for 2025 and is 33% less than the amended 2024 budget. This is
mostly attributable to capital projects and associated transfers budgeted in 2024; unspent budget
authority for multi-year projects will be carried forward into the 2025-2026 biennial budget as necessary.
Another contributing factor to the variance is the spenddown in 2024 of one-time ARPA funding. The
citywide preliminary budget for 2026 is $290,569,575 and 34% less than the 2024 budget, again mainly
attributable to multi-year capital project budgets. Sections I and V include a detailed presentation of the
City's budget.
2025-2026 Preliminary Budget Summary
The remainder of this memorandum summarizes the key changes and factors included in the 2025-2026
Preliminary Budget over the 2023-2024 Amended Budget.
Salaries and Benefits
Salaries and benefits account for about 55% of the City's total expenditures (excluding transfers and one-
time capital investments), making it the single most significant cost impact, as well as the main driver
ensuring services are delivered. The budget accounts for every FTE position at 100%, including step
increases, premiums, and benefits. Drivers and assumptions impacting 2025-2026 budgeted salaries and
expenditures:
O 2.4% of the General Fund's salary/benefit costs are reallocated and funded by capital projects;
o COLA increases are tied to collective bargaining agreements. Our Police contracts expire in 2024
and are currently under negotiation, while the Teamsters contract expires at the end of 2025;
o Unaffiliated salary increases in 2025 and 2026 are assumed to be commensurate with CPI. An
unaffiliated wage study is expected to begin in 2025 and conclude in 2026;
O 12% average increase for medical insurance (2025 and 2026);
O 5% increase in dental insurance (2025 and 2026);
o A reduction from 9.53%to 9.03% for PERS 2 and 3 employer contributions. A slight increase to
9.11% for 2024 was announced by the Department of Retirement systems after salary and
benefit budgets were generated. The increase is minimal and not expected to impact budget
needs for 2025-2026; and
o No increases are projected for Labor and Industries industrial insurance or LEOFF 2 rates.
In addition to the normal salary and benefit increases listed above, there are new requests for additional
city-wide FTE's in 2025. This includes the addition of 10 commissioned police officer positions, five of
which are unbudgeted supernumeraries. These new FTEs are requested in the Program Improvements
section, beginning on page 261. All staffing changes are noted on page 40 with total authorized FTEs of
490 in both 2025 and 2026.
The net effect of all staffing changes and salary changes will increase citywide salaries and wages 8.1%
in 2025 to $57.6 million and an additional 4.5% increase in 2026 over 2025 to $60.2 million. Citywide
benefits will see an increase of 0.5% over 2024 to$25.4 million in 2025 and increase 7.1% to $27.2
million in 2026.
General Fund Budget Highlights
The total General Fund budget is $109.1 million for 2025 and $114.0 million for 2026. The 2025 budget is
7.7% higher than the adopted 2024 budget, although it is 3.9% lower compared to the amended 2024
budget). The 2026 budget is 4.5% higher than 2025 (page 95].
Revenues—The City's General Fund is supported primarily through taxes (75%) and charges for
services (10%). There are four primary taxing sources:
o Property taxes—Property tax growth is limited to 1.0% over the prior year, plus new construction.
Property taxes account for about 23.8% of total General Fund revenues. The forecast assumes
statutory maximum levy increase of 1% plus new construction, which accounts for$25.0 million
and $25.1 million in 2025 and 2026, respectively(page 78];
Page 202 of 714
o Sales taxes—2024 sales tax revenue is assumed to come in about 12.1% above budget due to
strong economic conditions. 2025 collections are budgeted assuming a slight recessionary dip,
resulting in collections of$26.2 million, which is nearly equal to 2024 forecasted collections. A
modest recovery is projected to begin by 2026, accounting for$26.5 million in sales tax revenue
[page 79];
o Utility Taxes—the General Fund collects taxes on utility services both from city-owned utilities
and privately operated utilities, which accounts for approximately 15% of the General Fund's
annual resources. The City levies a 6% tax on private utilities (1% going to fund capital
transportation projects)and 11.5% on City-owned utilities (2.5% going to fund capital
transportation projects). (page 79]
o City B&O taxes—The City implemented a business and occupation (B&O)tax in 2022. This
revenue has outperformed budget expectations since inception and is projected to do so again in
2024. With the onboarding of a field and compliance auditor in late 2024 to support enforcement,
collections are anticipated to remain strong throughout the biennium (page 79].
Expenditures— Budgeted General Fund expenditures are projected to decrease by$4.5 million from the
2024 amended budget to the 2025 budget and increase $4.9 million in 2026. This is attributable to:
o Spenddown of remaining one-time ARPA funds in 2024. The General Fund has$10.0 million of
expenditures related to ARPA budgeted in 2024, including transfers-out. The removal of these
non-recurring expenditures in 2025 offsets increases in other expenditures, resulting in an overall
decrease in budgeted General Fund expenditures from 2024 to 2025.
o The activity of the Community Development Block Grant(CDBG)fund has been moved into the
General Fund, increasing General Fund expenditure while providing an offsetting grant revenue.
o Increased salary and benefit costs. Salaries and benefits account for 55% of the City's General
Fund expenditures and projected increases comprise 63% of the increase in overall General
Fund expenditures from 2025 to 2026.
o Increased professional services costs. Several significant costs are expected to increase General
Fund expenditures from 2025 to 2026, including increases to insurance premiums, charges for
services from the King County District Court, Valley Communications Center, and SCORE. A
significant increase is expected related to vendor costs for the City's photo enforcement program,
though these are offset by corresponding revenues.
o Increased internal service fund (ISF) charges, including services for: IT, facilities maintenance,
equipment replacement and maintenance. Total ISF charges increased 12.7% and remained
consistent in 2026. Drivers for these increases include increased insurance premiums, salary
and benefit costs, one-time projects, and new program requests.
Fund Balance—The projected General Fund balance in projected to decrease to $32.8 million in 2025
and again to$25.4 million in 2026. Ending Fund balance meets the City's reserve requirements through
the end of 2026, which ranges between $9.1 million and $13.7 million. The following is a summary of
estimated ending fund balances compared to the City's policy(pages 54-55 and 110]:
Estimated Ending Minimum Fund Balance per Policy Maximum Fund Balance per Policy
Fund Balance 8% Over(under) 12% Over(under)
2024 Amended 38,910,092 8,544,879 30,365,213 12,817,319 26,092,773
2025 Proposed 33,158,530 8,731,830 24,426,700 13,097,745 20,060,785
2026 Proposed 26,085,952 9,121,879 16,964,073 13,682,818 12,403,134
Future Challenges—Several challenges continue to impact the City and affect available revenues and
expenditures in the 2025-2026 budget. These include:
o Inflationary costs increasing faster than available revenue sources;
o Increasing liability insurance rates;
o Growing need for human services (homelessness services and mental health);
;;; Page 203 of 714
o Increasing difficulty attracting and retaining a skilled and diverse workforce; and
o Sustainable, long-term funding for capital street improvements and maintenance.
Special Revenue Fund Highlights
The General Transportation Fund is a consolidation of the City's street capital projects into a single
fund. This includes arterial streets, local streets (and the City's Save Our Streets program), and arterial
street preservation activities. Previously, local street and arterial street preservation activities were housed
in individual funds.
Major arterial street projects for 2025 and 2026 include: M Street NE widening (E Main Street to 4th Street
NE), R Street SE widening (22nd Street SE to 33rd Street SE), the local streets preservation program,
Auburn Way South improvements (Hemlock Street SE to Poplar Street SE), A Street SE preservation
(37th Street SE to Lakeland Hills Way), and C Street SW preservation (GSA Signal to Ellingson Road SE).
Funding for street projects comes from fund balance, motor vehicle fuel taxes, traffic impact fees, real
estate excise taxes, federal/state grants, transportation benefit district fees, utility taxes, photo
enforcement revenue and developer contributions. In addition, the City's water, sewer and storm drainage
utilities each provide $50,000 per year to support utility projects related to local street improvements. This
fund's budget totals $17.4 million in 2025 and $9.2 million in 2026 [page 196];
The Transportation Benefit District Fund is established in this biennium to house and distribute funds
collected via a 0.1% levy on sales and use tax in support of arterial street preservation projects. These
funds have been collected since 2023 and were previously housed within the City's Arterial Street
Preservation Fund. Moving forward, these will be housed in a separate fund and transferred to the
General Transportation Fund to fund qualifying projects. The fund's budget totals $2.2 million in each year
of the biennium [page 197];
The Community Development Block Grant Fund has had its activity, with associated revenues and
expenditures, moved to the General Fund effective in 2025.
The Cumulative Reserve Fund serves as the City's general savings or rainy-day fund. This fund is
budgeted to end 2026 with $32.4 million (28% of General Fund budgeted expenditures), which meets the
City's reserve funding goals of 11-36%. [page 139];
Capital Project Fund Highlights
The Capital Improvements Fund budget totals $8.2 million in 2025 and $13.3 million in 2026, excluding
ending fund balance. Previously, this fund housed the City's Real Estate Excise Tax (REET)funding;
beginning in 2025, REET will be moved to its own separate fund and transferred to other funds as
appropriate. Major projects in this fund include Facility Master Plan Phases 2, 3 and 4, the Active
Transportation —Safey, ADA and Repair program, 1st Street NE/NW and Division Street pedestrian
improvements, and the Neighborhood Traffic Safety projects[page 143];
The Municipal Parks Construction Fund budget totals $1.9 million in 2025 and $0.7 million in 2026.
Major projects include downtown plaza and alleyway improvements and Game Farm Park improvements
[page 231];
The Local Revitalization Fund budget has a budget of$1.0 million in 2025 for the Downtown
Infrastructure Improvements project, which includes the pre-design for the replacement of the Auburn
Avenue Theater[page 144];
The Real Estate Excise Tax(REET) Fund is created as ofa 2025. The purpose of this fund is to house
collections of REET in a segregated fund and disburse them to fund qualifying capital projects. Currently,
REET is housed in the Capital Improvements Fund; any remaining REET balance is expected to be
moved to the REET Fund at the end of 2024.
Enterprise Fund Highlights
Water, Sewer and Storm Drainage utilities are funded from user fees and charges, system
development charges, interest earnings, and miscellaneous revenues. Major utility projects in the water
utility include: intertie booster pump station replacements, 112th Place SE water main replacement, Well 4
electrical improvements, and Cascade Water Alliance water rights purchases. In the sewer utility, major
projects include: the Rainier Ridge Pump Station rehabilitation/replacement project and annual
repair/replacement projects. In the storm drainage utility, major projects include: annual pipeline repair
;v Page 204 of 714
and replacement projects, local street preservation projects, and West Main Street Pump Station
upgrade. At the end of 2026, the water utility is budgeted to end with $2.3 million in working capital; the
sewer utility with $13.8 million; and the Storm Drainage utility with $7.5 million(pages 198,202,206];
The Solid Waste Fund currently has rates adopted through 2026, which are projected to allow the fund
to recover from the planned spenddown of fund balance used for rate-smoothing over the last few years
while supporting litter control efforts in addition to solid waste hauling. The fund is budgeted to end the
biennium with working capital of$3.2 million (page 146);
The Airport Fund is not currently expecting additional Federal Aviation Administration grants during
2025-2026, and as such is anticipating significantly reduced capital expenditures compared to the prior
biennium. This fund is budgeted to end 2026 with $949,200 in working capital (page 211];
Revenues at the Cemetery Fund are projected to increase in 2025 and 2026, though the increase is
forecast conservatively. This fund is budgeted to end 2026 with $694,600 in working capital (page 232].
Internal Service Funds
Equipment Rental and Replacement Fund (ERR) has an anticipated ending working capital balance of
$8.8 million in 2026. There are no major capital projects budgeted during the biennium. Major equipment
costs for 2025-2026 include the replacement of City vehicles and the purchase of 16 take-home vehicles
for the Police Department as part of the 6-year implementation of a fleet expansion program initiated in
the 2023-2024 biennium (page 215];
The Facilities Fund is budgeted to end 2026 with $383,800 in working capital. Significant facility
maintenance efforts include upkeep of HVAC equipment at City-owned buildings, duct cleaning,
generator maintenance, and miscellaneous building repair projects(page 120];
The Innovation and Technology Fund is projected to end 2026 with $2.7 million in working capital.
Significant IT projects in 2025-2026 include new infrastructure installations, and new fiber and wireless
expansion (page 236).
Program Improvements
Total proposed ongoing program improvements total $3.1 million and proposed one-time improvements
total $9.1 million. A summary and detail of the funded program improvements are included in this
budget(page 261].
Page 205of714
CITY
JBURN
WASHINGTON
2025 - 2026 CITY OF *r,,,
Budget in Brief
UBURN
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
Priorities: Community Safety,Fiscal Sustainability,Community Wellness,Infrastructure
Core Values:
CHARACTER •T� • CELEBRATION
II;:.,,9* Developing and preserving attractive and ^ Celebrating our diverse cultures,heritage,and
1.100. interesting places where people want to be. community.
WELLNESS ECONOMY
Promoting community-wide health and safety „ail Encouraging a diverse and thriving marketplace for
wellness. consumers and businesses.
A SERVICE (� ENVIRONMENT
Providing transparent government service. Stewarding our environment.
Mk SUSTAINABILITY
t# Creating a sustainable future for our community.
BUDGET HIGHLIGHTS:
Key issues affecting the 2025-2026 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:
• Many City revenues have exceeded budgeted amounts and expenditures were closely constrained in the prior biennum. However,severe
and geopolitical events in 2024 are causing uncertainty in projections,and a mild recession is currently anticipated in 2025.
• Demand for services—including public safety, human services,and transportation—continues to increase faster than expected revenue
• The City faces increased mandatory costs such as liability insurance, King County District Court,and SCORE and ValleyCom contributions.
• Salaries and benefits represent 55%of the General Fund budget.Overall,about 82%of General Fund expenditures are non-discretionary.
• Police labor contracts expire in 2024 and are currently in negotiations.The Teamsters'contract is up for renegotiation at the end of 2025.
Unaffiliated salary increases in 2025-2026 are conservative pending a proposed rate study beginning in 2025.
• One-time sources of funding used to mitigate costs in 2023-2024,such as ARPA,are not expected to be available in 2025-2026.
2025-2026 CITY-WIDE REVENUES BY TYPE: 2025-2026 CITY-WIDE EXPENDITURES BY FUND TYPE:
Other
15% $227.1 M $223.2 M
low
Total: $582.4 M
Intergovern- $200
mental
Charges 3.8%
for
Service $555.4 M I c $100 $55.2 M $42.2 M
$28.7 M
49.8% Taxes I Il �� $6.1 M
31.4% $0 1
Enterprise General Internal Special Capital Debt
Funds Fund Service Revenue Project Service
Funds Funds Funds Funds
,ZF „4
39¢ 2,a City of King ,� 16@ 63¢ 290 8¢
Auburn School Districts Au
burn e, Co y All Other
WHERE WHERE State King County City
YOUR Llllsa v YOUR L 11
1 . 'Rl/ ,1
2024 t�I »n rS►M� ( ��a d �' 2024 , T.MtE ENEMA _ kl,'M
PROPERTY "� _,LL ..: . 12 ' " " - ii 1 l'"' 1 2 L•j/ SALES _. �....— C80916��
TAX �II II li TAX + e
1 6G .«;4 �,, �
L1118091
DOLLAR _I 12
4 DOLLAR Lllso9i6c
GOES: � � ..:�.� i ,. ,,. .i GOES: � I��-I .F�� ��'
vii
Page 207 of 714
GENERAL FUND REVENUES BY CATEGORY: GENERAL FUND EXPENDITURES BY TYPE:
Taxes I 75.1% Other Expenses
Charges for Service -I 10.1%
17.8%
Intergovernmental 6.2% $223 2 M Personnel
Fines&Forfeitures 1 3.5% Operating 55.4%
Licenses&Permits ] 2.8% $210.3 M Expenses
Miscellaneous 1 2.2% 26.9%
GENERAL FUND EXPENDITURES BY FUNCTION: GENERAL FUND EXPENDITURES BY DEPARTMENT:
Office of Equity Admin I Mayor&C Human Services
Public Safety $85.1 M 0.9% �9yy 1 7 2.2%
if
General Government • $40.4 M
Legal
Interfunds and Transfers Om $39.7 M 4.4%
Culture and Recreation I $25.1 M Streets
4.6%
Physical Environment -I $10.8 M
Po Non-
Transportation a $7.4 M 36.7% Departmental
4.8%
Economic Environment . $7.2 M
Health&Human Services ] $4.9 M Finance
$223.2 M s.1%
SCORE
5.3%
CAPITAL BUDGET SUMMARY(2025-2026): _ Public Works
Other Airport Cemetery 5.3%
1.6% 1.1% 0.1% Parks,Arts
Parks,Arts&Rec. &Rec
3.4% Human Resources
15.3% , 5.9%
Community Development
$223.2 M 6.7%
irneral
r CAPITAL PROJECTS
ortatlon SOURCES AND USES (2025-2026): $745 M
.7%
Sources Fund
of Balance Other Sources
Water 42B% 46 B%
Funds
13.3% Genera
Grants:6.B% Local Sources:1.2% REET:2.6%
Municipal
28.7% Uses I
of Design Right of Way and Construction
165% 745%
$74.5 M Funds
Acquisition 6.245 Debt Service/Other 2.944
Major Projects Planned for 2025-2026:
Street Projects Other Projects
M Street NE Widening(E Main St.to 4th St NE) $4.0 M Facility Master Plan Phases 2,3,and 4 $ 16.8 M
Local Street Preservation Program 3.7 M Rainier Ridge Pump Station Rehabilitation 4.4 M
R Street SE Widening(22nd St.SE to 33rd St.SE: 2.7 M Local Street Preservation(Utility Funded) 2.6 M
Auburn Way South(Hemlock St.to Poplar St.SE) 2.0 M Sanitary Sewer Repair and Replacement Program 2.3 M
A St.SE(37th St.SE to Lakeland Hills Way) 1.8 M Intertie Booster Pump Station Improvements 2.3 M
C St.SW(GSA Signal to Ellingson Rd.SE) 1.7 M 112th Place SE Water Main Replacement 1.9 M
R St.SE/21st St. SE Roundabout 1.4 M Cascade Water Alliance Water Rights Purchase 1.9 M
East Valley Highway Widening 1.2 M Pipeline Repair and Replacement Program 1.5 M
SIGNIFICANT NEW PROGRAMS AND INITIATIVES: 2025 2026
ELECTED OFFICIALS:
Department Program Title Duration Net Cost Net Cost
Mayor Nancy Backus
Public Works Facility Master Plan Debt Service Ongoing $2,200,000 $2,200,000 Deputy Mayor Larry Brown
HR Liability Insurance Increases Ongoing 818,008 1,543,879 Council Member Cheryl Rakes
HR King County District Court Services Ongoing 402,200 687,050 Council Member Kate Baldwin
PW/Police Photo Enforcement&PD Staffing Ongoing 1,005,390 (16,930) Council Member Tracy Taylor-Turner
HR Employee Compensation Study Ongoing 250,000 500,000 Council Member Yolanda Trout-Manuel
Admin Facilities Repair/Replacement Prog. Ongoing 250,000 250,000 Council Member Clinton Taylor
Finance SCORE Operating Cost Increase Ongoing 200,000 200,000 Council Member Hanan Amer
For more details,the City's 2025-2026 budget is posted on the City's website at: http://www.auburnwa.gov/BiennialBudget
viii
Page 208 of 714
Table of Contents
PAGE PAGE
Preface 221 Section V: Budget Details
Provides introductory information,including: Includes tables,charts,and other information that
*the budget memorandum to Council i provide supporting detail and explanation to the
*a budget-in-brief vii summary budget:
*the table of contents ix * 2025 Revenue by Type—All Funds 222
*budget ordinances xi * 2025 Expenditures by Object—All Funds 224
*Aubum's vision and mission statement xxiii * 2026 Revenue by Type—All Funds 226
* the Mayor's transmittal letter xxv * 2026 Expenditures by Object—All Funds 228
* 2025 Budget Summary—All Funds 230
1 Section I: Budget Summary * 2026 Budget Summary—All Funds 231
Summarizes the 2025-2026 biennial budget and *Administrative Structure 232
provides comparisons to previous years'revenues and * Costs by Administrative Structure 233
expenditures.Includes: *Departmental Expenditures by Cost Center— 236
*a reader's guide 1 General Fund
*the City's financial structure 2 * Citywide Interfund Operating Transfers 240
*a discussion of the general fiscal environment 5
*key issues affecting the budget 7
*summary-level budget reports s 241 Section VI: Proposed Program Improvements
*comparative budget summaries 16 Presents the program improvements that have been
*staffing trends 20 recommended by the Mayor and City Council during
budget deliberations:
25 Section II: Process/Policies * Human Services 243
Describes: * Airport 245
*the City's organization 25 * Cemetery 247
*basis of budgeting 25 * Engineering 249
*budget process 26 * Equipment Rental 252
*calendar 27 * Facilities 253
*purpose and structure 28 * Finance 254
*components of the budget 29 * Parks,Arts and Recreation(Golf) 256
*budget policies 31 * Human Resources 257
* 2023-2024 City-wide goals and accomplishments 43 * Administration 261
and 2025-2026 City-wide goals * Planning 262
*the 2025-2026 budget strategy 48 * Police 263
* Parks,Arts and Recreation 264
51 Section III: Financial Plan * Storm 265
Provides:
*Analyses of budgeted revenues and expenditures 52 267 Section VII: Capital Planning,Programming,
*A revenue analysis for each fund type' and Budget
-General Fund 57 Summarizes the City's Capital Facilities Plan(CFP)
-Special Revenue Funds 63 showing capital projects budgeted for 2025 and 2026
-Capital Project Funds 66 along with the capital facilities plan for these projects in the
-Enterprise Funds 69 the following four years.Projects are listed in the following
-Internal Service Funds 71 following sections:
-Fiduciary Funds 73 * Transportation projects 271
-Permanent Fund 74 * Water Utility projects 287
* The General Fund six-year financial forecast 75 * Sanitary Sewer projects 303
*Long-term debt obligations and debt capacity 77 * Storm Drainage projects 313
* General Fund fiscal capacity 81 * Parks,Arts and Recreation projects 323
* Working capital for proprietary funds 83 * General Municipal projects and Community 333
Improvements
87 Section IV: Operating Budget * Other Proprietary Fund projects 341
Includes an introduction,including a list of sections for
which information is presented in this section;summary
tables and graphs for the baseline budget and the
General Fund budget;and sections for each
administrative department:
*Mayor and City Council 91
*Administration 95
*Human Resources and Risk Management 107
*Finance 113
*Legal 133
* Community Development 139
*Human Services 149
* Office of Equity 153
*Police Department and SCORE 157
*Public Works 165
*Parks,Arts&Recreation 201
*Innovation&Technology 215
iX
Page 209of714
CITY
JBUI-�N
WASHINGTON
ORDINANCE NO. 6948
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, ADOPTING THE 2025-2026
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 budget for 2025-2026. 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
18, 2024 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 4, 2024, and November 18,
2024 to consider this preliminary operating budget; g) at the meeting held by the City
Council on the November 18, 2024 the City Council considered modifications of the
proposed budget and approved the 2025-2026 biennial budget for the City of Auburn
as adopted by this Ordinance as shown on Schedule A.
X; Page 211 of 714
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.
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:
PASSED:
APPROVED:
NANCY BACKUS, MAYOR
ATTEST:
Shawn Campbell, MMC, City Clerk
X;; Page 212 of 714
APPROVED AS TO FORM:
Jason Whalen, City Attorney
PUBLISHED:
X;;; Page 213 of 714
Schedule A
Beginning 2025 2025 Ending
Fund Fund Balance Resources Expenditures Fund Balance
GENERAL FUND $ 38,910,092 $ 103,396,310 $ 109,147,872 $ 33,158,530
General Transportation 5,721,099 16,841,954 17,394,289 5,168,764
z° Hotel/Motel Tax 483,780 171,000 177,100 477,680
LL
w Transportation Benefit District 1,798,224 2,144,000 2,186,000 1,756,224
D
z
j Drug Forfeiture 802,203 251,300 399,233 654,270
w
re
Q Recreational Trails 53,820 7,500 - 61,320
0
Lou_ Cumulative Reserve 33,916,951 80,000 825,600 33,171,351
rn
Mitigation Fees 7,884,456 1,236,900 5,680,065 3,441,291
w Local Revitalization 2010 C&D Bond 508,936 1,508,900 1,508,800 509,036
F 0
oGolf/Cemetery 2016 Refunding - 372,400 372,400 -
w
rn
SCORE 2009 A&B Bond - 1,367,000 1,367,000 -
Municipal Park Construction 463,899 1,876,300 1,850,000 490,199
J
H 1(.3 Capitallmprovements 1,541,064 8,195,500 8,175,000 1,561,564
d —,
U• ° Local Revitalization 16,333 1,001,000 1,000,000 17,333
LL
Real Estate Excise Tax 5,689,062 1,840,000 2,130,100 5,398,962
Water 5,361,267 20,710,000 22,689,605 3,381,662
o Sewer 18,781,324 10,745,000 14,800,684 14,725,640
z
L, Sewer Metro 4,561,626 23,115,000 23,076,000 4,600,626
w
u) Storm Drainage 10,197,667 13,660,200 15,055,512 8,802,355
LL
cc
w Solid Waste 1,883,449 32,522,700 32,056,678 2,349,471
w
z
z
W Airport 1,692,950 2,319,760 2,602,859 1,409,851
Cemetery 1,534,792 1,634,300 2,073,075 1,096,017
w Insurance 1,378,996 4,882,496 5,045,496 1,215,996
0
ct Workers'Compensation 3,498,469 1,225,300 1,060,200 3,663,569
COCU co
z Facilities 398,481 4,821,500 4,821,241 398,740
Q D
E " Innovation and Technology(includes
w Multimedia) 2,535,458 9,242,800 9,046,689 2,731,569
z
Equipment Rental 5,061,776 8,146,940 6,354,620 6,854,096
ce
Q 2
z Fire Pension 1,837,188 167,900 207,840 1,797,248
O Li_
LI
F
z
w co
zo
< Z Cemetery Endowment Care 2,542,809 90,000 - 2,632,809
ce LL
W
LL
TOTAL $ 159,056,171 $ 273,573,960 $ 291,103,958 $ 141,526,173
TOTAL BUDGET $432,630,131 $432,630,131
xiv Page214of714
Schedule A
Beginning 2026 2026 Ending
Fund Fund Balance Resources Expenditures Fund Balance
GENERAL FUND $ 33,158,530 $ 106,950,907 $ 114,023,485 $ 26,085,952
General Transportation 5,168,764 10,602,973 9,162,300 6,609,437
co
z
z Hotel/Motel Tax 477,680 178,500 177,100 479,080
U-
u_
w Transportation Benefit District 1,756,224 2,168,000 2,186,000 1,738,224
7
z
j Drug Forfeiture 654,270 263,700 408,486 509,484
w
cc
Q Recreational Trails 61,320 7,500 - 68,820
U
w a Cumulative Reserve 33,171,351 80,000 825,600 32,425,751
co
Mitigation Fees 3,441,291 1,236,900 2,794,373 1,883,818
w Local Revitalization 2010 C&D Bond 509,036 1,501,400 1,501,300 509,136
F- O
o i Golf/Cemetery 2016 Refunding - - - -
w
co
SCORE 2009 A&B Bond - 1,366,000 1,366,000 -
Municipal Park Construction 490,199 711,300 685,000 516,499
J co
F• w• Capital Improvements 1,561,564 13,270,500 13,250,000 1,582,064
✓ Local Revitalization 17,333 1,000 - 18,333
a
Real Estate Excise Tax 5,398,962 1,840,000 1,569,700 5,669,262
Water 3,381,662 22,200,250 23,286,921 2,294,991
o• Sewer 14,725,640 11,505,000 12,425,228 13,805,412
z
E Sewer Metro 4,600,626 24,515,000 24,472,000 4,643,626
w
• Storm Drainage 8,802,355 14,180,200 15,452,074 7,530,481
a
L Solid Waste 2,349,471 34,866,600 34,040,130 3,175,941
w
z
z
w Airport 1,409,851 2,512,400 2,973,025 949,226
Cemetery 1,096,017 1,696,800 2,098,241 694,576
w Insurance 1,215,996 5,609,318 5,771,818 1,053,496
0
w Workers'Compensation 3,663,569 1,225,300 1,060,400 3,828,469
• z Facilities 398,740 4,932,800 4,947,759 383,781
Q- n
E w Innovation and Technology(includes
w Multimedia) 2,731,569 9,455,300 9,246,580 2,940,289
z
z
- Equipment Rental 6,854,096 7,794,805 5,834,743 8,814,158
c
Q 2
o z Fire Pension 1,797,248 176,500 207,840 1,765,908
O u_
U-
F
z
w 0)
< ? Cemetery Endowment Care 2,632,809 90,000 - 2,722,809
o' w
w
o-
TOTA L $ 141,526,173 $ 280,938,953 $ 289,766,103 $ 132,699,023
TOTAL BUDGET $422,465,126 $422,465,126
xv Page 215of714
CITY
JBURN
WASHINGTON
ORDINANCE NO. 6956
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, ADOPTING THE 2025-2030
CAPITAL FACILITIES PLAN FOR THE CITY OF AUBURN,
WASHINGTON
WHEREAS, pursuant to RCW 36.70A.040, the City of Auburn is required to
produce and periodically review a comprehensive plan under the State Growth
Management Act (RCW 36.70A); and
WHEREAS RCW 36.70A.070 requires that cities establish within their
comprehensive plan, a capital facilities element, including a six-year minimum
financing plan "that will finance...capital facilities within projected funding capacities
and clearly identifies sources of public money for such purposes;" and
WHEREAS RCW 36.70A.120 states "Each county and city that is required or
chooses to plan under RCW 36.70A.040 shall perform its activities and make capital
budget decisions in conformity with its comprehensive plan;" and
WHEREAS RCW 36.70A.130 allows for "The amendment of the capital
facilities element of a comprehensive plan that occurs concurrently with the adoption
or amendment of a county or city budget;" and
WHEREAS, as set forth in the Capital Facilities Element of the
Comprehensive Plan, users shall reference "the most recently adopted version" of
the City of Auburn Capital Facilities Plan; and
WHEREAS the City prepares the six-year Capital Facilities Plan to coincide
with the adoption of the biennial budget, having incorporated the first two years of
the Capital Facilities Plan into the biennial budget, as presented to Council and the
public during workshops on September 9, September 12 and September 13, 2024,
Ordinance No. 6956
October 28, 2024
Page 1 of 5
X,,;; Page 217 of 714
and in study session on October 28th, 2024, and in public hearings November 4 and
November 18, 2024; and
WHEREAS the City Council finds that the 2025-2030 Capital Facilities Plan
meets the criteria set forth in the Auburn City Code and all other applicable legal
criteria, including those of the Growth Management Act.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON, DO ORDAIN AS FOLLOWS:
Section 1. Adoption of the Capital Facilities Plan. Pursuant to RCW
36.70A.070, the Capital Facilities Element of the City of Auburn Comprehensive Plan
is hereby amended by the adoption of the revised and updated six-year 2025-2030
Capital Facilities Plan for the City of Auburn, attached hereto as Exhibit A and
incorporated herein by this reference as if set forth in full.
Section 2. Implementation. The Mayor is hereby authorized to implement
such administrative procedures as may be necessary to carry out the directions of
this legislation.
Section 3. Severability. The provisions of this ordinance are declared to
be separate and severable. The invalidity of any clause, sentence, paragraph,
subdivision, section or portion of this ordinance, or the invalidity of the application
thereof to any person or circumstance shall not affect the validity of the remainder of
this ordinance, or the validity of its application to other persons or circumstances.
Section 4. Effective Date. This Ordinance shall take effect and be in force
five (5) days from and after its passage, approval and publication as provided by law.
Ordinance No. 6956
October 28, 2024
Page 2 of 5
X,;;; Page 218 of 714
INTRODUCED:
PASSED:
APPROVED:
NANCY BACKUS, MAYOR
ATTEST:
Shawn Campbell, MMC, City Clerk
APPROVED AS TO FORM:
Jason Whalen, City Attorney
PUBLISHED:
Ordinance No. 6956
October 28, 2024
Page 3 of 5
X;X Page 219 of 714
Exhibit A
CAPITAL PROJECTS SUMMARY
12025
FUNDING SOURCES-2025 Fund Federal State Local Other Unsecured Total Sources
Balance Sources Sources Sources REET Sources Sources By Fund
Transportation Projects $ 4,190,000 $ 3,615,689 $ - $ - $ 650,000 $ 7,617,100 $ 373,000 $16,445,789
Water Projects 5,012,810 - - - - - - 5,012,810
Sewer Projects 5,543,300 - - - - - - 5,543,300
Storm Drainage Projects 2,882,012 - - - - - - 2,882,012
Parks and Recreation Projects 50,000 - 250,000 950,000 30,000 565,000 705,000 2,550,000
General Muncipal Projects
and Community Improvements - 80,000 - - (249,900) 10,650,000 - 10,480,100
Other Proprietary Fund Projects 405,304 - - - - - 1,021,136 1,426,440
Total Funding by Source $18,083,426 $ 3,695,689 $ 250,000 $ 950,000 $ 430,100 $18,832,100 $ 2,099,136 $44,340,451
Environmental
Right & Demolition& Long Term Unsecured Total
EXPENDITURES-2025 Design of Way Acquisition Monitoring Construction Debt Expenditures Expenditures
Transportation Projects $ 1,717,000 $ 1,281,000 $ - $ 75,000 $12,795,689 $ 204,100 $ 373,000 $16,445,789
Water Projects 260,000 - 934,810 - 3,818,000 - - 5,012,810
Sewer Projects 671,000 - - - 4,872,300 - - 5,543,300
Storm Drainage Projects 1,422,712 - - - 1,459,300 - - 2,882,012
Parks and Recreation Projects 250,000 - 700,000 - 895,000 - 705,000 2,550,000
General Municipal Projects
and Community Improvements 3,280,000 - 2,200,000 - 4,295,000 705,100 - 10,480,100
Other Propnetary Fund Projects 138,460 - - - 175,000 91,844 1,021,136 1,426,440
Total Capital Expenditures $ 7,739,172 $ 1,281,000 $ 3,834,810 $ 75,000 $28,310,289 $ 1,001,044 $ 2,099,136 $44,340,451
12026
FUNDING SOURCES-2026 Fund Federal State Local Other Unsecured Total Sources
Balance Sources Sources Sources REET Sources Sources By Fund
Transportation Projects $ 3,370,000 $ 865,000 $ - $ - $ - $ 4,605,400 $ 1,251,000 $10,091,400
Water Projects 4,927,810 - - - - - - 4,927,810
Sewer Projects 2,826,000 - - - - - - 2,826,000
Storm Drainage Projects 2,947,461 - - - - - - 2,947,461
Parks and Recreation Projects 50,000 - - - 30,000 600,000 4,625,000 5,305,000
General Muncipal Projects
and Community Improvements - 420,000 - - 1,539,700 11,990,000 - 13,949,700
Other Proprietary Fund Projects 629,844 - - - - - 1,200,000 1,829,844
Total Funding by Source $14,751,115 $ 1,285,000 $ - $ - $ 1,569,700 $17,195,400 $ 7,076,000 $41,877,215
Environmental
Right & Demolition& Long Term Unsecured Total
EXPENDITURES-2026 Design of Way Acquisition Monitoring Construction Debt Expenditures Expenditures
Transportation Projects $ 1,905,000 $ 355,000 $ - $ 20,000 $ 6,236,000 $ 324,400 $ 1,251,000 $10,091,400
Water Projects 225,000 - 934,810 - 3,768,000 - - 4,927,810
Sewer Projects 265,400 - - - 2,560,600 - - 2,826,000
Storm Drainage Projects 242,337 - - - 2,705,124 - - 2,947,461
Parks and Recreation Projects 200,000 - - - 480,000 - 4,625,000 5,305,000
General Municipal Projects
and Community Improvements 1,940,000 - - - 11,310,000 699,700 - 13,949,700
Other Proprietary Fund Projects 185,000 - - - 353,000 91,844 1,200,000 1,829,844
Total Capital Expenditures $ 4,962,737 $ 355,000 $ 934,810 $ 20,000 $27,412,724 $ 1,115,944 $ 7,076,000 $41,877,215
Ordinance No. 6956
October 28, 2024
Page 4 of 5
xx Page 220 of 714
Exhibit A
12027 I
Environmental
Right & Demolition& Long Term Unsecured Total
EXPENDITURES-2027 Design of Way Acquisition Monitoring Construction Debt Expenditures Expenditures
Transportation Projects $ 950,000 $ - $ - $ 20,000 $17,338,000 $ 323,567 $11,047,406 $29,678,973
Water Projects 740,000 - 934,810 - 2,570,000 - 6,909,000 11,153,810
Sewer Protects 987,100 4,000 - - 1,423,900 - - 2,415,000
Storm Drainage Projects 486,429 - - - 914,447 - - 1,400,876
Parks and Recreation Projects 750,000 - - - 5,780,000 - 2,500,000 9,030,000
General Municipal Projects
and Community Improvements 525,000 - - - 10,540,000 698,200 - 11,763,200
Other Propnetary Fund Projects 35,000 - - - 211,000 91,844 - 337,844
Total Capital Expenditures $ 4,473,529 $ 4,000 $ 934,810 $ 20,000 $38,777,347 $ 1,113,611 $20,456,406 $65,779,703
12028 I
Environmental
Right & Demolition& Long Term Unsecured Total
EXPENDITURES-2028 Design of Way Acquisition Monitonng Construction Debt Expenditures Expenditures
Transportation Projects $ 1,050,000 $ - $ - $ 20,000 $ 5,136,000 $ 322,873 $ 1,687,000 $ 8,215,873
Water Projects 915,000 - 934,810 - 3,625,000 - 11,641,000 17,115,810
Sewer Projects 2,103,200 10,000 - - 2,737,600 - - 4,850,800
Storm Drainage Projects 256,486 - - - 1,610,732 - - 1,867,218
Parks and Recreation Projects 150,000 - - - 780,000 - 125,000 1,055,000
General Municipal Projects
and Community Improvements 805,000 - - - 4,795,000 702,800 - 6,302,800
Other Proprietary Fund Projects 80,000 - - - 170,000 91,844 1,000,000 1,341,844
Total Capital Expenditures $ 5,359,686 $ 10,000 $ 934,810 $ 20,000 $18,854,332 $ 1,117,517 $14,453,000 $40,749,345
12029 1
Environmental
Right & Demolition& Long Term Unsecured Total
EXPENDITURES-2029 Design of Way Acquisition Monitonng Construction Debt Expenditures Expenditures
Transportation Projects $ 1,235,000 $ - $ - $ - $ 5,371,000 $ 241,795 $ 1,687,000 $ 8,534,795
Water Projects 400,000 - 934,810 - 5,107,000 - 3,950,000 10,391,810
Sewer Projects 585,000 - - - 1,860,900 - - 2,445,900
Storm Drainage Projects 484,143 - - - 970,745 - - 1,454,888
Parks and Recreation Projects 750,000 - - - 1,680,000 - 5,125,000 7,555,000
General Municipal Projects
and Community Improvements 225,000 - - - 3,925,000 695,700 - 4,845,700
Other Propnetary Fund Projects 100,000 - - - 135,000 91,844 465,000 791,844
Total Capital Expenditures $ 3,779,143 $ - $ 934,810 $ - $19,049,645 $ 1,029,339 $11,227,000 $36,019,937
12030 I
Environmental
Right & Demolition& Long Term Unsecured Total
EXPENDITURES-2030 Design of Way Acquisition Monitoring Construction Debt Expenditures Expenditures
Transportation Projects $ 2,100,000 $ - $ - $ - $ 5,136,000 $ 241,503 $ 1,687,000 $ 9,164,503
Water Projects 1,775,000 - - - 5,265,250 - - 7,040,250
Sewer Projects 1,109,900 - - - 6,018,200 - - 7,128,100
Storm Drainage Projects 271,498 - - - 1,662,867 - - 1,934,365
Parks and Recreation Projects 150,000 - - - 630,000 - 1,125,000 1,905,000
General Municipal Projects
and Community Improvements 125,000 - - - 815,000 694,200 - 1,634,200
Other Proprietary Fund Projects 522,500 - - - 1,247,500 91,844 3,830,000 5,691,844
Total Capital Expenditures $ 6,053,898 $ - $ - $ - $20,774,817 $ 1,027,547 $ 6,642,000 $34,498,262
Ordinance No. 6956
October 28, 2024
Page 5 of 5
XXj Page 221 of 714
CITY
JBURN
WASHINGTON
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.
XX;;; Page 223 of 714
CITYOF
WASHINGTON
MAYOR NANCY BACKUS
CITY OF77�� T�v TTT* . CI 25 WEST MAIN STREET,AUBURN,WA 98001
At
1 T B 1 1 • 253-931-3000
v AUBURNWA.GOV
WASHINGTON
October 28, 2024
Residents of Auburn
c/o City of Auburn
25 West Main
Auburn,Washington 98001
Re:Transmittal of the 2025-2026 Preliminary Biennial Budget
Dear Residents of Auburn:
I present to you the preliminary 2025-2026 budget for the City of Auburn. This document
reflects our enduring commitment to using your dollars in a way that honors the values and
priorities that define our city.
This decade has presented challenges unseen in our lifetime, yet we remain committed to
serving our residents to the fullest while aligning our work to our core values: safety,
economic prosperity, diversity, character, service and environment. These standards, and
our unwavering commitment to protect the capital you have entrusted us with, are the
guiding principles of this document.
A municipal budget is a guiding document that speaks to the values and principals of its
residents. It is, in many ways, the most fundamental embodiment of democracy and tells
the story of what we are truly committed to. Although the future remains full of uncertainty,
we remain resolute in meeting our goals and have worked tirelessly to ensure that the
expenditures outlined here are in line with that vision.
I thank you for taking the time to review our proposed use of your funds and for your
continued input into how we use these resources to best serve Auburn residents.
Sincerely,
r_
Bac4 s
Mayor
XX„ Page 225 of 714
CITY
JBURN
WASHINGTON
2025-2026 Preliminary Budget Section I: Budget Summary
SECTION I: BUDGET SUMMARY
This section summarizes the 2025-2026 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 eleven directors. See the
table"Summary of Financial Structure" on page 4 for a listing of the director responsible for each fund.
Section V: Details — Detailed information on city operations based on administrative, functional and
financial structures and operating transfers.
Section VI: Program Improvements — Presents, in detail, each program improvement (increase in
personnel or program expansion) contained in the current budget.
Section VII: Capital Budget— Briefly discusses each capital project authorized by the current budget and
impacts on future operating budgets.
Page 227 of 714
2025-2026 Preliminary 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 General Transportation Fund, is
designated for the purpose of maintaining and improving 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 seven special revenue funds. Examples of restricted
revenues that must be spent on specific purposes are transportation benefit district
revenues, Federal and State grants for transportation,forfeited drug funds, 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 four capital project funds:
Municipal Parks Construction, Capital Improvements Fund, Local Revitalization Fund and
the Real Estate Excise Tax Fund.
Proprietary Fund Types
Enterprise Funds— Enterprise funds are used to account for operations that are financed
and operated in a manner similar to business enterprises. They are established as fully
self-supporting operations with revenues provided primarily from fees, charges for
services, or contracts for services. The City maintains seven enterprise funds to account
for the operations of Water, Sewer, Sewer Metro, Storm Drainage, Solid Waste, Airport,
and the Cemetery.
2 Page 228of714
2025-2026 Preliminary 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 custodial 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 custodial funds: South King Housing &
Homelessness Partners (SKHHP) and the V-Net Agency fund, although both funds are
custodial in nature and not budgeted. The City does not have any investment trust funds
or private purpose trust funds.
Department A 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.
3 Page 229 of 714
2025-2026 Preliminary Budget Section I: Budget Summary
Summary of Financial Structure
Fund Number&Title Responsibility Budget Description
001 General Fund Revenues Finance Director General government activities
001 General Fund Operations
Mayor&Council Mayor Mayor&Council costs
Administration Administration Director General government administration and Emergency Management
Human Resources HR Director General government employment,safety and court costs
Finance Finance Director General government finance costs
City Attorney City Attorney General government legal costs
Community Development Comm.Development Director Community development,code enforcement,economic development,
licensing,housing repair and permit center
Human Services Human Services Director General human services,anti-homelessness,and Community Development
Block Grant(CDBG)costs
Office of Equity Chief Equity Officer General diversity,equity,and inclusion costs
Jail Police Chief SCORE jail costs
Police Police Chief Direct police department costs
Public Works Public Works Director General government engineering costs
Parks,Arts&Recreation Parks Director Park maintenance,golf course,recreational programs,arts and senior
programs
Streets Public Works Director Street maintenance costs
Non-Departmental Finance Director Citywide expenditures,fund transfers,fund balance&one-time expenditures
Special Revenue Funds
102 General Transportation Public Works Director MVFT and grants for arterial and local street projects
104 Hotel/Motel Tax Administration Director Lodging tax for promotion of tourism
105 Transportation Benefit Distnct Public Works Director Receives TBD revenues
117 Drug Forfeiture Police Chief Forfeited drug money used for drug enforcement
120 Recreational Trails Parks Director Dedicated funds for recreational trails
122 Cumulative Reserve Finance Director Governmental reserves
124 Mitigation Fees Finance Director Collection of mitigation&impact fees
Debt Service Funds
232 Local Revitalization 2010 C&D Bond Finance Director Pnncipal&Interest,2010 bonds
238 SCORE 2009 A&B Bond Finance Director Principal&Interest,2009 bonds
276 Golf/Cemetery 2016 Refunding Finance Director Pnncipal&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
331 Real Estate Excise Tax Finance Director Real Estate Excise Tax
Enterprise Funds
430 Water Public Works Director Operating and capital fund for water utility
431 Sewer Public Works Director Operating and capital fund for sewer utility
432 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 Airport Public Works Director Operating and capital fund for municipal airport
436 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 Innovation and Technology IT&Administration Director Operating and capital fund for information services&multimedia
550 Equipment Rental Public Works Director Operating and capital fund for equipment rental
Fiduciary/Trust Funds
611 Fire Pension Finance Director Pension fund for firemen's retirement system
Permanent Funds
701 Cemetery Endowment Care Finance Director Long-term reserves for cemetery care and improvements
All funds listed are appropriated.
4 Page 230of714
2025-2026 Preliminary 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 $Z°
resources and services except those required $179B
$17 58
by statute or to be accounted for in another
fund. Approximately 75% of General Fund $15 $14.78
$13.48
revenues are derived from taxes, including $1248
property taxes, sales taxes, utility taxes, - $11.98
business and occupation taxes, and other
taxes such as admissions. The remainder of
revenues is derived from sources such as s,
business licenses, development related fees, 70'
intergovernmental payments such as liquor 2%
excise taxes and profit distributions from the
2019 2020 2021 2022 2023 2024
State of Washington, and fines from traffic Estimate
violations. General Fund revenues are • King County • Pierce County
generally cyclical, following the economic
cycles of the surrounding region.
In 2023, real property values, which have 2025 - 2026 General Fund Revenues
increased year-over-year annually since 2013,
grew an additional 19.4%. At the same time, Fines&Forfeits Misc&Other
property tax receipts decreased by 0.6%due to 3% Sources
an anomaly in 2022 caused by King County's Fees&Charges z%
property tax true-up. Retail sales taxes lo% Property Taxes
receipted to the General Fund grew by 2.2%. 24%
Also in 2023, building permit revenues Intergovernmental
decreased by 9.7%, reflecting decreased 6%
construction activity relative to 2022. The rate Licenses& 11111141
of unemployment in King County' has been Permits
increasing since a low of 2.8% in February 396
2023 to a high of 4.9% in July 2024. Other Taxes
2%
In 2024, the City continued its economic
recovery from the COVID-19 pandemic, with
many revenue sources performing better than Sales Taxes
expected. However, while the economic Business& 25%
outlook for the City is generally positive, Utility Taxes
significant challenges to the City's overall 25%
financial condition remain, particularly the
ongoing gap between revenue and expenditure growth. Domestic conditions and geopolitical events
continue to add a significant amount of uncertainty to projections. While inflation has cooled compared to
the historic highs of 2021-2023, CPI increases in the Seattle-Tacoma-Bellevue metro area outpace the
national average2. Interest rates have increased significantly to combat inflation, with the federal funds rate
as of August 2024 being the highest since February 20013. 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 Marketplace Fairness Act.
' httos://esd.wa.00v/labormarketinfo/labor-area-summaries. Retrieved 9/17/2024.
2 httos://data.bls.aov.Series ID CUURS49DSAO,August-to-August comparison. Retrieved 9/17/2024.
3 https://fred.stlouisfed.oro/series/FEDFUNDS. Retrieved 9/17/2024.
5 Page 231 of 714
2025-2026 Preliminary Budget Section I: Budget Summary
National and global issues, such as the ongoing wars in Ukraine and the Middle East, exacerbate regional
matters. 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 its means.
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.
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.
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.
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).
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.
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.
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.
6 Page232of714
2025-2026 Preliminary Budget Section I: Budget Summary
Key Issues Affecting the 2025-2026 Budget Process
Key issues for 2025-2026 include maintaining the City's ability to provide current level of services in light of
increases in the cost of doing business, as well as 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, but is projected to remain flat over
the biennium as economic conditions remain volatile due to both domestic and international issues. The
business and occupation (B&O)tax implemented in 2022 has performed well, and with continued discovery
using the State's licensing database, collections are expected to remain stable.
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 15% in both 2025 and 2026, while dental costs are expected to increase by
5% in both years. State of Washington pension contribution rates are expected to decrease somewhat in
2025 and remain constant in 2026.
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 was in
turn replaced by utility tax revenues. The City's Arterial Streets Preservation program will be funded from a
0.1% sales tax collected by the City's Transportation Benefit District, and the Arterial Street Fund will
continue to be funded by a combination of transportation grants, motor vehicle fuel taxes, and traffic impact
fees. New in the 2025-2026 biennium, all streets-related program will be housed in a single fund, the
General Transportation fund. Transportation-related sales tax will be collected into the Transportation
Benefit District fund and transferred to the General Transportation fund on an as-needed basis to support
eligible projects.
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 2025-2026 budget, should the
general economy contract 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 83,900 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 2024 was estimated at$17.9 billion.
7 Page 233of714
2025-2026 Preliminary Budget Section I: Budget Summary
For the 2025-2026 budget, the City's authorized FTEs total 490 in both years (on a full-time equivalency
basis) providing a full-range of municipal services. These services include: police protection, parks, arts
and recreation services, land use management and development regulation, street maintenance and
construction, water services, sanitary sewage collection, storm drainage management, solid waste
collection, a general aviation airport, a municipal cemetery, and a golf course. The City's water and sewage
utilities also serve large areas of the adjacent unincorporated area.
Other local governmental services are provided by separate governmental entities serving the Auburn area,
and these services are not included in Auburn's budget. The Auburn School District provides public
educational services to the City. Green River College is located inside the City limits. King County provides
solid waste disposal, public transportation, regional sewage treatment, property assessment and tax
collection, some judicial services, public health services, and other county services to the City and its
residents. The King County Housing Authority,for the most part, provides housing services. Sound Transit
provides commuter rail service in the Puget Sound region, with a commuter rail/bus station located in the
City of Auburn. The King County District Court provides municipal court and probation services. Fire
prevention and control services were transferred from the City to the Valley Regional Fire Authority(VRFA)
in 2007. The VRFA is a separate municipal corporation serving the cities of Auburn, Algona, and Pacific.
The VRFA imposes its own property tax levy and fire benefit charge and is not included in the City's budget
process except to fund residual pension and health care/disability liabilities.
Retailing has also become a significant factor in Auburn's economy. Sales taxes represent the largest single
source of revenue to the General Fund. Retail, automotive and services such as restaurants, engineering,
and administrative services make up nearly three-quarters of the City's sales tax base.4 The Outlet
Collection 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 2025-2026 budget include:
• Balancing the desire to mitigate rate increases with the increased cost of service, infrastructure
maintenance and replacement, and debt service considerations.
• Continued infrastructure replacement for all three utilities in coordination with street and arterial
improvements.
• Rehabilitation and relocation of the Rainier Ridge sewer pump station and PVC force main.
• Repair and replacement of broken sewer mains and other facilities throughout the City.
• Providing additional piping and modifying the Intertie/Lea Hill Booster pump station facility to utilize the
existing intertie pumps for the boosted zone, and providing permanent backup power at the station.
• Replacing approximately 2,300 linear feet of water main at 112th Place SE, which experienced three
breaks in 30 days between December 2021 and January 2022.
• Upgrading the West Main Street pump station to meet level of service goals.
• Upgrading hangars at the Auburn Municipal Airport to maintain facility conditions.
• Developing land at the Mountain View Cemetery to accommodate additional sites.
4 Based upon 2023 sales tax collections
8 Page 234 of 714
2025-2026 Preliminary Budget Section I: Budget Summary
Overview of Summary Section
The tables and graphs on the following pages reflect summarized budget information for 2025 and 2026.
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
• 2025 Budget Summary—All Funds (Table)
• 2025 Summary of Notable Changes in Fund Balance (Table)
• 2025 Budgeted Revenues by Fund, % of Total (Graph)
• 2025 Budgeted Expenditures by Fund, % of Total (Graph)
• 2026 Budgeted Revenues by Fund, % of Total (Graph)
• 2026 Budgeted Expenditures by Fund, % of Total (Graph)
• 2026 Budget Summary—All Funds (Table)
• 2026 Summary of Notable Changes in Fund Balance (Table)
• Comparative Budget Summary, 2023-2026—All Funds (Table)
• 2025 &2026 Budgeted Revenue—All Funds (Graph)
• 2025 & 2026 Budgeted Expenditures—All Funds (Graph)
• Comparative Budget Summary, 2023-2026—General Fund (Table)
• 2025 & 2026 Budgeted Revenue—General Fund (Graph)
• 2025 & 2026 Budgeted Expenditures—General Fund (Graph)
• Population vs. Staff Levels, 2016-2026 (Graph)
• Position Allocation by Department, 2022-2026 (Table)
9 Page 235of714
2025-2026 Preliminary Budget Section I: Budget Summary
2025 Budget Summary - All Funds
Change
Beginning 2025 2025 Ending in Fund
Fund Fund Balance Resources Expenditures Fund Balance Balance Note
GENERAL FUND $ 38,910,092 $ 103,396,310 $ 109,147,872 $ 33,158,530 $ (5,751,562) a
General Transportation 5,721,099 16,841,954 17,394,289 5,168,764 (552,335) b
co
z Hotel/Motel Tax 483,780 171,000 177,100 477,680 (6,100)
o
u-
w Transportation Benefit District 1,798,224 2,144,000 2,186,000 1,756,224 (42,000)
o
j• Drug Forfeiture 802,203 251,300 399,233 654,270 (147,933)
w
ce
Q
Recreational Trails 53,820 7,500 - 61,320 7,500
U
It! Cumulative Reserve 33,916,951 80,000 825,600 33,171,351 (745,600) c
co
Mitigation Fees 7,884,456 1,236,900 5,680,065 3,441,291 (4,443,165) d
w Local Revitalization 2010 C&D Bond 508,936 1,508,900 1,508,800 509,036 100
H O
o Golf/Cemetery 2016 Refunding - 372,400 372,400 - -
w
co
SCORE 2009 A&B Bond - 1,367,000 1,367,000 - -
Municipal Park Construction 463,899 1,876,300 1,850,000 490,199 26,300
J co
< w Capital Improvements 1,541,064 8,195,500 8,175,000 1,561,564 20,500
U Local Revitalization 16,333 1,001,000 1,000,000 17,333 1,000
a
Real Estate Excise Tax 5,689,062 1,840,000 2,130,100 5,398,962 (290,100)
Water 5,361,267 20,710,000 22,689,605 3,381,662 (1,979,605) e
w Sewer 18,781,324 10,745,000 14,800,684 14,725,640 (4,055,684) f
o
LL• Sewer Metro 4,561,626 23,115,000 23,076,000 4,600,626 39,000
w
Storm Drainage 10,197,667 13,660,200 15,055,512 8,802,355 (1,395,312) g
a
wrr Solid Waste 1,883,449 32,522,700 32,056,678 2,349,471 466,022
H
z
z
W Airport 1,692,950 2,319,760 2,602,859 1,409,851 (283,099)
Cemetery 1,534,792 1,634,300 2,073,075 1,096,017 (438,775)
w Insurance 1,378,996 4,882,496 5,045,496 1,215,996 (163,000)
0
ce Workers'Compensation 3,498,469 1,225,300 1,060,200 3,663,569 165,100
w co
co
z Facilities 398,481 4,821,500 4,821,241 398,740 259
Q 0
Innovation and Technology(includes 2,535,458 9,242,800 9,046,689 2,731,569 196,111
w Multimedia)
z
- Equipment Rental 5,061,776 8,146,940 6,354,620 6,854,096 1,792,320 h
i
Q 2
• z Fire Pension 1,837,188 167,900 207,840 1,797,248 (39,940)
o U-
T_
H
Z
W
<• Z Cemetery Endowment Care 2,542,809 90,000 - 2,632,809 90,000
rru_
w
a
TOTAL $ 159,056,171 $ 273,573,960 $ 291,103,958 $ 141,526,173 $ (17,529,998)
TOTAL BUDGET $432,630,131 $432,630,131
10 Page236of714
2025-2026 Preliminary Budget Section I: Budget Summary
2025 Notable Changes in Fund Balance
Change in
Note Fund Fund Balance Explanation
a General Fund ($5,751,562)While the budgeted revenues continue to increase during this period,citywide
growth contributes to the expenditures exceeding the anticipated revenues.
The development of the Human Services and Office of Equity departments
contribute to the increasing expenditures.As growth continues,employee
salaries and benefits increase as well. Insurance,KC Court,SCORE,and
Valley Communication expenses increase at a high rate annually.Debt service
mentioned in the Facility Master Plan will begin in 2025 in the amount of
($1.2M).
b General Transportation (552,335)This fund is budgeted to spend$15.8 million in construction projects and$1.1
million in transfers to capital projects funds.These expenditures are partially
offset by$3.6 million in expected federal grants,$3.5 million in utility tax
revenue,and$8.9 million in transfers in from transportation mitigation fees,
REET,and the Transportation Benefit District Fund.
c Cumulative Reserve (745,600)Fund balance decrease is driven by planned transfer out from the Cumulative
Reserve to the Equipment Rental Fund to purchase eight Ford Interceptor
Utility AWD vehicles
d Mitigation Fees (4,443,165)Fund balance will decrease throughout the biennium due to the spend-down of
transportation and park impact fees received in prior years.These impact fees
will be used to fund various capital projects in the General Transportation and
Municipal Parks Construction funds.
e Water (1,979,605)Fund balance decrease is driven by increased operating costs,as well as
planned project spend during the year.Project costs include the 112th Place
SE Water Main Replacement($1.8M)and Well 4 Electrical Improvements
($850,000).The Cascade Water Alliance Water Purchase project requires
payment of$934,810 each year through 2029.
Sewer (4,055,684)Main drivers of the fund balance decrease in 2025 are increased operating and
project costs,including the Rainier Ridge Pump Station Rehabilitation($4.4M).
These increased costs are partially offset by budgeted increases to charges
for service.
g Storm Drainage (1,395,312)In addition to increased operating costs,the fund balance decrease is dnven
by planned projects such as the West Main St Pump Station Upgrade
($661,260)and the Pipeline Repair&Replacement Program($741,600).
Further,a 2025 program improvement will use fund balance($100,000)for
increased pond and ditching debris disposal fees in 2025.
h Equipment Rental 1,792,320 Increases to fund balance include planned annual increases for fleet allocation
and fuel revenues,as well as vehicle replacement revenues.Additionally,this
fund will see an increase of$383,000 in service revenue for 2025 program
improvements and$736,000 for police vehicle expansion.
11 Page 237 of 714
2025-2026 Preliminary Budget Section I: Budget Summary
1
Budgeted Revenues by Fund Type - 2025
Internal Service Other Misc.
Funds Funds
10.4% 0.1%
General Fund
11111,
37.8%
Enterprise
Funds
38.3%
Special
Revenue Funds
7.6%
Capital Projects Debt Service
4.7% 1.1% 1
r 1
Budgeted Expenditures by Fund Type - 2025
Internal Service Other Misc.
Funds I Funds
9.0% 0.1%
F
General Fund
Enterprise 37.5%
Funds
38.9%
4111 V ..
Special
Revenue Funds
9.2%
Capital Projects Debt Service
4.5% 1.1% J
12 Page 238of714
2025-2026 Preliminary Budget Section I: Budget Summary
r 1
Budgeted Revenues by Fund Type - 2026
Internal Service Other Misc.
Funds Funds
10.3% 0.1%
General Fund
38.1%
Enterprise
Funds
39.7%
Special
Revenue Funds
Capital Projects Debt Service
5.2%
5.6% 1.0%
I
r 1
Budgeted Expenditures by Fund Type - 2026
Internal Service Other Misc.
Funds I Funds
9.3% 0.1%
ii
General Fund
Enterprise 39.4%
Funds
39.6%
Special
Revenue Funds
Capital Projects Debt Service 5.4%
5.4% 1.0%
13 Page 239of714
2025-2026 Preliminary Budget Section I: Budget Summary
2026 Budget Summary - All Funds
Change
Beginning 2026 2026 Ending in Fund
Fund Fund Balance Resources Expenditures Fund Balance Balance Note
GENERAL FUND $ 33,158,530 $ 106,950,907 $ 114,023,485 $ 26,085,952 $ (7,072,578) a
General Transportation 5,168,764 10,602,973 9,162,300 6,609,437 1,440,673 b
co
9 Hotel/Motel Tax 477,680 178,500 177,100 479,080 1,400
u_
u_
w Transportation Benefit District 1,756,224 2,168,000 2,186,000 1,738,224 (18,000)
z
j Drug Forfeiture 654,270 263,700 408,486 509,484 (144,786)
w
ce
Q
Recreational Trails 61,320 7,500 - 68,820 7,500
U
It! Cumulative Reserve 33,171,351 80,000 825,600 32,425,751 (745,600) c
co
Mitigation Fees 3,441,291 1,236,900 2,794,373 1,883,818 (1,557,473) d
w Local Revitalization 2010 C&D Bond 509,036 1,501,400 1,501,300 509,136 100
H O
o Golf/Cemetery 2016 Refunding - - - - -
w
co
SCORE 2009 A&B Bond - 1,366,000 1,366,000 - -
Municipal Park Construction 490,199 711,300 685,000 516,499 26,300
J co
< w Capital Improvements 1,561,564 13,270,500 13,250,000 1,582,064 20,500
U Local Revitalization 17,333 1,000 - 18,333 1,000
a
Real Estate Excise Tax 5,398,962 1,840,000 1,569,700 5,669,262 270,300
Water 3,381,662 22,200,250 23,286,921 2,294,991 (1,086,671) e
w Sewer 14,725,640 11,505,000 12,425,228 13,805,412 (920,228) f
o
LL Sewer Metro 4,600,626 24,515,000 24,472,000 4,643,626 43,000
w
Storm Drainage 8,802,355 14,180,200 15,452,074 7,530,481 (1,271,874) g
a
wrr Solid Waste 2,349,471 34,866,600 34,040,130 3,175,941 826,470 h
H
z
z
W Airport 1,409,851 2,512,400 2,973,025 949,226 (460,625)
Cemetery 1,096,017 1,696,800 2,098,241 694,576 (401,441)
w Insurance 1,215,996 5,609,318 5,771,818 1,053,496 (162,500)
0
ce Workers'Compensation 3,663,569 1,225,300 1,060,400 3,828,469 164,900
w co
co z Facilities 398,740 4,932,800 4,947,759 383,781 (14,959)
Innovation and Technology(includes 2,731,569 9,455,300 9,246,580 2,940,289 208,720
w Multimedia)
z
- Equipment Rental 6,854,096 7,794,805 5,834,743 8,814,158 1,960,062 i
i
• o
• z Fire Pension 1,797,248 176,500 207,840 1,765,908 (31,340)
(0u_
LL
H
Z
W
• V)
< Z Cemetery Endowment Care 2,632,809 90,000 - 2,722,809 90,000
w
a
TOTAL $ 141,526,173 $ 280,938,953 $ 289,766,103 $ 132,699,023 $ (8,827,150)
TOTAL BUDGET $422,465,126 $422,465,126
14 Page 240of714
2025-2026 Preliminary Budget Section I: Budget Summary
2026 Notable Changes in Fund Balance
Note Fund Change in Comment
Reference Fund Balance
Amount
a General Fund ($7,072,578)While the budgeted revenues continue to increase during this period,citywide
growth contributes to the expenditures exceeding the anticipated revenues.
The development of the Human Services and Office of Equity departments
contribute to the increasing expenditures.As growth continues,employee
salaries and benefits increase as well. Insurance,KC Court,SCORE,and
Valley Communication expenses increase at a high rate annually.Debt service
mentioned in the Facility Master Plan will begin in 2025 in the amount of
($1.2M)through 2026.
b General Transportation 1,440,673 The increase in fund balance is due to continued collections of utility tax
revenue($3.7 million),the motor vehicle fuel tax($646,000)and federal grants
($865,000),as well as operating transfers in of$5.3 million.Expected project
spend during the year is expected to be$8.5 million.
c Cumulative Reserve (745,600)Fund balance decrease is driven by planned transfer out from the Cumulative
Reserve to the Equipment Rental Fund to purchase eight Ford Interceptor
Utility AWD vehicles.
d Mitigation Fees (1,557,473)Fund balance will decrease throughout the biennium due to the continued
spend-down of transportation and park impact fees received in prior years.
These impact fees will be used to fund vanous capital projects in the General
Transportation and Municipal Parks Construction funds.
e Water (1,086,671)Fund balance decrease is driven by increased operating costs,as well as
planned project spend during the year.Project costs include the Intertie
Booster Pump Station Improvements($2M).The Cascade Water Alliance
Water Purchase project requires payment of$934,810 each year through
2029.
Sewer (920,228)Main drivers of the fund balance decrease in 2026 are increased operating and
project costs,including the Sanitary Sewer Repair and Replacement project
($1.9M).These increased costs are partially offset by budgeted increases to
charges for service.
g Storm Drainage (1,271,874)Fund balance decrease is driven by planned projects such as continued work
on the Pipeline Repair&Replacement Program($763,800)and the Storm
Pipeline Extension Program($588,800)
h Solid Waste 826,470 Fund balance increase is due primarily to a planned increase in solid waste
service rates,adopted in Ordinance 6920. Increased service rates are to
accommodate the expected increase in payments due to the City's solid
waste vendor in both 2025 and 2026.
Equipment Rental 1,960,062 Increases to fund balance include planned annual increases for fleet allocation
and fuel revenues,as well as vehicle replacement revenues.Additionally,this
fund will see an increase of$186,000 in service revenue for 2026 program
improvements and$736,000 for police vehicle expansion.
15 Page 241 of 714
2025-2026 Preliminary Budget Section I: Budget Summary
Comparative Budget Summary — All Funds
ALL FUNDS
2023 2024 2024 2025 2026
Actual Adj. Budget Estimated Budget Budget
REVENUES
Taxes $ 90,371,600 $ 79,731,165 $ 86,123,241 $ 86,546,870 $ 87,788,490
Licenses and Permits 2,850,318 2,568,898 2,838,749 2,949,600 3,011,300
Intergovernmental 10,203,797 37,812,168 36,758,253 12,424,171 8,676,112
Charges for Services 117,619,932 122,657,549 123,460,305 134,472,068 142,459,296
Fines and Penalties 2,739,619 1,196,819 3,085,309 2,689,506 4,986,797
Miscellaneous 20,977,402 20,255,728 26,052,242 19,409,780 23,755,585
Other Sources 5,320,364 40,046 1,113,400 55,000 55,000
Total Revenues $ 250,083,032 $ 264,262,373 $ 279,431,499 $ 258,546,995 $ 270,732,580
EXPENDITURES
Salaries&Wages $ 51,110,179 $ 53,179,707 $ 53,781,921 $ 57,155,945 $ 59,728,619
Benefits 20,479,401 25,197,795 24,520,381 25,211,183 27,010,927
Supplies 5,059,319 5,329,280 5,318,050 5,932,732 5,995,816
Services&Charges 92,302,198 112,663,757 111,619,518 105,054,640 111,187,984
Intergovernmental - - - - -
Capital Outlay 18,950,949 139,675,184 140,217,294 43,336,313 35,692,017
Debt Service 6,374,465 7,536,415 6,086,720 9,634,144 9,363,544
Interfund Payments for Services 22,446,259 22,962,300 22,962,300 31,077,036 31,905,823
Total Expenditures $ 216,722,771 $ 366,544,438 $ 364,506,184 $ 277,401,993 $ 280,884,730
OTHER FINANCING SOURCES(USES)
Loan Proceeds 2,418,199 $ 3,603,256 $ 3,603,256 $ - $ -
Bond Proceeds - - - - -
Proceeds from Sale of Fixed Assets 50,874 - - - -
Transfers In 15,199,292 68,817,169 65,962,583 13,701,965 8,881,373
Transfers Out (9,195,237) (64,570,303) (59,935,056) (13,701,965) (8,881,373)
Net Change in Restricted Assets (7,346,015) - - - -
Contributed Capital 2,102,419 1,475,000 1,475,000 1,325,000 1,325,000
Total Financing Sources (Uses) $ 3,229,532 $ 9,325,122 $ 11,105,783 $ 1,325,000 $ 1,325,000
Net Change in Fund Balance $ 36,589,793 $ (92,956,943) $ (73,968,902) $ (17,529,998) $ (8,827,150)
Fund Balances-Beginning 196,132,359 233,007,213 233,025,073 159,056,171 141,526,173
Fund Balances-Ending
Designated 20,517,871 7,820,304 12,072,301 13,046,158 11,785,645
Undesignated 212,204,281 132,229,966 146,983,870 128,480,015 120,913,378
Total Fund Balances-Ending $ 232,722,152 $ 140,050,270 $ 159,056,171 $ 141,526,173 $ 132,699,023
16 Page242of714
2025-2026 Preliminary Budget Section I: Budget Summary
2025 / 2026 Budgeted Revenue — All Funds
Taxes M ■ 025 BLdget
Licenses&Permits ' ■ 026 BLdget
Intergovernmental
Charges for Services
Fines&Penalties
Miscellaneous
Other Sources
Contributed Capital I
Transfers In
$0 $10 $20 $30 $40 $50 $60 $70 $80 $90 $100 $110 $120 $130 $140 $150
Millions
2025 / 2026 Budgeted Expenditures — All Funds
r
Salaries&Wages
Mil
Benefits1111
2025 B dget
2026 B get
Supplies
I
Services&Charges
Capital Outlay IF
Debt Service
Interfund Payments
Transfers Out M.
$0 $10 $20 $30 $40 $50 $60 $70 $80 $90 $100 $110 $120
Millions
17 Page243of714
2025-2026 Preliminary Budget Section I: Budget Summary
Comparative Budget Summary - General Fund
GENERAL FUND
2024
2023 2024 Estimated 2025 2026
Actual Adj Budget Actual Budget Budget
REVENUES
Taxes:
Property $ 24,202,184 $ 24,486,386 $ 24,481,405 $ 25,002,800 $ 25,115,300
Sales&Use 26,708,818 23,585,287 26,438,406 26,239,930 26,505,200
Business&Utility 27,776,619 21,094,484 24,682,945 25,444,240 26,106,790
Other 1,915,890 1,795,508 1,723,100 1,765,200 1,808,800
Licenses and Permits 2,850,318 2,568,898 2,838,749 2,949,600 3,011,300
Intergovernmental 6,418,203 6,561,349 6,666,600 6,614,122 6,467,252
Charges for Services 10,221,562 11,010,142 9,795,580 10,601,032 10,844,488
Fines and Penalties 2,578,194 1,071,819 2,921,809 2,522,706 4,816,697
Other Sources - - - - -
Miscellaneous 4,056,404 1,702,948 2,310,296 2,105,680 2,124,080
Total Revenues $ 106,728,192 $ 93,876,821 $ 101,858,890 $ 103,245,310 $ 106,799,907
EXPENDITURES
Salaries&Wages $ 36,793,214 $ 39,158,526 $ 39,158,526 $ 42,392,640 $ 44,188,583
Personnel Benefits 14,630,450 17,659,267 17,659,267 17,856,508 19,150,019
Supplies 1,782,199 1,861,110 1,861,110 1,994,502 1,939,986
Services&Charges 25,427,770 34,212,081 34,212,081 29,411,122 31,626,267
Capital Outlay 15,301 90,900 90,900 112,500 110,000
Debt Service 735,111 - - 1,200,000 1,200,000
Interfund Payments for Services 13,053,487 13,403,400 13,403,400 15,103,200 15,103,630
Total Expenditures $ 92,437,532 $ 106,385,284 $ 106,385,284 $ 108,070,472 $ 113,318,485
OTHER FINANCING SOURCES(USES)
Insurance Recoveries $ 259,217 $ 25,000 $ - $ 25,000 $ 25,000
Transfers In
T/I from F106 2,015,000 2,431,866 2,431,866 - -
T/I for Grants Coordinator - 145,000 145,000 - -
T/I from Decision Packets 299,547 530,188 530,188 - -
T/I from F106 for ARPA 3,987,286 1,670,000 1,670,000 - -
T/I from F432 for Median Maintenance 74,000 74,000 74,000 74,000 74,000
T/I from F122 to GF for POL.0039 54,709 52,000 52,000 52,000 52,000
T/I from F122 for Fund Bal.Replenishment - 9,300,000 49,046 - -
T/I from F249 to close out fund 1,769 - -
Transfers Out
Golf/Cemetery Debt Service (370,465) (374,400) (374,400) (372,400) -
T/O to F102 for ENG.0050 - - - (705,000) (705,000)
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 (90,402) (91,395) (91,395) - -
T/O to Finance for B&O Program (2,500) (3,500) (3,500) - -
T/O to Mayor Dept for FTE DEI Coordinator (4,200) (550) (550) - -
T/O to Public Works for FTE Mechanic 2 (58,363) (82,739) (82,739) - -
T/O to Police for Patrol Fleet Expansion - (143,052) (143,052) - -
T/O to F102 for APRA Projects (789) (149,211) (149,211) - -
T/O to F103 for ARPA Projects (20,703) (501,886) (501,886) - -
T/O to F103 for cp2125 - (199,297) (199,297) - -
T/O to F321 for ARPA Projects (28,626) (610,849) (610,849) - -
T/O to F328 for ARPA Projects (130,570) (1,869,430) (1,869,430) - -
T/O to F330 for ARPA Projects - (2,643,266) (2,643,266) - -
T/O to F505 for Duct Cleaning-ARPA - (150,000) (150,000) - -
T/O to F518 for ARPA Projects - (76,750) (76,750) - -
T/O to F560 for Fleet Purchases (41,000) - - - -
T/O to F560 for M&O Facility Improvement (2,666) (18,836) (18,836) - -
T/O to F560 for Rotary Mower (27,000) - - - -
T/O to F568 for ARPA Projects (172,796) - - - -
T/O to F568 for MM Studio Equipment - (300,000) (300,000) - -
Total Financing Sources(Uses) $ 5,739,978 $ 6,992,893 $ (2,283,061) $ (926,400) $ (554,000)
Net Change in Fund Balance $ 20,030,638 $ (5,515,570) $ (6,809,455) $ (5,751,562) $ (7,072,578)
Fund Balances-Beginning $ 25,688,907 $ 45,719,546 $ 45,719,546 $ 38,910,092 $ 33,158,530
Fund Balances-Ending $ 45,719,546 $ 40,203,977 $ 38,910,092 $ 33,158,530 $ 26,085,952
18 Page244of714
2025-2026 Preliminary Budget Section I: Budget Summary
2025 / 2026 Budgeted Revenue — General Fund
r
Taxes
Charges for Services
■2025
Intergovernmental . M2026
i
Licenses&Permits '
Miscellaneous '
Fines&Penalties L
Other Sources
Transfers In
$0 $10 $20 $30 $40 $50 $60 $70 $80 $90
Millions
1
2025 / 2026 Budgeted Expenditures — General Fund
r
Salaries&Wages
BenefitsWir--1
t•2025
■2026
Services&Charges ME
Interfund Payments
Supplies I
Transfers OutII
Capilal Outlay
Debt Service '
$0 $5 $10 $15 $20 $25 $30 $35 $40 $45 $50
Millions
19 Page 245 of 714
2025-2026 Preliminary Budget Section I: Budget Summary
Staffing Trends
Citywide staffing between 2016 and 2026 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 2025-2026 years is 0.6% each year.
Staffing growth during the 2025-2026 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 2023-2026 period can be
seen following the tables on the next page.
During the 2025-2026 biennial budget cycle, staffing is expected to increase by 10 FTEs (all 10 FTEs
added in 2025), 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
2025-2026 biennial budget cycle.
The following page presents current and past staffing levels based on the home department of each FTE.
20 Page 246 of 714
2025-2026 Preliminary Budget Section I: Budget Summary
Population vs Staff Levels 2016-2026
500 12 0
490
480 10,0 c
0
470 co
N 460 8.0 0
0 d
0
450 0
in 0 6.0 0�
a 440
w
a
LL
0_
430 4.0 in
c
420 I I -
N
o
410 20 3-
400
390 0.0
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
FIE 427 438 446 454 453 459 466 478 480 490 490
-Staff/Pop 5.5 5.5 5.5 5.5 5.5 5.5 5.5 5.5 5.5 5.5 5.5
POSITION ALLOCATION BY DEPARTMENT 24-25 25-26
Department 2022 2023 2024 2025 2026 Changes Changes
Mayor 6.0 7.0 3.0 3.0 3.0 0.0 0.0
Administration 5.0 5.0 5.0 5.0 5.0 0.0 0.0
Human Resources 8.0 9.0 10.0 10.0 10.0 0.0 0.0
Finance 26.0 27.0 28.0 28.0 28.0 0.0 0.0
Legal 21.0 21.0 21.0 21.0 21.0 0.0 0.0
Community Development 33.0 33.0 28.0 28.0 28.0 0.0 0.0
Human Services 0.0 0.0 4.0 4.0 4.0 0.0 0.0
Office of Equity 0.0 0.0 3.0 3.0 3.0 0.0 0.0
Police 139.0 139.0 140.0 150.0 150.0 10.0 0.0
Public Works-Engineering 55.0 56.0 60.0 60.0 60.0 0.0 0.0
Parks, Arts& Recreation 48.0 51.0 51.0 51.0 51.0 0.0 0.0
Public Works-Streets 23.0 23.0 22.0 22.0 22.0 0.0 0.0
Non Departmental 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Subtotal General Fund 364.0 371.0 375.0 385.0 385.0 10.0 0.0
Water 24.0 24.0 23.0 23.0 23.0 0.0 0.0
Sewer 10.0 11.0 11.0 11.0 11.0 0.0 0.0
Storm Drainage 12.0 14.0 12.0 12.0 12.0 0.0 0.0
Airport 3.0 3.0 3.0 3.0 3.0 0.0 0.0
Cemetery 7.0 7.0 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 3.8 4.0 4.0 4.0 4.0 0.0 0.0
Innovation&Technology 18.0 19.0 17.0 17.0 17.0 0.0 0.0
Equipment Rental 13.0 14.0 17.0 17.0 17.0 0.0 0.0
Subtotal Other Funds 101.8 107.0 105.0 105.0 105.0 0.0 0.0
TOTAL FTEs 465.8 478.0 480.0 490.0 490.0 10.0 0.0
21 Page 247 of 714
2025-2026 Preliminary Budget Section I: Budget Summary
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.
Changes in the 2023-2026 Budget:
Mayor:
Per the 2023-2024 budget, adds 1.0 FTE to the Mayor department as a DEI Community Engagement
Coordinator. In 2024, 3.0 FTEs within the Office of Equity division moved from the Mayor department to the
Office of Equity department. Likewise, the Director of Human Services moved from the Mayor department
to the Human Services department.
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. In 2024, per
the position reclass, the Maintenance Worker position was reclassed to the Court Coordinator position
and reports to the Human Resources department.
Finance:
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:
There were no changes to the authorized number of FTEs in the Legal Department.
Community Development:
In 2024, due to restructuring within the City, 2.0 FTEs, the Neighborhood Programs Coordinator and
Human Services Program Coordinator positions were removed. Furthermore, in 2024, the CDBG
Coordinator position was reclassed into the Human Services department. The City is no longer reporting
SKHHP employees against the FTE count as they are not City employees.
Human Services:
In 2023, the Anti-Homelessness Program Administrator position was reclassed to the Director of Human
Services and moved to the Human Services department in 2024. The Anti-Homelessness Outreach
Program Coordinator position was reclassed from the Outreach Program Coordinator position in the
Mayor department in 2023 and moved to the Human Services department in 2024. In 2024, the CDBG
Coordinator position was reclassed from the Community Development department to Human Services.
The Anti-Homelessness Program Coordinator position was created in 2024.
Office of Equity:
In 2022, the Diversity, Equity, and Inclusion Program Manager was reclassed to the Chief Equity Officer.
This position moved from the Mayor department to the Office of Equity department in 2024. The DEI
Community Engagement Coordinator position was reclassed to the DEI Analyst position in 2023. In 2024,
this position was reclassed to the Equity, Engagement, and Outreach Supervisor and moved from the
Mayor department to the Office of Equity department. The Neighborhood Program Coordinator position
was renamed to the Equity, Engagement, and Outreach Coordinator in 2024.
Police:
Per 2023, Budget Amendment #3, Ordinance 6918, the City added a Supernumerary Police Officer
position in 2024. Per decision package ENG. 0048, requests the addition of 3 FTEs for Police
Commissioned Officers, 5 unbudgeted Supernumerary Officers, and 2 Police Traffic Unit FTEs.
22 Page 248of714
2025-2026 Preliminary Budget Section I: Budget Summary
Public Works - Engineering:
In the 2023-2024 budget, the Public Works—Engineering Department will be adding 1.0 FTE for a Project
Engineer. In 2024, 4.0 FTEs, GIS Analyst, Senior GIS Specialist, and GIS Technician positions were
moved into the Engineering department.
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 2024, position Maintenance Worker I —Streets was requested to be frozen.
Non-Departmental:
There were no changes in the authorized number of FTEs in the Non-Departmental Department.
Water:
In 2024, the GIS Specialist position was moved into the Engineering department.
Sewer:
Per the 2023-2024 budget, the Sewer Department will add 1.0 FTE for a Maintenance Worker 1 position.
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. In 2024, 2.0 FTE Maintenance
Worker I —CDL Vegetation positions were frozen per request.
Airport:
There were no changes to the authorized number of FTEs in the Airport Fund.
Cemetery:
There were no changes to the authorized number of FTEs in the Cemetery Fund.
Facilities:
There were no changes in the authorized number of FTEs in the Facilities Department.
Multimedia:
In 2023 per Budget Amendment#2, Ordinance No. 6911, the Multimedia Assistant position changed from
0.75 FTE to 1.0 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. During 2024, the IT Support Specialist position was frozen. Per the position reclass,
the IT Business Systems Analyst was reclassed to the IT Support Specialist position. During a re-
organization, the Senior GIS Specialist and GIS Analyst moved to the Public Works department.
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.
23 Page 249of714
CITY
JBUI-�N
WASHINGTON
2025-2026 Preliminary 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.
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2025-2026 Preliminary 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
Silliii„,‘
ai� .ram
.1
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
Budget
J%I / programs are
I ji7J prioritized by
j3 j �/ 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 .4--
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 on Final Budget Council adoption v
suggested resulting in the
revisions Final Budget
Adoption/Implementation Phase
' Budget Tax
Final Budget document Council adopts Property
final balanced
vy
document becomes is finalized established
budget
available to the public
ti�ti
26 Page252of714
2025-2026 Preliminary Budget Section II: Process/Policies
2026-2026 Budget Calendar
Budget Process Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2024
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 return 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 2025-2026 General Fund_
City Council Budget Workshop#2:Overview of 2025-2026 General Fund
(continued)and Governmental Capital Funds.
City Council Budget Workshop#3:Overview of 2025-2026 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_
Public budget hearing#1_
2025 Property tax levy is set by ordinance_
Public budget hearing#2_
Budget and CFP are adopted by ordinance.
2025 MIN
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.
2026 property tax levy is set by ordinance.
2026
Initial budget amendment is adopted by ordinance
Mid year budget amendment is adopted by ordinance.
2027 property tax levy is set by ordinance.
Year-end budget amendment is adopted by ordinance.
27 Page253of714
2025-2026 Preliminary 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 proposals.
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 biennium.
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
28 Page254of714
2025-2026 Preliminary Budget Section II: Process/Policies
consider during its review of the budget. This hearing is held early in the process in order to afford the
public an opportunity to comment before the budget takes a formal shape.
The Mayor's recommendations for the next budget cycle are formally transmitted to the Council in the form
of the Preliminary Budget during the month of October. During November, the Council holds additional
public hearings on the preliminary budget. The Council conducts a preliminary budget hearing before
acting formally on the budget as modified during its workshop hearings. Final adoption of the budget, by
ordinance, occurs in late November or early December.
The entire process is coordinated, as needed, in regular meetings of the City department heads, chaired
by the Mayor.
Budget Structure
The budget process results in various budget products at appropriate stages of the process.
Budget and Accounting System
The official budget is maintained, both before and after adoption, using the City's financial management
and accounting system and at a very detailed line-item level. Reports may be generated at any time and
at various levels of detail using this system. 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 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.
29 Page 255 of 714
2025-2026 Preliminary 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) is adopted separately from the budget, and is 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 enacted 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.
30 Page 256 of 714
2025-2026 Preliminary Budget Section II: Process/Policies
BUDGET POLICIES
This section of the budget sets forth the objectives of the budget as a policy document together with a
description of the basis of the policy.
Policy Context of the Budget
The City budget process is part of an overall policy framework that guides the services and functions of
the City. The budget serves a key role in that policy framework by allocating financial resources to the
programs, which implement the City's overall policies. The budget also establishes financial policies to
influence the availability of future resources to carry out the City's policies.
This budget is a balanced budget with legal budgetary control at the fund level; i.e., expenditures and other
financing uses may not exceed budgeted appropriations at the fund level.
The City's basic policy document is its Comprehensive Plan. This plan sets the basic vision for the
development of the City and establishes policies and programs intended to achieve that vision. The plan
is further articulated by a series of planning elements, which include capital improvement elements (such
as utility plans), policy elements (such as housing plans, economic development programs, etc.) and
regulatory measures. According to State law the Comprehensive Plan is amended annually to incorporate
changes in policies or programs. In addition to the Comprehensive Plan the City has also developed an
Emergency Operations Plan.
CITY POLICY FRAMEWORK
Comprehensive Plan Implementation Program
Completed Actions (As of December 2024)
Periodic Comprehensive Plan Update
Annual Comprehensive Plan Update
Six Year Capital Facilities Plan Update
Community Development Block Grant Consolidated Plan Update
Parks, Arts and Recreation Plan Update
Water, Sewer, Storm Drainage Comprehensive Plan Update
Six Year Transportation Improvement Program
Comprehensive Transportation Plan Update
Scheduled Actions (2025-2026)
Annual 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
31 Page 257 of 714
2025-2026 Preliminary 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
32 Page 258 of 714
2025-2026 Preliminary Budget Section II: Process/Policies
Organization
The City's financial policies are organized around several key areas of financial operations.These include:
1. Accounting and financial reporting
2. Operating budget
3. Revenue management
4. Capital facilities plan management
5. Public utility management
6. Debt management
7. Equipment replacement
8. Cash/Investments management
9. Reserve management
10. Lines of authority
Section 1. Accounting and Financial/Budget Reporting Policies
General policies governing the City's approach to accounting and financial reporting form the basis for
complying with Federal, State and local laws and regulations and provide the framework for managing the
finances of the City.
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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2025-2026 Preliminary 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 2025-2026
budget is effective from January 1, 2025 through December 31, 2026). 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 2025-2026
budget will include a six-year financial forecast covering the period 2025 through 2030).
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 as needed 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 as needed.
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 quarterly; information is also available at any time from the City's
website via the Interactive Capital project Map. The information provided includes the scope
of the project, status, anticipated schedule, and project budget. These reports shall highlight
the status of project design, construction, scheduling, and funding, as well as provide overall
project status.
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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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 2025
should include recommended rates for the period 2026 through 2028). 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 basis. 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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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 X
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
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
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.
1 The 2026 budget concludes with Water at 13.1%of annual operating expenditures,a planned spenddown of existing fund
balance to fund critical infrastructure projects.This balance is expected to recover in future years with the adoption of new rates
and exploration of bond funding.
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B. Summary of Reserve Policies
The following table summarizes reserve management policies by fund type:
Fund Balance /Working Capital
Reserve Management Policies
Reserve Requirement Budget
Fund Minimum Target 2025 2026
General Fund 8% 12% 30% 23%
Cumulative Reserve Fund 11% 31% 30% 28%
Enterprise Funds I
Reserve Requirement Preliminary Budget
Fund Minimum Target 2025 2026
Water Fund 20% 25% 20% 13%
Sewer Fund 10% 20% 162% 146%
Storm Drainage Fund 10% 20% 74% 62%
Sewer Metro Fund 8% 12% 20% 19%
Solid Waste Fund 8% 12% 7% 9%
Airport Fund 10% 20% 61% 39%
Cemetery Fund 10% 20% 54% 33%
Internal Service Funds I
Reserve Requirement Budget
Fund Minimum Target 2025 2026
Facilities Fund 8% 12% 9% 9%
Innovation&Technology Fund (Operations) 8% 12% 28% 31%
Innovation&Technology Fund (Replacement): $440K $440K $440K $440K
Equipment Rental & Replacement Fund (Operations 8% 12% 97% 139%
Equipment Rental & Replacement Fund (Replace) $2.9M $2.9M $2.9M $2.9M
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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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 2025-2026 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 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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In 2024, these value statements were distilled into four City priorities:
1. Community Safety: Residents, visitors and employees are entitled to a secure, healthy
environment.
2. Fiscal Sustainability: The City has a responsibility to ensure delivery of services long-term.
3. Community Wellness: Auburn residents are entitled to a secure, healthy and humane quality of
life with equitable access to the services, programs, activities and benefits offered by the City.
4. Infrastructure: The City will maintain a robust, sustainable and available infrastructure.
The following is a selection of departmental goals and accomplishments related to each of the City
priorities.
2023-2024 Citywide Goals and Accomplishments
and 2025-2026 Citywide Goals:
PRIORITY: COMMUNITY SAFETY
Residents,visitors and employees of Auburn are entitled to a secure and healthy environment.
2023-2024 Progress Towards Major Goals
Goals 2023-2024 Goals for 2025-2026
• Continue working in partnership • Creation of full time department to • Continue working in partnership
with our regional organizations to address homelessness in Auburn. with our regional organizations to
reduce homelessness in Auburn Hired three full time homeless reduce homelessness in Auburn
and participate in the regional response staff and merged and participate in the regional
solutions to significantly reduce department with Human Services solutions to significantly reduce
homelessness. for full scale local services homelessness.
• To help maintain a stable • APD created a recruiting team to • APD will continue to focus on
workforce, APD will focus on provide personal contact with innovative ways to address
innovative ways to address candidates as well as hiring an recruitment and retention of staff.
recruitment and retention of staff. outside marketing firm to create a
recruiting website and videos.
• Continue operating and potentially • Community Court is going well. • Continue working towards
expand the Auburn Community We are now accepting participants expansion of Community Court.
Court focusing on accountability. who are in custody. There have Work to find a space in the court
been discussions with all schedule to accommodate the
stakeholders about expanding community court expansion,while
Community Court to all day, rather balancing the other needs of
than just half. Many logistical criminal prosecution.
issues with the expansion have
been resolved, including
coordination for non-police
security, increase in participants
and more provider involvement.
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PRIORITY: COMMUNITY SAFETY (cont'd)
Residents,visitors and employees of Auburn are entitled to a secure and healthy environment.
2023-2024 Progress Towards Major Goals
Goals 2023-2024 Goals for 2025-2026
• Work with City stakeholders to • The municipal court study was • Continue providing public defense
complete a municipal court study. completed in 2023 by the National services and support for
Continue to partner with King Center for State Courts Court Community Court and community
County District Court on Consulting Services. Screened services work crew.
management of core court 764 people for public defense
contract and maintenance of services, and reported 402.25
Community Court. Continue community services work crew
providing public defense services. hours in 2023. In 2024, the HR
department has re-engaged a
Court Coordinator position to
support the relationship with King
County District Court, prosecution,
public defense, expansion of the
Community Court, and the transfer
of the community services work
crew oversight from M&O back to
HR.
• Develop and maintain emergency • Upgraded the 800mhz system to • Develop and maintain emergency
communication methods and the new PSERN system for the communication methods and
resources, including radio Annex building. Next step is to resources, including radio
equipment, incident-specific pre- update current base/control equipment, incident-specific pre-
scripted messages, and other stations at different City facilities. scripted messages, and other
communication methods as Continued to meet with AAECT communication methods as
identified and appropriate. throughout the year to train on identified and appropriate.
various emergency radio functions.
• Respond efficiently to • Parks has worked to clean up and • Respond efficiently to
maintenance requests/problems address deferred requests while maintenance requests/problems
via the City's SeeClickFix trying to respond within 48 hours via the City's SeeClickFix
Reporting system. to new requests. Reporting system.
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PRIORITY: FISCAL SUSTAINABILITY
The City has a responsibility to ensure delivery of services long-term.
2023-2024 Progress Towards Major Goals
Goals 2023-2024 Goals for 2025-2026
• Continue to manage the City's • Successfully negotiated the • Continue to manage the City's
compensation and benefits Teamsters 117 collective compensation and benefits
program,with focus on contract bargaining agreement through program,with focus on contract
negotiations and managing 2025.The City received the Well negotiations and managing
benefits costs,without sacrificing City Award in 2023 resulting in a benefits costs,without sacrificing
overall benefit package quality. 2% reduction in AWC benefit overall benefit package quality.
premiums and is on track to
receive it again in 2024.
• Finance, in coordination with IT • Currently saving all archival • Complete/finalize documentation
and the City Clerk,to continue to required documentation to of all current processes used in
find and implement electronic Laserfiche for all aspects of Financial Operations to prepare for
records management solutions for Financial Operations. up-coming migration to new ERP
Accounts Payable,Accounts software.
Receivable,and Payroll.
• Continue to work with economic • Economic Development • Develop a comprehensive
development partners (BIA, DAC, partnerships continue to benefit framework for promoting dynamic
GRC SBC, Chamber)to provide businesses in making connections partnerships between the city,
opportunities for education and and providing educational business community, educational
support of Auburn businesses. opportunities. In 2023 and 2024 institutions, and business
there were over a dozen classes associations.This framework will
offered to business owners. In outline strategies for collaboration,
2024 these class announcements communication channels,and
will be translated into multiple shared goals.
languages to have a broader
outreach.
• Continue to find ways to reduce IT • Migrated hardware and software • Maintain current cloud services,
capital expenses by utilizing into cloud and rolled into streamline usage,and pursue
sustainable cloud services. operational and operational costs. other opportunities to utilize cloud
IT Capital costs/budget being services in an effort to reduce
reimagined in 2025 to better align capital expenditures.
with industry.
• Implement modernization of • Developed and deployed workflows • Continue to implement
budgeting processes and for process automation,data modernization of budgeting
analytical methodologies. extraction and analysis using processes and analytical
modern scripting languages and methodologies.
platform-independent tools.
• Partner with City partners and the • Ongoing discussions regarding • Assist the City to evaluate
Community for a Municipal Court going back to a Municipal Court. whether the judicial services to the
study to determine whether our City are most economically
court system is meeting provided by the current arrangment
community needs. with the King County District
Court, or through an altemate
agreement, and whether the
arrangement with the King County
District Court can be improved to
better meet the City's Community
Safety goal.
•
45 Page 271 of 714
2025-2026 Preliminary Budget Section II: Process/Policies
PRIORITY: COMMUNITY WELLNESS
Auburn residents are entitled to a secure, healthy and humane quality of life.
2023-2024 Progress Towards Major Goals
Goals 2023-2024 Goals for 2025-2026
• Continue the expansion of the • Complete. Both organizations are • Advocate for affordable housing in
South King Housing and stood up,functioning and serving South King County through
Homelessness Partners (SKHHP) their mission for affordable housing legislation and investment.
and the South Sound Housing initiatives in South King and
Affordability Partners (SSHA3P). Pierce County.
• Work with other City departments • The City has begun discussions • Coordinate solid waste related
and possibly neighboring with neighboring jurisdictions to outreach campaigns with
jurisdictions to create an outreach determine what types of outreach neighboring jurisdictions to reach
campaign to reduce illegal campaigns we can collaborate on. more people.
dumping/litter.
• Continuing to provide outreach to • Increased the number of people • Implement Data-Driven Strategies:
people experiencing housed through the King County Leverage data from the King
homelessness in Auburn wherever Housing Management Information County Housing Management
they are located. System, expedited outreach to Information System and other
new encampments by adding an tools to identify trends, allocate
Housing people from the shelter to outreach worker, and ensured a resources more effectively, and
make space for people outside to seamless response to chemical track progress in real-time.
come inside, and providing access dependency treatment with the
to housing for people experiencing support of the temporary Peer
homelessness. Support Specialist.
• With new housing repair program • Completed 62 projects in 2023 • Modify housing repair model to
model, increase number of clients (consistent with 2022 despite support option to fund larger
served through the CDBG-funded rising costs). On track to valuation projects due to
program. potentially complete more projects increasing construction costs.
in 2024.
• Identify 2 park locations to • Parks has eliminated pesticide • 'Implement where feasible, an
institute a"pesticide free park"; use on turf areas within parks. Integrated Pest Management
and establish an Integrated Pest Horticulture team has been Program to support reduced
Management Program to support employing weed prevention paper pesticide use within parks.
the new"pesticide free parks." to control weeds in annual beds.
Overall pesticide use has been
decreased.
• Continue to work with community • Worked with various community • Partner with community groups to
partners on cultural programming partners and the Muckleshoot increase cultural opportunities
for arts and events. Tribe on cultural programs for arts through arts and events
and events.
46 Page272of714
2025-2026 Preliminary Budget Section II: Process/Policies
PRIORITY: INFRASTRUCTURE
The City will maintain a robust, sustainable and available infrastructure.
2023-2024 Progress Towards Major Goals
Goals 2023-2024 Goals for 2025-2026
• Increase accessibility and • Continued CDBG funded • Increase accessibility and
walkability of Auburn by pedestrian accessibility projects walkability of Auburn by
supporting ADA sidewalk such as 5th Street Sidewalk supporting ADA sidewalk
improvements with CDBG funds. Improvements project. improvements with CDBG funds.
• Plan and implement preservation • Incorporated 0.1% sales tax • Re-evaluate pavement condition of
projects using the funding revenues generated from the roadways and evaluate forecast
allocated by the City Council. Transportation Benefit District into conditions and projected funding
the Transportation Improvement needs. Identify potential funding
Program (TIP)and City budget. gap needs and propose potential
Designed and constructed several measures to address them.
street preservation projects. Continue to implement
preservation projects. Continue to
apply for, and secure grant
funding.
• Complete hydrogeologic • Coal Creek Springs Flow Meters • Continue investigation of Coal
assessment and investigation of project was initiated to measure Creek Springs in developing a plan
Coal Creek Springs and develop a flows coming from the 3 individual to utilize full water right. Data from
plan to utilize the full water right. collectors at the springs. the flow meters being installed at
Hydrogeologic assessment and Coal Creek Springs will be used in
investigation in progress. the investigation phase of the
hydrogeologic assessment.
• Continue to integrate more • Purchased an all electric Ford • Purchase electric street sweeper
Electric Vehicles into the Cities Lightning and obtained a grant and install additional charging
fleet, in conjunction with additional from Dept of Ecology for an infrastructure which is slated as
Electric Vehicle charging electric street sweeper. Worked part of the ER shop addition.
infrastructure. While also with local agencies on purchasing Begin using R99 renewable diesel
adopting Renewable fuels such as renewable diesel at a competitive fuel.
Renewable Diesel and Renewable price.
Unleaded.
• Increase footprint to free public • Wi-Fi added Access Auburn to • Ensure current free public Wi-Fi
Wi-Fi. spray park at Les Gove, multi- areas are operating well, and
purpose building, maintenance identify other areas around the city
shop at the golf course, Plaza where free public Wi-Fi could be
park, Postmark for the Arts expanded.
building.
• Airport infrastructure upgrades • Completed retrofit of existing open • Infrastructure upgrades include,
include, retrofitting existing open hangars and replaced hangar retrofitting existing open hangars,
hangars, increasing perimeter doors. The airport performs addressing aging infrastructure.
fence to improve security and pavement and facility maintenance Pavement maintenance continues
addressing aging infrastructure. annually to address aging to be a high priority.
Pavement maintenance continues infrastructure. Runway rehab
to be a high priority. project in 2024 significantly
upgraded the airport. The taxiway
lighting was replaced with LED's.
All exterior and interior hangar
lights were replaced with LED
fixtures.
47 Page 273 of 714
2025-2026 Preliminary Budget Section II: Process/Policies
2025-2026 Budget Strategy
The 2025-2026 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.
48 Page274of714
2025-2026 Preliminary Budget Section II: Process/Policies
Capital Budget
The Capital Improvement Fund is used to accumulate funds to finance large projects that could not
otherwise be done in one year from General Fund revenues. Projects include major improvements,
acquisition of new municipal facilities, and downtown revitalization. The fund's expenditure budget is about
$8.2 million in 2025 and $13.3 million in 2026, leaving a projected ending fund balance in 2026 of $1.5
million for future projects identified in the Capital Facilities Plan. This biennial budget includes the creation
of a separate fund to house Real Estate Excise Tax (REET) revenues, which were previously received in
the Capital Improvement Fund. Moving forward, this will be received into the Real Estate Excise Tax Fund
and transferred to the Capital Improvement Fund on an as-needed basis. The expected ending balance of
the Real Estate Excise Tax Fund in 2026 is $5.7 million.
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 2023 actual and 2024 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.
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 online.
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.
49 Page 275 of 714
CITY
JBUI-�N
WASHINGTON
2025-2026 Preliminary 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 2025-2026 are summarized under Section VII, Capital Budget in this document, the entire
Capital Facilities Plan (CFP) is outlined, in detail, in a separate document.
51 Page 277 of 714
2025-2026 Preliminary Budget Section III: Financial Plan
Analysis of 2025-2026 Revenues by Source for All Funds
The graph below presents the total revenues that are anticipated to be available to support City
programs during 2025 and 2026. The table shows the revenue by source of funds from 2023-2026.
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.
.
2025-2026 Budgeted Revenues
$160 ■2025 Budget
$140 ■2026 Budget
$120
$100
N
c
$80
$60
$40
$20 — I
I
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Total All Funds 2023 2024 2024 2025 2026
Revenues Actual Adj. Budget Estimate Budget Budget
Taxes $ 90,371,600 $ 79,731,165 $ 86,123,241 $ 86,546,870 $ 87,788,490
Licenses and Permits 2,850,318 2,568,898 2,838,749 2,949,600 3,011,300
Intergovernmental 10,203,797 37,812,168 36,758,253 12,424,171 8,676,112
Charges for Services 117,619,932 122,657,549 123,460,305 134,472,068 142,459,296
Fines and Penalties 2,739,619 1,196,819 3,085,309 2,689,506 4,986,797
Other Sources 9,891,856 5,118,302 6,191,656 1,380,000 1,380,000
Miscellaneous 20,977,402 20,255,728 26,052,242 19,409,780 23,755,585
Transfers In 15,199,292 68,817,169 65,962,583 13,701,965 8,881,373
Total Revenues&Other
Financing Sources 269,853,817 338,157,798 350,472,338 273,573,960 280,938,953
Beginning Fund Balance 196,132,359 233,007,213 233,025,073 159,056,171 141,526,173
TOTAL AVAILABLE RESOURCES $ 465,986,175 $ 571,165,011 $ 583,497,411 $ 432,630,131 $ 422,465,126
52 Page 278 of 714
2025-2026 Preliminary Budget Section III: Financial Plan
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.
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 31.6% of total expected revenue in 2025 and
31.2% in 2026. Almost all tax revenues are received in the General Fund to support the ongoing
operations of the City. Property and sales and use taxes account for 59% of all tax revenues
collected by the City. In 2025, property and sales and use taxes make up $51.2 million of the
budgeted $78.5 and $51.6 million of the budgeted $79.5 million. However, these main revenue
sources are subject to constraints in which taxes are collected resulting in less than favorable
growth opportunities.
Furthermore, the City implemented a business and occupancy tax program which became effective
in 2022. With the first biennium of the B&O program complete, the estimated revenue for 2024 is
$9.9 million. During 2025-2026, the budgeted B&O revenue into the General Fund is $10.0 million
in 2025 and $10.1 million in 2026.
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 2025-2026 budget
assumes slight increases in revenue compared to prior year totals. 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 4.5% of revenue in 2025 and
3.1% in 2026. Revenues within this category are primarily used to fund General Fund operations,
as well as funding 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 2025 is $12.4 million and $8.7 million in 2026.
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 $575,000 in 2024, the amount of
streamlined sales tax mitigation revenues reduces by nearly 20% annually as the program is
coming to a close. 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 49.3% and
50.7% of total revenues in 2025 and 2026, 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.
53 Page 279 of 714
2025-2026 Preliminary Budget Section III: Financial Plan
Fines and Penalties
This revenue source is projected to be relatively stable. It includes false alarm, traffic, photo
enforcement, and parking fines. During the 2023 year, the City implemented a new photo
enforcement program in the General Fund. The program is expected to generate $2.1 million of the
budgeted $2.3 million in 2025 and $4.4 million of the budgeted $5.0 million in 2026 of additional
revenue from 2023 totals within this revenue source.
Other Sources
This revenue source includes revenues from developers for capital system development in the
Water, Sewer, and Storm Utility Funds, insurance recoveries and revenue from the sale of capital
assets. Budgeted revenues in this revenue category totals $1.4 million in both 2025 and 2026. Of
this revenue, $1.3 million in both years is anticipated revenue from capital system development
charges.
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 $19.4 million budgeted in 2025,
$7.2 million is revenue generated for the anticipated Facility Master Plan Phases 2, 3, and 4.
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 2025 are budgeted to be
$13.7 million, which includes $8.9 million in transfers to the General Transportation Fund for various
street projects, $1.6 million in transfers to the Debt Service funds for budgeted payments
throughout the year, $2.2 million in transfers for various capital projects in the Capital
Improvements, Local Revitalization and Municipal Park Construction Funds.
Transfers are budgeted at $8.9 million in 2026. This budget includes $5.3 million in transfers to the
General Transportation Fund for various projects, $1.3 million for debt service payments, $940,000
for projects in the Capital Improvements Fund and $480,000 to the Municipal Park Construction
Fund.
Further, there is a $736,000 budgeted transfer from the Cumulative Reserve Fund into the
Equipment Rental Fund in both 2025 and 2026 for purchases of additional police vehicles, which is
part of the Police patrol fleet expansion that was adopted in the 2023-2024 biennial budget.
54 Page 280of714
2025-2026 Preliminary Budget Section III: Financial Plan
Analysis of 2025-2026 Budgeted Expenditures for All Funds
The following graph presents the 2025 and 2026 budgeted expenditures of the City by major
category.
2025-2026 Budgeted Expenditures
■2025 Budget
■2026 Budget
$120
o $100
3
$80
$60
$40
$20
I
$ ,■ •.•.
Salan es&Wages Benefits Supplies Services& Intergov Capital Outlay Debt Service Interfund
Charges Payments for
Services
♦ J
Total All Funds 2023 2024 2024 2025 2026
Expenditures Actual Adj. Budget Estimate Budget Budget
Salaries&Wages $ 51,110,179 $ 53,179,707 $ 53,781,921 $ 57,155,945 $ 59,728,619
Benefits 20,479,401 25,197,795 24,520,381 25,211,183 27,010,927
Supplies 5,059,319 5,329,280 5,318,050 5,932,732 5,995,816
Services&Charges 92,302,198 112,663,757 111,619,518 105,054,640 111,187,984
Intergov 16,541,252 64,570,303 59,935,056 13,701,965 8,881,373
Capital Outlay 18,950,949 139,675,184 140,217,294 43,336,313 35,692,017
Debt Service 6,374,465 7,536,415 6,086,720 9,634,144 9,363,544
Interfund Payments for Services 22,446,259 22,962,300 22,962,300 31,077,036 31,905,823
Designated Fund Balance 20,517,871 7,820,304 12,072,301 12,927,376 11,666,863
Undesignated Fund Balance 212,204,281 132,229,966 146,983,870 128,598,797 121,032,160
TOTAL FUNDS EXPENDITURES $ 465,986,175 $ 571,165,011 $ 583,497,411 $ 432,630,131 $ 422,465,126
Salaries and Benefits
Salaries and benefits are budgeted at approximately$82.4 million in 2025 and $86.7 million in 2026
and are in accordance with current Police labor agreements set to expire in 2024 and teamsters
expire in 2025. The 2025 budget includes an increase of 10 FTEs within the police department due
to city growth and current operational needs. There are no additions to the FTE count in 2026.
There are significant changes in medical benefits in 2025 and 2026 with increases of 15% 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 decrease from 2024 rates to 9.03% for both
2025 and 2026. 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.
55 Page 281 of 714
2025-2026 Preliminary Budget Section III: Financial Plan
Supplies
Citywide supplies are budgeted at $5.9 million in 2025 and $6.0 million in 2026 and accounts for
2.0% 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
$106.3 million in 2025 and $112.4 million in 2026 and account for 36.4% and 38.6% of the citywide
biennial budget, respectively. 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 2025 total $43.3 million, or 14.8% of the citywide budget and total
$35.7 million, or 12.3% of the citywide budget in 2026. 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 2025 and 2026 include the
Facilities Master Plan Phases 2, 3, and 4, C Street SW Preservation, and Sanitary Sewer repair
and replacement 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 $13.7 million in 2025 and $8.9 million in 2026.
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 departments. 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, and Finance departments.
56 Page282of714
2025-2026 Preliminary 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.
2023 2024 2024 2025 2026
General Fund Revenue By Funding Source Actual Adj. Budget Estimate Budget Budget
Beginning Fund Balances:
Designated/Reserved $ 498,025 $ 54,325 $ 54,325 $ 593,625 $ 593,625
Undesignated 25,190,882 45,665,221 45,665,221 38,316,467 32,564,905
Total Fund Balances $ 25,688,907 $ 45,719,546 $ 45,719,546 $ 38,910,092 $ 33,158,530
Taxes:
Property Tax $ 24,202,184 $ 24,486,386 $ 24,481,405 $ 25,002,800 $ 25,115,300
Sales&Use Tax 26,708,818 23,585,287 26,438,406 26,239,930 26,505,200
Business&Utility Taxes 27,776,619 21,094,484 24,682,945 25,444,240 26,106,790
Other Taxes 1,915,890 1,795,508 1,723,100 1,765,200 1,808,800
Licenses&Permits 2,850,318 2,568,898 2,838,749 2,949,600 3,011,300
Intergovernmental 6,418,203 6,561,349 6,666,600 6,614,122 6,467,252
Charges for Services 10,221,562 11,010,142 9,795,580 10,601,032 10,844,488
Fines& Penalties 2,578,194 1,071,819 2,921,809 2,522,706 4,816,697
Transfers In 6,432,311 14,203,054 4,952,100 126,000 126,000
Other Sources 259,217 25,000 - 25,000 25,000
Miscellaneous 4,056,404 1,702,948 2,310,296 2,105,680 2,124,080
Total General Fund(incl BFB) $139,108,628 $153,824,421 $152,530,536 $142,306,402 $140,109,437
General Fund Tax Revenue
Current estimates indicate that the City will receive approximately $77.3 million in tax revenue
during 2024. Total revenues from taxes are anticipated to increase to an estimated $78.5 million in
2025 and $79.5 million in 2026. 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 ending in 2026, resulting in a net loss of General Fund revenue in
the amount of approximately $0.7 million annually until the funds are depleted. 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 General Transportation Fund to
remain unchanged). This policy change is expected to increase budgeted General Fund utility tax
revenue by approximately $200,000 in 2025 and $217,000 in 2026. In addition, effective in 2022,
the City has implemented a business and occupation tax program where businesses are taxed
based on either the value of gross receipts or square footage of occupied warehousing space and
is subject to certain constraints. B&O taxes are anticipated to generate approximately $10.0 million
annually in 2025 and $10.1 million in 2026. 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.
57 Page 283 of 714
2025-2026 Preliminary Budget Section III: Financial Plan
ti
General Fund Tax Revenue
$30
$25
$20
C
2 $15
$10
$5
n . a
5-
2023 Actual 2024 Adjusted 2024 Estimate 2025 Budget 2026 Budget
Budget
• Property Tax f Sales&Use Tax S Business&Utility Taxes t• Other Taxes
f
Property Taxes
Property taxes dropped to the second largest single source of General Fund revenue for the City,
constituting approximately 24.2% of total General Fund revenues budgeted in 2025 and 23.5% in
2026. In past 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 2024. 2025 and
2026 property tax revenue estimates are $25.0 million and $25.1 million respectfully.
58 Page284of714
2025-2026 Preliminary Budget Section III: Financial Plan
Sales and Use Taxes
Sales and Use taxes became the largest single source of General Fund revenues for the City. The
sales tax rate in the City of Auburn is 10.1% 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. With current economic conditions and an anticipated mild recession, the 2024 Sales
and Use tax revenues are assumed to decrease by 1.0% from 2023 revenues. Sales and Use tax
revenues are estimated at $26.2 million in 2025 and $26.5 million in 2026.
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 $10.0 million in 2025 and $10.1 million in 2026. The
planned decrease in these revenues from 2023 totals of$12.0 million is due to reduced penalty and
interest B&O charges as businesses are found through discovery.
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 11.5% on the four major City utilities: Water, Sewer,
Storm Drainage, and Solid Waste, of which 1.0% is dedicated to fund general transportation. As
part of the financial plan (see General Fund Six-Year Forecast on page 75), the 2025-2026
Preliminary Budget assumes that interfund utility taxes will remain at the rates set in January 2023.
Other City utility taxes include a 6.0% tax assessed on telephone, cable utility, electric and natural
gas providers, of which 2.5% of this tax is also dedicated to fund general transportation.
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 1.7% of General Fund revenues in both 2025
and 2026. These revenues are budgeted at $1.8 million in 2025 and $1.8 million in 2026 and
compare to a forecast of $1.7 million in 2024. 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%.
59 Page 285 of 714
2025-2026 Preliminary Budget Section III: Financial Plan
Other General Fund Revenue
r �
General Fund Revenue
$16
$14
$12
$10
o $8
Ar\ilimn"--"111... 1
$6 1 Y ,,
$4
$2
$-
2023 Actual 2024 Adjusted 2024 Estimate 2025 Budget 2026 Budget
Budget
Licenses&Permits Intergovernmental Charge s for Services fit—Transfers In
1
Intergovernmental
Various State-shared tax revenues, including streamlined sales tax (ending in 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
2025 totals $6.6 million, or 6.4% of the General Fund revenue, and the budgeted revenue in 2026
totals $6.5 million, or 6.0% of the General Fund revenue. The assumption for the next biennium is
that this revenue source will remain steady from prior years. 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. The 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, 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 $5.0 million in 2025 and $5.2 million in
2026.
60 Page 286 of 714
2025-2026 Preliminary 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 $1.9 million in 2025 and $2.0 million in 2026.
Overall, charges for services constitute approximately 10.3% of total General Fund revenue in 2025
and 10.1% of General Fund revenue in 2026.
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 2.9% of budgeted General Fund
revenues in 2025 and 2.8% 2026. 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 2025 and 2026 building permit
revenues will regress back to the mean 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 2025 and 2026 are budgeted at
$950,200 and $974,000 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$585,100 annually in 2025 and $588,000 in 2026.
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 total $126,000 in both 2025 and 2026. Both years include a $52,000 transfer from
the Cumulative Reserve Fund for the patrol fleet expansion, which was adopted in the 2023-2024
biennium. Additionally, there is a $74,000 transfer from the Storm Fund for median maintenance.
.-
General Fund Revenue
t5.0
$4.0
'••••••07
O
$20 [ 1
2023 Actual 2024 Adjusted 2024 Estimate 2025 Budget 2026 Budget
Budget
Fines&Penalties -Other Sources -Miscellaneous
61 Page 287 of 714
2025-2026 Preliminary 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 decline from 2023 actuals as the interest and investment revenues are expected to
decline during the 2025-2026 biennial budget cycle. This is due to a combination of factors
including the maturity of investment accounts, reduction in interest rates, and the reduced General
Fund balance. The majority of revenues in this category are derived from activities that involve
gatherings in confined areas - therefore due to ease of restrictions enacted on physical gathering
due to COVID-19, these revenues should continue to rise from pre-pandemic levels.
Fines and Penalties
Fines and penalties consist mainly of traffic fines, parking infractions, B&O penalties, and criminal
fines. In 2023, the City implemented a new photo enforcement program that generates a large
portion of additional revenue from prior budget cycles. Fines and penalty revenues are budgeted at
approximately$2.5 million in 2025 and $4.8 million in 2026.
Other Sources
Other sources within this fund include insurance recoveries and the sale of capital assets which are
unbudgeted.
62 Page 288 of 714
2025-2026 Preliminary Budget Section III: Financial Plan
SPECIAL REVENUE FUNDS
The City has seven 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
2023 2024 2024 2025 2026
Actual Adj. Budget Estimate Budget Budget
Beginning Fund Balances $ 57,367,136 $ 63,260,856 $ 63,260,855 $ 50,660,533 $ 44,730,900
Transfers In 1,404,508 10,560,685 9,901,099 8,921,065 5,310,373
Intergovernmental 1,742,600 17,387,496 17,528,588 4,266,189 1,518,100
Taxes 6,294,562 6,039,500 6,001,902 5,854,700 6,052,400
Charges for Services 2,083,649 2,030,057 1,914,595 1,295,800 1,247,300
Miscellaneous 3,253,696 6,391,300 7,849,498 228,100 239,300
Fines and Penalties 155,692 125,000 163,500 166,800 170,100
Other Sources - 3,000,000 3,000,000 - -
Total Revenue $ 72,301,843 $ 108,794,894 $ 109,620,037 $ 71,393,187 $ 59,268,473
� 1
Special Revenue Funds Revenue
S30
$25
$20
o $15
$10
$5
�+ w�
J-
2023 Actual 2024 Adjusted 2024 Estimate 2025 Budget 2026 Budget
Budget
(Transfers In Intergovernmental illiTaxes fCharge s for 5ervices
� J
Transfers In
This revenue source consists of transfers from funds to the Special Revenue Funds. Budgeted
transfers in 2025 and 2026 totals $9.0 million and $5.3 million respectively. These transfers are all
dedicated to the General Transportation Fund for various street improvement projects, including
$2.2 million in both 2025 and 2026 from the Transportation Benefit District Fund. Additional 2025
transfers in include $5.2 million from Mitigation fee revenues for multiple projects, $705,000 from
the General Fund, $650,000 of REET 2 revenues, and $150,000 from the utility funds for trench
mitigation. Transfers in 2026 also include $2.3 million of Mitigation fees, $705,000 from the General
Fund, and $150,000 from the utility funds.
63 Page 289 of 714
2025-2026 Preliminary 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 2024 and 2026 is primarily due to the anticipated reduction in grant revenues in the street
funds. A total of $4.3 million is budgeted for intergovernmental revenues in 2025, $3.6 million of
which is in Federal grant funding for the Auburn Way South improvement project ($1.5 million), the
R Street roundabout ($1.2 million), and the A Street SE preservation project ($905,000). Of the
$1.5 million of intergovernmental revenues budgeted in 2026, $865,000 is from indirect Federal
grants for the C Street SW preservation project.
Another revenue source in the intergovernmental category within the Special Revenue Funds is the
Motor Vehicle Fuel Tax (MVFT). The City receives approximately $1.7 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 2025-2026 budget projects $643,500 and $646,100, respectively in
revenues to the General Transportation 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 2.5% of utility tax revenue to
the General Transportation Fund. This revenue is budgeted at $3.6 million in 2026 and $3.8 million
in 2026.
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 $145,000 in 2025 and
$147,900 in 2026.
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 2025-2026 are
budgeted conservatively at $1.3 million annually in both 2025 and 2026. This revenue source
includes $950,000 budgeted in 2025 and 2026 for transportation impact fees budgeted.
64 Page 290of714
2025-2026 Preliminary Budget Section III: Financial Plan
r �
Special Revenue Funds Revenue
$7.0
$6.0
$5.0
$4.0
C
o $3.0
$2.0
$1.0 —
$- s I
2023Actual 2024Adjusted 2024Estimate 2025 Budget 2026 Budget
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 $228,100 in 2025 and $239,300 in 2026. The 2024 budget includes the anticipated
one-time settlement contribution of$6.1 million.
Fines and Penalties
Fines and penalties consist of confiscated property within the Drug Forfeiture Fund.
65 Page 291 of 714
2025-2026 Preliminary Budget Section III: Financial Plan
CAPITAL PROJECT FUNDS
The City maintains four capital project funds: the Municipal Parks Construction Fund, the Capital
Improvement Fund, Local Revitalization and the Real Estate Excise Tax Fund. Major non-
proprietary capital acquisitions and construction are budgeted in these funds separately from
operations.
Capital Project Funds
Revenue By Funding Source
2023 2024 2024 2025 2026
Actual Adj. Budget Estimate Budget Budget
Beginning Fund Balances $ 17,776,922 $ 17,744,511 $ 17,744,511 $ 7,710,358 $ 7,468,058
Transfers In 1,044,398 10,133,198 17,522,260 2,250,000 1,420,000
Intergovernmental 852,457 4,840,697 4,840,697 1,280,000 420,000
Taxes 3,223,527 2,480,000 2,545,483 1,990,000 1,950,000
Charges for Services 28,078 209,500 209,500 54,500 54,500
Miscellaneous 1,022,727 4,151,850 4,773,890 7,338,300 11,978,300
Other Sources 248,154 46 - - -
Total Revenue $ 24,196,262 $ 39,559,802 $ 47,636,341 $ 20,623,158 $ 23,290,858
1
Capital Project Funds Revenue
t20
$15
C
$10
3
$5
2023 Actual 2024Adjusted Budget 2024 Estimate 2025 Budget 2026 Budget
Transfers In -Intergovernmental Taxes
1
Transfers In
Transfers in consist of interfund operating transfers from other funds. These operating transfers are
used to fund the capital projects approved by City Council. Budgeted transfers in 2025 and 2026
are $2.2 million and $1.4 million respectively. 2025 transfers into the Capital Improvement Fund
include $100,000 from the General Transportation Fund for the Safety, ADA& Repair Program and
$745,000 of REET 2 funds for various improvement projects. In 2026, the Capital Improvements
Fund is budgeted to receive $100,000 from the General Transportation Fund for the same Safety,
ADA& Repair Program, as well as $840,000 in REET 2 funds for other improvement projects.
The Municipal Parks Construction Fund is budgeted to receive $405,000 and $480,000 in transfers
in in 2025 and 2026, respectively. The fund will receive $30,000 of REET 2 funding for Fairway
Drainage Improvement in both 2025 and 2026. Additional transfers in of$375,000 and $450,000 in
66 Page292of714
2025-2026 Preliminary Budget Section III: Financial Plan
2025 and 2026, respectively, will be received from the Mitigation Fund for various park
improvement projects.
Taxes
In 2025, Real Estate Excise (REET) revenues will be received in the Real Estate Excise Tax Fund.
These were previously received in the Capital Improvements Fund. REET revenues are divided into
quarter percentages. Both the first and second t/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. Revenues from this tax must be used for financing capital projects specified in the City's
Capital Facility Plan.
The tax revenue in the Capital Improvements Fund consist predominately of 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 1/2% on all real property sales transactions
within the City. The City of Auburn levies the allowable amount.
Not shown on the graphic above, the capital project fund tax revenues decreased from $5.3 million
in 2022 to $3.2 million in 2023, $2.9 million of this being REET monies. Due to restructuring within
the Capital Funds, Real Estate Excise Tax (REET) monies are now housed in its own fund and will
transfer out the tax revenue received into the other Capital Funds as budgeted.
Intergovernmental
This revenue source is primarily State, Federal and interlocal grant revenues. In 2025, the Capital
Improvement Projects Fund anticipates the receipt $80,000 in indirect Federal grant funding for the
1st Street NE/NW & Division St Pedestrian Improvements project, while the Municipal Parks
Construction Fund is expected to receive $1.2 million in local grant funding for the Downtown Plaza
and Alleyway Improvements project. The Capital Improvements Fund is expected to receive an
additional $420,000 of indirect Federal grant funding for the 1st Street NE/NW & Division St
Pedestrian Improvements project in 2026.
Capital Project Funds Revenue
$14
$12
$10
o $8
$6
$4
$2
2023 Actual 2024 Adjusted Budget 2024 Estimate 2025 Budget 2026 Budget
Charges for Services Miscellaneous .111 Other Sources
� l
67 Page 293 of 714
2025-2026 Preliminary Budget Section III: Financial Plan
Miscellaneous
Miscellaneous revenue includes bond proceeds interest earnings on fund resources, contributions
or donations from developers or other organizations for community projects, and revenues
generated from leases on cell towers. Most of the revenues budgeted in this category in 2025 and
2026 are related to the implementation of the Facility Master Plan in the Capital Improvements
Fund, which accounts for $7.2 million of anticipated bond revenue in 2025, and $11.8 million in
2026.
Charges for Services
Charges for services are budgeted at$54,500 in both 2025 and 2026. Both years include budget of
$50,000 in anticipated planning and developer fees relating to the citywide ADA & Sidewalk
Improvement projects. In addition, 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. Budgeted amounts for these
fees are $4,500 in both 2025 and 2026.
Other Sources
Other sources within the Capital Project Funds include insurance recoveries.
68 Page294of714
2025-2026 Preliminary 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
2023 2024 2024 2025 2026
Actual Adj. Budget Estimate Budget Budget
Beg.Working Capital $ 75,137,325 $ 84,585,718 $ 84,585,718 $ 44,013,075 $ 36,365,622
Charges for Services 91,877,086 94,376,010 97,780,730 101,745,000 108,490,250
Transfers In 1,551,660 24,920,514 24,920,514 - -
Miscellaneous 5,291,661 1,578,200 3,795,113 1,566,960 1,591,000
Other Sources 8,352,413 2,078,256 3,176,656 1,325,000 1,325,000
Intergovernmental 1,076,303 8,120,946 6,852,132 70,000 70,000
Fines and Penalties 5,733 - - - -
Total Revenue $ 183,292,180 $ 215,659,644 $ 221,110,863 $ 148,720,035 $ 147,841,872
� 1
Enterprise Funds Revenue
$120
•
$100
$80
O
$60
$40
$20
2023 Actual 2024 Adjusted Budget 2024 Estimate 2025 Budget 2026 Budget
Charges for Services Transfers In SMiscellaneous
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 $99.7 million in 2025
and $105.6 million in 2026. Of those revenues, $23.1 million in 2025 and $24.5 million in 2026
represents pass-through charges in the Sewer Metro 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. Solid waste collection is contracted through WM, formerly
known as Waste Management. 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
69 Page 295 of 714
2025-2026 Preliminary Budget Section III: Financial Plan
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, usually to fund capital projects. In
previous years, there were also transfers in from the operating sub-funds into the capital sub-funds.
Beginning in 2025, the capital sub-funds have been combined with their associated operating
funds, resulting in a single fund per utility. As such, there are no budgeted transfers in from
operating sub-funds in 2025 or 2026. Further, no additional transfers in from other funds have been
budgeted in 2025 or 2026.
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 amount for these funding sources are $1.6 million in both 2025 and 2026.
Enterprise Funds Revenue
$9
$S
$7
$6
0 55
3 $4
$3
$2
$1
S- t _
2023 Actual 2024 Adjusted Budget 2024 Estimate 2025 Budget 2026 Budget
Other Sources Intergovernmental Fines and Penalties
I
Other Sources
This revenue source represents resources available from system capital contributions from
developers, loan proceeds, the sale of capital assets, and insurance recoveries. Other contributions
include non-cash developer contributions as they build or improve system assets. System
developer contributions have been significant in the recent past and is budgeted at $1.3 million in
both 2025 and 2026.
Intergovernmental
This revenue primarily represents grant revenue. Intergovernmental revenues are budgeted at
$70,000 in both 2025 and 2026, for various state and county grants expected to be received in the
Solid Waste Fund for recycling and hazardous waste efforts. Grants are not budgeted until they are
awarded.
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.
70 Page 296 of 714
2025-2026 Preliminary 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
2023 2024 2024 2025 2026
Actual Adj. Budget Estimate Budget Budget
Beg. Working Capital $ 15,610,068 $ 16,952,129 $ 16,969,990 $ 12,873,180 $ 14,863,970
Charges for Services 13,328,920 13,680,700 13,683,400 19,412,096 20,459,118
Transfers In 3,138,401 7,371,118 7,038,010 773,600 773,600
Miscellaneous 7,131,847 6,399,600 7,140,825 8,103,340 7,754,805
Other Sources 1,032,073 15,000 15,000 30,000 30,000
Intergovernmental - 750,720 750,720 - -
Total Revenue $ 40,241,309 $ 45,169,267 $ 45,597,945 $ 41,192,216 $ 43,881,493
Internal Service Funds Revenue
$25
$20 •
$15
O L
3 $10
• •
$5
•
2023 Actual 2024Adjusted Budget 2024 Estimate 2025 Budget 2026 Budget
- -Charges for Services --Transfers In Miscellaneous tOtherSources ♦Intergovernmental
Charges for Services
Charges for services are budgeted at $19.4 million in 2025 and $20.5 million in 2026.
Approximately 72% of the revenue source for charges for services come from the interfund charges
for services from the Insurance, Facilities, and Innovation and Technology (IT) Funds. Also 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
Miscellaneous revenues are budgeted at $8.1 million in 2025 and $7.8 million in 2026.
Approximately 84% 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.
71 Page 297 of 714
2025-2026 Preliminary Budget Section III: Financial Plan
Transfers In
This revenue source is for transfers from other funds. Both the 2025 and 2026 budgets include
$773,600 in total transfers in. These transfers include $37,600 in transfers in from the Cumulative
Reserve into the Innovation and Technology Fund, and $736,000 from the Cumulative Reserve
Fund into the Equipment Rental Fund for the purchase of police vehicles as part of the patrol fleet
expansion program that was adopted as part of the 2023-2024 biennial budget.
Other Sources
Other sources within the Internal Service Funds include insurance recoveries and the sale of capital
assets.
72 Page 298 of 714
2025-2026 Preliminary Budget Section III: Financial Plan
FIDUCIARY FUNDS
The City has three fiduciary type funds: the Fire Pension Fund, the South King Housing &
Homelessness Partners (SKHHP) Fund and an Agency Disbursement Fund. Both the SKHHP
Fund and the Agency Disbursement Fund are unbudgeted as they are both custodial funds used
for the collection and disbursement of non-City funds.
Fiduciary Funds
By Funding Source
2023 2024 2024 2025 2026
Actual Adj. Budget Estimate Budget Budget
Beginning Fund Balance $ 1,890,532 $ 1,870,328 $ 1,870,328 $ 1,837,188 $ 1,797,248
Miscellaneous 89,097 15,200 81,600 37,400 38,100
Intergovernmental 114,235 88,400 119,516 130,500 138,400
Total Revenue $ 2,093,863 $ 1,973,928 $ 2,071,444 $ 2,005,088 $ 1,973,748
f ti
Fiduciary Funds
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$140
$120
Ln
a
m $100
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$60
$40
$20
$-
2023 Actual 2024Adjusted Budget 2024 Estimate 2025 Budget 2026 Budget
♦Miscellaneous -Intergovernmental
Miscellaneous
Miscellaneous revenue primarily consists of contributions and donations and investment income on
idle cash. As true with the other funds that were mentioned previously, the assumption is that
investment income will decline from 2023-2024 totals. Total budgeted miscellaneous revenues are
$37,400 in 2025 and $38,100 in 2026.
Intergovernmental
This revenue consists of revenue from fire insurance premium tax. 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
$130,500 for the 2025 budget year and $138,400 in 2026.
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2025-2026 Preliminary 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
2023 2024 2024 2025 2026
Actual Adj. Budget Estimate Budget Budget
Beginning Fund Balance $ 2,201,305 $ 2,390,209 $ 2,390,209 $ 2,542,809 $ 2,632,809
Charges for Services 80,637 47,500 76,500 60,000 60,000
Miscellaneous 108,267 16,630 76,100 30,000 30,000
Total Revenue $ 2,390,209 $ 2,454,339 $ 2,542,809 $ 2,632,809 $ 2,722,809
i
Permanent Fund Revenue
$120
$100
w $80
co
;" $60 t
$40
111
$20 -
$-
2023 Actual 2024 Adjusted 2024 Estimate 2025 Budget 2026 Budget
Budget
Charge s 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.
74 Page 300of714
2025-2026 Preliminary 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 2024 2025 2026 2027 2028 2029 2030
Expenditure Forecast 2024-2030 Estimated Forecast Forecast Forecast Forecast Forecast Forecast
Taxes
Property(1) $ 24,481,405 25,002,800 25,115,300 $ 26,016,615 $ 26,425,867 $ 26,838,605 $ 27,254,848
Sales(2) 26,438,406 26,239,930 26,505,200 26,517,544 26,831,182 27,150,228 27,474,759
Business&Utility(3) 24,682,945 25,444,240 26,106,790 26,669,689 27,269,559 27,893,821 28,542,415
Other 1,723,100 1,765,200 1,808,800 1,957,585 1,991,100 2,025,243 2,060,030
Licenses&Permits 2,838,749 2,949,600 3,011,300 2,924,736 2,974,741 3,026,493 3,080,082
Intergovernmental(4) 6,666,600 6,614,122 6,467,252 5,832,394 5,918,681 6,010,670 6,108,551
Fees&Charges(5) 9,795,580 10,601,032 10,844,488 11,475,767 12,516,441 13,685,669 15,001,184
Fines&Penalties 2,921,809 2,522,706 4,816,697 1,482,000 1,482,000 1,482,000 1,482,000
Other Sources(6) 4,952,100 126,000 126,000 - - - -
Miscellaneous 2,310,296 2,130,680 2,149,080 2,316,186 2,066,186 2,066,186 2,066,186
Total Revenues $106,810,990 $ 103,396,310 $ 106,950,907 $ 105,192,517 $ 107,475,757 $ 110,178,915 $ 113,070,055
Salaries and Benefits(7) $ 56,817,793 $ 60,249,148 $ 63,338,602 $ 64,973,388 $ 67,769,880 $ 70,688,108 $ 73,733,438
Internal Service Charges(8) 13,403,400 15,103,200 15,103,630 15,852,293 17,076,673 18,395,620 19,816,438
Capital and Debt Service 90,900 1,312,500 1,310,000 1,210,000 1,210,000 1,210,000 1,210,000
Transfers Out-Cumulative Reserve - - - - - - -
TransfersOut-Other 7,235,160 1,077,400 705,000 375,000 375,000 375,000 375,000
Supplies 1,861,110 1,994,502 1,939,986 1,763,486 1,851,660 1,944,243 2,041,455
Professional Services 34,212,081 29,411,122 31,626,267 27,329,747 30,157,907 31,694,775 33,309,960
Total Expenditures $113,620,444 $ 109,147,872 $ 114,023,485 $ 111,503,914 $ 118,441,120 $ 124,307,746 $ 130,486,291
Ending Fund Balance $ 38,910,092 $ 33,158,530 $ 26,085,952 $ 19,774,555 $ 8,809,191 $ (5,319,639) $ (22,735,875)
Key 2025-2030 Assumptions:
1) Property Tax increase: 2024-2030 includes a 1.0%statutory increase plus new construction.
2) Retail Sales Tax: 2025 is expected to decline by approximately $200,000 due to a projected mild
recession. The 2025 budget assumes growth of approximately 1.0% with revenues increasing 1.2%
annually thereafter.
3) Business & Occupancy Tax: This tax became effective in 2022, with expected collections of $10.0
million in 2024. It is anticipated that, with the continued maturity of the program, revenue derived from this
tax will increase in the 2025-2026 biennium. Estimated impact: $500,000 annually.
4) Grants: Several grant awards were received in 2024; these awards will not generally be budgeted in the
2025-2026 biennium until the corresponding grants are awarded. Estimated impact: a reduction of$113K
in 2025 and 2026 annually.
5) Administrative Support Charges: During the 2023-2024 biennium, the City 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: $300K annually for the 2025-2026 budget cycle.
6) Federal Funding: 2024 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: 2024 includes a $9.3 million transfer in from the Cumulative Reserve
Fund to the General Fund for cash flow purposes. Current projections indicate that this transfer may not
be necessary. Whereas the 2025-2026 budget cycle does not include any transfers between the General
and Cumulative Reserve Fund.
7) Salary and Benefit Inflation: Police labor agreements expire in 2024, and teamsters expire in 2025.
Budget is based on estimates; 2027-2030 includes a 4.0%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: $1.7 million in 2025 and remains
fixed in 2026.
75 Page 301 of 714
2025-2026 Preliminary Budget Section III: Financial Plan
General Fund Forecast 2024-2030
t �
$140
$120
$100 111ftlri
$80
2 $60
a_
N $40
$20
$0
-$20
-$40
2024 2025 2026 2027 2028 2029 2030
Estimate Forecast Forecast Forecast Forecast Forecast Forecast
■Total Revenues ■Total Expenditures ❑Revised Ending Balance
♦ i
Revenues are forecasted on the basis of future economic, demographic, and policy assumptions
with little dependence on past trends. Expenditures are forecasted based on past trends modified
by present and expected future conditions. Key assumptions and conclusions from this forecast are
included below.
As discussed in Section 1, the General Fund is the City's largest fund and is used to account for the
majority of general City resources and services. Approximately 75% of General Fund revenues are
derived from taxes including property taxes, sales taxes, utility taxes, and other taxes such as the
annexation sales tax credit and gaming and admissions taxes. These taxes are sensitive to
changes in general economic conditions as well as legislative changes that dictate how these
revenues are determined and collected. This sensitivity is important because—should growth occur
slower than anticipated—the adverse effect on fund balance may be greater than predicted.
Forecasted revenues assume property tax assessed valuations will increase by 6.0% from $17.5
billion in 2024 to $18.9 billion in 2025 and by 5.8% to $20.1 billion in 2026. 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 1.0% in early 2025 due to a mild
recession triggered by inflation and geopolitical events. This is expected to begin a slight recovery
of 1.0% in 2026. 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 2027-2030 forecast assumes a continued
strengthening in the local economy, which is anticipated to increase the pace of annual sales tax
growth of approximately 1.5% 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,
76 Page 302 of 714
2025-2026 Preliminary Budget Section III: Financial Plan
which are expected to increase by 15.0% annually in 2025 and 2026; dental costs are expected to
increase by 5.0% annually over the same period.
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 2030 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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2025-2026 Preliminary 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
2.5% 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, 2023:
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 $ 268,047,607 $ 178,698,405 $ 446,746,012 $ 446,746,012 $ 1,340,238,036
Outstanding Indebtedness5 (34,509,925) - - - (34,509,925)
Margin Available $ 233,537,682 $ 178,698,405 $ 446,746,012 $ 446,746,012 $ 1,305,728,111
Source:City of Auburn 2023 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 2023 is $16,080,000.
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 2023 is $728,476.
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%
2 General Obligation Bonds-2020A Refunding 2010B&2020B Refunding 2010D
3 2006 non-taxable and taxable General Obligation Bonds
4 2005 refunding General Obligation Bonds
5 This amount includes the balance as of 12/31/2023 for General Obligation Bonds($16,808,476),SCORE debt service
($15,193,659)and Street-related Public Works Trust Fund Loans($2,507,791),adjusted for rounding.
78 Page 304 of 714
2025-2026 Preliminary Budget Section III: Financial Plan
of the debt service over a 20-year period, ending in 2038. The City of Auburn's scheduled balance
as of the end of 2023 is $15,193,659.
The City currently maintains a rating of AA+ with Standard & Poor's for its general obligation debt.
Revenue Bonds
As of the end of 2023, the City has approximately $25,540,000 of principal outstanding in utility
revenue bonds that were issued in 2013 and 2020. 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 2023 was 4.65 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 2023 is $6,080,000.
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 2023 is $19,460,000.
The City currently maintains a rating of AA with Standard & Poor's for its revenue bond debt.
Public Works Trust Fund and 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 2023 is $2,345,940.
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 2023 is $137,538.
In 2020, the City was awarded a Drinking Water Loan to fund Lead Service Line Replacement. This
loan is also drawn as expenses are incurred, with the original awarded amount of$3,030,000. The
scheduled balance of this loan as of the end of 2023 is $2,313,270.
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 2023 is $2,507,791.
Local Improvement District (LID) Bonds
The City's remaining Local Improvement District, LID #350, was retired in 2019.
52010 CIP Revenue Bonds
79 Page 305of714
2025-2026 Preliminary Budget Section III: Financial Plan
The following debt payment schedule is for all outstanding debt as of December 31, 2023:
General Loans
Obligation Bonds(1) Revenue Bonds (PNTF&DWSRF) Total
Year Principal Interest Principal Interest Principal Interest Principal Interest
2024 1,890,575 1,353,809 2,125,000 1,160,400 864,601 57,307 4,880,176 2,571,516
2025 1,969,116 1,278,685 2,225,000 1,059,900 756,757 51,482 4,950,873 2,390,067
2026 1,674,644 1,192,532 2,325,000 954,650 756,757 46,186 4,756,401 2,193,368
2027 1,754,825 1,108,800 2,435,000 844,600 530,494 40,911 4,720,319 1,994,311
2028 1,850,006 1,021,060 2,550,000 729,300 530,494 37,215 4,930,500 1,787,575
2029 1,933,681 928,560 2,660,000 608,550 450,111 33,519 5,043,792 1,570,629
2030 2,020,850 841,326 2,785,000 482,550 450,111 30,225 5,255,961 1,354,101
2031 2,113,019 740,282 1,395,000 350,550 450,111 26,931 3,958,130 1,117,763
2032 2,218,682 645,682 1,460,000 288,350 450,111 23,637 4,128,793 957,669
2033 2,295,610 556,934 705,000 223,200 261,572 20,343 3,262,182 800,477
2034 2,384,285 465,110 735,000 195,000 261,572 17,521 3,380,857 677,631
2035 2,089,707 369,738 765,000 165,600 261,572 14,698 3,116,279 550,036
2036 2,173,623 286,150 795,000 135,000 261,572 11,875 3,230,195 433,025
2037 2,257,539 199,206 825,000 103,200 261,572 9,053 3,344,111 311,459
2038 2,330,973 121,780 860,000 70,200 261,572 6,230 3,452,545 198,210
2039 1,045,000 41,800 895,000 35,800 261,572 3,364 2,201,572 80,964
2040 116,993 585 116,993 585
2041 116,993 292 116,993 292
2042 - -
2043 - -
Totals 32,002,135 11,151,454 25,540,000 7,406,850 7,304,541 431,377 64,846,676 18,989,681
(1)Includes Due to Other Governments
Source:City of Auburn 2023 ACFR(Note 7)and Debt Service Schedules
In 2024, the City entered into a new agreement for an $825,000 loan to fund the Airport T-Hangar.
Payments for this loan are set to begin in 2025 and are included in the 2025-2026 budget for the
Airport Fund. The repayment schedule for this loan is below:
Airport
CARB T-Hangar Loan Total
Year Principal Interest Payment Balance
2024 825,000
2025 77,161 14,461 91,622 747,839
2026 76,665 14,957 91,622 671,174
2027 78,198 13,423 91,622 592,976
2028 79,762 11,860 91,622 513,214
2029 81,358 10,264 91,622 431,856
2030 82,985 8,637 91,622 348,871
2031 84,644 6,977 91,622 264,227
2032 86,337 5,285 91,622 177,889
2033 88,064 3,558 91,622 89,825
2034 89,825 1,797 91,622 -
Total 825,000 91,219 916,219 -
Source City of Auburn Debt Service Schedules
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2025-2026 Preliminary Budget Section III: Financial Plan
General Fund Fiscal Capacity
The City uses a range of strategies to maintain its fiscal security. 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 usually
amounts to between 25% 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 several 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 Cumulative Reserve also guarantees that funding will be available to cover one year of
general governmental debt service. Finally, the fund also maintains a balance to provide for the
cost of catastrophic events.
The City also maintains an insurance fund to augment regular insurance coverage and to provide
for independence and/or stability,
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.
81 Page 307of714
2025-2026 Preliminary 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 2023 through 2026.
Fund Balance 2023-2026
Cemetery
General Special Revenue Debt Service Capital Project Fire Relief and Endowment
Fund Funds Funds Funds Pension Fund Care Fund
Actual:
2023 $ 45,719,546 $ 63,260,855 $ 483,916 $ 17,744,511 $ 1,870,328 $ 2,390,209
Estimated Actual:
2024 38,910,092 50,660,533 508,936 7,710,358 1,837,188 2,542,809
Budget:
2025 33,158,530 44,730,900 509,036 7,468,058 1,797,248 2,632,809
2026 26,085,952 43,714,614 509,136 7,786,158 1,765,908 2,722,809
i
Fund Balance
City of Auburn: 2023-2026
$60 -
$50 -
$40 -
430
c
0
'g520 -
$10 -
$0
General Special Debt Capital Fire Relief Cemetery
Fund Revenue Service Funds and Pension Endowment
Funds Funds Fund Fund
2023 ■ 2024 • 2025 2026
Actual Estimated Budget Budget
The General Fund's ending balance decreases significantly from the 2023 actual amount to 2026
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 2025 at 30.0% and 2026 at 23.3%, well
above the minimum reserve of 8%. However, a substantial portion of this balance is due to a one-
time savings brought about by cost mitigation from federal American Rescue Plan Act funding.
Hence, the General Fund reserve balance is projected to decline throughout the biennium.
82 Page 308of714
2025-2026 Preliminary Budget Section III: Financial Plan
Moreover, the Cumulative Reserve fund balance is also projected to decline due to planned
expenditures on multi-year projects approved in prior years.
The sum of special revenue fund balances is projected to decrease between 2023 and 2026 due to
high levels of planned transportation project construction activity, as well as the previously-
mentioned Cumulative Reserve Fund spenddown. The capital projects fund balance is projected to
decrease between 2023 and 2026, reflecting construction activity and transfers of Real Estate
Excise Taxes (REET) for projects in other funds, including $500,000 for the Neighborhood Traffic
Safety program, $400,000 for the M Street NE Widening project and $1.4 million for debt service
payments.
No significant changes in fund balance are expected for the City's debt service, Fire Relief and
Pension, or 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
occur over the course of the 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 2023 and 2026,
reflecting the completion of significant construction projects. Both the 2025 and 2026 budgets
assume a 7.5% water rate increase effective the first of the year based on analysis performed by
the City's rate consultants in 2024. Rates have already been adopted through 2025; a new rate
study will be conducted in 2025 to adopt rates for 2026-2028 to mitigate the increasing costs of
service and infrastructure construction and maintenance.
The Sewer Utility working capital balance is projected to decrease over the 2023-2026 timeframe
due to increasing operations costs as well as the planned completion of significant construction
projects. The 2025-2026 budget incorporates conservative revenue forecasting based on analysis by
the City's rate consultants; as previously mentioned, a new rate study will be conducted in 2025 to
determine rates necessary 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 2023 and 2026
due again to increasing costs of service and infrastructure construction and maintenance. The 2025-
2026 budget contains a conservative annual rate increase, although an increase of 6.75% has
already been adopted for 2025 and another 3.0% increase is currently anticipated in 2026 (subject to
change pending the results of the rate study)to fund future capital infrastructure needs and reduce
the City's reliance on debt funding.
83 Page 309of714
2025-2026 Preliminary Budget Section III: Financial Plan
Working Capital
Enterprise Funds
Working Capital 2016-2026
Sewer Storm Solid
Water Sewer Metro Drainage Waste Airport Cemetery
Actual:
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
2022 18,093,900 22,859,669 4,237,930 23,358,869 2,701,771 2,221,477 1,663,710
2023 23,185,321 26,819,693 4,882,326 24,579,072 1,196,491 2,156,501 1,766,315
Estimated Actual:
2024 5,361,267 18,781,324 4,561,626 10,197,667 1,883,449 1,692,950 1,534,792
Budget:
2025 3,381,662 14,725,640 4,600,626 8,802,355 2,349,471 1,409,851 1,096,017
2026 2,294,991 13,805,412 4,643,626 7,530,481 3,175,941 949,226 694,576
I
Enterprise Fund Working Capital Balance
City of Auburn: 2023-2026
$30 -
$25 -
$20 -
N
o$15
2
$10 -
$5 - 6 II$0
liii .. .. ..
Water Sewer Sewer Storm Solid Airport Cemetery
Fund Fund Metro Drainage Waste Fund Fund
Fund Fund Fund
2023 • 2024 • 2025 2026
Actual Estimate Budget Budget
/
84 Page 310 of 714
2025-2026 Preliminary 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. The City initiated a planned spend-
down of existing fund balance over the last few years to smooth rate increases for residents. Fund
balance is projected to return to target levels by the end of the 2025-2026 biennium based on
Council-adopted scheduled rate increases through 2026. The expenses and corresponding rate
strategy in this fund is based on the City's contract negotiations with external solid waste haulers.
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 2026 at about $949,000. The Airport currently anticipates approximately $801,000
in capital project expenditures over the biennium, including open T-hangar upgrades and an
automated weather observation system (AWOS), but has not yet secured offsetting grant funding. If
this situation changes, the fund could end with a higher balance.
Revenues received by the cemetery have been increasing consistently over time, eliminating the
previously required 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 nearly flat in 2025 and 2026. This strategy has helped
contain cemetery costs as it became self-sufficient. If revenues continue to outperform conservative
expectations, then more assertive increases will be considered throughout the biennium and
beyond.
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 has experienced
a decrease due to the number and cost of unscheduled and emergency services provided to
departments. To mitigate this, the 2025-26 budget implements an annual capital funding mechanism
to provide Facilities' staff with funding necessary to maintain an appropriate reserve balance.
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 remain stable between 2023 and 2026,
with annual fluctuations 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.
85 Page 311 of 714
2025-2026 Preliminary Budget Section III: Financial Plan
Working Capital
Internal Service Funds
Working Capital 2016-2026
Innovation & Workers'
Insurance Facilities Technology Equipment Rental Compensation
Actual:
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
2022 1,488,966 323,167 3,345,736 7,538,684 2,913,515
2023 1,429,696 207,804 3,312,054 8,614,606 3,387,969
Estimated Actual:
2024 1,378,996 398,481 2,535,458 5,061,776 3,498,469
Budget:
2025 1,215,996 398,740 2,731,569 6,854,096 3,663,569
2026 1,053,496 383,781 2,940,289 8,814,158 3,828,469
Internal Service Working Capital Balance
City of Auburn: 2023-2026
$10
$9 -
$8
$7 -
$6 -
$5 -
c $4 -
0
R $3
$2
$0 II __
111 illi
1
Insurance Facilities Innovation& Equipment Workers'
Fund Fund Technology Rental Compensation
Fund Fund Fund
2023 ■ 2024 • 2025 2026
Actual Estimate Budget Budget
86 Page 312 of 714
2025-2026 Preliminary 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 and Emergency Management in the General Fund as well as 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 2025-2026 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 2023 and 2024, progress made towards
achieving those goals, and the goals that the department has set for 2025 and 2026.
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.
87 Page 313 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
The overall organization of the City of Auburn is summarized in the following table:
Citizens of Auburn
Boards and Commissions
Auburn Arts Commission
Auburn Municipal Airport Advisory Board(AAB)
Auburn Tourism Board
Business Improvement Area(BIA)Committee of Ratepayers City
Cemetery Board
Civil Service Commission Human Services Committee Council
Junior City Council
Lodging Tax Advisory Committee(LTAC)
Parks and Recreation Board
Planning Commission
Police Advisory Board
Transportation Advisory Board I Mayor
Urban Tree Board Nancy Backus
White River Valley Historical Society Board
r•
Administration Department
General Government Administration Community Development Department
Emergency Management Planning
Facilities Fund Building
Multimedia Fund(includes Public Affairs) Development Engineering
Code Enforcement
Human Resources Department Economic Development
Business Licensing
Human Resources Permitting
Compensation and Employee Relations Hotel/Motel Fund
Municipal Court
Risk Management
Workers'Compensation Fund Public Works Department
Engineering/Transportation
Finance Department Streets Department
Street Funds
Financial Planning Water Utility Fund
Accounting Sewer Utility Fund
Payroll
Sewer Metro Fund
Utility Billing/Customer Service
Storm Drainage Utility Fund
Cumulative Reserve Fund
_ Airport Fund
Mitigation Fees Fund
Equipment Rental Fund
Debt Service Funds _
Capital Improvements Fund
Local Revitalization Fund Police Department
Real Estate Excise Tax(REET)Fund Policing Services
Solid Waste Utility Fund Cnmes/Investigations
Insurance Fund Community Programs
Fire Pension Fund Police Records
Cemetery Endowment Fund Evidence
Animal Control
City Attorney's Office South Correctional Entity(SCORE)
Drug Forfeiture Fund
Legal Administration
City Clerk
Civil Prosecution Parks,Arts&Recreation Department
Property Management Services Recreation Programs
Arts and Culture(includes theatre and museums)
Senior Programs
Human Services Senior Center Resource Hub
Special Events
Public Health/Public Services
Homelessness Outreach Facility Rentals
Parks Maintenance
Golf Course
Recreational Trails Fund
Office of Equity Municipal Parks Construction Fund
Diversity,Equity&Inclusion(DEI)Training Cemetery Fund
Community Services
Innovation&Technology
Infrastructure&Secunty
Desktop Services
Network Services
88 Page 314 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Total All Funds 2023 2024 2024 2025 2026
Expenditures Actual Adj. Budget Estimate Budget Budget
Salaries&Wages $ 51,110,179 $ 53,179,707 $ 53,781,921 $ 57,155,945 $ 59,728,619
Benefits 20,479,401 25,197,795 24,520,381 25,211,183 27,010,927
Supplies 5,059,319 5,329,280 5,318,050 5,932,732 5,995,816
Services&Charges 92,302,198 112,663,757 111,619,518 105,054,640 111,187,984
Intergov 16,541,252 64,570,303 59,935,056 13,701,965 8,881,373
Capital Outlay 18,950,949 139,675,184 140,217,294 43,336,313 35,692,017
Debt Service 6,374,465 7,536,415 6,086,720 9,634,144 9,363,544
Interfund Payments for Services 22,446,259 22,962,300 22,962,300 31,077,036 31,905,823
Designated Fund Balance 20,517,871 7,820,304 12,072,301 12,927,376 11,666,863
Undesignated Fund Balance 212,204,281 132,229,966 146,983,870 128,598,797 121,032,160
TOTAL FUNDS EXPENDITURES $ 465,986,175 $ 571,165,011 $ 583,497,411 $ 432,630,131 $ 422,465,126
`2025 Total Baseline Expenditures
Interfund Payments for
Services
10.7% Salaries&Wages
196%
Debt Service
3.3%
Capital Outlay
149%
Benefits
8 7%
Intergov rrill Supplies
20%
47%
Seances&
Charges
36 1%
a
2026 Total Baseline Expenditures
Interfund
Payments for.
Services \
11% Salaries&Wages
I 21%
Debt Service,
3%
Capital Outlay
12%
Benefits
9_......441
Intergov Supplies
3% 2%
Services&
Charges
39%
a i
89 Page 315 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Total General Fund 2023 2024 2024 2025 2026
Expenditures Actual Adj. Budget Est Actual Budget Budget
Salaries &Wages $ 36,793,214 $ 39,158,526 $ 39,158,526 $ 42,392,640 $ 44,188,583
Benefits 14,630,450 17,659,267 17,659,267 17,856,508 19,150,019
Supplies 1,782,199 1,861,110 1,861,110 1,994,502 1,939,986
Services &Charges 25,427,770 34,212,081 34,212,081 25,849,015 27,525,565
Intergov 951,550 7,235,160 7,235,160 1,077,400 705,000
Capital Outlay 15,301 90,900 90,900 112,500 110,000
Debt Service 735,111 - - 1,200,000 1,200,000
Interfund Payments for Services 13,053,487 13,403,400 13,403,400 18,665,307 19,204,332
Designated Fund Balance 593,625 54,325 593,625 593,625 593,625
Undesignated Fund Balance 45,125,921 40,149,652 38,316,467 32,564,905 25,492,327
TOTAL FUNDS EXPENDITURES $ 139,108,628 $ 153,824,421 $ 152,530,536 $ 142,306,402 $ 140,109,437
2025 General Fund Expenditures
Interfund Payments for Services
171%
Debt Service Salaries&Wages
1.1% 38.8%
Capital Outlay
01%
Intergov
10%
Services&Charges
23 7%
Supplies Benefits
1 8% 16 4%
2026 General Fund Expenditures
Interfund Payments for Services
168%
Salaries 8%Wa& ges
38
Debt Service
11%
Capital Outlay
0.1
Intergov
06%
1
Services&Charges
24.1
Benefits
Supplies 16 8%
• 17%
90 Page 316 of 714
ICitizens
Mayor
Nancy Backus City Council
Executive Assistant 490 F.T.E. -2025
490 F.T.E. -2026
I
Council Administrative
Assistant
Director of Human Services
4 F.T.E.
Director of Administration Director of Community Development
20 F.T.E. 28 F.T.E.
Director of Human Resources and
Risk Management Director of Public Works
10 F.T.E. 148 F.T.E.
Finance Director Police Chief
28 F.T.E. 150 F.T.E.
City Attorney Parks,Arts and Recreation Director
21 F.T.E. 58 F.T.E.
Chief Equity Officer Director of Innovation and Technology
3 F.T.E. 17 F.T.E.
F.T.E. =Full Time Equivalent
91 Page 317 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
MAYOR AND CITY COUNCIL
Mission
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 eleven Department Directors report directly
to the Mayor and work together to provide programs, services and quality of life throughout the Auburn
community:
Nancy Backus
Mayor
Dana Hinman Daryl Faber
Director of Administration Director, Parks, Arts & Recreation
Jason Whalen Mark Caillier
City Attorney Chief of Police
Jason Krum Ingrid Gaub
Director of Community Development Director of Public Works
Jamie Thomas Kent Hay
Director of Finance Director of Human Services
Candis Martinson Brenda Goodson-Moore
Director, Human Resources & Risk Management Chief Equity Officer
David Travis
Director, Innovation &Technology
92 Page 318 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Accomplishments and Objectives
2023-2024 Progress Towards Major Goals Strategic
Goals 2023-2024 Goals for 2025-2026 Goal
• Continue working in partnership • Creation of full time department to • Continue working in partnership Community Safety
with our regional organizations to address homelessness in Auburn. with our regional organizations to
reduce homelessness in Auburn Hired three full time homeless reduce homelessness in Auburn Community Wellness
and participate in the regional response staff and merged and participate in the regional
solutions to significantly reduce department with Human Services solutions to significantly reduce
homelessness. for full scale local services homelessness.This goal will
transition to the Human Services
Department
• Implement Community Based • Creation of Office Equity to further • Implement Community Based Community Wellness
Advisory Group:The City will this effort.Community-based Advisory Group:The City will
strengthen partnerships and efforts will be carried into next strengthen partnerships and
collaborate with community budget cycle as staff continues to collaborate with community
members and organizations to build out internal Race,Equity, members and organizations to
advance and scale racial equity Diversity and Inclusion(REDI) advance and scale racial equity
efforts across the community by workplans. efforts across the community by
identifying organizations and identifying organizations and
community members interested in community members interested in
working in partnership to address working in partnership to address
bafflers to racial equity in the bafflers to racial equity in the
organization and the Auburn organization and the Auburn
community. community.This goal will
transition to the Office of Equity.
• Equity-focused learning senes, • Employee training and learning • Continue to refine trainings Community Wellness
programs,workshops and programs have been implemented Implement the REDI work plans in
resources available in various for current staff members as well each department and Fiscal Sustainability
formats(online/in-person)for all as new onboarding modules for all operationalize citywide equitable
employees on an ongoing basis. new employees to include a tour service delivery to the residents of Community Safety
Emphasis on maintaining COA- of the White River Valley Museum Auburn and maintain a REDI
wide normalizing of racial equity to understand the racial history of workplace culture.This goal will Infrastructure
meaning,principles and action Auburn and online training transition to the Office of Equity.
tools. modules to ensure all employees
understand the principles and
action tools used in their work at
the City of Auburn
• Continue the expansion of the • Complete.Both organizations are • Advocate for affordable housing in Community Wellness
South King Housing and stood up,functioning and serving South King County through
Homelessness Partners(SKHHP) their mission for affordable housing legislation and investment. Community Safety
and the South Sound Housing initiatives in South King and
Affordability Partners(SSHA3P). Pierce County Infrastructure
• Continue national,state and • City Council is actively reviewing • Retool national,state and regional Community Wellness
regional collaborations and national,state and regional committee memberships to
memberships that will allow collaborations and memberships ensure that Aubum's voice is Fiscal Sustainability
Auburn's voice to be heard on that will allow Auburn's voice to be strategically positioned to bnng
topics of significance for a healthy heard on topics of significance for the most value back to our city. Community Safety
and diverse community. a healthy and diverse community
Infrastructure
• Resume in person activities, • Complete.All pandemic • N/A
collaborate with other youth restrictions have been lifted.
councils to expand the work within
the community,grow membership
to ensure all schools are
represented on the AJCC
• Build support and relationships • This ongoing effort has seen • Expand to include all local, Community Wellness
with King County to promote easy marked improvement. regional,state and federal
access for community's needed relationships that will promote Fiscal Sustainability
resources easy access for community's
needed resources. Community Safety
Infrastructure
93 Page 319 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Department Budget
2023 2024 2024 2025 2026
001.11 Council & Mayor Actual Adjusted Estimate Budget Budget
Budget
Expenditures
Salaries &Wages $ 514,924 $ 520,181 $ 520,181 $ 793,913 $ 810,399
Personnel Benefits 171,451 187,594 187,594 259,769 279,032
Supplies 8,527 17,500 17,500 11,100 11,100
Services &Charges 235,575 277,550 277,550 418,650 293,650
Capital Outlay - - - - -
Interfund Payments For Service 444,091 456,900 456,900 468,407 484,014
DEPARTMENT TOTAL $ 1,374,567 $ 1,459,725 $ 1,459,725 $ 1,951,839 $ 1,878,195
Department Employees
001 Mayor FTEs* 2022 2023 2024 2025 2026
Mayor- Elected 1.00 1.00 1.00 1.00 1.00
Mayor FTEs 5.00 6.00 2.00 2.00 2.00
TOTAL MAYOR FTEs 6.00 7.00 3.00 3.00 3.00
`Does not include 7 elected Council Members.
Full Time Equivalent(FTE)Changes:
+1.0 FTE-Per the 2023-2024 budget,this includes 1.0 FTE added in 2023 to the Mayor Department as a DEI Comm unity Engagement
Coordinator focusing on internal relationship management,data tracking and analysis,assist in the development of ongoing
informational and training programming.
-1.0 FTE-The Diversity,Equityand Inclusion Program Manager position was reclassed to Chief Equity Officer in 2022
This position moved to the Office of Equity department in 2024.
-1.0 FTE-The Outreach Program Coordinator position was reclassed to Anti-Homeless Outreach Program Coordinator in 2023
and moved to the Human Services Department in 2024.
-1.0 FTE-The Anti-Homelessness Program Administrator position was reclassed to the Director of Anti-Homelessness position
in 2023 and moved to the Human Services department in 2024.
-1.0 FTE-The DEI Community Engagement Coordinator position was reclassed to DEI Analyst in 2023.In 2024,this position was
reclassed to Equity,Engagement and Outreach Supervisor,and moved to the Office of Equity.
94 Page 320of714
Director of
Administration
Dana Hinman
20 F.T.E.
Administrative
Assistant
•
I I
Emergency Communications Facilities
Manager Manager Manager
I I I
Emergency Multimedia
Management Video Electrician
Coordinator Specialist
I I
Multimedia Building
Design Technician Maintenance
Technician (3)
I I
Multimedia Lead
Assistant Custodian
I I
Webmaster 1 Custodian (5)
F.T.E. = Full Time Equivalent
95 Page 321 of 714
2025-2026 Preliminary 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
initiatives; government relations; and execution of contracts for: legislative services; Healthy
Auburn initiative; and grant management for the Auburn Consolidated Resource Center.
96 Page 322 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Emergency Management Division
2023-2024 Goals Progress Towards Major Goals Strategic
2023-2024 Goals for 2025-2026 Goal
• Deliver targeted and general • Provided multiple disaster • Continue to provide disaster Community Safety
preparedness presentations to preparedness presentations to preparedness education to the
Auburn community members, vanous community venues,to community Participate in internal
businesses,private cam facilities, include but not limited to,HOA's, and external events where EM can
and other community groups Assisted Living Organizations, table public education materials and
annually. King County Library,City Summer provide subject matter expertise to
Events and VRFA Scout Night. event-goers
• Offer at least 2 Community • Delivered 2 CERT classes to • Offer two CERT classes annually to Community Wellness
Emergency Response Team Aubum residents in 2023. Auburn community members.
(CERT)classes to Auburn Graduated 30 students total into
community members annually. our grad pool.Looking to provide 1
CERT Class in 2024(fall).
• Develop and maintain a cache of • Currently(6/5/2024)in the process • Develop and maintain a cache of Community Safety
emergency response supplies, of outfitting all employees with emergency response supplies,
including general resources and updated Disaster Backpacks; including general resources and
capability-specific supplies. Also in the process of replacing capability-specific supplies.
expired Food/Water cache.This Replenish expired matenals.
will be completed using the Potentially collaborate with VRFA to
current EMPG cycle funds. identify location to store disaster
response supplies and provide
synergy between the two
organizations.
• Provide annual section-specific • Discussed annual training plan. • Provide annual section-specific Community Safety
training for staff members training for staff members identified
identified to work in the EOC, to work in the EOC,including an
including an EOC exercise. EOC exercise.
• Develop and maintain emergency • Upgraded the 800mhz system to • Develop and maintain emergency Community Safety
communication methods and the new PSERN system for the communication methods and
resources,including radio Annex building Next step is to resources,including radio Infrastructure
equipment,incident-specific pm- update current base/control equipment,incident-specific pre-
scripted messages,and other stations at different City facilities. scripted messages,and other
communication methods as Continued to meet with AAECT communication methods as
identified and appropriate. throughout the year to train on identified and appropriate.
vanous emergency radio functions
• Maintain readiness of the EOC to • Reviewed and finalized the Duty- • Maintain readiness of the EOC to be Community Safety
be activated in response to Officer program manual.Continued activated in response to incidents,
incidents,including identified to monitor the EOC equipment including identified equipment,plans,
equipment,plans,and a Duty- (computers,crestron system, and a Duty-Officer program.
Officer program. phones,etc.)throughout the year
97 Page 323 of 714
2025-2026 Preliminary 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. Presentations were suspended in
2020 and 2021 due to COVID-19, but resumed in 2022 and have been steading increasing since.
Number of Students Attending Disaster Presentations
300
250
200
200
100 75
50 50
2021 2022 2023 2024 2025 2026
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 50
40 30 30
20
2021 2022 2023 2024 Est 2025 2026
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
1,000
1,000
750
500
500 300 300
2021 2022 2023 2024 Est 2025 2026
Goal Goal
98 Page 324 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Department Budget
2023 2024 2024 2025 2026
001.12 Administration Actual Adjusted Estimate Budget Budget
Budget
Expenditures
Salaries &Wages $ 499,852 $ 490,315 $ 490,315 $ 305,339 $ 314,462
Personnel Benefits 152,740 162,165 162,165 104,737 109,803
Supplies 39,280 21,000 21,000 19,000 19,000
Services &Charges 364,850 408,000 408,000 354,400 354,400
Interfund Payments For Service 236,292 243,800 243,800 256,812 268,545
DEPARTMENT TOTAL $ 1,293,015 $ 1,325,280 $ 1,325,280 $ 1,040,288 $ 1,066,210
Department Employees
Administration FTEs 2022 2023 2024 2025 2026
Administration Department 5.00 5.00 5.00 5.00 5.00
Multimedia 3.75 4.00 4.00 4.00 4.00
Facilities 11.00 11.00 11.00 11.00 11.00
TOTAL ADMINISTRATION FTEs 19.75 20.00 20.00 20.00 20.00
Full Time Equivalent(FTE)Changes:
+.25 FTE-Per 2023 BA#2,the Multimedia Assistant position was reclassed to a full 1.0 FTE.
99 Page325of714
2025-2026 Preliminary 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.
Accomplishments and Objectives
2023-2024 Goals Progress Towards Major Goals Strategic Goals
2023-2024 Goals for 2025-2026
• Screen and recoat wood floor at the • Complete • Justice Center Roof Replacement Community Safety
Senior Center.
• Screen and recoat wood floor at the • Complete • Justice Center fire panel replacement Community Safety
Activity Center.
• Continue energy conservation efforts. • On going • Continue energy conservation efforts Community Safety
Replacement of T-8 bulbs with LEDs. Replacement of T-8 bulbs with LEDs
• Efficiently and effectively complete all • On going • Efficiently and effectively complete all project Fiscal Sustainability
project management activities to result management activities to result in the
in the successful construction,while successful construction,while completing
completing them on time and within them on time and within budget.
• Decrease HVAC/electrical work orders • Not reached • Decrease HVAC/electrical work orders by Community Safety
by 10%. 10%
Fiscal Sustainability
• Replace T-8 bulbs with LED's citywide • Duplicate • AVHS roof replacement Community Safety
Fiscal Sustainability
• Replace HVAC equipment at City Hall. • Rebuild boilers • Continue HVAC component replacement Community Safety
complete
• Upgrade Golf Course parking lot lighten • Complete • R Street roof replacement Community Safety
Fiscal Sustainability
• Replace flooring(Police)and door • Complete • Senior Center carpet replacement Community Safety
hardware at the Justice Center.
• M&O HVAC equipment replacement. • Equipment Rental 2 • City Hall elevator modernization(interior) Community Safety
units replaced
100 Page326of714
2025-2026 Preliminary Budget Section IV: Operating Budget
Performance Measures
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
1,048 1,066
993 993 993
1,000 871
800
600
400
200
0
2021 2022 2023 2024 2025 2026
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
400
300 279
257 245 249 249 249
::: IIII ]
0
2021 2022 2023 2024 2025 2026
Est Goal Goal
101 Page327of714
2025-2026 Preliminary Budget Section IV: Operating Budget
2025-2026 Working Capital Budget
2024
505 Facilities 2023 Adjusted 2024 2025 2026
Actual Budget Estimate Budget Budget
REVENUES
Property Management Services $ 4,145,412 $ 4,237,500 $ 4,237,500 $ 4,768,500 $ 4,879,300
Rents&Leases 52,762 37,500 50,000 38,000 38,500
Interest Earnings 29,415 6,000 12,750 10,000 10,000
Operating Transfers In 255,257 483,105 150,000 - -
Miscellaneous Revenue 25,145 - 171,775 5,000 5,000
I TOTAL OPERATING REVENUES $ 4,507,991 $ 4,764,105 $ 4,622,025 $ 4,821,500 $ 4,932,800
EXPENDITURES
Salaries&Wages $ 794,241 $ 853,482 $ 795,149 $ 922,480 $ 984,002
Benefits 448,018 490,563 411,745 493,152 528,197
Supplies 126,697 140,200 120,000 140,200 140,200
Services&Charges 2,132,524 2,174,754 1,974,754 1,923,649 1,925,831
Operating Transfers Out 553,375 614,725 550,000 553,800 551,700
Interfund Payments for Service 568,500 579,700 579,700 787,960 817,829
I TOTAL OPERATING EXPENDITURES $ 4,623,354 $ 4,853,424 $ 4,431,348 $ 4,821,241 $ 4,947,759
REVENUES LESS EXPENDITURES $ (115,363) $ (89,319) $ 190,677 $ 259 $ (14,959)
BEGINNING WORKING CAPITAL-January 1 323,167 207,804 207,804 398,481 398,740
ENDING WORKING CAPITAL-December 31 207,804 118,485 398,481 398,740 383,781
I NET CHANGE IN WORKING CAPITAL(*) $ (115,363) $ (89,319) $ 190,677 $ 259 $ (14,959)
(*) Working Capital=Current Assets minus Current Liabilities
Department Employees
505 Facilities FTEs 2022 2023 2024 2025 2026
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
*These FTEs are included in the Administration Department's FTE totals.
102 Page328of714
2025-2026 Preliminary 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.
Accomplishments and Objectives
2023-2024 Goals Progress Towards Major Goals Strategic Goals
2023-2024 Goals for 2025-2026
• Revamp the"I Am Auburn"story • Under the direction of • Replace aging and dying Infrastructure
gathenng process.Collaborate with our Communications Manager and equipment in Council Chambers
DEI team and build on partnerships with full staffing of division,we have for city council meetings in order
other groups to expand our reach and revamped the Auburn Magazine to achieve live titling and a more
ensure we are accurately representing all to haw more storytelling streamlined process for putting
segments of the community.Build out initiatives,in addition to creating council meetings on web and TV.
these stories on a page of the website for the City of Auburn Blog and
the public to view Create social media havrng a more regular podcast.
and advertising campaigns to support the
promotion of this series.
• Create a style guide that includes • Style guide is compete.Next • Make That's So Auburn!and Fiscal Sustainability
direction on color,messaging,logo-use, step to obtain appropnate Aubum on Main podcasts fully
and content style to help create a more approvals. video and audio expenences,
cohesive brand across the city. with the ability to put them on TV.
• Add social media engagement tool to • We haw implemented citywide • Revamp City social media Community Wellness
better service our city across all our social media engagement on accounts with a unified message,
different departments.Create a multiple different platforms, collaboration and scheduling
communications plan that outlines our leaning into digital tools as a across all departments and
messaging strategy for different events resource first. platforms,with more specific and
and campaigns. strategic messaging.
• Create a communications plan with race • We continue to work with the • Create more strategic video Community Wellness
and equity at the forefront.Explore where Office of Equity on priorities and content citywide for YouTube and
minority and undersened members of our haw partnered with all social media platforms like
community are getting information and departments on a citywide Instagram and TikTok that better
how we can be there.Add translation Language Access Program tells the story of City of Auburn
requirements to all our pnnt and digital (LAP)and building our inventory services and happenings
content. of inclusive outreach and
education for our residents.
103 Page 329 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Performance Measures
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
1,583
1,500 1,402
1,100 1,200
995
1,000 769
500
2021 2022 2023 2024 2025 2026
Est Goal Goal
2025-2026 Working Capital Budget
2024
518.00.518.780 Multimedia 2023 Adjusted 2024 2025 2026
Actual Budget Estimate Budget Budget
OPERATING REVENUES
Interfund Multimedia Charges $ 1,344,359 $ 1,396,700 $ 1,396,700 $ 1,395,400 $ 1,434,000
Advertising Sales - - - - -
Investment Income 17,650 2,800 16,100 17,400 20,000
I TOTAL OPERATING REVENUES $ 1,362,009 $ 1,399,500 $ 1,412,800 $ 1,412,800 $ 1,454,000
OPERATING EXPENDITURES
Salaries&Wages $ 392,586 $ 424,677 $ 477,704 $ 440,172 $ 455,841
Benefits 176,324 222,045 202,053 191,673 207,157
Supplies 35,606 36,150 36,150 36,150 36,150
Services&Charges 527,143 487,500 487,500 429,200 429,200
Operating Transfer Out - - - - -
Interfund Payments for Service 230,808 236,800 236,800 303,074 315,155
I TOTAL OPERATING EXPENDITURES $ 1,362,467 $ 1,407,172 $ 1,440,207 $ 1,400,269 $ 1,443,503
REVENUES LESS EXPENDITURES I $ (458) $ (7,672) $ (27,407) $ 12,531 $ 10,497
BEGINNING WORKING CAPITAL-January 1 259,749 241,430 259,291 231,884 244,415
ENDING WORKING CAPITAL-December 31 259,291 233,758 231,884 244,415 254,912
I NET CHANGE IN WORKING CAPITAL(*) $ (458) $ (7,672) $ (27,407) $ 12,531 $ 10,497
(*) Working Capital=Current Assets minus Current Liabilities
104 Page 330of714
2025-2026 Preliminary Budget Section IV: Operating Budget
Department Employees
518 Multimedia FTEs 2022 2023 2024 2025 2026
Multimedia FTEs* 3.75 4.00 4.00 4.00 4.00
TOTAL IT FTEs 3.75 4.00 4.00 4.00 4.00
*These FTEs are included in the Administration Departments FTE totals.
Full Time Equivalent(FTE)Changes:
+.25 FTE-Per 2023 BA#2,the Multimedia Assistant position was reclassed to a full 1.0 FTE.
105 Page 331 of 714
CITY
JBUI-�N
WASHINGTON
Director of Human Resources and
Risk Management
Candis Martinson
10 F.T.E.
I I
Court Coordinator Assistant Director of Human Resources
Human Resources Assistant
I I
Human Resources Human Resources
Analysts (3) Manager
I
Human Resources
Coordinator(2)
F.T.E. = Full Time Equivalent
107 Page 333 of 714
2025-2026 Preliminary 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. We empower our
workforce and safeguard our community by fostering a culture of excellence, equity, and safety.
Through strategic HR practices and proactive risk management strategies, we attract, develop, and
retain top talent while mitigating risks and promoting a safe, inclusive, and supportive work
environment. Committed to integrity, innovation,and collaboration,we strive to enhance organizational
effectiveness, promote diversity and inclusion, and uphold the highest standards of service delivery to
serve the needs of our employees and residents with dedication and professionalism.
Department Overview
The Human Resources and Risk Management (HR/RM) Department responsibilities include
recruitment, onboarding, training and development, position classification and compensation, benefits
management, labor agreement negotiation and administration, and monitoring of compliance with
applicable state and federal laws and regulations through developing and administering personnel
policies. The department also acts as the liaison between the King County District Court and City
administration, assisting in the management of the Court by negotiating and monitoring the Public
Defense contract, working with conflict attorneys, and overseeing the community services work crew.
The department oversees risk management efforts to include the City's self-insured workers'
compensation program and liability/property insurance programs. Working in conjunction with all
departments, the HR/RM team is dedicated to fostering a positive work environment supporting
employee safety and diversity initiatives, like Inclusive Auburn.
108 Page 334 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Accomplishments and Objectives
2023-2024 Progress Towards Major Goals Strategic
Goals 2023-2024 Goals for 2025-2026 Goal
• Continue to manage the City's • Successfully negotiated the Teamsters 117 collective • Continue to manage the City's Fiscal Sustainability
compensation and benefits bargaining agreement through 2025.The City received compensation and benefits
program,with focus on contract the Well City Award in 2023 resulting in a 2% program,with focus on contract
negotiations and managing reduction in AWC benefit premiums and is on track to negotiations and managing
benefits costs,without sacrificing receive it again in 2024. benefits costs,without sacrificing
overall benefit package quality overall benefit package quality
• Work with City stakeholders to • The municipal court study was completed in 2023 by • Continue providing public defense Community Safety
complete a municipal court study the National Center for State Courts Court Consulting seances and support for
Continue to partner with King Services.Screened 764 people for public defense Community Court and community Community Wellness
County District Court on services,and reported 402 25 community services services work crew
management of core court work crew hours in 2023 In 2024,the HR department
contract and maintenance of has re-engaged a Court Coordinator position to support
Community Court.Continue the relationship with King County Distnct Court,
providing public defense services. prosecution,public defense,expansion of the
Community Court,and the transfer of the community
services work crew oversight from M&O back to HR.
• Continue to expand the City's • In 2023,City staff completed 85 trainings through • Continue to support employee Fiscal Sustainability
training and development program WCIA's free training offenngs The HR team worked onboarding and development by
through enhancement and with BestCPRUSA and offered 13 First Aid/CPR utilizing development plans and Community Wellness
customization of online and in- courses in 2023 at a discounted rate,and estimate established training tracks to keep
person training courses for staff completing 5 in 2024 Defensive driving training was employees engaged and Community Safety
and supervisors by utilizing completed in person by all CDL holders in 2023 and motivated.Continue expanding the
development plans and training online for employees with access to City vehicles in City's training and development
tracks. 23/24.The City engaged in contracts with Nash program.
Consulting to deliver a 48-hour training program for all
people leaders across the organization in Fall 2023,
with a second cohort in Spnng 2024 The Positive
Workplace Culture and Behavior Styles sessions were
launched for all full time employees in Spnng 2024 An
extemal trainer came onsite in 2023 to complete
workplace harassment awareness training for union
groups,and unaffiliated staff completed this training
online.
• Continue to invest in diversity and • The civil service hinng process moved online in 2023 to • Continue to invest in diversity and Fiscal Sustainability
inclusion best practices,specific expedite the delivery of conditional offers and receipt of inclusion best practices,specific
to HR with a focus on hinng/civil necessary paperwork to mow through the background to HR with a focus on developing Community Wellness
service processes related to process The department implemented a suitability the"Next Step,Auburn"internship
recruitment,selection,onboarding assessment for all police officer candidates to program and other trainee-style
and retention. determine levels of risk before moving too far into the employment programs,creating
process.The recruitment team attended virtual and in- pipelines for future full-time
person job fairs with a mix of attendees,including employment.
hosting our own hinng events.In 2023,the
Maintenance Worker I exam process for entry level
positions in Parks and Public Works was streamlined
into a structured process resulting in full staffing levels
The"Next Step,Auburn"formal internship program
was created in 2023 with five positions sponsored by
HR,plus others funded by individual departments.Two
of the interns from 2023 were hired into full time
positions as of the beginning of 2024,and two interns
returned in year two
109 Page335of714
2025-2026 Preliminary 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, the increased
number of properties and vehicles we insure and their values, and overall cost of insurance.
Insurance Assessment
$8,000,000 $7,555,563
$7,000,000
$6,000,000 $5,638,480
$5,000,000 $4 207 821
$4,000,000
$3,163,320
$3,000,000
$2,094,597
$2,000,000 $1,722,026
$1,000,000
$-
2021 2022 2023 2024 2025 2026
Est Goal Goal
Department Budget
2023 2024 2024 2025 2026
001.13 Human Resources Adjusted
Actual Budget Estimate Budget Budget
Expenditures
Salaries &Wages $ 1,105,846 $ 1,115,986 $ 1,115,986 $ 1,295,884 $ 1,336,679
Personnel Benefits 382,867 421,787 421,787 484,163 522,734
Supplies 4,801 9,300 9,300 9,300 9,300
Services &Charges 3,072,758 3,650,110 3,650,110 3,906,710 4,691,560
Capital Outlay - - - - -
Interfund Payments For Service 372,600 383,200 383,200 500,369 518,780
DEPARTMENT TOTAL $ 4,938,871 $ 5,580,383 $ 5,580,383 $ 6,196,426 $ 7,079,053
110 Page336of714
2025-2026 Preliminary Budget Section IV: Operating Budget
Department Employees
001 Human Resources FTEs 2022 2023 2024 2025 2026
Human Resources FTEs 8.00 9.00 10.00 10.00 10.00
TOTAL HUMAN RESOURCES FTEs 8.00 9.00 10.00 10.00 10.00
Full Time Equivalent(FTE)Changes:
+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.
+1.0 FTE-Per the position reclass in June 2024,the Maintenance Worker position was reclassed to the Court Coordinator position
and reports to the Human Resources department.
111 Page337of714
2025-2026 Preliminary 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 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.
2025-2026 Working Capital Budget
2024
503 Workers'Compensation 2023 Adjusted 2024 2025 2026
Actual Budget Estimate Budget Budget
REVENUES
L&I Contributions-EE $ 61,300 $ 47,500 $ 55,000 $ 48,500 $ 48,500
L&I Contributions-ER 1,096,777 1,060,800 1,100,000 1,082,000 1,082,000
Insurance Recoveries 39,869 15,000 15,000 30,000 30,000
Interest Earnings 203,630 21,600 800 64,800 64,800
Miscellaneous Revenue - - - - -
I TOTAL OPERATING REVENUES $ 1,401,576 $ 1,144,900 $ 1,170,800 $ 1,225,300 $ 1,225,300
EXPENDITURES
Salaries&Wages $ - $ - $ - $ - $ -
Benefits 256,083 250,000 250,000 250,000 250,000
Supplies - - - - -
Services&Charges 659,843 798,800 798,800 798,800 798,800
Interfund Payments for Service 11,196 11,500 11,500 11,400 11,600
I TOTAL OPERATING EXPENDITURES $ 927,122 $ 1,060,300 $ 1,060,300 $ 1,060,200 $ 1,060,400
REVENUES LESS EXPENDITURES $ 474,454 $ 84,600 $ 110,500 $ 165,100 $ 164,900
BEGINNING WORKING CAPITAL-January 1 2,913,515 3,387,969 3,387,969 3,498,469 3,663,569
ENDING WORKING CAPITAL-December 31 3,387,969 3,472,569 3,498,469 3,663,569 3,828,469
I NET CHANGE IN WORKING CAPITAL(*) $ 474,454 $ 84,600 $ 110,500 $ 165,100 $ 164,900
(*) Working Capital=Current Assets minus Current Liabilities
112 Page338of714
Finance Director
Jamie Thomas
28 F.T.E.
Tax&Licensing i Administrative
Manager Assistant
I
I I
Field&
Desk Auditor Compliance
Auditor
I I I I
Accounting and
Utility Billing Financial Financial Financial
Services Manager Reporting Operations Planning
Manager Manager Manager
I I I I I I
Utility Billing Utility Billing and Senior Senior Accounting Financial
Services AMI Supervisor Accountant Specialist Analyst(3)
Supervisor
I I I I
I I I I I I
Utility Billing Utility Billing Senior Utility Accounting
Solid Waste Account Accountant Payroll Specialist
Account Billing Account Specialist A/P
Specialist Representative Specialist Specialist (2) and A/R(2) (2)
(3)
F.T.E.=Full Time Equivalent
113 Page339of714
2025-2026 Preliminary 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
2023-2024 Progress Towards Major Goals Strategic
Goals 2023-2024 Goals for 2025-2026 Goal
• Continue to implement • Designed and deployed Python- • Continue to implement
modernization of budgeting based workflows for budget modernization of budgeting Fiscal
processes and analytical process automation and data processes and analytical Sustainability
methodologies. analysis. methodologies
• In coordination with IT and the City • Currently saving all archival • Complete/finalize documentation Fiscal
Clerk,continue to find and required documentation to of all current processes used in Sustainability
implement electronic records Laserfiche for all aspects of Financial Operations to prepare for
management solutions for Financial Operations. up-coming migration to new ERP
Accounts Payable,Accounts software.
Receivable,and Payroll.
• Streamline receipt and processing • Achieved electronic delivery of • Continue to look for ways to Fiscal
of PSE invoices by getting PSE invoices to streamline tasks to gain Sustainability
electronic delivery to a shared AccountsPayable@auburnwa gov efficiencies and ensure adherence
email box.This will reduce transit email box Unfortunately at this to COA policies.
times and increase timeliness and time PSE does not have the
efficiency.Also looking into the capability to consolidate all COA
viability of setting up these types accounts into one statement,and
of accounts on autopsy status setting up pcard information on
using P-cards to reduce the need each account and maintaining the
to run off-cycle checks. information would be to labor
intensive
• Develop curriculum to include • Developed and added a payroll • Develop training documentation for Fiscal
payroll information and session to the current new hire other department's Administrative Sustainability
introduction to be included in new orientation schedule.The payroll staff and create a
hire orientations. portion explains when and how to Supervisor/Managers handbook
complete a timecard and explains outlining processes and
the different information found on procedures for completing financial
and how to read a paycheck stub tasks
• Complete full implementation of Fiscal
new financial Enterprise Resource Sustainability
Planning(ERP)system,which
was selected in 2024.
114 Page 340of714
2025-2026 Preliminary Budget Section IV: Operating Budget
Performance Measures
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
180,000
160,000 151,700 154,000 156,000 158,000
136,800
140,000 130,703
120,000
100,000
80,000
60,000
40,000
20,000
2021 2022 2023 2024 2025 2026
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. The percent
increased in 2020 and 2021, since we were prohibited from conducting our normal collections process due to
the COVID-19 pandemic.The percentage has now decreased to below 0.7%and we expect it to hold steady
around 0.6%.As of 2022,the solid waste fund is not included in this revenue since WM is our billing agent for
solid waste services now.
Accounts Receivable Over 90 Days
(as Percent of Utility Revenues)
1.0%
0 9%
0.8% 0.7%
0.6% 0 6% 0.6% 0.6%
0.5
0.3%
0.0
2021 2022 2023 2024 2025 2026
Est Goal Goal
115 Page 341 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
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
20,000 17,988 17,968 18,301 18,649 19,091
17,683
15,000
10,000 2,156
11,16 I
I
12, 1.]
3,03
5,000 72
2021 2022 2023 2024 2025 2026
Est Goal Goal
•Total Invoices Processed ❑Pcard Invoices
Department Budget
2023 2024 2024 2025 2026
001.14 Finance Actual Adjusted Estimate Budget Budget
Budget
Expenditures
Salaries &Wages $ 2,544,340 $ 3,040,039 $ 3,040,039 $ 3,011,010 $ 3,135,503
Personnel Benefits 1,070,675 1,387,301 1,387,301 1,324,248 1,425,547
Supplies 16,741 15,700 15,700 42,350 27,350
Services &Charges 461,805 707,500 707,500 279,825 269,575
Capital Outlay - - - - -
Interfund Payments For Service 595,500 613,400 613,400 953,317 987,489
DEPARTMENT TOTAL $ 4,689,061 $ 5,763,940 $ 5,763,940 $ 5,610,750 $ 5,845,464
116 Page 342 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Department Employees
001 Finance FTEs 2022 2023 2024 2025 2026
Finance FTEs 26.00 27.00 28.00 28.00 28.00
TOTAL FINANCE FTEs 26.00 27.00 28.00 28.00 28.00
Full Time Equivalent(FTE)Changes:
+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&OTax&Licensing Auditor.
117 Page343of714
2025-2026 Preliminary 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
2023 2024 2024 2025 2026
001.98 Non Departmental Adjusted
Actual Budget Estimate Budget Budget
Expenditures
Salaries &Wages $ 366,647 $ 41,400 $ 41,400 $ 496,300 $ 496,300
Personnel Benefits 432,285 908,300 908,300 720,271 731,271
Supplies - - - - -
Services &Charges 884,206 1,705,400 1,705,400 1,904,305 2,169,305
Operating Transfers Out 951,550 7,235,160 7,235,160 1,077,400 705,000
Capital Outlay - - - - -
Debt Service Principal 582,993 - - 1,200,000 1,200,000
Debt Service Interest 152,118 - - - -
Interfund Payments For Service 7,704 7,700 7,700 7,700 7,700
Designated Ending Fund Balance 593,625 54,325 593,625 593,625 593,625
Undesignated Ending Fund Balance 45,125,921 40,149,652 38,316,467 32,564,905 25,492,327
DEPARTMENT TOTAL $49,097,048 $50,101,937 $48,808,052 $38,564,506 $31,395,528
118 Page 344 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
SPECIAL REVENUE FUNDS
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are
legally restricted. The Finance Department is responsible for the budget in the following special
revenue funds:
• Fund 122 - The Cumulative Reserve Fund accumulates excess reserves for counter-cyclical
purposes ("rainy day") and capital purposes.
• Fund 124 - Mitigation Fees Fund accounts for fees paid by developers toward the cost of
future improvements to City infrastructure, which are required to provide for additional
demands generated by new development.
CUMULATIVE RESERVE FUND
Fund Budget
2023 2024 2024 2025 2026
122 Cumulative Reserve Adjusted
Actual Budget Estimate Budget Budget
Revenues
Beginning Fund Balance $ 30,592,441 $ 30,889,815 $ 30,889,815 $ 33,916,951 $ 33,171,351
Investment Income 1,539,393 80,000 520,000 80,000 80,000
Miscellaneous - 6,102,000 6,102,000 - -
Operating Transfers In - - - - -
Total Revenues $ 32,131,834 $ 37,071,815 $ 37,511,815 $ 33,996,951 $ 33,251,351
Expenditures
Operating Transfers Out* $ 1,242,019 $ 12,894,864 $ 3,594,864 $ 825,600 $ 825,600
Ending Fund Balance 30,889,815 24,176,951 33,916,951 33,171,351 32,425,751
Total Expenditures $ 32,131,834 $ 37,071,815 $ 37,511,815 $ 33,996,951 $ 33,251,351
2023 2024 2024 2025 2026
Transfers Out Summary* Adjusted
Actual Budget Estimate Budget Budget
To Fund 328-Arts&Culture Ctr $ - $ 27,000 $ 27,000 $ - $ -
To Gen Fund-ENG.0034 82,855 145,000 145,000 - -
To Fund 518-FIN.0020 - 2,500,000 2,500,000 - -
To Gen Fund-FIN.0020 - 150,000 150,000 - -
To Fund 518-HRR.0005 206,150 102,050 102,050 - -
To Gen Fund-POL.0039 54,709 52,000 52,000 52,000 52,000
To Fund 550-POL.0039 870,640 - - 736,000 736,000
To Fund 518-POL.0039 - - - 37,600 37,600
To Fund 505-Camera Project 8,394 40,085 40,085 - -
To Fund 550-Facility Improvements 19,271 428,729 428,729 - -
To Fund 328-City Parking Lot Replacer - 150,000 150,000 - -
To Gen Fund-Cash Flow Needs - 9,300,000 - - -
Total Transfers Out $ 1,242,019 $ 12,894,864 $ 3,594,864 $ 825,600 $ 825,600
119 Page345of714
2025-2026 Preliminary Budget Section IV: Operating Budget
MITIGATION FEES FUND
Fund Budget
2023 2024 2024 2025 2026
124 Mitigation Fees Adjusted
Actual Budget Estimate Budget Budget
Revenues
Beginning Fund Balance-Designated $ 15,750,083 $ 16,264,090 $ 16,282,248 $ 7,790,239 $ 3,345,074
Beginning Fund Balance-Undesignated 99,539 107,376 89,217 94,217 96,217
Fire Impact Fees 67,124 125,000 125,000 87,000 87,000
Wetland Mitigation Fees - - - - -
Transportation Impact Fees 1,131,088 1,300,000 1,300,000 950,000 950,000
Truck Impact Fees 2,174 - - - -
School Impact Admin Fees 2,971 5,000 5,000 2,000 2,000
Lakeland Fire Mitigation Fees - - - - -
Traffic Mitigation Fees - - - - -
Parks Impact Fees 392,000 150,000 161,000 175,000 175,000
Park Mitigation Fees - - - - -
Investment Income 754,896 20,100 703,780 22,900 22,900
Gain/Loss on Investment - - - - -
Transfers In - - - - -
Total Revenues $ 18,199,875 $ 17,971,566 $ 18,666,245 $ 9,121,356 $ 4,678,191
Expenditures
Professional Services $ - $ 75,000 $ 75,000 $ 75,000 $ 75,000
Operating Transfers Out* 1,828,410 13,412,775 10,706,789 5,605,065 2,719,373
Ending Fund Balance-Designated 16,282,248 4,376,415 7,790,239 3,345,074 1,785,601
Ending Fund Balance-Undesignated 89,217 107,376 94,217 96,217 98,217
Total Expenditures $ 18,199,875 $ 17,971,566 $ 18,666,245 $ 9,121,356 $ 4,678,191
2023 2024 2024 2025 2026
Transfers Out Summary* Actual Adjusted Estimate Budget Budget
Budget
To Fund 102-Impact Fees $ 987,026 $ 8,876,145 $ 6,470,159 $ 5,230,065 $ 2,269,373
To Fund 102-Wetland Mitigation 73,000 - - - -
To Fund 102-Traffic Mitigation Fees - - - - -
To Fund 105-Impact Fees - - - - -
To Fund 102-Fees In Lieu of Services - - - - -
To Fund 321 -Park Impact Fees 143,052 848,616 848,616 375,000 450,000
To Fund 321 -Park Mitigation Fees - - - - -
To Fund 328-Traffic Impact Fees - - - - -
To Fund 328-Parks Impact Fees 625,331 3,688,014 3,388,014 - -
To Fund 328-Wetland Mitigation Fees - - - - -
Total Transfers Out $ 1,828,410 $ 13,412,775 $ 10,706,789 $ 5,605,065 $ 2,719,373
120 Page346of714
2025-2026 Preliminary 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, and the Golf/Cemetery Refunding Debt Service Fund.
The Golf/Cemetery Refunding Debt Service is expected to be retired in 2025.
Fund Budget
232 Local Revitalization 2023 2024 2024 2025 2026
2010 C&D Bond Debt Actual Adjusted Estimate Budget Budget
Budget
Revenues
Beginning Fund Balance $ 460,163 $ 483,916 $ 483,916 $ 508,936 $ 509,036
LRF Sales Tax Credit 250,000 250,000 250,000 250,000 250,000
Investment Income 23,703 - 24,920 - -
BAB Subsidy - - - - -
Operating Transfers In 1,257,550 1,254,200 1,254,200 1,258,900 1,251,400
Total Revenues $ 1,991,416 $ 1,988,116 $ 2,013,036 $ 2,017,836 $ 2,010,436
Expenditures
Debt Service Principal $ 770,000 $ 805,000 $ 805,000 $ 850,000 $ 885,000
Debt Service Interest 737,500 699,100 699,100 658,800 616,300
Ending Fund Balance 483,916 484,016 508,936 509,036 509,136
Total Expenditures $ 1,991,416 $ 1,988,116 $ 2,013,036 $ 2,017,836 $ 2,010,436
121 Page 347 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Fund Budget
2023 2024 2024 2025 2026
238 SCORE 2009 A&B Bond Debt Actual Adjusted Estimate Budget Budget
Budget
Revenues
Beginning Fund Balance $ - $ - $ - $ - $ -
BAB Subsidy - - - - -
Interlocal Grants-Host City - 62,560 - 63,360 62,360
SCORE Contract Cities Revenue - 1,303,640 - 1,303,640 1,303,640
Operating Transfers In - - - - -
Total Revenues $ - $ 1,366,200 $ - $ 1,367,000 $ 1,366,000
Expenditures
Debt Service Principal $ - $ 723,300 $ - $ 753,000 $ 789,700
Debt Service Interest - 642,900 - 614,000 576,300
Ending Fund Balance - - - - -
Total Expenditures $ - $ 1,366,200 $ - $ 1,367,000 $ 1,366,000
Fund Budget
276 Golf/Cemetery 2023 2024 2024 2025 2026
Refunding Debt Service Actual Adjusted Estimate Budget Budget
Budget
Revenues
Beginning Fund Balance $ - $ - $ - $ - $ -
Investment Income - - - - -
Operating Transfer In 370,465 374,400 374,400 372,400 -
Total Revenues $ 370,465 $ 374,400 $ 374,400 $ 372,400 $ -
Expenditures
Debt Service Principal $ 352,733 $ 362,400 $ 362,400 $ 366,300 $ -
Debt Service Interest 17,732 12,000 12,000 6,100 -
Ending Fund Balance - - - - -
Total Expenditures $ 370,465 $ 374,400 $ 374,400 $ 372,400 $ -
122 Page348of714
2025-2026 Preliminary Budget Section IV: Operating Budget
CAPITAL IMPROVEMENT FUND
The Capital Improvement Fund (Fund 328) manages the proceeds of grants and receives transfers in
from F331 -Real Estate Excise Tax(REET).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
2023 2024 2024 2025 2026
328 Capital Improvements Adjusted
Actual Budget Estimate Budget Budget
Revenues
Assigned Fund Balance-Streets $ 76,304 $ 79,383 $ 76,304 $ 79,383 $ 79,383
Beginning Fund Balance 16,058,066 15,589,907 15,592,986 1,461,681 1,482,181
REET 1 1,452,889 1,100,000 1,100,000 - -
REET 2 1,452,889 1,100,000 1,100,000 - -
Grants 777,652 4,290,582 4,290,582 80,000 420,000
Charges for Services 22,859 200,000 200,000 50,000 50,000
Investment Income 764,021 46,300 567,900 20,500 20,500
Contributions&Donations - 4,030,250 4,030,250 - -
Miscellaneous Revenue - - 18,040 7,200,000 11,840,000
Insurance Recoveries 20,000 - - -
Operating Transfer In 755,901 6,185,944 7,885,944 845,000 940,000
Total Revenues $ 21,380,582 $ 32,622,366 $ 34,862,006 $ 9,736,564 $ 14,832,064
Expenditures
Facility Needs Study&Master Plan $ - $ 2,300,000 $ 2,300,000 $ 5,000,000 $ 11,840,000
City Wetland Mitigation - - - - -
Facilites Projects 118,694 1,019,461 1,019,461 - -
Parks Projects 696,829 13,227,365 16,927,365 30,000 30,000
Public Works Projects 87,506 1,145,895 1,145,895 355,000 360,000
Transportation Projects-REET 2 1,104,994 4,104,858 4,104,858 590,000 1,020,000
12th Street Property Purchase 2,460,884 53,806 53,806 2,200,000 -
Operating Transfers Out-REET 1 851,304 1,370,738 1,370,738 - -
Operating Transfers Out-REET 2 179,884 228,800 228,800 - -
Operating Transfers Out-REET 2 to F103 172,989 449,146 449,146 - -
Operating Transfers Out-Other 38,189 31,811 31,811 - -
Miscellaneous 20 - - - -
Transfer Out REET 1 to F331 - - 837,632 - -
Transfer Out REET 2 to F331 - - 4,851,430 - -
Assigned Fund Balance-Streets 76,304 79,383 79,383 79,383 79,383
Ending Fund Balance 15,592,986 8,611,103 1,461,681 1,482,181 1,502,681
Total Expenditures $ 21,380,582 $ 32,622,366 $ 34,862,006 $ 9,736,564 $ 14,832,064
123 Page349of714
2025-2026 Preliminary 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
2023 2024 2024 2025 2026
330 Local Revitalization Actual Adjusted Estimate Budget Budget
Budget
Revenues
Beginning Fund Balance $ 272,819 $ 485,926 $ 485,926 $ 16,333 $ 17,333
Grants - 100,000 100,000 - -
Investment Income 19,466 1,000 24,400 1,000 1,000
Contributions&Donations - - - - -
Insurance Recoveries 228,154 46 - - -
Operating Transfer In 38,189 2,675,077 2,675,077 1,000,000 -
Total Revenues $ 558,627 $ 3,262,049 3,285,403 $ 1,017,333 $ 18,333
Expenditures
Salaries&Wages $ 22,651 $ - $ 21,500 $ - $ -
Personnel Benefits 10,405 - 11,406 - -
Capital Outlay 39,646 3,236,164 3,236,164 1,000,000 -
Ending Fund Balance 485,926 25,885 16,333 17,333 18,333
Total Expenditures $ 558,627 $ 3,262,049 3,285,403 $ 1,017,333 $ 18,333
124 Page 350of714
2025-2026 Preliminary Budget Section IV: Operating Budget
REAL ESTATE EXCISE TAX
The Real Estate Excise Tax (Fund 331) manages the proceeds of REET 1 and REET 2. These
funds are then transferred to other capital funds for capital projects. The Finance Department is
responsible for the budget in this capital fund.
Fund Budget
2023 l 2024 2025 2026
331 Real Estate Excise Tax Adjusted
Actual Budget Estimate Budget Budget
Revenues
Beginning Fund Balance $ - $ - $ - $ 5,689,062 $ 5,398,962
REET 1 - - - 900,000 900,000
REET 2 - - - 900,000 900,000
Tax Penalty-REET 1 - - - - -
Tax Penalty-REET 2 - - - - -
Investment Income-REET 1 - - - 20,000 20,000
Investment Income-REET 2 - - - 20,000 20,000
Interest on Tax-REET 1 - - - - -
Interest on Tax-REET 2 - - - - -
Operating Transfers In - - 5,689,062 - -
Total Revenues $ - $ - $ 5,689,062 $ 7,529,062 $ 7,238,962
Expenditures
Salaries&Wages $ - $ - $ - $ - $ -
Personnel Benefits - - - - -
Transfers Out-REET 1 - - - 553,800 551,700
Transfers Out-REET 2 - - - 1,576,300 1,018,000
Capital Outlay - - - - -
Ending Fund Balance - - 5,689,062 5,398,962 5,669,262
Total Expenditures $ - $ - $ 5,689,062 $ 7,529,062 $ 7,238,962
125 Page 351 of 714
2025-2026 Preliminary 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 most of the City. The Bridges community on Lea Hill was
annexed effective January 1, 2024, and Republic Services continues to provide solid waste collection
to its approximately 400 households.
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.
Accomplishments and Objectives
2023-2024 Progress Towards Major Goals Strategic
Goals 2023-2024 Goals for 2025-2026 Goal
• Increase the residential recycling • The City's residential diversion rate • Increase the residential recycling Fiscal
and compostables diversion rate was 49.4%in 2023,and 2024 and compostables diversion rate Sustainability
to 50%in 2023 and 2024. appears to be maintaining around to 50%in 2025 and 2026.
50%
• Increase the total City recycling • The total City diversion rate in • Increase the total City recycling Fiscal
and compostables diversion rate 2023 was 27%. There are some and compostables diversion rate Sustainability
to 30%(excluding private sector large companies in Auburn who to 30%(excluding private sector
recycling and composting use private sector composting recycling and composting
services). services that are not included in services).
the diversion rate.
• Work with other City departments • The City has begun discussions • Coordinate solid waste related Community
and possibly neighboring with neighboring jurisdictions to outreach campaigns with Wellness
jurisdictions to create an outreach determine what types of outreach neighboring jurisdictions to reach
campaign to reduce illegal campaigns we can collaborate on. more people.
dumping/litter.
• Work with other City departments • Staffing levels have not allowed for • Work with other City departments Infrastructure
to develop a recycling collection work on this project to begin,but it to develop a recycling collection
program for batteries,office is something we still plan to program for batteries,office
equipment,and other items as pursue. equipment,and other items as
needed. needed.
• Implement a solid waste lien Fiscal
process to assist WM with Sustainability
collecting from delinquent
accounts.
126 Page 352 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Performance Measures
Tons of Residential &Commercial Garbage Collected
The City of Auburn garbage tonnage has slowly increased over 2022 and 2023. We expect the tonnage to
continue to steadily grow in 2024 and on as the City expands.
Tons of Garbage Collected
60,000
50,654 50,019 50,031 51,000 51,500 52,000
50,000
40,000
30,000
20,000
10,000
2021 2022 2023 2023 2025 2026
Est Goal Goal
Tons of Residential &Commercial Garbage Collected
The City of Auburn garbage tonnage has slowly increased over 2022 and 2023. We expect the tonnage to
continue to steadily grow in 2024 and on as the City expands.
Tons of Recycling &Yard Waste Collected
25,000
20,000 19,211 19,095 18 312 19,300 19,400 19,500
15,000
10,000
5,000
2021 2022 2023 2024 2025 2026
Est Goal Goal
Residential Diversion Rate
Auburn residents diverted almost 50%of their waste from the landfill in 2022 and 2023.The City anticipates
residential diversion will stay steady,which is in line with King County estimates.
Residential Diversion Rate
75%
: 111111
49.7% 49.4% 50.0% 50.5% 51.0%
0%
2021 2022 2023 2024 2025 2026
Est Goal Goal
127 Page353of714
2025-2026 Preliminary Budget Section IV: Operating Budget
2025-2026 Working Capital Budget
2024
434 Solid Waste 2023 Adjusted 2024 2025 2026
Actual Budget Estimate Budget Budget
OPERATING REVENUES
Charges for Solid Waste Service $ 27,564,658 $ 30,411,200 $ 30,610,500 $ 32,402,700 $ 34,746,600
Grants 86,581 136,000 136,000 70,000 70,000
Interest Earnings 188,914 44,200 237,300 50,000 50,000
Rents,Leases and Concessions - - - - -
Miscellaneous Revenue 32,247 - - - -
TOTAL OPERATING REVENUES $ 27,872,401 $ 30,591,400 $ 30,983,800 $ 32,522,700 $ 34,866,600
OPERATING EXPENDITURES
Salaries&Wages $ 127,678 $ 133,859 $ 11,700 $ - $ -
Benefits 69,024 81,999 6,400 - -
Supplies 18,441 59,600 14,000 48,600 48,600
Services&Charges 28,982,046 30,790,600 30,078,642 31,842,300 33,820,300
Debt Service Principal - - - - -
Interfund Payments forServlce 180,492 186,100 186,100 165,778 171,230
TOTAL OPERATING EXPENDITURES $ 29,377,682 $ 31,252,158 $ 30,296,842 $ 32,056,678 $ 34,040,130
REVENUES LESS EXPENDITURES I $ (1,505,281) $ (660,758) $ 686,958 $ 466,022 $ 826,470
BEGINNING WORKING CAPITAL-January 1 2,701,771 1,196,491 1,196,491 1,883,449 2,349,471
ENDING WORKING CAPITAL-December 31 1,196,491 535,733 1,883,449 2,349,471 3,175,941
NET CHANGE IN WORKING CAPITAL(*) $ (1,505,281) $ (660,758) $ 686,958 $ 466,022 $ 826,470
(*) Working Capital=Current Assets minus Current Liabilities
128 Page 354 of 714
2025-2026 Preliminary 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.
2025-2026 Working Capital Budget
2024
501 Insurance 2023 Adjusted 2024 2025 2026
Actual Budget Estimate Budget Budget
REVENUES
Charges for Service $ - $ - $ - $ 4,862,996 $ 5,589,318
Grants - - - - -
Interest Earnings 19,866 12,000 17,500 19,500 20,000
Rents,Leases and Concessions - - - - -
Miscellaneous Revenue - - - - -
I TOTAL OPERATING REVENUES $ 19,866 $ 12,000 $ 17,500 $ 4,882,496 $ 5,609,318
EXPENDITURES
Salaries&Wages $ - $ - $ - $ - $ -
Benefits 71,392 175,000 60,000 175,000 175,000
Supplies - - - - -
Servlces&Charges 7,745 142,500 8,200 4,870,496 5,596,818
Interfund Payments for Service - - - - -
I TOTAL OPERATING EXPENDITURES $ 79,137 $ 317,500 $ 68,200 $ 5,045,496 $ 5,771,818
REVENUES LESS EXPENDITURES I $ (59,271) $ (305,500) $ (50,700) $ (163,000) $ (162,500)1
BEGINNING WORKING CAPITAL-January 1 1,488,966 1,429,696 1,429,696 1,378,996 1,215,996
ENDING WORKING CAPITAL-December 31 1,429,696 1,124,196 1,378,996 1,215,996 1,053,496
NET CHANGE IN WORKING CAPITAL(*) $ (59,271) $ (305,500) $ (50,700) $ (163,000) $ (162,500)
(*) Working Capital=Current Assets minus Current Liabilities
129 Page355of714
2025-2026 Preliminary Budget Section IV: Operating Budget
FIDUCIARY FUNDS
Fiduciary funds are used to report assets held in a trustee or custodial 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 654-South King Housing & Homelessness Partners (SKHHP) Fund is a custodial fund for the
collection and disbursement of non-City funds. This fund is not budgeted.
Fund 651 - Agency Disbursement Fund accounts for resources held in a purely custodial capacity;
this fund is not budgeted.
Fund Budget
2023 2024 2024 2025 2026
611 Fire Pension Actual Adjusted Estimate Budget Budget
Budget
Revenues
Beginning Fund Balance-Designated $ 1,211,148 $ 1,123,248 $ 1,295,605 $ 1,262,465 $ 1,222,525
Beginning Fund Balance-Undesignated 679,384 747,080 574,723 574,723 574,723
Fire Insurance Prevention Tax 114,235 88,400 119,516 130,500 138,400
Investment Income 89,097 15,200 81,600 37,400 38,100
Unrealized Gain(Loss)on Investment - - - - -
Operating Transfers In - - - - -
Total Revenues $ 2,093,863 $ 1,973,928 $ 2,071,444 $ 2,005,088 $ 1,973,748
Expenditures
Salaries&Wages $ 210,760 $ 219,256 $ 219,256 $ 192,840 $ 192,840
Personnel Benefits - - - - -
Services&Charges 12,775 15,000 15,000 15,000 15,000
Interfund Payments for Services - - - - -
Ending Fund Balance-Designated 1,295,605 992,592 1,262,465 1,222,525 1,191,185
Ending Fund Balance-Undesignated 574,723 747,080 574,723 574,723 574,723
Total Expenditures $ 2,093,863 $ 1,973,928 $ 2,071,444 $ 2,005,088 $ 1,973,748
130 Page356of714
2025-2026 Preliminary 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
2023 2024 2024 2025 2026
701 Cemetery Endowment Adjusted
Actual Budget Estimate Budget Budget
Revenues
Beginning Fund Balance-Designated $ 2,070,671 $ 2,102,357 $ 2,151,307 $ 2,227,807 $ 2,287,807
Beginning Fund Balance-Undesignated 130,635 287,852 238,902 315,002 345,002
Lot Sales 80,637 47,500 76,500 60,000 60,000
Investment Income 108,267 16,630 76,100 30,000 30,000
Total Revenues $ 2,390,209 $ 2,454,339 $ 2,542,809 $ 2,632,809 $ 2,722,809
Expenditures
Operating Transfers Out $ - $ - $ - $ - $ -
Ending Fund Balance-Designated 2,151,308 2,317,589 2,227,807 2,287,807 2,347,807
Ending Fund Balance-Undesignated 238,902 136,750 315,002 345,002 375,002
Total Expenditures $ 2,390,209 $ 2,454,339 $ 2,542,809 $ 2,632,809 $ 2,722,809
131 Page357of714
CITY
JBUI-�N
WASHINGTON
City Attorney
Jason Whalen
21 F.T.E.
I I I I
City Clerk Chief Prosecutor Paralegal Deputy City
Attorney
II Prosecutors(4) I I
Deputy City Clerk Real Estate Senior City
(2) Records Clerk(5) I • Manager Staff Attorney
Domestic Violence
Paralegal
Legal Assistant(2)
F.T.E.=Full Time Equivalent
133 Page359of714
2025-2026 Preliminary 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 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.
134 Page 360of714
2025-2026 Preliminary Budget Section IV: Operating Budget
Accomplishments and Objectives
2023-2024 Progress Towards Major Goals Strategic
Goals 2023-2024 Goals for 2025-2026 Goal
• Work with other departments to utilize Laserfiche for City • Departments are expanding their use of Laserfische for • To increase efficicency and productivity of all departments, Infrastructure
Records managing their electronic records continue to work towards development of a city-wade
electronic document management policy
• Continue operating and potentially expand the Aubum • Community Court is going well We are now accepting • Continue working towards expansion of Community Court Community Safety
Community Court focusing on accountability participants who are in custody Them have been Work to find a space in the court schedule to accommodate
discussions with all stakeholders about expanding the community court expansion,while balancing the other
Community Court to all day,rather than just half Many needs of cnminal prosecution
logistical Issues oath the expansion haw been resolved,
including coordination for non-police secunty,increase in
participants and mom prouder involvement
• Partner with City partners and the Community for a • Ongoing discussions regarding going back to a Municipal • Assist the City to evaluate whether the judicial services to the Fiscal Sustainability
Municipal Court study to determine whether our court Court City am most economically provided by the current
system is meeting community needs anangment oath the King County Distnct Court,or through an
altemate agreement,and whether the arrangement oath the
King County Distnct Court can be improved to better meet the
City's Community Safety goal
• Continue reviewing old warrant files and work with Court • Continue reviewing old warrant files and work with Court • Continue working to satisfy requirements to get warrants Community Safety
partners to increase defendant attendance partners to increase defendant attendance sooner on cases Continue to work with the court to add old
cases,where a Defendant picks up a new charge,to hear all
cases together
• Coordinate with SCORE jail to enable defendant/case • Staff has done site units to SCORE to better understand • Continue waking with SCORE on efficiency Infrastructure
access to treatment modalities services avedable to in custody defendants SCORE has
improved in functionaity inworking oath providers
• Continue working to improve efficacy at cnminal tnal by Community Safety
increasing reviews of the sufficiency of evidence in cases set
for a readiness heanng and by increasing proactive contact
with witnesses and victims
• Work internally and with other departments to create • Initiated use of Laserfiche and Docusign programs to route • Continue to work internally and with other department to Fiscal Sustainability
mom efficient workflows for legal review of contracts, electronic contracts for renew and signature by the city consolidate and impose the workflows for legal maw of
resolutions,and ordinances attorney and mayor contracts,resolutions,and ordiances
• Continue to work with the Mayor and City staff,as well as • This is a continuous goal for the Legal Department,and the • Continue to work with the Mayor and City staff,as well as the Community Wellness
the regional and State participants,to develop strategies City's legislative strategies are consistently being evaluated regional and State participants,to develop strategies for
for legislative bills to enhance the ability of Auburn and legislative bills to enhance the ability of Aubum and other
other cities in the State to carry out their municipal cities in the State to carry out their municipal responsibilities
responsibilities
• Continue electronic discovery • Electronic discovery is the pnmary method for transmission • Work with Court to update forms to allow for electronic Infrastructure
of materials Several attorneys still require matenals to be discovery transmission to pro se parties
mailed
• Review and destroy electronic files from network dews in • Training and guidance has been provided for electronic • Continue electronic records management training and Infrastructure
accordance oath State Retention schedule records destruction Departments have made significant compliance with the Washington State Retention schedule
progress in destroying electronic records per the
Washington State Retention Schedule and updating
practices for future compliance
• Insure that clerk absences do not diminish the level of Fiscal Sustamability
customer service provided to the public and City staff by cross
training all clerks in the venous procedures and duties
performed by the Clerk's office
• Promote transparency and citizen engagement in City Community Wellness
government by providing first installment of requested public
records within 30 business days
• Work with departments to enhance the electronic • Electronic signature process has been updated • WA
signature and contract review process
• Provide effective and efficient management through the • Established limited-service landscaping contract servicing • Work with the Parks Maintenance Department to identify and Fiscal Susta inability
creation and establishment of maintenance plans of all the 5 downtown public parking lots,the JC and the JC create a plan to address underserved City property and right
City-related properties with special focus areas in the Employee parking lot Services provided under the contract of way Community Wellness
downtown core include weeding,tree trimming,spring refresh,pressure
washing,planting,storm cleanup,snow plowing and de-
icing
Took over management of the Downtown Project Helper
previously overseen by EcDev Brought on 2nd Downtown
Project Helper Both focus their efforts to clean downtown
City properties and downtown area in general Duties include
trash pickup,pickup veg debns,wipe down garbage cans,
benches,chairs,etc water plants in public parking lots,
clean up pet waste station
• Begin the establishment of a maintenance and repair • A budget was successfully established for the 23-24 budget • Promote sustainable infrastructure by addressing the Fiscal Susta inability
budget capable of supporting future management plans and beyond However,the budget is not sufficient to support progressive detenoration of the City's downtown parking lots,
future and expanding needs as identified in the 2023 Parking Lot Management Plan and Community Wellness
study Expand the budget for and perform rehabilitation
measures on the parking lots
135 Page 361 of 714
2025-2026 Preliminary 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
70 L-I
gg
51
50
40 49
30 38 tit
20 Ft]
10
0
2021 2022 2023 2024 Est 2025 Est 2026 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 Misdemeanor Cases Opened
5,000
4,000
3,000 2,759 2,600 2,lJ 2,700
2,339 2,487
2,000
1,000
0
2021 2022 2023 2024 Est 2025 Est 2026 Est
136 Page 362 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Department Budget
2023 2024 2024 2025 2026
001.15 Legal Actual Adjusted Estimate Budget Budget
Budget
Expenditures
Salaries &Wages $ 2,366,421 $ 2,173,494 $ 2,173,494 $ 2,385,771 $ 2,479,721
Personnel Benefits 904,560 954,099 954,099 980,130 1,040,182
Supplies 5,011 14,800 14,800 14,800 14,800
Services &Charges 2,214,796 928,600 928,600 778,900 778,900
Capital Outlay - - - - -
Interfund Payments For Service 575,400 592,400 592,400 629,577 656,369
DEPARTMENT TOTAL $ 6,066,188 $ 4,663,393 $ 4,663,393 $ 4,789,178 $ 4,969,972
Department Employees
001 Legal FTEs 2022 2023 2024 2025 2026
Legal FTEs 21.00 21.00 21.00 21.00 21.00
TOTAL LEGAL FTEs 21.00 21.00 21.00 21.00 21.00
137 Page363of714
CITY
JBUI-�N
WASHINGTON
Director of Community Development
Jason Krum
28 F.T.E.
Assistant
Administrative Director of I Office
Assistant Community Assistant
Development
I
I I I I
Business
Planning Code
Services Building Plan License Compliance
Manager Reviewer(2) Program Manager
Coordinator
I I •
I
Building Inspector Code
Planner(4) (2) Compliance
Officer(2)
I I Economic
Housing Repair Development
Long Range Program Manager
Planner Coordinator
IEconomic
Development
Housing Repair Coordinator
Technician
I
Permit Center
Technician (3)
I
Development
Engineer
Manager
I
Development
Review Engineer
(2)
•
F.T.E. = Full Time Equivalent
139 Page365of714
2025-2026 Preliminary 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, and licensing.
Department Overview
Community Development is comprised of the divisions of Planning, Building, Development Engineering,
Code Enforcement, Economic Development, Licensing, Housing Repair, and the Permit Center.
Accomplishments and Objectives — Community Development
2023-2024 Goals Progress Towards Major Goals Strategic
2023-2024 Goals for 2025-2026 Goal
• Develop internal department • Established department Assistant Director role • Ongoing investment and focus on Fiscal Sustainability
programs and methods that for continuity of department leadership depth and professional development,leadership training,
enhance leadership depth and coverage as well as strengthen succession and succession planning opportunities.
succession planning. planning opportunities.Other interim,acting,and
leadership development opportunities have also
been realized in response to leadership changes
in 23/24.Ongoing incorporation of elements of
Managing with Heart&Mind training of 2023
• Identify and implement protocols • Created draft department language access • Create a department Racial Equity Plan to Fiscal Sustainability
and practices that are designed to policy as a foundational guide for assessment of identify protocols and practices to realize
create more equity within the future translation and interpretation of greater equity for internal and external Community Wellness
community. department services services
• Identify and implement protocols • Created standard department language and • Create a department Racial Equity Plan to Fiscal Sustainability
and practices that are designed to practices for recruitment efforts as well as identify protocols and practices to realize
create more equity within the work standardized internal onboarding training plan for greater equity for internal and external Community Wellness
place all staff seances
• Implement additional efforts to • Annual update of fee schedule for department • Implement additional efforts and refine Fiscal Sustainability
achieve the development cost specific fees to continue to keep pace with cost processes to achieve established maximum
recovery fees identified in 2019. recovery goals permit/project review timeline targets. Community Wellness
Infrastructure
• Develop stronger techniques for • Achieved stronger coordination and • Implement housing related policies identified Community Wellness
coordinating housing related representation regionally(SKHHP,SKHHP Staff in the updated Comprehensive Plan
policies and issues between Work Group,Affordable Housing Committee, Infrastructure
SKHHP,Planning Services, etc.)to realize a more favorable alignment of
Community Services,and the goals and regional long range planning efforts.
Executive and Legislative Affordable Housing identified as topic area of the
branches of the City. Community Wellness Special Focus Area
• Relocate the Multifamily Tax • Policy updates and recommendations for the • Update Multifamily Tax Exemption policies Fiscal Sustainability
Exemption program from Multifamily Tax Exemption program included in as identified in the updated Comprehensive
downtown to another area of the the Comprehensive Plan update proposed for Plan
city adoption by end of 2024 This update will guide
the future implementation
• Identify the two high priority areas • No progress made • Goal to remain Identify the two high priority Fiscal Sustainability
eligible for tax increment financing. areas eligible for tax increment financing.
140 Page366of714
2025-2026 Preliminary 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.
• 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.
• Provide funding and support to local and regional environmental education efforts.
Accomplishments and Objectives— Planning
2023-2024 Goals Progress Towards Major Goals Strategic
2023-2024 Goals for 2025-2026 Goal
• Identify and implement • 2021 Housing Action Plan recommendations • Update Auburn City Code to be in alignment Community Safety
recommendations outlined in the incorporated into proposed Comprehensive Plan of Comprehensive Plan and support
2021 Housing Action Plan for adoption by 12/31/2024 opportunities for middle housing Infrastructure
development.
• Complete the State mandated • Continuous and ongoing work occurring for the • Update Auburn City Code to be in alignment Community Safety
periodic update to the periodic update to the Comprehensive Plan. and consistent with changes in the
Comprehensive Plan by 12/31/24. Comprehensive Plan update on track for Comprehensive Plan. Community Wellness
12/31/2024 adoption
Infrastructure
• Complete an overhaul of the • Preliminary overhaul of the Downtown Urban • Complete overhaul and update of the Community Safety
Downtown Urban Center Plan. Center Plan occurring with the periodic Downtown Urban Center Plan as well as the
Comprehensive Plan Update Work will be Downtown Urban Center Design Standards Community Wellness
ongoing in 2025/2026
Infrastructure
141 Page 367 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
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.
• Performing emergency field assessment of damaged structures as a result of events such as fire,
flood, or vehicle impact.
• Coordinating with Valley Regional Fire Authority during the review of development proposals.
• 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.
Performance Measures — Building Division
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 2021 due to COVID guidelines.
Number of Households Served
80
62 62 65 65 65
60 52
40
20
2021 2022 2023 2024 Est 2025 Goal 2026 Goal
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.
• Coordination of the City's participation in the National Flood Insurance Program, FEMA Community
Assistance Visits, and Community Rating System.
142 Page368of714
2025-2026 Preliminary Budget Section IV: Operating Budget
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.
Performance Measures — Code Enforcement
Code Enforcement Cases Opened &Closed
This performance measure is indicative of the identification and resolution of code enforcement cases. It shows the
volume of new cases that the city has received (opened)and the volume of cases that have been resolved (closed).
The performance measure reflects a combination of factors,including identification and resolution of violations by code
enforcement staff, the ability to effectively resolve violations and the public's increasing awareness of the City's laws
and code enforcement services through the filing of complaints.
Cases Opened & Closed
2,000 1.873
1.800 1.800 1.800
I
1,800 1,BOD
1,600
1.308
1,200 1,310
875
800 te:
400
2021 2022 2023 2024 2025 2026
•Cases Opened ❑Cases Closed Est Goal Goal
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.
143 Page369of714
2025-2026 Preliminary Budget Section IV: Operating Budget
Accomplishments and Objectives — Economic Development
2023-2024 Goals Progress Towards Major Goals Strategic
2023-2024 Goals for 2025-2026 Goal
• Work closely with Greater Seattle • Facilitated the selection of the Auburn 18 • We will continue to work closely with Fiscal Sustainability
Partners to develop new business Business Park(former GSA property under Greater Seattle Partners and participate in
recruitment and continue to development as Pacific Point by IRG)for GSP opportunities to submit sites for specific Community Wellness
outreach to small businesses for Site Selector We received excellent feedback protects and facilitate business growth
growth opportunities from the Site Selector and are working closely opportunities
with IRG on a Development Agreement for this
site
• Deploy federal ARPA funds by • Partnered with the Facilities Division to • ARPA funds no longer available,goal
making investments into a safer coordinate a secunty contract for several discontinued
and mom secure business business distncts. This extra security was
environment received well by the business community.
• Complete the update to the • The Economic Development element of the • We will work to implement goals that have Fiscal Sustainability
Economic Development element Comprehensive Plan has been completed and been developed in the revised
of the comprehensive plan by accepted by the Planning Commission for comprehensive plan element Pnontization Community Wellness
12/31/24 recommendation of adoption The chapter will in 2025/26 will be focused on
be presented to City Council in 3rd quarter of policies/programs that are specific to
2024 attracting new businesses and downtown
Aubum.
• Secure additional grant funding to • Secured a grant from the Port of Seattle These • Goal achieved Management of projects
help support economic funds will be utilized to support the Green River supported by grant funding to be
development activities and College Small Business Center and to develop a incorporated into other identified and
initiatives marketing and strategy plan to recruit new detailed goals below.
businesses to Auburn
• Update the 10 Year Economic • The first phase of this objective will be • Update the 10 Year Economic Development Fiscal Sustainability
Development Strategic Plan accomplished through the Comprehensive Plan Strategic Plan incorporating the 2024
update by end of 2024 The updated Economic Comprehensive Plan elements. Community Wellness
Development element will influence the next
phase of the 10 Year Economic Development
Strategic Plan update
• Continue to work with our partners • Economic Development partnerships continue to • Develop a comprehensive framework for Fiscal Sustainability
(BIA,DAC,GRC SBC,Chamber) benefit businesses in making connections and promoting dynamic partnerships between
to provide opportunities for prowling educational opportunities In 2023 and the city,business community,educational Community Wellness
education and support of Auburn 2024 them were over a dozen classes offered to institutions,and business associations.
businesses business owners In 2024 these class This framework will outline strategies for
announcements will be translated into multiple collaboration,communication channels,and
languages to have a broader outreach. shared goals.
• Continue the new Business • In 2023 and 2024 we held 10 Business Connect • Support regular events to bnng together Fiscal Sustainability
Connect Networking Events and Events hosted by businesses spread throughout representative from the City,business
capitalize on opportunities to the City The events are attended by an average community,educational institution,DAC Community Wellness
assist existing business to of 45 people(some over 100 attendees) and Chamber
continue to grown
• Create a marketing campaign • A Request for Proposal is currently open for • Attract new businesses by identifying Fiscal Sustainability
inviting new businesses to start up submittal Funding to hire a consultant has market gaps,precisely defining the types of
in Auburn been achieved by a grant that Economic businesses Auburn seeks,strategically Community Wellness
Development has received from the Port of marketing Auburn's advantages and
Seattle We will work closely with a consultant optimizing the land and space available
to have a new campaign in place by the end of
2024
• Continue our partnership with • Continued Tnllium partnership to keep BIA area • Transferred to Real Estate division
Trillium to provide part time clean.This is currently overseen by Real Estate
employment to keep the BIA area division
clean
• Continue to provide social media • A Request for Proposal is currently open for • Implement targeted marketing campaigns to Fiscal Sustainability
messaging and marketing Work submittal Funding to him a consultant has showcase the City's advantages and attract
with Consultant on marking videos been achieved by a grant that Economic businesses that fit the defined cntena. This Community Wellness
to encourage new businesses in Development has received from the Port of includes developing a comprehensive
Auburn Seattle We will work closely with a consultant marketing strategy highlighting Aubum's
to have a new campaign in place by the end of infrastructure,workforce,incentives and
2024 quality of life. Leverage digital platforms,
industry conferences and targeted events to
mach potential businesses and investors
144 Page 370 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
LICENSING &ADMINISTRATION
The Administration division is responsible for the following:
• 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.
• Administration of the City's parking permit program.
• Serves as the City's point of contact and remote point of sale location for Auburn Valley Humane
Society pet licensing.
Performance Measures — Licensing
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.
Business Licenses Issued
8,000
7,500 7,800 8,000
6,262
6,000 5,119 5,558
4,000
2,000
2021 2022 2023 2024 Est 2025 Goal 2026 Goal
145 Page 371 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
PERMIT CENTER
The Permit Center division is responsible for the following:
• 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 permitting software system.
• Administration of and coordination with City's online application service MyBuildingPermit.com.
Performance Measures — Permit Center
Number of Building Permits Issued
This performance measure shows the number of building permit applications submitted, reviewed for conformance with
applicable standards and approved (issued) by the City. The building permit category includes not only authorization
of construction of new buildings, but also additions and modifications to existing buildings.The level of building permit
activity is often cyclical and governed by local economic conditions and trends generalized across the various
categories of construction such as residential, commercial or industrial. The level of building permit activity is an
expression of community reinvestment and increasing assessed valuation.
Building Permits Issued
520 515
500 500 500
500
480
462
460 450
440
420
400
2021 2022 2023 2024 2025 2026
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-
period tracking to an automated system associated with its permit management software, the City seeks to track and
increase the efficiency of project permit processing by reducing the average processing timeframe by approximately
twenty percent in the coming biennium.
Number of Days in Permit Processing
140
120 116
100 86
80
80 65
60 60
60
40
20
2021 2022 2023 2024 Est 2025 Goal 2026 Goal
146 Page 372 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Department Budget
001.17 Community 2023 2024 2024 2025 2026
Development Actual Adjusted Estimate Budget Budget
Budget
Expenditures
Salaries &Wages $ 3,099,209 $ 3,352,313 $ 3,352,313 $ 3,203,359 $ 3,332,004
Personnel Benefits 1,261,989 1,526,976 1,526,976 1,409,845 1,513,152
Supplies 27,986 19,250 19,250 143,250 143,250
Services &Charges 2,773,474 4,217,185 4,217,185 1,369,520 1,359,620
Capital Outlay - - - 100,000 100,000
Interfund Payments For Service 906,000 999,800 999,800 1,072,686 1,116,269
DEPARTMENT TOTAL $ 8,068,657 $10,115,524 $10,115,524 $ 7,298,660 $ 7,564,295
Department Employees
001 Community Development FTEs 2022 2023 2024 2025 2026
Community Development FTEs 33.00 33.00 28.00 28.00 28.00
TOTAL COMMUNITY DEVELOPMENT FTEs 33.00 33.00 28.00 28.00 28.00
Full Time Equivalent(FTE)Changes:
-2.0 FTE-Due to a restructuring of this department,both the Neighborhood Programs Coordinator and Human Services Program
Coordinator positions were removed in 2024.
-1.0 FTE-In 2024,the CDBG Coordinator position was reclassed from Community Development to Human Services.
-2.0 FTE-The City is no longer reporting SKHHP employees against the FTE count as they are not Cityemployees.
147 Page373of714
2025-2026 Preliminary 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 Fund 104 - Hotel/Motel Tax Fund. This
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 Budget
2023 l 2024 2025 2026
104 Hotel Motel Tax Actual Adjusted Estimate Budget Budget
Budget
Revenues
Beginning Fund Balance $ 464,299 $ 506,580 $ 506,580 $ 483,780 $ 477,680
Hotel Motel Tax 183,262 225,000 215,400 145,000 147,900
Film Festival Admission - 2,500 - - -
Investment Income 22,842 1,400 22,700 26,000 30,600
Total Revenues $ 670,404 $ 735,480 $ 744,680 $ 654,780 $ 656,180
Expenditures
Salaries&Wages $ - $ 48,950 $ 48,950 $ 48,950 $ 48,950
Personnel Benefits - 8,800 8,800 8,800 8,800
Supplies 498 3,200 3,200 3,200 3,200
Services&Charges 163,325 201,150 199,950 116,150 116,150
Ending Fund Balance 506,580 473,380 483,780 477,680 479,080
Total Expenditures $ 670,404 $ 735,480 $ 744,680 $ 654,780 $ 656,180
148 Page 374 of 714
Director of Human Services
Kent Hay
4 F.T.E.
Anti-Homelessness Anti-Homelessnes
CDBG Coordinator Program Coordinator Outreach Program
Coordinator
F.T.E. = Full Time Equivalent
149 Page 375 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
HUMAN SERVICES DEPARTMENT
Mission Statement
Our mission is to extend Compassion, Accountability, and Community to individuals experiencing
homelessness in Auburn, empowering them to rebuild their lives with dignity and participation.
Through outreach, advocacy, and collaboration with our community, we strive to provide essential
resources, including shelter, food, healthcare, and opportunities for long-term stability. Our aim is not
only to address the immediate needs of those we serve but also to foster lasting change by promoting
self-sufficiency, resilience, and inclusion.
Department Overview
• Social Services: Auburn provides various social services aimed at assisting individuals and
families in need. This includes programs for housing assistance, food support, healthcare
access, and emergency assistance for those facing crises such as homelessness or domestic
violence.
• Mental Health and Counseling: Access to mental health services is critical for overall well-
being. Auburn likely provides counseling services, support groups, and referrals to mental
health professionals to address a range of issues including depression, anxiety, trauma, and
addiction.
• Community Development:The city likely invests in community development initiatives aimed
at improving neighborhoods,enhancing infrastructure,and promoting economic development.
These efforts may include affordable housing projects, small business support programs, and
community revitalization efforts.
• Collaboration with Nonprofit Organizations: The city funds non-profit organizations though
general fund dollars through an applications process screened by a human services
committee and approved by city council likely collaborates with local nonprofit organizations
and community partners to expand the reach and impact of its human services efforts. These
partnerships may involve joint programming,funding support,and resource sharing to address
community needs more effectively
• Street Outreach: Homeless outreach teams, regularly engage with individuals experiencing
homelessness directly on the streets, in parks, and in other public spaces. They offer support,
resources, and connections to services such as shelter, housing, healthcare, and food
assistance.
• Emergency Shelter Access: Coordinating access to emergency shelters is crucial for
individuals experiencing homelessness, especially during inclement weather or times of crisis.
Outreach teams may work to connect individuals with available shelter beds and
transportation to these facilities.
• Case Management Services: Many individuals experiencing homelessness require more
intensive support to address underlying issues contributing to their homelessness, such as
mental illness, substance abuse, or lack of employment. Provide case management services
to help individuals access housing, healthcare, job training, and other resources needed to
stabilize their lives.
• Medical and Mental Health Care: Access to healthcare services is critical for individuals
experiencing homelessness, many of whom may have untreated medical or mental health
conditions. Outreach teams may collaborate with healthcare providers to offer medical
screenings, vaccinations, mental health assessments, and referrals to treatment services.
• Housing Navigation Services: Provide housing navigation services to help individuals
navigate the complex process of accessing and maintaining stable housing. This may involve
assistance with housing applications, rental assistance programs, and landlord mediation.
• Community Engagement and Education: Engagement and education initiatives aimed at
raising awareness about homelessness, addressing stigma, and fostering community support
for solutions such as affordable housing and supportive services.
• Collaboration with Partner Organizations: Collaboration with a network of partner
organizations, including local government agencies, nonprofit service providers, faith-based
150 Page376of714
2025-2026 Preliminary Budget Section IV: Operating Budget
organizations, and community volunteers. These partnerships help maximize resources and
coordinate efforts to better serve individuals experiencing homelessness.
Accomplishments and Objectives
2023-2024 I Progress Towards Major Goals for 2025-2026 Strategic
Goals 2023-2024 Goals Goal
• Continue working in partnership • Making sure that the Human Seances Committee has • Purchase the Consolidated Resource Center Fiscal Sustainability
with our regional organizations to the tools to guide them to make the best decisions and second find or purchase land that can
reduce homelessness in Auburn necessary when funding organizations for the 25-26 provide for a tiny village
and participate in the regional application cycle The hope is to make sure we are
solutions to significantly reduce funding organizations that are doing the work and
homelessness possibly fund fewer agencies with bigger dollars that
more agencies with fewer dollars Continue to provide
outreach to people experiencing homelessness in
aubum wherever they are located Housing people
from the shelter is pnonty,make space for people
outside to come inside,and provide access to housing
for people experiencing homelessness
• Continuing to provide outreach to • Increase the number of people housed through the • Implement Data-Driven Strategies Leverage Community Wellness
people experiencing King County Housing Management Information data from the King County Housing
homelessness in Auburn wherever System,expedite outreach to new encampments by Management Information System and other
they are located adding an outreach worker,and ensure a seamless tools to identify trends,allocate resources
response to chemical dependency treatment with the more effectively,and track progress in real-
Housing people from the shelter to support of the temporary Peer Support Specialist time
make space for people outside to
come inside,and providing access
to housing for people experiencing
homelessness
• Strengthen Outreach Programs Develop a Community Safety
more robust outreach network by adding
additional outreach workers and expanding
partnerships with local nonprofits and
healthcare providers to offer comprehensive
services directly to those in need
• Community Engagement and Education Community Wellness
Launch initiatives to engage the broader
community in understanding homelessness
issues,reducing stigma,and increasing
volunteensm and local support for
homelessness programs
• Policy and Advocacy Work on local and Fiscal Sustainability
regional advocacy to influence policy
changes that support housing affordability,
tenant protections,and increased funding for
homelessness services
Department Budget
2023 2024 2024 2025 2026
001.18 Human Services Adjusted
Actual Budget Estimate Budget Budget
Expenditures
Salaries &Wages $ - $ 229,720 $ 229,720 $ 485,102 $ 512,531
Personnel Benefits - 103,237 103,237 177,888 190,721
Supplies - 2,175 2,175 2,175 2,175
Services &Charges - 3,696,450 3,696,450 1,731,300 1,631,300
Interfund Payments For Service - - - 109,278 83,130
DEPARTMENT TOTAL $ - $ 4,031,582 $ 4,031,582 $ 2,505,743 $ 2,419,857
151 Page 377 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Department Employees
001 Human Services FTEs 2022 2023 2024 2025 2026
Human Services FTEs 0.00 0.00 4.00 4.00 4.00
TOTAL HUMAN SERVICES FTEs 0.00 0.00 4.00 4.00 4.00
Full Time Equivalent(FTE)Changes:
+1.0 FTE-The Anti-Homelessness Program Administrator position was reclassed to the Director of Anti-Homelessness position in
2023 and moved to the Human Services department in 2024.
+1.0 FTE-The Anti-Homelessness Outreach Program Coordinator position was reclassed from the Outreach Program Coordinator
position in the Mayor department in 2023 and moved to the Human Services department in 2024.
+1.0 FTE-In 2024,the CDBG Coordinator position was reclassed to Community Development to Human Services.
+1.0 FTE-In 2024,the Anti-Homelessness Program Coordinator position was created.
152 Page378of714
Chief Equity Officer
Brenda Goodson-Moore
3 F.T.E.
Equity, Engagement, Equity, Engagement,
& Outreach & Outreach
Coordinator Supervisor
F.T.E. = Full Time Equivalent
153 Page379of714
2025-2026 Preliminary Budget Section IV: Operating Budget
OFFICE OF EQUITY
Mission Statement
The City of Auburn is committed to operationalizing the values of racial equity, diversity, and inclusion
in our organization and the communities we serve, using intentional outreach and engagement to
inform our decision-making processes and by implementing equitable policies, programs and resource
allocation.
Department Overview
Improve policy, service delivery, and equitable distribution of resources to ensure that priorities of
equity are integrated into key programs, practices, and processes: (1) Use research-based practices
to develop content and facilitate learning related to race, equity, inclusion and belonging; work with
city agencies and departments to develop equity plans to identify equity opportunities and prioritize
strategies that align with citywide goals; (3) Embrace ongoing intentional outreach and engagement
within community; (4) Utilize data to measure progress of defined goals concerning social equity, race,
and social justice.
Accomplishments and Objectives
2023-2024 Progress Towards Major Goals Strategic
Goals 2023-2024 Goals for 2025-2026 Goal
• Continue national,state and • Partnered with GARE(National • Enhance DEI Training and Community Safety
regional collaborations and organization)to beta test learning Development Develop and implement
memberships that will allow modules.Selected to participate in AWC ongoing comprehensive DEI training Community Wellness
Auburn's\ice to be heard on panel discussion on Cities'Juneteenth programs for all employees,focusing on
topics of significance for a healthy recognition and celebrations. cultural competence,unconscious bias, Fiscal Sustainability
and diverse community and inclusive leadership to foster an
inclusive workplace culture where diversity
is valued,and all employees feel
respected and empowered leading to high
functioning,high performing teams
prepared and capable to serve the Auburn
community
• Implement Community Based • The City focused on internal capacity • Strengthen Community Partnerships Community Safety
Advisory Group The City will building in 2023 and 2024 in preparation for Build and maintain strong relationships
strengthen partnerships and creating and external advisory with community organizations,leaders, Community Wellness
collaborate with community commission In 2023 the City created the and stakeholders to collaboratively
members and organizations to REDI Coalition to design the city-wide,DEI address local equity and inclusion Fiscal Sustainability
advance and scale racial equity workplan Also created the IAAT(Inclusive challenges to enhance community trust
efforts across the community by Auburn Advisory Team)the city's first and cooperation,leading to more effective
identifying organizations and ERG and impactful outreach and engagement
community members interested in initiatives Creating and maintaining
working in partnership to address pathways for communities'partnership
barriers to racial equity in the with the city in decision making
organization and the Auburn processes and investments that directly
community impact them
• Equity-focused learning series, • City-wide(Police exempt,)in-person DEI • Increase Outreach and Engagement Community Safety
programs,workshops and foundational training 10 hour training Efforts Expand outreach programs to
resourcces available in vanous delivered by DeMarche Consulting in 2023 underrepresented and marginalized Community Wellness
formats(online/in-person)for all Custom Equity Fluency E-learning communities,ensuring their\ices are
employees on an ongoing basis modules developed and integrated into heard and their needs are addressed to Fiscal Sustainability
Emphasis on maintaining COA- Neogov has been delivered and will be foster greater community involvement and
wide normalizing of racial equity assigned to all city-staff Training modules participation in organizational initiatives,
meaning,principles and action provide foundational level equity fluency leading to more inclusive and
tools training representative outcomes
• Set meaningful DEI metrics, • Entered into a contra(with ncfrm to assist • Measure and Report DEI Progress Community Safety
establish clear and measurable in develping data analytics tools, metncs and benchmarks for DEI
goals,select appropriate metrics, contracted work includes initiatives,regularly tracking and reporting Community Wellness
create a framework for tracking 1 Establishing Data Measurement progress to ensure transparency and
and reporting,and regularly Strategic Framework accountability in DEI efforts,using data-
evaluate and adjust initiatives 2 Establishing a Data Collection Strategy dnven insights to inform and improve
based on the data collected 3 Establishing a Data Reporting Tool strategies and practices.
4 Developing a Strategic Framework of
Leadership's"DEI North Star"
154 Page 380of714
2025-2026 Preliminary Budget Section IV: Operating Budget
Performance Measures — Office of Equity
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 various City departments.We were unable to hold Civics Academy in 2021 due
to public health guidelines.
Number of Civics Academy Graduates
35
30 30 30
30
25
25
20 9
15
10
5
2021 2022 2023 2024 Est 2025 Goal 2026 Goal
Department Budget
2023 2024 2024 2025 2026
001.19 Office of Equity Adjusted
Actual Budget Estimate Budget Budget
Expenditures
Salaries &Wages $ 245,630 $ 230,858 $ 230,858 $ 394,857 $ 415,413
Personnel Benefits 113,058 126,575 126,575 195,730 201,425
Supplies 1,933 12,175 12,175 7,175 7,175
Services &Charges 153,597 581,200 581,200 331,950 331,950
Interfund Payments For Service - - - 84,296 89,425
DEPARTMENT TOTAL $ 514,218 $ 950,808 $ 950,808 $ 1,014,008 $ 1,045,388
Department Employees
001 Office of Equity FTEs 2022 2023 2024 2025 2026
Office of Equity FTEs 0.00 0.00 3.00 3.00 3.00
TOTAL OFFICE OF EQUITY FTEs 0.00 0.00 3.00 3.00 3.00
Full Time Equivalent(FTE)Changes:
+1.0 FTE-The Diversity,Equityand Inclusion Program Manager position was reclassed to Chief Equity Officer in 2022.This position
moved from the Mayor department to the Office of Equitydepartment in 2024.
+1.0 FTE-The DEI Community Engagement Coordinator position was reclassed to DEI Analyst in 2023.In 2024,this position was
reclassed to Equity,Engagement and Outreach Supervisor,and moved from the Mayor department to the Office of Equity.
+1.0 FTE-Position was renamed from Neighborhood Program Coordinator to Equity,Engagement and Outreach Coordinator in 2024.
155 Page 381 of 714
CITY
JBUI-�N
WASHINGTON
Police Chief
Mark Caillier
150 F.T.E.
Police
Public Police Inspectional Services Wellness
Information Officer Commander Program
Designer
Senior Assistant Administrative
Administrative Police Assistant
Assistant Chief
I I
Patrol Commander(2) Investigations Administrative
Commander Services Commander
I I I
Patrol Investigations
Patrol Sergeant(8) Administrative Accreditation/Training
Patrol Officer(65) Assistant Officer
School Resource Officer(3) I
Mall Officer(2) Mai I
o
SergreantCrimes(1) Community Services
Detective(8) Sergeant(1)
I C.R.T.(4)
Bike Officers(4)
Animal Control
Special Investiaations Officers(2)
Sergeant(1) I
Detective(5)
Traffic Unit
I Sergeant(1)
Traffic(7)
Property Crimes Parking(2)
Sergeant(1) I
Detective(5)
IRecords Services
Supervisor(2)
Reaional Task Force Specialists(8)
V.N.E.T.(1) I
T.N.E.T.(1)
I Contract Positions
M.I.T.Officer(1)
Evidence Technicians •
(2)
I
/ 1 CJTC TAC Officer(1)
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
CJTC=Criminal Justice Training Commission
157 Page 383 of 714
2025-2026 Preliminary 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
2023 l 2024 2025 2026
001.20 SCORE Actual Adjusted Estimate Budget Budget
Budget
Expenditures
Services &Charges $ 5,342,701 $ 5,700,000 $ 5,700,000 $ 5,900,000 $ 5,900,000
DEPARTMENT TOTAL $ 5,342,701 $ 5,700,000 $ 5,700,000 $ 5,900,000 $ 5,900,000
158 Page 384 of 714
2025-2026 Preliminary 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.
Accomplishments and Objectives
2023-2024 Progress Towards Major Goals Strategic
Goals 2023-2024 Goals for 2025-2026 Goal
• The Auburn Police Department • APD conducted targeted • APD will look at ways to Fiscal Sustainability
(APD)will aggressively explore emphasis patrols in areas of the streamline current processes to
innovative methods of policing so city experience high call volume. maximize budget efficiency
that they can increase unobligated APD utilized officers from Areas to examine include:records
patrol time to provide greater focus specialty assignments to management system,BWC
on reducing violent crime implement these patrols program contract,and real-time
crime information.
• To help maintain a stable • APD created a recruiting team to • APD will continue to focus on Community Safety
workforce,APD will focus on provide personal contact with innovative ways to address
innovative ways to address candidates as well as hiring an recruitment and retention of staff.
recruitment and retention of staff. outside marketing firm to create a
recruiting website and videos
• The Auburn Police Department will Community Safety
improve the perception of safety
throughout the city by utilizing
strategic enforcement and
deployment of personnel.
• APD will continue to improve Community Wellness
community relations utilizing
outreach,social media,and
partnerships to address domestic
violence related issues
• To address the needs of APD Community Wellness
employees,we will continue to
improve the Wellness program
through innovative and effective
methods by seeking grant funding
and providing programs that
promote wellness.
159 Page385of714
2025-2026 Preliminary Budget Section IV: Operating Budget
Performance Measures
Auburn Crime Rankings
Auburn Police Department always strives to keep crimes to under a 2% increase.
Crimes per 1,000 Citizens
125
100 92 96 97 93 92 90
75
50
25
2021 2022 2023 2024 Est 2025 Goal 2026 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
4.22 4.31 4.15
4.06 4.00
4.00
3.00
2.00
1.00
2021 2022 2023 2024 Est 2025 Goal 2026 Goal
160 Page386of714
2025-2026 Preliminary Budget Section IV: Operating Budget
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
2,000 1,759
1,514 1,596 1,500 1,500
1,500
1,000
500
2021 2022 2023 2024 Est 2025 Goal 2026 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 spirit and police-community
partnerships. In addition to connecting with neighbors, residents can connect with Auburn City staff, including
Auburn Police Department staff, by requesting their presence upon registration of their neighborhood event.We
were unable to hold National Night Out in 2020 and 2021 due to public health guidelines.
National Night Out Events Registered
100
so
60
60 55
46 50
40
21
20
2021 2022 2023 2024 2025 2026
Est Goal Goal
161 Page 387 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Department Budget
2023 2024 2024 2025 2026
001.21 Police Actual Adjusted Estimate Budget Budget
Budget
Expenditures
Salaries &Wages $17,139,243 $18,759,020 $18,759,020 $19,959,833 $20,853,095
Personnel Benefits 6,360,211 7,586,046 7,586,046 7,827,579 8,458,146
Supplies 315,954 473,940 473,940 516,240 478,240
Services &Charges 4,623,263 6,108,480 6,108,480 4,494,800 4,574,800
Capital Outlay - - - - -
Interfund Payments For Service 4,789,308 4,873,400 4,873,400 7,363,280 7,456,927
DEPARTMENT TOTAL $33,227,979 $37,800,886 $37,800,886 $40,161,732 $41,821,208
Department Employees
001 Police FTEs 2022 2023 2024 2025 2026
Police FTEs 139.00 139.00 140.00 150.00 150.00
TOTAL POLICE FTEs 139.00 139.00 140.00 150.00 150.00
Full Time Equivalent(FTE)Changes:
+1.0 FTE-Per 2023 BA#3,the Cityadded a supernumerary police officer position in 2024 to backfill for an officer who had been
assigned to the Criminal Justice Training Academy.
+10.0 FTE's-Per decision package ENG.0048,requests the addition of 5 Police Commissioned Officers and 5 unbudgeted
supernumeraryofficer positions.
162 Page388of714
2025-2026 Preliminary 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
2023 2024 2024 2025 2026
117 Drug Forfeiture Fund Actual Adjusted Estimate Budget Budget
Budget
Revenues
Beginning Fund Balance-Undesignated $ 1,137,015 $ 959,366 $ 959,366 $ 802,203 $ 654,270
Charges for Services 28,902 18,000 28,300 30,800 33,300
Investment Income 51,239 5,000 45,100 53,700 60,300
Miscellaneous Revenue - - - - -
Confiscated&Forfeited Property 155,692 125,000 163,500 166,800 170,100
Operating Transfer In - - - - -
Total Revenues $ 1,378,186 $ 1,107,366 $ 1,196,266 $ 1,053,503 $ 917,970
Expenditures
Salaries&Wages $ 146,979 $ 177,588 $ 163,695 $ 184,184 $ 188,129
Personnel Benefits 61,669 70,529 69,582 72,749 78,057
Supplies 58,820 69,200 69,200 69,200 69,200
Services&Charges 135,955 71,700 75,686 71,700 71,700
Intergovernmental - - - - -
Interfund Payments For Service 15,396 15,900 15,900 1,400 1,400
Ending Fund Balance-Undesignated 959,366 702,449 802,203 654,270 509,484
Total Expenditures $ 1,378,186 $ 1,107,366 $ 1,196,266 $ 1,053,503 $ 917,970
163 Page389of714
CITY
JBUI-�N
WASHINGTON
Director of Public Works
Ingrid Gaub
148 F.T.E.
Public Works I
1 Administrative Office
Assistant Assistant
I I I
Engineering Maintenance and
Services Assistant I Utilities Engineering Airport Operations Services
Director/City Manager(11) Manager(3)
Engineer General Manager
Senior Project Street and
Engineer(12) Vegetation
Manager(22)
Senior Traffic Water Distribution
Engineer(6) and Operations
Manager(23)
Contract Sewer/Storm
Administrative • Drainage
Manager(5) Manager(23)
Senior Project Fleet/General
Engineer(13) Services
Manager(15)
GIS Manager(6) • Fleet Administrative
Assistant
ROW Specialist SCADA1 H
Technician
Transportation *Note-Chart includes 2 frozen Fleet Mechanic-CDL positions in 2027-29
Planner
F.T.E.=Full Time Equivalent
165 Page 391 of 714
2025-2026 Preliminary 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 safer 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 areas: Engineering Services, Maintenance and Operations
Services, and the Auburn Municipal Airport. Engineering Services is functionally divided into five
groups: Administrative, Capital & Construction, Transportation Planning & Management, Geographic
Information Systems (GIS), 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: General Transportation (102)special revenue fund,the Water(430), Sanitary Sewer
(431), Sewer/King County Metro (433), Storm Drainage (432), and Airport (435) enterprise funds and
the Equipment Rental (550) 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 and operation of the City's traffic signals, beacons, Intelligent Transportation
Systems (ITS), and other traffic operations systems.
• Developing, managing, and maintaining the City's GIS and other asset management data,
systems, and tools.
Maintenance &Operations Services is responsible for several specific areas and duties, including:
• Maintenance and operations of all utility systems: Water, Sanitary 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.
166 Page 392 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Accomplishments and Objectives
2023-2024 Goals Progress Towards Major Goals Strategic
2023-2024 Goals for 2025-2026 Goal
• Plan and implement preservation • In 2023,approximately 1-lane mile of pavement was • Plan and implement preservation Infrastructure
projects using the funding preserved with patching,grind,and overlay In 2024, projects using the funding
allocated by the City Council and several projects that include pavement preservation allocated by the City Council and Fiscal Sustainability
continue to seek and apply for elements were in construction including the Lake continue to seek and apply for
grants and partnerships to help Tapps Parkway/Sumner Tapps Highway Preservation, grants and partnerships to help
supplement the presentation D/23rd Storm Improvements,C Street SW supplement the preservation
programs Preservation,2024 Artenal Patching,and 2023 Local programs
Street Preservation Projects In 2024,the City applied
for preservation grants through the Puget Sound
Regional Council countywide competitions Outcome
of those applications appears positive but was not yet
final at the time of this budget document preparation.
• Finalize terms of annexation, • During 2023 and 2024,the annexation of the Bridges • Finalize terms of annexation, Infrastructure
prepare annexation area of the City of Kent into the City of Auburn was prepare annexation
documentation,process through completed In addition,preliminary discussions with documentation,process through Fiscal Sustainability
City Councils,and finalize City of Pacific on the A Street SE Annexation area City Councils,and finalize
were held.
• Study,design,and construct the • Dunng 2023 and 2024,the City completed 2 • Study,design,and construct the Infrastructure
first two rounds of the revised neighborhoods through the revised traffic calming additional rounds of the revised
traffic calming program and program and improvements identified throughout the traffic calming program and Community Safety
evaluate the effectiveness of the neighborhoods were constructed in 2024 for the first evaluate the effectiveness of the
revised program Plan the 3rd study area. The second study area improvements will revised program.
round of the program Identify be completed in 2025.
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 to participate in City • City staff has participated in City assessments, • Continue to participate in City Community Wellness
activities to identify opportunities training and other efforts to understand potential achmties to identify opportunities
for improved seance to all sources of disparate treatment of certain segments of for improved service to all Infrastructure
customers and staff,especially the population In addition,demographic information customers and staff,especially
customers and staff from was collected and mapping tools created to provide customers and staff from
disadvantaged groups for whom information related to capital projects including disadvantaged groups for whom
service may be or may have been benefits and impacts of past and future projects. seance may be or may have been
inadequate Finally,a focus has been improving our translation inadequate.
seances related to public outreach
• Track and report photo • In 2023,the School Zone Photo Enforcement program • Continue to Track and Monitor the Infrastructure
enforcement effectiveness in was implemented and data shows that speeding effectiveness of the program and
improving compliance Evaluate dunng school zone enforcement times has reduced consider expansion of the program Community Safety
expanded use of photo The first annual report for 2023 was completed and is for both school zone enforcement
enforcement for speed available on the City's website. and general speed enforcement as
enforcement outside of school allowed by state law
zones and discuss with City
Council for potential
implementation
• Complete the major update to the • The Comprehensive Transportation Plan major update Infrastructure
Transportation Comprehensive was completed and incorporated multi-modal level of
Plan incorporating a multi-modal seance and equity in the goals,policies and actions Community Safety
level of service and equity
considerations into the plan Fiscal Sustainability
Community Wellness
• Finish developing a cost to • In 2023,the City developed and implemented online • In 2025 and 2026,additional Infrastructure
complete tool for automating tools to increase construction management efficiency improvements are planned to the
project cost projections. Begin and accuracy including cost to complete and truck cost to complete and truck ticket Fiscal Sustainability
enhancements for construction ticket in-take and tracking tools Improvements were tools Additional tools to support
management,including tracking also made to the existing bid tabulation and pay construction management will be
and logging inspector daily estimate tools. considered and potentially
reports,inspector weekly reports, developed including change order
pay estimate field measurement management,field measurement
sheets,and logging electronic sheets,and inspector daily
truck tickets.Evaluate options for reports
introducing Change Orders to the
management tool.
167 Page 393 of 714
2025-2026 Preliminary 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
21
20 19
15
14 15 15
11
10
5
2021 2022 2023 2024 Est 2025 Goal 2026 Goal
Number of Private Storm Systems Inspected
The City is required by its National Pollutant Discharge Elimination System Phase 2 permit(NPDES)to complete
annual inspections on private storm systems constructed after 2007 on an annual basis. The City also inspects
all private storm systems with an approved onsite stormwater control system on a bi-annual basis to ensure
proper function. This performance measure reflects both the required and additional inspections that are
completed each year as it relates to the City's NPDES compliance.
Number of Private Storm Systems Inspected
600
500 480
425 410 425 430
400 384
300
200
100
2021 2022 2023 2024 Est 2025 Goal 2026 Goal
168 Page 394 of 714
2025-2026 Preliminary Budget Section IV: Operating 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 Index
(PCI)
100
so 70 70
61 60 60 61
60
40
20
0
2021 2022 2023 2024 Est 2025 Goal 2025 Goal
Department Budget
2023 2024 2024 2025 2026
001.32 Engineering Actual Adjusted Estimate Budget Budget
Budget
Expenditures
Salaries &Wages $ 2,074,457 $ 1,894,899 $ 1,894,899 $ 2,270,473 $ 2,351,713
Personnel Benefits 922,006 952,896 952,896 1,049,202 1,120,095
Supplies 111,787 105,775 105,775 23,000 23,000
Services &Charges 791,034 1,312,325 1,312,325 754,945 1,555,625
Capital Outlay - - - 2,500 -
Interfund Payments For Service 693,396 707,600 707,600 1,318,081 1,393,583
DEPARTMENT TOTAL $ 4,592,681 $ 4,973,495 $ 4,973,495 $ 5,418,201 $ 6,444,016
169 Page395of714
2025-2026 Preliminary Budget Section IV: Operating Budget
Department Employees
001 Engineering FTEs 2022 2023 2024 2025 2026
Engineering FTEs 55.00 56.00 60.00 60.00 60.00
TOTAL ENGINEERING FTEs 55.00 56.00 60.00 60.00 60.00
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 Engineering Division in Public
Works Dept.The position will work with capital projects.
+4.0 FTE-GIS Analyst,Senior GIS Specialist,and GIS Technician was moved into the Engineering department.
170 Page396of714
2025-2026 Preliminary Budget Section IV: Operating Budget
STREETS DEPARTMENT
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 and Vegetation Division of Maintenance
and Operations Services and the Transportation Division of Engineering Services within Public
Works.
The Streets Division has approximately 279 centerline miles of streets which is equivalent to over
633 lane miles of roadways to maintain made up of approximately 319 equivalent lane miles* of
arterial/collector streets and 314 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
Accomplishments and Objectives
2023-2024 Goals Progress Towards Major Goals Strategic
2023-2024 Goals for 2025-2026 Goal
• Continue to research new • We used new equipment to • Continue to research new Community Safety
equipment and techniques to complete more than 300 sidewalk equipment and techniques to
address sidewalk issues in a more repairs without need to replace address sidewalk issues in a more Fiscal Sustainability
efficient way. panels. efficient way.
• Continue to update inventory of • Street light inventory was updated • Complete configuration and setup Fiscal Sustainability
new street light systems and to reflect cobra-head style street of LED street light controls
additional existing street lights lights that were converted from system and complete any Community Safety
that are converted to LED standard fixtures to LED. remaining conversions of
(downtown decorative and Conversion of most downtown downtown decorative lights.
residential decorative style lights) decorative street lights was Continue working with PSE to
as they come on line in our asset complete in 2024. convert PSE lights to LED.
management system.
• Obtain 100%completion of the • Over 98%of the sign shops • Obtain 100%completion of the Fiscal Sustainability
Sign Shop Inventory in our asset inventory has been added to the sign shop inventory in our asset
database database database.
• Continue improvements related to • City staff has participated in City • Continue improvements related to Community Wellness
the equity and inclusion goals of assessments,training and other the equity and inclusion goals of
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 barners to service for all
customers and continuing to population In addition we have customers and continuing to
develop a diverse workforce incorporated new hiring practices develop a diverse work force
to encourage more diversity in the
workforce.
171 Page 397 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Performance Measures
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%
92% 93% 92% 93%
92% 90%
88%
84%
80%
80% ■
76%
2021 2022 2023 2024 2025 2026
Est Goal Goal
Street Sign Reflectivity
The City is responsible for the maintenance of Street Signs. Street Signs are checked for minimum reflectivity
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 RegulatoryiWarning Signs Inspected
100% 100% 100% 100% 100% 100%
100%
80%
60%
40%
20%
0%
2021 2022 2023 2024 2025 2026
Est Goal Goal
172 Page398of714
2025-2026 Preliminary Budget Section IV: Operating Budget
Department Budget
2023 2024 2024 2025 2026
001.42 Streets Actual Adjusted Estimate Budget Budget
Budget
Expenditures
Salaries &Wages $ 1,129,672 $ 1,320,130 $ 1,320,130 $ 1,378,323 $ 1,488,466
Personnel Benefits 594,899 742,009 742,009 733,029 790,526
Supplies 187,425 210,800 210,800 204,800 204,800
Services &Charges 1,531,956 1,625,900 1,625,900 1,291,900 1,291,900
Capital Outlay - - - - -
Interfund Payments For Service 923,100 940,500 940,500 1,453,246 1,533,593
DEPARTMENT TOTAL $ 4,367,052 $ 4,839,339 $ 4,839,339 $ 5,061,298 $ 5,309,285
Department Employees
001 Streets FTEs 2022 2023 2024 2025 2026
Streets FTEs 23.00 23.00 22.00 22.00 22.00
TOTAL STREETs FTEs 23.00 23.00 22.00 22.00 22.00
Full Time Equivalent(FTE)Changes:
-1.0-Position Maintenance Worker I-Streets was frozen in 2024.
173 Page399of714
2025-2026 Preliminary 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:
Prior to 2025,the City had three separate special revenue funds associated with transportation capital
projects: Fund 102 (Arterial Street Fund), Fund 103 (Local Street Preservation Fund), and Fund 105
(Arterial Street Preservation Fund). Starting in 2025, these funds were combined into a single fund:
Fund 102 (General Transportation Fund). Fund 103 is no longer used. Fund 105 is used to hold
Transportation Benefit District (TBD) revenues. The TBD revenues are transferred into specific
projects in Fund 102 as allocated in the City's Transportation Improvement Program (TIP), which
serves as the planning document for TBD funds.
The General Transportation Fund—is funded by transportation grants, traffic impact fees, a portion of
the City's gas tax receipts, Public Works Trust Fund loans, a 1% Utility tax on all utilities and an
additional 1.5% utility tax on City Utilities (Water, Sewer, Storm and Solid Waste), as well as other
funding sources for street capital construction projects. Transportation Benefit District(TBD)revenues
are also transferred into Fund 102 to fund projects as allocated in the Transportation Improvement
Program (TIP). Traffic impact fees are collected into Fund 124 and transferred into Fund 102 for
transportation projects that provide vehicle capacity and mode shift, as designated in the TIP.
Fund 103— Local Street Fund, created in 2005, is no longer in use.
Fund 105—Transportation Benefit District Fund - holds revenues generated by a 0.1% Sales and Use
Tax that was adopted in 2022 and may be used to complete annual funding of preservation projects
and other projects as allocated in the TIP.
174 Page 400 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Accomplishments and Objectives
2023-2024 GoalsProgress
I 2023-2024 GoalsMajor Goals
I for 2025-2026 I StG ic
oag
• Look for other opportunities for • Continued coordination with Pierce Transit • Pursue transit recommendations as stated Infrastructure
funding and partnership and to and KC Metro to support Route 497. in the Comprehensive Transportation Plan:
create new shuttle routes within Supported implementation of MIT Tribal Support I-Line Implementation,Renew Fiscal Sustainability
Auburn. Transit seances Route 497 Agreement,Advocate for
additional Rapid Route routes,Advocate for Community Safety
overall improved transit services
Community Wellness
• Plan and implement preservation • Incorporated 0 1%sales tax revenues • Re-evaluate pavement condition of Infrastructure
projects using the funding generated from the Transportation Benefit roadways and evaluate forecast conditions
allocated by the City Council. District into the Transportation and projected funding needs.Identify
Improvement Program(TIP)and City potential funding gap needs and propose
budget Designed and constructed several potential measures to address them
street preservation projects Continue to implement preservation
protects Continue to apply for,and secure
grant funding
• Plan future locations for DMS • Planned locations included in 2024-2044 • Further develop,document,and implement Infrastructure
signs and expand standard Comprehensive Transportation Plan standard operating procedures for dynamic
operating procedures. message signs and other Intelligent Community Safety
Transportation System assets
• Develop tool that provides utility • Complete • N/A
and street condition information to
program managers to make the
coordination of street and utility
projects more efficient and
effective.
• Continue to pursue and expand • Constructed sidewalks along Riverwalk • Continue to strengthen partnership with MIT Infrastructure
the Partnership with the Dnve from Howard Road to Auburn Way through coordination on City projects such
Muckleshoot Indian Tribe(MIT)on South and on Auburn Way South from as the AWS Widening and R/21st Fiscal Sustainability
transportation improvements that 17th Street to MIT Plaza under partnership Roundabout projects Celebrate the
haw mutual benefit to MIT and the funding agreements with MIT Continued partnership with installation of artwork/ Community Safety
City. monthly coordination meetings to discuss enhancements to the AWS Chinook
and address upcoming transportation Roundabout.
needs.
• Continue to participate in City • Developed GIS tools for evaluating equity • Continue developing and implementing Infrastructure
activities to identify opportunities distnbution of capital projects/programs tools and processes to support equity goal
for improved service to all Developed outreach materials in multiple of City Comprehensive Transportation Plan. Community Safety
customers and staff,especially languages Performed strategic outreach
customers and staff from for Comprehensive Transportation Plan,
disadvantaged groups for whom Comprehensive Safety Action Plan,and
service may be or may have been Neighborhood Traffic Calming Programs
inadequate
175 Page 401 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Fund Budget
2023 2024 2024 2025 2026
102 General Transportation Actual Adjusted Estimate Budget Budget
Budget
Revenues
Beginning Fund Balance $ 5,713,652 $ 8,651,588 $ 8,651,588 $ 5,721,099 $ 5,168,764
ROW Vacations - - - - -
Federal Grants 463,251 5,296,661 5,296,661 3,615,689 865,000
State Grants 443,043 5,968,432 5,968,432 - -
State Entitlements(Motor Vehicle Fuel Tax) 645,238 620,000 620,000 643,500 646,100
Utility Taxes 2,749,783 2,380,200 1,867,702 3,585,700 3,756,500
Other Transportation Fees 240,144 - 6,830 51,000 -
Other Governmental Agencies 77,876 1,503,281 1,503,281 - -
Investment Income 301,739 38,900 107,300 25,000 25,000
Developer Contributions 332,000 125,000 125,000 - -
Public Works Trust Fund Loans - 3,000,000 3,000,000 - -
Miscellaneous Revenue 27,707 - 1,308 - -
Operating Transfers In 1,404,508 10,560,685 9,901,099 8,921,065 5,310,373
Total Revenues $ 12,398,940 $ 38,144,747 $ 37,049,201 $ 22,563,053 $ 15,771,737
Expenditures
Salaries&Wages $ 376,544 $ - $ 206,400 $ - $ -
Personnel Benefits 164,688 - 86,000 - -
Services&Charges 174,741 195,000 195,000 195,000 195,000
Capital Outlay 2,796,335 33,314,988 30,605,602 15,868,689 8,516,000
Interfund Payments For Service 29,700 30,300 30,300 26,500 26,900
Debt Service Principal 197,376 197,400 197,400 197,400 312,350
Debt Service Interest 7,969 7,400 7,400 6,700 12,050
Operating Transfers Out - - - 1,100,000 100,000
Ending Fund Balance 8,651,588 4,399,659 5,721,099 5,168,764 6,609,437
Total Expenditures $ 12,398,940 $ 38,144,747 $ 37,049,201 $ 22,563,053 $ 15,771,737
176 Page 402 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Fund 105 - See Fund 102.
Fund Budget
105 Transportation Benefit 2023 2024 2024 2025 2026
District Actual Adjusted Estimate Budget Budget
Budget
Revenues
Beginning Fund Balance $ 3,512,939 $ 5,773,021 $ 5,773,021 $ 1,798,224 $ 1,756,224
Public Transportation Tax 2,413,730 2,100,000 2,584,500 2,124,000 2,148,000
Utility Taxes 947,788 1,334,300 1,334,300 - -
Federal Grants 8,593 3,660,156 3,660,156 - -
State Grants 311,507 473,058 473,058 - -
Investment Income 219,029 18,800 218,300 20,000 20,000
Miscellaneous Revenue - 288,465 288,465 - -
Operating Transfer In - - - - -
Total Revenues $ 7,413,585 $ 13,647,800 $ 14,331,800 $ 3,942,224 $ 3,924,224
Expenditures
Salaries&Wages $ 236,945 $ - $ 173,500 $ - $ -
Personnel Benefits 101,193 - 70,800 - -
Supplies - - - - -
Services&Charges 53,552 400,000 400,000 - -
Capital Outlay 1,248,874 10,202,176 9,957,876 - -
Interfund Payments For Service - - - - -
Transfer Out - 185,000 1,931,400 2,186,000 2,186,000
Ending Fund Balance 5,773,021 2,860,624 1,798,224 1,756,224 1,738,224
Total Expenditures $ 7,413,585 $ 13,647,800 $ 14,331,800 $ 3,942,224 $ 3,924,224
177 Page 403 of 714
2025-2026 Preliminary 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 2040. The primary
responsibility of the Engineering Services - 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.
178 Page 404 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Accomplishments and Objectives
2023-2024 Goals Progress Towards Major Goals Strategic
2023-2024 Goals for 2025-2026 Goal
• Complete construction of the Coal • Notice to Proceed on the construction • N/A
Creek Spnngs Transmission Main contract was issued in September
Replacement project. 2023 with construction completion in
2024
• Complete Phases 2 and 3 of the • Phase 2 Testing and Analysis of the • Following completion of Phase 2 of the preliminary Fiscal Sustainability
water nght application Mitigation preliminary permit is underway. Final permit,depending on the outcome,either proceed
Plan by 2024 report due in October2024 with Phase 3 Final Mitigation and Compliance Infrastructure
Plan or pursue next steps to be determined
Community Wellness
• Complete replacement of existing • Finished replacing all of the coliform • Locate up to 30 new sample locations to install Infrastructure
water sample locations with new sample sites with dedicated sample new sample stands and begin installations
sample stands stands Community Safety
• Review existing policies dunng the • Water policies were updated that • N/A
water comprehensive plan update included a presentation to City Council
and revise as needed to ensure on July 10,2023 The policies are
policies am equitable incorporated into the Water System
Plan as Appendix A
• Complete the implementation of • All bond funded projects have been • N/A
the remaining 2020 revenue bond completed.
funded projects
• Complete Comprehensive Water • The Comprehensive Water System • N/A
System Plan update by December Plan was updated and completed in
2024 and receive DOH approval by 2024
June 2024.
• Complete hydrogeologic • Coal Creek Spnngs Flow Meters • Continue investigation of Coal Creek Spnngs in Infrastructure
assessment and investigation of project was initiated to measure flows developing a plan to utilize full water nght Data
Coal Creek Spnngs and develop a coming from the 3 individual collectors from the flow meters being installed at Coal Creek Fiscal Sustainability
plan to utilize the full water nght at the spnngs Hydrogeologic Spnngs will be used in the investigation phase of
assessment and investigation in the hydrogeologic assessment
progress.
• Complete inventory of service line • Inventory work is underway with • Progress toward compliance with new Lead and Community Wellness
matenals on both the public and expected completion by the October Copper Rule expected to be issued in or around
private side of the line according to 2024 deadline October 2024
the revised Lead and Copper Rule
requirements Make inventory
available to the public by October
2024
• Initiate and establish new Franchise agreements Infrastructure
with purveyors for water facilities within City limits
• Compliance with Regulatory Requirements fur per Community Wellness
and polyfluoroalkyl substances(PFAS)testing
and sampling
• Complete a study to determine an alternate Infrastructure
source or location to transfer the Algona Well
water nght and complete the water system Fiscal Sustainability
consolidation application with the Department of
Ecology.
• Complete a reservoir siting analysis for a future Infrastructure
water reser it in the Valley Sernce Area
Fiscal Sustainability
179 Page 405 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Performance Measures
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% 8 2
8.0% 74% 70% 69% 6.8%
7.0% 6.7
6.0
5.0
4.0
3.0
2.0
1.0
0.0
2021 2022 2023 2024 Eat 2025 Goal 2026 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 3.9
3
2 0 2.0 2 0 2.0
2
10
0
2021 2022 2023 2024 Est 2025 Goal 2026 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
250
200 182 173 181 175 175 175
: 111111
50
2021 2022 2023 2024 Est 2025 Goal 2026 Goal
180 Page 406 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
2025-2026 Working Capital Budget
2024
430 Water 2023 Adjusted 2024 2025 2026
Actual Budget Estimate Budget Budget
OPERATING REVENUES
Water Sales $ 18,309,233 $ 18,700,000 $ 18,920,500 $ 19,870,000 $ 21,360,250
Other Charges for Service 366,937 183,410 181,300 185,000 185,000
Interest Earnings 1,120,737 68,500 714,900 75,000 75,000
Rents,Leases and Concessions 49,562 30,000 21,450 30,000 30,000
Miscellaneous Revenue 2,477,355 - - - -
I TOTAL OPERATING REVENUES $ 22,323,825 $ 18,981,910 $ 19,838,150 $ 20,160,000 $ 21,650,250
OPERATING EXPENDITURES
Salaries&Wages $ 2,922,022 $ 3,143,810 $ 2,950,000 $ 3,440,734 $ 3,641,056
Benefits 1,019,742 1,633,579 1,380,000 1,680,483 1,801,887
Supplies 425,158 388,925 390,000 440,950 438,250
Services&Charges 4,897,728 6,075,870 6,075,000 5,702,695 5,951,845
Debt Service Principal 1,768,728 1,788,470 1,788,470 2,168,900 2,158,700
Interfund Payments for Service 2,559,096 2,611,800 2,611,800 3,357,033 3,477,673
I TOTAL OPERATING EXPENDITURES $ 13,592,474 $ 15,642,454 $ 15,195,270 $ 16,790,795 $ 17,469,411
REVENUES LESS EXPENDITURES $ 8,731,351 $ 3,339,456 $ 4,642,880 $ 3,369,205 $ 4,180,839
NON-OPERATING REVENUE
Grants $ 215,978 $ 2,724,894 $ 1,456,080 $ - $ -
Developer Contributions - - - - -
Capital-System Development Charges 351,119 650,000 650,000 550,000 550,000
Revenue Bond Proceeds - - - - -
Intergovernmental Loan 2,418,199 - - - -
Interfund Transfers In 1,090,278 14,981,700 14,981,700 - -
Other Sources 691,861 - 686,000 - -
I TOTAL RESOURCES $ 4,767,435 $ 18,356,594 $ 17,773,780 $ 550,000 $ 550,000
NON-OPERATING EXPENSE
Salaries&Wages $ 201,276 $ - $ - $ - $ -
Benefits 82,065 - - - -
Services&Charges 530 - - - -
Interfund Transfers Out 1,286,028 15,554,764 15,554,764 50,000 50,000
Construction Projects 2,245,010 23,657,533 23,800,000 5,012,810 4,927,810
Debt Service Interest 587,330 885,950 885,950 836,000 839,700
Net Change in Restricted Assets 4,005,126 - - - -
I TOTAL USES $ 8,407,364 $ 40,098,247 $ 40,240,714 $ 5,898,810 $ 5,817,510
BEGINNING WORKING CAPITAL-January1 18,093,900 23,185,321 23,185,321 5,361,267 3,381,662
ENDING WORKING CAPITAL-December 31 23,185,321 4,783,124 5,361,267 3,381,662 2,294,991
I NET CHANGE IN WORKING CAPITAL(*) $ 5,091,422 $(18,402,197) $(17,824,054) $ (1,979,605) $ (1,086,671)
(*) Working Capital=Current Assets minus Current Liabilities
Department Employees
430 Water FTEs 2022 2023 2024 2025 2026
Water FTEs 24.00 24.00 23.00 23.00 23.00
TOTAL WATER FTEs 24.00 24.00 23.00 23.00 23.00
Full Time Equivalent(FTE)Changes:
-1.0 FTE-In 2024,the position GIS Specialist was moved into the Engineering department
181 Page 407of714
2025-2026 Preliminary 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
Engineering Service—Sewer Utility is responsible for the comprehensive system planning,
interaction with and regulation of development, implementing capital improvement projects, asset
management, and system budget management. Maintenance and Operations Services is
responsible for general system maintenance, minor repair and construction, and day-to-day
operation. The Utility is responsible for the collection and transmission of effluent to King County
trunk lines. Auburn contracts with King County for effluent treatment and disposal.
182 Page 408 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Accomplishments and Objectives
2023-2024 Goals Progress Towards Major Goals Strategic
2023-2024 Goals for 2025-2026 Goal
• Complete data venfication/update for the • Developed a standard protocol for the update of the • Complete data verification/update for the assets in Infrastructure
assets in 50%of the City's quarter sections system information and completed 4 quarter 50%of the City's quarter sections
sections Fiscal Sustainability
• Incorporate the results of City and King • Incorporated the results of flow monitonng into the • N/A
County flow momtonng into the update of the City's hydraulic model,identified areas of high VI,
sewer hydraulic model,and identify and and incorporated reduction strategies
adopt VI reduction strategies as part of the (repair/replacement,side sewer inspections,future
Comprehensive Sewer Plan update flow monitonng)in comprehensive planning for the
utility
• Incorporate updated model results and • Incorporated future growth targets and precipitation • N/A
resulting plans for capacity improvements projections into the calibrated flow model,specific
and expansion into the Comprehensive areas and/or pipe segments were identified as
Sewer Plan needing capacity upgrades within the 20-year
planning penod
• Increase education and outreach of the • An additional 1/4 FTE position was added to staff in • Initiate public outreach strategies to educate the Infrastructure
Fats,Oils,and Grease(FOG)Program and 2024 to conduct proactive inspections of food public,especially those bang in multi-family
increase enforcement of grease interceptor seance establishments(FSEs) residences,of the problems associated with the Community Wellness
cleaning requirements to reduce backups, discharge of FOG and other items that cause
trouble lines,and maintenance needs problems in the public sewer system
• Continue to engage with King County, • Discussions are on-going • As the 2036 end of the current agreement Community Wellness
component agencies,City staff,and elected approaches,actively engage with County staff,even
leaders to negotiate a new agreement for in the absence of a collective more uniform
sewage disposal agreement across other component agencies
• Upgrade the sewer asset inventory, • The sewer asset inventory is underway using • As asset data and condition assessment data Infrastructure
condition assessment,and asset standard procedures for data collection consistent becomes more complete,more formally apply asset
replacement planning to help the City's with NASSCO standard scoring for sewer mains and management pnnciples to planning for rehabilitation Fiscal Responsibility
efforts to maximize the efficiency of project standardized information for manholes Condition and replacement of the sewer system
planning and execution scores will be used to pnontize repair and
replacement of sewer mains
• Continue to participate in City activities to • City staff has participated in City assessments, • Continue to participate in City activities to identify Community Wellness
identify opportunities for improved seance to training and other efforts to understand potential opportunities for improved service to all customers
all customers and staff,especially sources of disparate treatment of certain segments and staff,especially customers and staff from
customers and staff from disadvantaged of the population In addition,for public outreach disadvantaged groups for whom service may be or
groups for whom service may be or may and information shanng,there has been a focus on may have been inadequate
have been inadequate the appropnate translation services to provide
• Complete the replacement of the Rainier • The design of the station is underway,with • Complete the replacement of the Rainier Ridge Infrastructure
Ridge Sewer Pump Station to increase construction expected in 2025 Sewer Pump Station to increase reliability,
reliability,maintainability,and capacity of maintainability,and capacity of the station
the station
• Complete the update to the Comprehensive • Completed the Sewer Comprehensive Plan Update • N/A
Sewer Plan which will guide the operation of in 2024
the Utility for the next 6-10 years
• Initiate a Side Sewer Inspection program consistent Infrastructure
with the recommendations of the Sewer
Comprehensive Plan This program will perform Fiscal Responsibility
systematic lateral launch side sewer inspections
within the City,beginning with the areas
expenencing the most I/I and areas with clay or
concrete sewer mains
• Design and complete a repair and replacement Infrastructure
project to be designed in 2025 and constructed in
2026 Fiscal Responsibility
• Perform a detailed condition assessment of the Infrastructure
City's sewer pump stations and recommend
improvements/upgrades as identified in the Sewer Fiscal Responsibility
Comprehensive Plan
• Initiate an update to the City's franchise agreement Infrastructure
with King County for the City's sewer facilities
located within unincorporated areas of the County
The current agreement expires in 2027
183 Page 409 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Performance Measures
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)
350
300 290 280 280
250
200
148 156
150
106
50
50
0
2021 2022 2023 2024 Est 2025 Goal 2026 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
200 200 200
200
: IiIIPUl
50
0
2021 2022 2023 2024 Est 2025 Goal 2026 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
1,500
1,200 1,200 1,200
1,000 857 946
753
500
0
2021 2022 2023 2024 Est 2025 Goal 2026 Goal
184 Page 410of714
2025-2026 Preliminary Budget Section IV: Operating Budget
2025-2026 Working Capital Budget
2024
431 Sewer 2023 Adjusted 2024 2025 2026
Actual Budget Estimate Budget Budget
OPERATING REVENUES
Sewer Sales $ 10,149,547 $ 9,475,000 $ 10,766,400 $ 10,190,000 $ 10,950,000
Other Charges for Service 189,831 140,000 182,000 155,000 155,000
Interest Earnings 1,250,333 98,900 813,900 75,000 75,000
Rents,Leases and Concessions - - - - -
Miscellaneous Revenue 490,704 - - - -
I TOTAL OPERATING REVENUES $ 12,080,415 $ 9,713,900 $ 11,762,300 $ 10,420,000 $ 11,180,000
OPERATING EXPENDITURES
Salaries&Wages $ 1,893,139 $ 1,975,905 $ 1,994,000 $ 2,097,484 $ 2,202,736
Benefits 647,056 1,018,958 995,000 999,888 1,069,118
Supplies 126,482 202,495 202,500 203,150 200,950
Services&Charges 2,025,247 5,122,795 5,122,800 2,977,380 3,113,930
Debt Service Principal 557,084 557,300 557,300 795,600 809,100
Interfund Payments for Service 1,507,704 1,536,700 1,536,700 2,036,782 2,071,194
I TOTAL OPERATING EXPENDITURES $ 6,756,713 $ 10,414,153 $ 10,408,300 $ 9,110,284 $ 9,467,028
REVENUES LESS EXPENDITURES $ 5,323,703 $ (700,253) $ 1,354,000 $ 1,309,716 $ 1,712,972
NON-OPERATING REVENUE
Grants $ - $ - $ - $ - $ -
Developer Contributions - - - - -
Capital-System Development Charges 282,299 325,000 769,300 325,000 325,000
Revenue Bond Proceeds - - - - -
Intergovernmental Loan - - - - -
Interfund Transfers In - - - -Other Sources 274,949 - 161,900 - -
I TOTAL RESOURCES $ 557,248 $ 325,000 $ 931,200 $ 325,000 $ 325,000
NON-OPERATING EXPENSE
Salaries&Wages $ 58,047 $ - $ 59,000 $ - $ -
Benefits 21,913 - 22,000 - -
Services&Charges 899 - - - -
Interfund Transfers Out 259,111 575,008 575,008 50,000 50,000
Construction Projects 628,622 9,555,467 9,555,460 5,543,300 2,826,000
Debt Service Interest 44,580 112,100 112,100 97,100 82,200
Net Change in Restricted Assets 907,756 - - - -
I TOTAL USES $ 1,920,927 $ 10,242,575 $ 10,323,568 $ 5,690,400 $ 2,958,200
BEGINNING WORKING CAPITAL-January 1 22,859,669 26,819,692 26,819,692 18,781,324 14,725,640
ENDING WORKING CAPITAL-December 31 26,819,693 16,201,864 18,781,324 14,725,640 13,805,412
I NET CHANGE IN WORKING CAPITAL(*) $ 3,960,024 $(10,617,828) $ (8,038,368) $ (4,055,684) $ (920,228)
(*) Working Capital=Current Assets minus Current Liabilities
Department Employees
431 Sewer FTEs 2022 2023 2024 2025 2026
Sewer FTEs 10.00 11.00 11.00 11.00 11.00
TOTAL SEWER FTEs 10.00 11.00 11.00 11.00 11.00
Full Time Equivalent(FTE)Changes:
+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.
185 Page 411 of 714
2025-2026 Preliminary 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 Engineering Services - Storm Utility is responsible for the 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. Maintenance and Operations Services is responsible for general system
maintenance, minor repair and construction, and day-to-day operations. The Utility is responsible for
the collection, transmission, treatment, and disposal of surface waters to Mill Creek and the Green
and White rivers.
Accomplishments and Objectives
2023-2024 Goals Progress Towards Major Goals Strategic
2023-2024 Goals for 2025-2026 Goal
• Maintain,modify and add new storm • GIS staff continue to add storm attributes from new • Maintain,modify and add new storm attributes Infrastructure
attnbutes as needed to keep the system projects and modify and update existing attributes as needed to keep the system current
current as needed to maintain a current system
• Continue to develop and implement the • A ditch maintenance program has been developed • Evaluate the inspection frequency and Infrastructure
ditch maintenance program for those and is included in the draft 2025 Comprehensive expected effort for the ditch maintenance
ditch segments determined to be the Storm Drainage Plan for future consideration and program and adjust as needed Community Safety
• Continue the coordination with street and • Partnering on numerous street and non-storm • Continue the coordination with street and Fiscal Sustainability
utility projects to obtain efficiency in utility projects was done to obtain efficiency in utility projects to obtain efficiency in
contracting and economies of scale contracting and economies of scale contracting and economies of scale Infrastructure
Community Wellness
• Begin implementation of the Source • The Source Control Program was initiated in 2023 • Continue to develop and modify the Source Community Wellness
Control Business Inspection Program and a new FTE in 2024 has successfully Control Business Inspection Program as new
required by the National Pollutant implemented the Source Control Business types of businesses are brought into the Infrastructure
Discharge Elimination System permit Inspection program The current emphasis has program Examples are expected to include
(NPDES) been on inspecting restaurants business parks and automotive related
sernces.
• Continue to participate in City actiaties • City staff has participated in City assessments, • Continue to participate in City actiaties to Community Wellness
to identify opportunities for improved training and other efforts to understand potential identify opportunities for improved seance to all
seance to all customers and staff, sources of disparate treatment of certain segments customers and staff,especially customers
especially customers and staff from of the population In addition,for public outreach and staff from disadvantaged groups for whom
disadvantaged groups for whom sernce and information sharing,there has been a focus on service may be or may have been inadequate
may be or may have been inadequate the appropriate translation services to proNde
• Complete the update to the • The Comprehensive Storm Drainage Plan was • N/A
Comprehensive Storm Drainage Plan completed in 2024
which will guide the operation of the
Utility for the next 6-10 years
• Continue to utilize the existing hydraulic • The existing hydraulic models have been updated • Continue to utilize the existing hydraulic Infrastructure
models to support the Comprehensive and utilized to assess proposed capital models to support street and other utility
Plan and individual projects as required improvement projects and for the proposed capital projects as required to ensure proper sizing of Community Wellness
to ensure proper sizing of facilities projects in the 2025 Comprehensive Storm facilities
Drainage Plan update
186 Page412of714
2025-2026 Preliminary Budget Section IV: Operating Budget
Performance Measures
Tons of Debris Hauled
This performance 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 2025 and 2026 goals are
based on the annual average required to meet NPDES permit conditions.
Tons of Debris Hauled
2,000
1,500 1,550
1,500 1,320 1,320 1,400
1,150
1,000
500
2021 2022 2023 2024 2025 2026
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% 95%
94%
94% 93
illil
88%
86%
84%
2021 2022 2023 2024 2025 2026
Est Goal Goal
Catch Basin Inspection
The NPDES permit requires the inspection of all catch basins within the City every two years.The 2025 and 2026
goals are based on the anticipated annual average required to meet permit conditions.
Catch Basin Inspection
8,000
6,394 6,047
6,000 5,250 5,300
4950
: 111111
2021 2022 2023 2024 2025 2026
Est Goal Goal
187 Page 413of714
2025-2026 Preliminary Budget Section IV: Operating Budget
2025-2026 Working Capital Budget
2024
432 Storm Drainage 2023 Adjusted 2024 2025 2026
Actual Budget Estimate Budget Budget
OPERATING REVENUES
Storm Service Charge $ 11,682,056 $ 10,962,800 $ 12,481,300 $ 12,980,000 $ 13,500,000
Other Charges for Service 174,181 155,200 201,400 155,200 155,200
Interest Earnings 1,166,710 78,900 600,900 75,000 75,000
Rents,Leases and Concessions - - 13,120 - -
Miscellaneous Revenue 829,119 - - - -
TOTALOPERATINGREVENUES $ 13,852,066 $ 11,196,900 $ 13,296,720 $ 13,210,200 $ 13,730,200
OPERATING EXPENDITURES
Salaries&Wages $ 2,937,623 $ 3,091,111 $ 3,149,100 $ 3,252,812 $ 3,439,935
Benefits 1,014,404 1,612,599 1,436,000 1,583,515 1,697,615
Supplies 79,669 93,255 93,255 98,150 95,950
Services&Charges 2,484,636 2,745,715 2,745,700 3,016,258 2,987,608
Debt Service Principal 466,413 466,500 466,500 820,200 839,900
Interfund Payments for Service 2,552,604 2,567,500 2,567,500 3,106,365 3,169,205
TOTAL OPERATING EXPENDITURES $ 9,535,349 $ 10,576,680 $ 10,458,055 $ 11,877,300 $ 12,230,213
REVENUES LESS EXPENDITURES • $ 4,316,717 $ 620,220 $ 2,838,665 $ 1,332,900 $ 1,499,987
NON-OPERATING REVENUE
Grants $ 327,711 $ 130,000 $ 130,000 $ - $ -
Developer Contributions - - - - -
Capital-System Development Charges 339,463 500,000 306,200 450,000 450,000
Revenue Bond Proceeds - - - - -
Intergovernmental Loan - - - - -
Interfund Transfers In - 8,000,000 8,000,000 - -
Other Sources 214,469 - - -
TOTAL RESOURCES $ 881,644 $ 8,630,000 $ 8,436,200 $ 450,000 $ 450,000
NON-OPERATING EXPENSE
Salaries&Wages $ 215,788 $ - $ 348,600 $ - $ -
Benefits 98,026 - 147,800 - -
Services&Charges 400 - - - -
Interfund Transfers Out 533,534 8,650,640 8,650,640 124,000 124,000
Construction Projects 1,580,095 16,316,132 16,316,130 2,882,012 2,947,461
Debt Service Interest 113,250 193,100 193,100 172,200 150,400
Net Change in Restricted Assets 1,437,063 - - - -
TOTAL USES $ 3,978,157 $ 25,159,872 $ 25,656,270 $ 3,178,212 $ 3,221,861
BEGINNING WORKING CAPITAL-January1 23,358,869 24,579,072 24,579,072 10,197,667 8,802,355
ENDING WORKING CAPITAL-December 31 24,579,072 8,669,420 10,197,667 8,802,355 7,530,481
NET CHANGE IN WORKING CAPITAL(*) $ 1,220,204 $(15,909,652) $(14,381,405) $ (1,395,312) $ (1,271,874)
(*) Working Capital=Current Assets minus Current Liabilities
188 Page 414 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Department Employees
432 Storm FTEs 2022 2023 2024 2025 2026
Storm FTEs 12.00 14.00 12.00 12.00 12.00
TOTAL STORM FTEs 12.00 14.00 12.00 12.00 12.00
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.
-2.0 FTE's-Per request,positions Maintenance Worker I-CDL Vegetation was frozen in 2024.
189 Page 415of714
2025-2026 Preliminary 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
2024
433 Sewer Metro 2023 Adjusted 2024 2025 2026
Actual Budget Estimate Budget Budget
OPERATING REVENUES
Metro Service Charge $ 20,266,613 $ 21,557,500 $ 21,237,600 $ 22,720,000 $ 24,120,000
Metro Industrial Charge 371,087 415,500 313,700 375,000 375,000
Interest Earnings 90,535 16,300 89,800 20,000 20,000
Rents,Leases and Concessions - - - - -
Miscellaneous Revenue - - - - -
I TOTAL OPERATING REVENUES $ 20,728,235 $ 21,989,300 $ 21,641,100 $ 23,115,000 $ 24,515,000
OPERATING EXPENDITURES
Salaries&Wages $ - $ - $ - $ - $ -
Benefits - - - - -
Supplies - - - - -
Services&Charges 20,083,839 21,961,800 21,961,800 23,076,000 24,472,000
Debt Service Principal - - - - -
Interfund Payments for Service - - - - -
I TOTAL OPERATING EXPENDITURES $ 20,083,839 $ 21,961,800 $ 21,961,800 $ 23,076,000 $ 24,472,000
REVENUES LESS EXPENDITURES $ 644,396 $ 27,500 $ (320,700) $ 39,000 $ 43,000
BEGINNING WORKING CAPITAL-January 1 4,237,930 4,882,326 4,882,326 4,561,626 4,600,626
ENDING WORKING CAPITAL-December 31 4,882,326 4,909,826 4,561,626 4,600,626 4,643,626
I NET CHANGE IN WORKING CAPITAL(*) $ 644,396 $ 27,500 $ (320,700) $ 39,000 $ 43,000
(*) Working Capital=Current Assets minus Current Liabilities
190 Page 416of714
2025-2026 Preliminary 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 Statement
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
airport customers, marketing, grounds maintenance, facility maintenance, and capital program
management.
191 Page 417of714
2025-2026 Preliminary Budget Section IV: Operating Budget
Accomplishments and Objectives
2023-2024 Goals Progress Towards Major Goals Strategic
2023-2024 Goals for 2025-2026 Goal
• Continued monitoring of Cascade's • Cascade retails less than 10,000 gallons of JetA • Continued monitonng of Cascade's Jet Infrastructure
Jet A Fuel sales,if demand increases Fuel annually This amount is not enough to A Fuel sales,if demand increases to a
to a point a permanent facility is justify investing in a permanent facility.Continue point a permanent facility is needed Fiscal Sustainability
needed work to identify a pnvate this goal in 25/26 work to identify a pnvate partner to
partner to install and manage it install and manage it
• Infrastructure upgrades include, • Completed retrofit of existing open hangars and • Infrastructure upgrades include, Infrastructure
retrofitting existing open hangars, replaced hangar doors.The airport performs retrofitting existing open hangars,
increasing penmeter fence to improve pavement and facility maintenance annually to addressing aging infrastructure Fiscal Sustainability
secunty and addressing aging address aging infrastructure Runway rehab Pavement maintenance continues to be
infrastructure Pavement maintenance project in 2024 significantly upgraded the airport a high pnonty Community Safety
continues to be a high pnonty The taxiway lighting was replaced with LED's All
extenor and interior hangar lights were replaced
with LED fixtures
• Complete the implementation of the • Completed 5/16/24 Significant upgrade to the • N/A
improved instrument approach as airport
approved by FAA in 2022
• Continue improvements related to the • The annual airport internship incorporates • Continue improvements related to the Community Wellness
equity and inclusion goals of the exposure to the aviation industry for underserved equity and inclusion goals of the City
City This includes review of our populations not typically seen in aviation During This includes review of our processes
processes and programs to remove 2023 and 2024,Airport tours for various and programs to remove barriers to
barriers to service for all customers, community and educational groups have seen an service for all customers,continuing
continuing outreach to under increase in disadvantaged population areas In outreach to under represented groups
represented groups for Airport events, coordination with Green River College,their for Airport events(example airport day
and continuing involvement in regional foreign exchange students program visit the and tours),and continuing involvement
and industry efforts to increase airport annually for a tour and overview of in regional and industry efforts to
diversity within the Aviation industry operations Increased focus on marketing for increase diversity within the Aviation
through internships and participation Airport Day to include translation of information for industry through internships and
in WAMA and AAAE organization underserved populations has resulted in an participation in WAMA and AAAE
efforts increase in attendance by those populations organization efforts
• Increase the sustainability of the • The airport has added businesses and aircraft • Increase the sustainability of the airport Fiscal Sustainability
airport by creating additional revenue operations which have increased multiple revenue by creating additional revenue streams
streams Realize cost savings by lines Realize cost savings by taking Infrastructure
taking advantage of clean energy advantage of clean energy initiatives
initiatives when they are available. when they are available.
• Complete the implementation of an Infrastructure
Automated Weather Observation
System(AWOS)
192 Page418of714
2025-2026 Preliminary Budget Section IV: Operating Budget
Performance Measures
The Airport owns and operates the self-serve aviation fuel tank. This fuel provides aircraft based at the airport
and transiting the area a needed resource.The sales from the fuel are an indicator of how busy the airport is
operationally.Approximately 35%of total operating airport revenue is from the fuel sales.These funds go
towards the operation of the airport and allow the airport to remain self-sustaining and not require funds from the
City's General Fund.
Aviation Fuel
(Number of gallons)
140 133
116 120 125
120 114 115 •
No 100
�+ 80
r 60
40
20
2021 2022 2023 2024 2025 2026
Est Goal Goal
193 Page 419of714
2025-2026 Preliminary Budget Section IV: Operating Budget
2025-2026 Working Capital Budget
2024
435 Airport 2023 Adjusted 2024 2025 2026
Actual Budget Estimate Budget Budget
OPERATING REVENUES
Aviation Fuel Sales $ 789,595 $ 840,000 $ 915,130 $ 1,060,600 $ 1,229,200
Other Charges for Service 38,780 38,700 39,100 38,700 38,700
Interest Earnings 222,636 10,600 55,000 10,400 10,400
Rents,Leases and Concessions 1,028,170 1,223,400 1,141,143 1,206,060 1,230,100
Miscellaneous Revenue 30,886 4,000 4,000 4,000 4,000
TOTAL OPERATING REVENUES $ 2,110,067 $ 2,116,700 $ 2,154,373 $ 2,319,760 $ 2,512,400
OPERATING EXPENDITURES
Salaries&Wages $ 322,891 $ 319,178 $ 346,041 $ 408,270 $ 419,474
Benefits 142,404 148,527 144,428 165,987 177,511
Supplies 646,995 720,975 774,485 919,000 1,062,300
Services&Charges 428,017 386,305 386,305 355,400 339,400
Debt Service Principal - 69,865 - 75,344 76,851
Interfund Payments for Service 197,208 202,400 202,400 398,898 344,496
TOTAL OPERATING EXPENDITURES $ 1,737,515 $ 1,847,250 $ 1,853,659 $ 2,322,899 $ 2,420,032
REVENUES LESS EXPENDITURES $ 372,552 $ 269,450 $ 300,714 $ (3,139) $ 92,368
NON-OPERATING REVENUE
Grants $ 446,033 $ 5,130,052 $ 5,130,052 $ - $ -
Developer Contributions - - - - -
Capital-System Development Charges - - - - -
Revenue Bond Proceeds - - - - -
Intergovernmental Loan - 603,256 603,256 - -
Interfund Transfers In 377,382 1,571,114 1,571,114 - -
Other Sources - - - - -
TOTAL RESOURCES $ 823,414 $ 7,304,422 $ 7,304,422 $ - $ -
NON-OPERATING EXPENSE
Salaries&Wages $ 375 $ - $ - $ - $ -
Benefits 144 - - - -
Services&Charges 9 100 100 - -
Interfund Transfers Out 377,382 1,571,114 1,571,114 - -
Construction Projects 827,565 6,825,332 6,497,473 263,460 538,000
Debt Service Interest - 13,630 - 16,500 14,993
Net Change in Restricted Assets 55,468 - - - -
TOTAL USES $ 1,260,942 $ 8,410,176 $ 8,068,687 $ 279,960 $ 552,993
BEGINNING WORKING CAPITAL-January1 2,221,477 2,156,501 2,156,501 1,692,950 1,409,851
ENDING WORKING CAPITAL-December 31 2,156,501 1,320,197 1,692,950 1,409,851 949,226
NET CHANGE IN WORKING CAPITAL(*) $ (64,975) $ (836,304) $ (463,551) $ (283,099) $ (460,625)
(*) Working Capital=Current Assets minus Current Liabilities
Department Employees
435 Airport FTEs 2022 2023 2024 2025 2026
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
194 Page 420of714
2025-2026 Preliminary 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.
195 Page 421 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Accomplishments and Objectives
2023-2024 Goals Progress Towards Major Goals Strategic
2023-2024 Goals for 2025-2026 Goal
• Investigate fuel systems and options • Implemented fleet management updates • Complete fuel island replacement and Fiscal Sustainability
for replacement,incorporate new fleet to prolong current software.Prepanng new fuel software implementation
management and fuel management information to obtain permits for fuel Continue investigating new fleet Community Wellness
software,and implement the island replacement management software.
replacement. Infrastructure
• Continue to improve fleet fuel economy • GPS Insight devices were installed on all • Continue to use data obtained from GPS Community Safety
and driver safety utilizing GPS Insight equipment,including Police vehicles Insight to perform more timely
throughout the City's fleet inspections and preventative repairs Use Infrastructure
system to help monitor vehicles with
excessive mileage. Fiscal Sustainability
• Continue to integrate more Electric • Purchased an all electric Ford Lightning • Purchase electnc street sweeper and Community Safety
Vehicles into the Cities fleet,in and obtained a grant from Dept of install additional charging infrastructure
conjunction with additional Electric Ecology for an electric street sweeper. which is slated as part of the ER shop Infrastructure
Vehicle charging infrastructure. While Worked with local agencies on addition. Begin using R99 renewable
also adopting Renewable fuels such purchasing renewable diesel at a diesel fuel. Fiscal Sustainability
as Renewable Diesel and Renewable competitive pnce
Unleaded.
• Complete the Equipment Rental • Equipment Rental remodel will begin • Complete Equipment Rental remodel and Infrastructure
remodel project to improve efficiency construction in 2024 with completion in implement any changes needed to
and provide the necessary facilities to 2025 continue to provide excellent service for Fiscal Sustainability
meet the needs of the City for the ever growing fleet.
providing fleet and central stores
seances.
• Become an ASE-Certified Blue Shield • Became an ASE-Certified Blue Shield • Continue to haw all mechanics obtain Community Safety
Repair Facility Repair Facility ASE certifications as time allows to
maintain our certification. Infrastructure
Fiscal Sustainability
• Continue to research the purchase of • Researched the benefits and efficiencies • Continue to research purchase of Fiscal Sustainability
a GM MDI/GDS2 Scan tool Subscribe of a GM scan tool and the costs for a additional scan tools and subscriptions
to GM's in house warranty seance to subscnption to GM warranty seance for that will enhance Equipment Rentals Infrastructure
complete warranty work in-house in-house warranty work. seances.
• Continue improvements related to the • City staff has participated in City • Continue improvements related to the Community Wellness
equity and inclusion goals of the City assessments,training and other efforts equity and inclusion goals of the City
This includes review of our processes to understand potential sources of This includes review of our processes
and programs to remove barriers to disparate treatment of certain segments and programs to remove barriers to
service for all customers and of the population In addition we haw seance for all customers and continuing
continuing to develop a diverse incorporated new hiring practices to to develop a diverse workforce
workforce encourage mom diversity in the
workforce
• Continue to lower unscheduled • Established preventative maintenance • N/A
maintenance costs through the guidelines based on manufacturer
process of preventive requirements to prolong longevity and
maintenance/inspection,effective long reliability of the fleet
term repairs,and on going training on
advanced technologies and repairs for
staff
• Develop and Implement preventative • We implemented carious measures to • We continue address preventing theft Community Safety
measures related to fleet vandalism, try to prevent theft and vandalism and vandalism using preventative
fuel and vehicle theft to reduce the Including preventative measures with measures and improving security
cost burden to the City Improvements catalytic converters
may include security and improved
facility management in addition to
whicle preventative measures
• Continue training in the ever evolving Fiscal Sustainability
automotive industry to prevent downtime
and improve efficiencies and safety in our Community Safety
fleet
196 Page422of714
2025-2026 Preliminary Budget Section IV: Operating Budget
Performance Measures
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 1 8.8
8.5
8.0
2021 2022 2023 2024 Est 2025 Goal 2026 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
619 619 635
IiIi ' '
605
2021 2022 2023 2024 Est 2025 Goal 2026 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
2,000 1,789 1,786 1,800 1,800 1,800
: 111111
500
2021 2022 2023 2024 Est 2025 Goal 2026 Goal
197 Page 423 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
2025-2026 Working Capital Budget
2024
550 Equipment Rental 2023 Adjusted 2024 2025 2026
Actual Budget Estimate Budget Budget
OPERATING REVENUES
Fuel Sales $ 515,100 $ 515,100 $ 515,000 $ 596,800 $ 596,800
Interfund Rentals 2,864,592 2,959,400 2,959,400 3,547,040 3,456,805
Other Charges for Service 33,263 - 37,000 30,000 30,000
Interest Earnings 348,753 61,700 439,300 35,000 35,000
Rents,Leases and Concessions - - - - -
Miscellaneous Revenue 1,078,525 - 10,000 - -
TOTAL OPERATING REVENUES $ 4,840,234 $ 3,536,200 $ 3,960,700 $ 4,208,840 $ 4,118,605
OPERATING EXPENDITURES
Salaries&Wages $ 788,908 $ 882,156 $ 739,000 $ 996,786 $ 1,063,682
Benefits 278,789 454,081 379,500 496,526 533,841
Supplies 1,096,777 1,225,350 1,225,350 1,213,200 1,215,200
Services&Charges 614,636 655,560 655,650 473,650 482,790
Debt Service Principal - - - - -
Interfund Payments for Service 518,196 532,300 532,300 883,516 935,084
TOTAL OPERATING EXPENDITURES $ 3,297,305 $ 3,749,447 $ 3,531,800 $ 4,063,678 $ 4,230,597
REVENUES LESS EXPENDITURES $ 1,542,928 $ (213,247) $ 428,900 $ 145,162 $ (111,992)
NON-OPERATING REVENUE
Grants $ - $ 750,720 $ 750,720 $ - $ -
Vehicle Replacement Revenue 2,272,800 2,167,000 2,167,000 3,202,100 2,940,200
Developer Contributions - - - - -
Capital-System Development Charges - - - - -
Intergovernmental Loan - - - - -
Interfund Transfers In 1,756,648 2,640,483 2,640,480 736,000 736,000
Other Sources (140,670) - - - -
TOTAL RESOURCES $ 3,888,778 $ 5,558,203 $ 5,558,200 $ 3,938,100 $ 3,676,200
NON-OPERATING EXPENSE
Salaries&Wages $ 16,131 $ - $ - $ - $ -
Benefits 6,906 - - - -
Services&Charges 502 - - - -
Interfund Transfers Out 8,672 216,328 216,330 - -
Construction Projects 4,391,795 9,323,603 9,323,600 2,290,942 1,604,146
Debt Service Interest - - - - -
Net Change in Restricted Assets (68,221) - - -TOTAL USES $ 4,355,784 $ 9,539,931 $ 9,539,930 $ 2,290,942 $ 1,604,146
BEGINNING WORKING CAPITAL-January 1 7,538,684 8,614,606 8,614,606 5,061,776 6,854,096
ENDING WORKING CAPITAL-December 31 8,614,606 4,419,631 5,061,776 6,854,096 8,814,158
NET CHANGE IN WORKING CAPITAL(*) $ 1,075,922 $ (4,194,975) $ (3,552,830) $ 1,792,320 $ 1,960,062
(*) Working Capital=Current Assets minus Current Liabilities
198 Page 424 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Department Employees
550 Equipment Rental FTEs 2022 2023 2024 2025 2026
Equipment Rental FTEs 13.00 14.00 17.00 17.00 17.00
TOTAL EQUIPMENT RENTAL FTEs 13.00 14.00 17.00 17.00 17.00
Full Time Equivalent(FTE)Changes:
+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.
199 Page 425 of 714
CITY
JBUI-�N
WASHINGTON
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 Manager Manager Programs Manager
Manager
I I I I I
Office/Program Administrative Special Events Recreation Park
Assistant Specialist Coordinator(2) Program Maintenance
Coordinator(5) Lead (2)
I I I I I
Resource Recreastion &
Navigation Maintenance Registration Maintenance
Program Worker(5) Event Assistant Clerk(2) Specialist(2)
Coordinator (0.5 F.T.E.)
I I I I
Recreation Arts Teen Parks
Coordinator(2) Program Maintenance
Coordinator
Supervisor (11)
I I I
Arts Facility
Program Assistant Mechanic
Coordinator (0.5 F.T.E.)
I I
Museum Golf Course
Director Manager
I I
I I I I
Museum Curator Education Golf Course Assistant
of Collections Curator Field Golf
Supervisor Professional
•
Maintenance
Worker(4)
F.T.E. = Full Time Equivalent
201 Page 427 of 714
2025-2026 Preliminary 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.
Accomplishments and Objectives
Arts & Events Division
2023-2024 GoalsProgess
I 2023r 2024 Goalss I for Major025-2026 I Strategic
Goal
• Continue to look at ways to customize • Customized sponsor packages to • Customize sponsor/vendor Community Wellness
sponsor opportunities related to create recognition for businesses opportunities to create revenue to
special events through special events and increase support increased costs related to Fiscal Sustainability
sponsor revenue streams special events
• Continue to work with community • Worked with various community • Partner with community groups to Community Wellness
partners on cultural programming for partners and the Muckleshoot Tribe on increase cultural opportunities
arts and events. cultural programs for arts and events through arts and events
• Continue to evaluate next steps for Art • Maintained performing arts programming • Rebuild the Auburn Ave Theater in Community Wellness
and Performing Art opportunities to at off-site venues while continuing to the downtown core
generate actimty in Auburn's downtown plan for a new Auburn Avenue Theater in
core. downtown
• Seek funding for Phase 2 basement • Completed main floor renovations for • Complete lower-level renovations Community Wellness
renovations of Auburn Arts&Culture Postmark Center for the Arts at Postmark Center for the Arts
Center. (September 2023);secured$1M in
funding for lower-level renovations.
• Initiate programming and rental • Developed formal rental options for • Promote rental options available at Community Wellness
opportunities in the newly opened Arts Postmark Center for the Arts and the Postmark Center for the Arts,
and Culture Center as well as activate implemented expanded arts activate the arts alley,and expand
the Auburn Arts Alleyway programming at the Center. arts programming when lower-level
is open/available for classes
202 Page 428 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Golf Course Division
2023-2024 Goals Progress Towards Major Goals Strategic
2023-2024 Goals for 2025-2026 Goal
• To continue into a sixth year of the • In 2023-2024 drainage improvement and • Design and Construct Drainage Infrastructure
sanding and aenfying program on sanding program continued with great Projects on holes 2 and 15
fairways.Playability continues to success.
improve during the shoulder seasons
with this program.We are definitely
seeing the benefits of this for power
carts.
• Continue with a few more forward tees • Completed • Develop sod farm for course turf Infrastructure
and expand on our turf nursenes improvements
Continue to add short grass in areas
around greens This will give all skill
level golfers different possibilities
around the green.
• Promote youth player development by • Ongoing • Promote youth player development Community Wellness
promoting and managing PGA Junior by promoting and managing PGA
League teams at our facility. Junior League teams at our Fiscal Sustainability
facility
• Increase participation and promote • Men's and Women's Club have • Maintain current level of Community Wellness
player development for all ages and expanded to over 1,350 members membership while not
skill levels in club and league events compromising service Fiscal Sustainability
including Men's Club,Ladies Club,
Couples League,Senior League and
Summer Fun League to provide better
revenues for the golf course and a
better expenence for all members
• Dunng greens aeration,promote local • Initiated glow golf events dunng non- • Grow these events to capacity Community Wellness
chanty fundraising events to increase irrigation time frames
revenues and provide goodwill within Fiscal Sustainability
the community
• Continue to promote amateur events • While the Golf Course did not host the • N/A
open to the general golfing public.Also PGA Pro Am in 2024,amateur
continue to host PGA pro am to tournaments and member participation
increase participation from other local increased—20%.
golf course members.
203 Page 429 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Senior Activity Center Division
2023-2024 Goals Progress Towards Major Goals Strategic
2023-2024 Goals for 2025-2026 Goal
• Reach out to businesses to increase • Emailed Wellness Fair vendors • Increase awareness of what a Community Wellness
Sponsorships regarding sponsorship opportunities,In Senior Center is and
person direct contact planned services/activities are available
• Participate in a minimum of 2 • Veteran's Day Parade,4th of July • Assess and evaluate existing Community Wellness
Community Events to share Festival,Community Car Show,Wesley programs to determine need,
information about Senior Center Homes Health Fair interest and whether to continue,
Programs improve and/or discontinue
• Develop a plan to reach out to people • Post card mailings to all 3 Auburn zip • Assess existing day trips, Community Wellness
age 50 plus who are unaware of our codes Target advertise to senior fitness extended travel and outdoor
programs and services. and pickleball participants at the adventures Determine what Fiscal Sustainability
community center Magazine articles additions would be beneficial.
• Sham City wide equity and inclusion Highlighted specific cultural months and • Share City wide equity and Community Wellness
educational information with Senior events monthly Museum tours with inclusion educational information
Center Participants specific cultural themes with Senior Center Participants
Senior Center Resource Hub
2023-2024 Goals Progress Towards Major Goals Strategic
2023-2024 Goals for 2025-2026 Goal
• Retain staff and equally distnbute work • The Resource Navigation Program is • Retain staff and hire one additional Community Wellness
load now compnsed of one full-time part-time Resource Navigator.
Resource Navigation Program
Coordinator,one full-time Program
Assistant,and one part-time Program
Assistant.The workload is equally
distributed.
• Collect better data to measure the • Successfully increased participant • Apply for additional grant funding Community Wellness
diverse population of seniors being demographic data and is reflected in our for mental health services.
served grant reporting.
• Resource Navigators to become • Resource navigators have been trained • Develop partnerships with Community Wellness
trained facilitators for caregiving and provided multiple support group community organizations via
supports groups sessions outreach efforts to better serve
clients.
• Reapply for VSHSL funding,pending • Applied for 2024-2029 VSHSL funding • N/A
ester approval of Levy. and have been awarded new grant
funds
204 Page 430 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Recreation Division
2023-2024 Goals Progress Towards Major Goals Strategic
2023-2024 Goals for 2025-2026 Goal
• Find a title sponsor for the Halloween • Complete.Several sponsors haw been • N/A
event. secured for this event;however,staff are
still working to find a title sponsor.
• Create an intern program that aligns • An internship program was created and • Create additional summer camp Community Wellness
with the recreation majors at the major launched in the summer of 2023 Parks offenngs to meet community
universities in the state hired 4 interns and they helped demand
implement several programs and events.
• Increase percentage of online • In 2023,30%of registrations were done • Offer picnic shelter reservations Fiscal Sustainability
transactions to 45% online,up from 24%online in 2022 online to improve customer
experience
• Secure funding for outdoor recreation • Parks received several grants from King • Secure funding for outdoor Fiscal Sustainability
opportunities County,RCO,and Washington State to recreation opportunities
support outdoor programs
• Develop and implement an Equity and • Auburn Parks is participating and • Develop and implement an Equity Community Wellness
Inclusion Plan to assist in increasing working within the city's DEI initiative to and Inclusion Plan to assist in
participation from all of the community. best serve the community of Aubum increasing participation from all of
the community
• Increase bicycling programs with Community Wellness
the opening of the new skills and
pump track at Cedar Lanes Park.
White River Valley Museum and Mary Olson Farm Division
2023-2024 Goals Progress Towards Major Goals Strategic
2023-2024 Goals for 2025-2026 Goal
• Continue to catalog back logged • To date we have processed a significant • Continue to catalog back logged Community Wellness
accessions and complete a full amount of our backlog and are over 50% accessions and finish a full
inventory of all artifacts on display in complete in inventorying the Museum's inventory of all artifacts on display
the Museum's permanent exhibits permanent collection in the Museum's permanent
exhibits.
• Continue process of photographing the • We continue to add photographs and • Continue process of photographing Community Wellness
collection and making artifacts images to our collection annually and the collection and making artifacts
accessible to the public via the via our recent database upgrade the accessible to the public via the
• Continue working with partners from • In the last two years we have worked • Continue working with partners Community Wellness
• Continue work with the COA to • We continue to provide Racial History • Begin repatriation work for Native Community Wellness
present racial history tours for tours to new hires and this year have artifacts in the Museum's
employees and expand the program to expanded to providing public tours and collection
the greater community. tour for outside agencies like Green
River College,VRFA,and King County.
• Begin strategic planning process to • The Museum has internally started • Begin implementation of new Community Wellness
update the Museum's permanent strategic work and has contracted with strategic plan developed in 2024.
exhibits Ostara consulting to begin a formal
process summer 2024
205 Page 431 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Park Maintenance Division
2023-2024 Goals Progress Towards Major Goals Strategic
2023-2024 Goals for 2025-2026 Goal
• Improve landscape maintenance with a • Added ROW Landscape maintenance • Improve landscape with a focus on Community Safety
focus on medians to our landscape contractor to help with our landscape beds,while
deferred maintenance and better incorporating CPTED principles
oversite of the beautification
• Complete PRO's plan and implement • Find efficiencies in operations to Fiscal Sustainability
year 1 deferred Maintenance items. • Still working on PROS plan;will maintain level of service while
implement when Plan is finished facing rising costs without
additional funding.
• Identify 2 park locations to institute a • Parks has eliminated pesticide use on • Implement where feasible,an Community Wellness
"pesticide free park",and establish an turf areas within parks Horticulture Integrated Pest Management
Integrated Pest Management Program team has been employing weed Program to support reduced
to support the new"pesticide free prevention paper to control weeds in pesticide use within parks.
parks" annual beds Overall pesticide use has
been decreased.
• Respond efficiently to maintenance • Parks has worked to clean up and • Respond efficiently to Community Safety
requests/problems via the City's address deferred requests while trying maintenance requests/problems
SeeClickFix Reporting system to respond within 48 hours to new via the City's SeeClickFix Community Wellness
requests Reporting system
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
40,000
30,000 30,000
30,000111
25,000
21,008
20,000 PT,L3t 18 442
10,000
2021 2022 2023 2024 Est 2025 Goal 2026 Goal
206 Page 432 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
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
250
210 210
200 187 196 190
L:oIIII !
50
2021 2022 2023 2024 Est 2025 Goal 2026 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 2021 we were still experiencing decreased overall facility rental revenue
due to COVID-19 restrictions.
Facility Rental Revenue
$600 $541 $563
$525 $520 $520
$420
$400
s
$200
$-
2021 2022 2023 2024 Est 2025 Goal 2026 Goal
Golf Course Division
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 Course Operating Revenue
$2 5 $2.44
$2 22 $2.22 $2 29
$2.13 1$2 1
$2.0
0
$1 5
$1,0
2021 2022 2023 2024 Est 2025 Goal 2026 Goal
207 Page 433 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Green Fee Revenue
The first five months of 2024 have been impacted slightly by weather patterns which have been slightly 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
$2 0
$1.70 IV IV $1.69
ii ' ' ' '
2021 2022 2023 2024 Est 2025 Goal 2026 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
$700 $641
$600 $560 $589 $545 $560 $076
$500
tl $400
1— $300
$200
$100
$-
2021 2022 2023 2024 Est 2025 Goal 2026 Goal
208 Page 434 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Department Budget
2023 2024 2024 2025 2026
001.33 Parks Adjusted
Actual Budget Estimate Budget Budget
Expenditures
Salaries &Wages $ 5,706,973 $ 5,990,171 $ 5,990,171 $ 6,412,476 $ 6,662,297
Personnel Benefits 2,263,710 2,600,282 2,600,282 2,589,917 2,767,385
Supplies 1,062,752 958,695 958,695 1,001,312 999,796
Services &Charges 2,977,756 3,293,381 3,293,381 2,331,810 2,322,980
Capital Outlay 15,301 90,900 90,900 10,000 10,000
Interfund Payments For Service 3,510,096 3,584,700 3,584,700 4,448,258 4,608,508
DEPARTMENT TOTAL $15,536,589 $16,518,129 $16,518,129 $16,793,773 $17,370,966
Department Employees
001 Parks,Arts and Recreation 2022 2023 2024 2025 2026
Parks FTEs 41.00 44.00 44.00 44.00 44.00
Golf FTEs 7.00 7.00 7.00 7.00 7.00
TOTAL PARKS,ARTS& RECREATION FTEs 48.00 51.00 51.00 51.00 51.00
Full Time Equivalent(FTE)Changes:
+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.
209 Page 435 of 714
2025-2026 Preliminary 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 - Recreational Trails Fund, which accounts for gas tax revenues, with funds restricted for
use in trail improvement projects.
Fund Budget
2023 2024 2024 2025 2026
120 Recreational Trails Actual Adjusted Estimate Budget Budget
Budget
Revenues
Beginning Fund Balance $ 97,169 $ 109,020 $ 109,020 $ 53,820 $ 61,320
Motor Vehicle Fuel Tax 7,000 7,000 7,000 7,000 7,000
Investment Income 4,851 100 4,010 500 500
Total Revenues $ 109,020 $ 116,120 $ 120,030 $ 61,320 $ 68,820
Expenditures
Operating Transfers Out $ - $ 66,210 $ 66,210 $ - $ -
Ending Fund Balance 109,020 49,910 53,820 61,320 68,820
Total Expenditures $ 109,020 $ 116,120 $ 120,030 $ 61,320 $ 68,820
210 Page 436 of 714
2025-2026 Preliminary 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 2023 2024 2024 2025 2026
Construction Actual Adjusted Estimate Budget Budget
Budget
Revenues
Beginning Fund Balance $ 1,369,733 $ 1,589,295 $ 1,589,295 $ 463,899 $ 490,199
Property Taxes (Prop 2 Levy) 317,749 280,000 345,483 190,000 150,000
Federal Grants - - - - -
State Grants - - - 250,000 -
Interlocal Grants 74,805 450,115 450,115 950,000 -
Intergovernmental Service(GRC) - - - -
League Fees 5,219 9,500 9,500 4,500 4,500
Investment Income 90,700 5,000 64,000 7,500 7,500
Rentals&Leases 98,539 69,300 69,300 69,300 69,300
Contributions&Donations 50,000 - - - -
Miscellaneous Revenue - - - - -
Insurance Recovery - - - - -
Operating Transfer In 250,308 1,272,177 1,272,177 405,000 480,000
Total Revenues $ 2,257,053 $ 3,675,387 $ 3,799,870 $ 2,340,199 $ 1,201,499
Expenditures
Salaries&Wages $ 466 $ - $ 12,400 $ - $ -
Personnel Benefits 232 - 6,400 - -
Services&Charges 294 5,000 5,000 5,000 5,000
Capital Outlay 666,765 3,330,971 3,312,171 1,845,000 680,000
Ending Fund Balance 1,589,295 339,416 463,899 490,199 516,499
Total Expenditures $ 2,257,053 $ 3,675,387 $ 3,799,870 $ 2,340,199 $ 1,201,499
211 Page 437 of 714
2025-2026 Preliminary 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 area
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.
Accomplishments and Objectives
2023-2024 Goals Progress Towards Major Goals Strategic
2023-2024 Goals for 2025-2026 Goal
• New design and buildout of the • Trees in the area have been • Have Tenth Addition turf completely Infrastructure
Tenth Addition. dropped down Received bids for established.Foundation for quads
wood chipping,stump removal and installed and the area plotted for
grading. sales.
• New design and buildout • Landscape Architect provided • ForestWalk Cremation Garden Infrastructure
ForestWalk Cremation Garden Master Plan Earth work in Phase IIIA berms plotted,named,
Phase Ill. progress and expected to be done mapped and priced.
by Summer of 2024
• Design and buildout of landscape • Water feature included in the • Promote sales around the water Fiscal Sustainability
natural pond setting ForestWalk Master Plan of ForestWalk Phase feature that includes the purchases
II. of boulders,benches or other
upright monument options.
212 Page 438 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
Performance Measures
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
200 180
152 145 150 153 155
:: IIIIl
50
2021 2022 2023 2024 2025 2026
Est Goal Goal
In urnments
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.
In urnments
200 173 179 181 185 187 190
150
100
50
0
2021 2022 2023 2024 2025 2026
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
$1,000
$819 $845 $890
$812 $815
$800
$645
a $600
$400
$200
$-
2021 2022 2023 2024 2025 2026
Est Goal Goal
213 Page 439 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
2025-2026 Working Capital Budget
2024
436 Cemetery 2023 Adjusted 2024 2025 2026
Actual Budget Estimate Budget Budget
OPERATING REVENUES
Charges for Service $ 1,974,568 $ 1,496,700 $ 1,931,800 $ 1,612,800 $ 1,675,300
Interest Earnings 89,984 3,400 96,700 21,500 21,500
Rents,Leases and Concessions - - - - -
Miscellaneous Revenue 9,553 - 6,900 - -
I TOTAL OPERATING REVENUES $ 2,074,105 $ 1,500,100 $ 2,035,400 $ 1,634,300 $ 1,696,800
OPERATING EXPENDITURES
Salaries&Wages $ 552,838 $ 605,418 $ 649,200 $ 665,165 $ 713,759
Benefits 273,292 338,220 292,200 314,719 338,807
Supplies 398,099 361,500 361,500 386,500 391,900
Services&Charges 183,385 213,600 213,600 164,450 168,550
Debt Service Principal - - - - -
Interfund Payments for Service 349,992 359,300 359,300 492,241 485,225
I TOTAL OPERATING EXPENDITURES $ 1,757,606 $ 1,878,038 $ 1,875,800 $ 2,023,075 $ 2,098,241
REVENUES LESS EXPENDITURES $ 316,499 $ (377,938) $ 159,600 $ (388,775) $ (401,441)
NON-OPERATING REVENUE
Grants $ - $ - $ - $ - $ -
Developer Contributions - - - - -
Revenue Bond Proceeds - - - - -
Intergovernmental Loan - - - - -
Interfund Transfers In 84,000 367,700 367,700 - -
Other Sources - - - - -
I TOTAL RESOURCES $ 84,000 $ 367,700 $ 367,700 $ - $ -
NON-OPERATING EXPENSE
Salaries&Wages $ - $ - $ - $ - $ -
Benefits - - - - -
Services&Charges 2 50 50 - -
Interfund Transfers Out 247,265 367,700 367,700 - -
Construction Projects 50,627 391,073 391,073 50,000 -
Debt Service Interest - - - - -
Net Change in Restricted Assets - - - - -
I TOTAL USES $ 297,894 $ 758,823 $ 758,823 $ 50,000 $ -
BEGINNING WORKING CAPITAL-January 1 1,663,710 1,766,315 1,766,315 1,534,792 1,096,017
ENDING WORKING CAPITAL-December 31 1,766,315 997,254 1,534,792 1,096,017 694,576
I NET CHANGE IN WORKING CAPITAL(*) $ 102,605 $ (769,061) $ (231,523) $ (438,775) $ (401,441)
(*) Working Capital=Current Assets minus Current Liabilities
Department Employees
436 Cemetery FTEs 2022 2023 2024 2025 2026
Cemetery FTEs 7.00 7.00 7.00 7.00 7.00
TOTAL CEMETERY FTEs 7.00 7.00 7.00 7.00 7.00
214 Page 440 of 714
IT Director
David Travis
17 F.T.E.
Administrative
Assistant
I I
Desktop Support IT Assistant Network
Manager Director Engineer Lead
I I I
I I I I
Support Specialist Business
(5) System Analyst Project Network Engineer Network Analyst
(3) Manager (2)
215 Page 441 of 714
2025-2026 Preliminary Budget Section IV: Operating Budget
INNOVATION AND TECHNOLOGY
Mission
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 three functional divisions: Infrastructure & Security, Customer Success, and Projects.
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 500 City staff, providing technical support for
all departments within the City including the Executive branch, provides direct support for software
and hardware technology for over 150 software applications, over 3,000 hardware devices on
multiple software platforms, and at 20 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 Authority, 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.
216 Page442of714
2025-2026 Preliminary Budget Section IV: Operating Budget
Accomplishments and Objectives
2023-2024 Goals Progress Towards Major Goals Strategic
2023-2024 Goals for 2025-2026 Goal
• Continue to provide seance • Added secondary fiber optic path • Continue to identify ways to build out Fiscal Sustainability
delivery redundancy in the event of for Internet access. seMce delivery redundancy in the
catastrophic failures to event of catastrophic failures to
Infrastructure Services. Infrastructure Seances.
• Create better hiring pipelines for • Established an IT internship • Further develop IT internship role and Fiscal Sustainability
future technical talent and Continue partnership with the GRC continue our partnership with the
retention Technical Advisory board. GRC Technical Advisory board Community Wellness
• Continue to Improve lien and • Reorganized our tier 1 support • Identify additional opportunities to Fiscal Sustainability
Tier2 technical support to the team for increased service Improve lien and Tier2 technical
business units. delivery. support to business units.
Realigned business units with
business analyst team.
• Continue to update strategies • C3 South loop Initiatives created • Continue work on C3 South loop Fiscal Sustainability
around building better fiber and in progress. Initiatives.
footpnnts and disparate pathways. Infrastructure
• Continue to establish better • Finalized the organization of the • Cultivate our partnerships with Fiscal Sustainability
partnerships with business units business analyst team.Created business units by continuing to host
allowing increased efficiencies coordination meetings,workshops coordination meetings,workshops
around their cntical line of and discussions with leadership and discussions with leadership
business applications. teams to align business goals. teams.
• Increase footpnnt to free public • Wi-Fi added Access Aubum to • Ensure current free public Wi-Fi Community Wellness
Wi-Fi. spray park at Les Gove,multi- areas are operating well,and identify
purpose building,maintenance other areas around the city where free Infrastructure
shop at the golf course,Plaza public Wi-Fi could be expanded.
park,Postmark for the Arts
building.
• Continue to find ways to reduce • Migrated hardware and software • Maintain current cloud seances, Fiscal Sustainability
capital expenses by utilizing into cloud and rolled into streamline usage,and pursue other
sustainable cloud services. operational and operational costs. opportunities to utilize cloud services Infrastructure
IT Capital costs/budget being in an effort to reduce capital
reimagined in 2025 to better align expenditures.
with industry.
• Continue our focus on a mobile- • Continued commitment to mobile • Maintain commitment to providing Fiscal Sustainability
first and cloud-first strategy. laptops and tablet computers. City employees with mobile laptops,
Continued focus on cloud tablet computers,and cloud services,
Indlahves. as needed.
217 Page443of714
2025-2026 Preliminary Budget Section IV: Operating Budget
Performance Measures
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% 97% 98% 100% 100%
5°r°
50°r°
z5°i°
2021 2022 2023 2024 2025 2026
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
99% 99% 99% 99% 100% 100%
100%
75%
50%
25%
0%
2021 2022 2023 2024 Est 2025 Goal 2026 Goal
218 Page444of714
2025-2026 Preliminary Budget Section IV: Operating Budget
2025-2026 Working Capital Budget
2024
518 Innovation&Technology 2023 Adjusted 2024 2025 2026
Actual Budget Estimate Budget Budget
OPERATING REVENUES
Interfund Operating Charges $ 7,260,475 $ 7,471,400 $ 7,471,400 $ 7,708,400 $ 7,879,700
Intergovernmental Services 30,310 60,000 25,800 50,000 50,000
Interest Earnings 142,626 23,300 141,200 34,000 34,000
Miscellaneous Revenue 50,879 - - - -
I TOTAL OPERATING REVENUES $ 7,484,290 $ 7,554,700 $ 7,638,400 $ 7,792,400 $ 7,963,700
OPERATING EXPENDITURES
Salaries&Wages $ 1,896,649 $ 2,145,791 $ 2,258,200 $ 2,113,428 $ 2,189,632
Benefits 819,608 1,033,628 881,000 922,183 994,918
Supplies 263,877 167,320 167,300 379,930 353,930
Services&Charges 3,112,805 5,932,877 5,932,900 3,097,497 3,097,497
Debt Service Principal - - - - -
Interfund Payments for Service 671,880 688,600 688,600 840,782 874,500
I TOTAL OPERATING EXPENDITURES $ 6,764,819 $ 9,968,216 $ 9,928,000 $ 7,353,820 $ 7,510,477
REVENUES LESS EXPENDITURES $ 719,472 $ (2,413,516) $ (2,289,600) $ 438,580 $ 453,223
NON-OPERATING REVENUE
Grants $ - $ - $ - $ - $ -
Developer Contributions - - - - -
Capital-System Development Charges - - - - -
Revenue Bond Proceeds - - - - -
Intergovernmental Loan - - - - -
InterfundTransfersIn 1,126,496 4,247,530 4,247,530 37,600 37,600
Other Sources - - - - -
I TOTAL RESOURCES $ 1,126,496 $ 4,247,530 $ 4,247,530 $ 37,600 $ 37,600
NON-OPERATING EXPENSE
Salaries&Wages $ - $ - $ - $ - $ -
Benefits - - - - -
Services&Charges (74,573) - - - -
Interfund Transfers Out 665,528 1,145,520 1,145,520 - -
Construction Projects 279,414 1,579,460 1,579,460 292,600 292,600
Interest Expense 18,659 - - - -
Miscellaneous Expenditures 266,403 - - - -
Net Change in Restricted Assets 1,008,823 - - - -
I TOTAL USES $ 2,164,253 $ 2,724,980 $ 2,724,980 $ 292,600 $ 292,600
BEGINNING WORKING CAPITAL-January 1 3,085,987 3,070,624 3,070,624 2,303,574 2,487,154
ENDING WORKING CAPITAL-December 31 2,767,701 2,179,658 2,303,574 2,487,154 2,685,377
I NET CHANGE IN WORKING CAPITAL(*) $ (318,286) $ (890,966) $ (767,050) $ 183,580 $ 198,223
(*) Working Capital=Current Assets minus Current Liabilities
219 Page 445of714
2025-2026 Preliminary Budget Section IV: Operating Budget
Department Employees
518 Innovation and Technology Department FTEs 2022 2023 2024 2025 2026
Innovation and Technology Department FTEs 18.00 19.00 17.00 17.00 17.00
TOTAL IT FTEs 18.00 19.00 17.00 17.00 17.00
Full Time Equivalent(FTE)Changes:
+1.0 FTE-Per the 2023-2024 Budget,this includes 1.0 FTE(Network Engineer)added in 2023 to Infrastructure Services in IT.
-1.0 FTE-An IT Support Specialist position was frozen going into 2024.
+1.0 FTE-Per the position reclass,IT Business Systems Analyst was reclassed to IT Support Specialist.
-2.0 FTE-Per re-organization,the Senior GIS Specialist and GIS Analyst moved to Public Works.
220 Page 446 of 714
2025-2026 Preliminary 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
• 2025 Budgeted Revenue by Type, All Funds (Table)
• 2025 Budgeted Expenditures by Object, All Funds (Table)
• 2026 Budgeted Revenue by Type, All Funds (Table)
• 2026 Budgeted Expenditures by Object, All Funds (Table)
• 2025 Budget Summary, All Funds (Table)
• 2026 Budget Summary, All Funds (Table)
• Relationship between Fund and City Structure (Table)
• 2025 & 2026 — Budgeted Expenditures by Administrative Structure (Table)
• 2025 — Budgeted General Fund Expenditures by Department (Graph)
• 2026 — Budgeted General Fund Expenditures by Department (Graph)
• 2025 & 2026 — Budgeted General Fund Expenditures by Cost Center (Table)
• 2025 & 2026 — Budgeted Interfund Operating Transfers (Table)
221 Page 447 of 714
2025-2026 Preliminary Budget Section V: Budget Details
2025 Budgeted Revenue by Type, All Funds
Fund Taxes Licenses& Intergov't Charges for Fines&
Permits Services Forfeitures
GENERAL FUND $ 78,452,170 $ 2,949,600 $ 6,614,122 $ 10,601,032 $ 2,522,706
General Transportation 3,585,700 - 4,259,189 51,000 -
to
0
z Hotel/Motel Tax 145,000 - - - -
n
LL
W
• Transportation Benefit District 2,124,000 - - - -
z
in
• Drug Forfeiture - - - 30,800 166,800
a
Q
w Recreational Trails - - 7,000 - -
a
co
Cumulative Reserve - - - - -
Mitigation Fees - - - 1,214,000 -
in 2020 LTGO A&B Refunding Bonds 250,000 - - - -
r v
m 5
0 w SCORE 2009 A&B Bond - - 63,360 1,303,640 -
to
Golf/Cemetery 2016 Refunding - - - - -
w Municipal Park Construction 190,000 - 1,200,000 4,500 -
o'
E Capital Improvements - - 80,000 50,000o
-
a
Q
~ Local Revitalization - - - - -
a
Q
U
Real Estate Excise Tax 1,800,000 - - - -
Water - - - 20,055,000 -
uO Sewer - - - 10,345,000
O -
z
0
w Sewer Metro - - - 23,095,000 -
0-• Storm Drainage - - - 13,135,200 -
w
✓
LLz, Solid Waste - - 70,000 32,402,700 -
Airport - - - 1,099,300 -
Cemetery - - - 1,612,800 -
u)
0
z Insurance - - - 4,862,996 -
n
LL
W
U Workers'Compensation - - - - -
5
ce
(0 Facilities - - - 4,768,500 -
J
z Innovation and Technology
o
w (includes Multimedia) - - - 9,153,800 -
H
z_
Equipment Rental - - - 626,800 -
>-
Q 0
z Fire Pension - - 130,500 - -
O U-
LL
H
Z
W (/)
? Cemetery Endowment Care - - - 60,000 -
w0
ur
a
TOTAL BUDGET $ 86,546,870 $ 2,949,600 $ 12,424,171 $ 134,472,068 $ 2,689,506
222 Page 448 of 714
2025-2026 Preliminary Budget Section V: Budget Details
2025 Budgeted Revenue by Type, All Funds (continued)
Fund Miscellaneous Interfund Other Beginning Total
Revenue Transfers Sources Fund Balance Resources
GENERAL FUND $ 2,105,680 $ 126,000 $ 25,000 $ 38,910,092 $ 142,306,402
General Transportation 25,000 8,921,065 - 5,721,099 22,563,053
a)
0
z Hotel/Motel Tax 26,000 - - 483,780 654,780
n
LL
W
z
• Transportation Benefit District 20,000 - - 1,798,224 3,942,224
W
I• Drug Forfeiture 53,700 - - 802,203 1,053,503
Q
w Recreational Trails 500 - - 53,820 61,320
EL
Cumulative Reserve 80,000 - - 33,916,951 33,996,951
Mitigation Fees 22,900 - - 7,884,456 9,121,356
2020 LTGO A&B Refunding Bonds - 1,258,900 - 508,936 2,017,836
SCORE 2009 A&B Bond - - - - 1,367,000
Golf/Cemetery 2016 Refunding - 372,400 - - 372,400
w Municipal Park Construction 76,800 405,000 - 463,899 2,340,199
o'
E capital Improvements 7,220,500 845,000 - 1,541,064 9,736,564
J
Q
a~ Local Revitalization 1,000 1,000,000 - 16,333 1,017,333
Q
U
Real Estate Excise Tax 40,000 - - 5,689,062 7,529,062
Water 105,000 - 550,000 5,361,267 26,071,267
uO Sewer 75,000 - 325,000 18,781,324 29,526,324
z
z
w• Sewer Metro 20,000 - - 4,561,626 27,676,626
u)
it
0- Storm Drainage 75,000 - 450,000 10,197,667 23,857,867
W
r
w Solid Waste 50,000 - - 1,883,449 34,406,149
Airport 1,220,460 - - 1,692,950 4,012,710
Cemetery 21,500 - - 1,534,792 3,169,092
0
z Insurance 19,500 - - 1,378,996 6,261,492
n
LL
W
U Workers'Compensation 1,195,300 - 30,000 3,498,469 4,723,769
ce
(0 Facilities 53,000 - - 398,481 5,219,981
z Innovation and Technology
o
W (includes Multimedia) 51,400 37,600 - 2,535,458 11,778,258
H
z_
Equipment Rental 6,784,140 736,000 - 5,061,776 13,208,716
>-
a ,
Q 0
z Fire Pension 37,400 - - 1,837,188 2,005,088
O U-
LL
H
z
W I))
`1 ? Cemetery Endowment Care 30,000 - - 2,542,809 2,632,809
K W
W
a
TOTAL BUDGET $ 19,409,780 $ 13,701,965 $ 1,380,000 $ 159,056,171 $ 432,630,131
223 Page 449 of 714
2025-2026 Preliminary Budget Section V: Budget Details
2025 Budgeted Expenditures by Object, All Funds
Fund (10&20) (30) (40) (60)
Personnel Supplies Services Capital
GENERAL FUND $ 60,249,148 $ 1,994,502 $ 25,849,015 $ 112,500
General Transportation - - 195,000 15,868,689
❑
z• Hotel/Motel Tax 57,750 3,200 116,150 -
LL
Transportation Benefit District - - - -
w
• Drug Forfeiture 256,933 69,200 71,700
w• Recreational Trails - - - -
a_
Cumulative;Reserve - - - -
Mitigation Fees - - 75,000 -
w 2020 LTGO A&B Refunding Bonds - - - -
H
CO j
o w SCORE 2009 A&B Bond - - - -
cn
Golf/Cemetery 2016 Refunding112
- - - -
Municipal Park Construction - - 5,000 1,845,000
'o
Capital Improvements - - - 8,175,000
~• Local Revitalization - - - 1,000,000
a
U
Real Estate Excise Tax - - - -
Water 5,121,217 440,950 5,702,695 5,012,810
• Sewer 3,097,372 203,150 2,977,380 5,543,300
z
w• Sewer Metro - - 23,076,000 -
ir
a Storm Drainage 4,836,327 98,150 3,016,258 2,882,012
Ui
w
H
Solid Waste - 48,600 31,842,300 -
Airport 574,257 919,000 355,400 263,460
Cemetery 979,884 386,500 164,450 50,000
❑
z Insurance 175,000 - 4,870,496 -
w
U Workers'Compensation 250,000 - 798,800 -
w
En• Facilities 1,415,632 140,200 1,923,649 -
J
zInnovation and Technology
w (includes Multimedia) 3,667,456 416,080 3,526,697 292,600
z_
Equipment Rental 1,493,312 1,213,200 473,650 2,290,942
a
• Fire Pension 192,840 - 15,000 -
❑ W
LL
H
z
z o
• z Cemetery Endowment Care - - - -
w
• u_
a
TOTAL BUDGET $ 82,367,128 $ 5,932,732 $ 105,054,640 $ 43,336,313
224 Page 450 of 714
2025-2026 Preliminary Budget Section V: Budget Details
2025 Budgeted Expenditures by Object, All Funds (continued)
Fund (70&80) (90) Interfund Ending Total
Debt Service Interfund Srv. Transfers Fund Balance Budget
GENERAL FUND $ 1,200,000 $ 18,665,307 $ 1,077,400 $ 33,158,530 $ 142,306,402
General Transportation 204,100 26,500 1,100,000 5,168,764 22,563,053
co
❑
z Hotel/Motel Tax - - - 477,680 654,780
a
w
z Transportation Benefit District - - 2,186,000 1,756,224 3,942,224
w
w• Drug Forfeiture - 1,400 - 654,270 1,053,503
w Recreational Trails - - - 61,320 61,320
a
co
Cumulative Reserve - - 825,600 33,171,351 33,996,951
Mitigation Fees - - 5,605,065 3,441,291 9,121,356
w 2020 LTGO A&B Refunding Bonds 1,508,800 - - 509,036 2,017,836
m U
0 w SCORE 2009 A&B Bond 1,367,000 - - - 1,367,000
co
Golf/Cemetery 2016 Refunding 372,400 - - - 372,400
V2
w Municipal Park Construction - - - 490,199 2,340,199
0
E Capital Improvements - - - 1,561,564 9,736,564
J¢
~
a Local Revitalization - - - 17,333 1,017,333
U
Real Estate Excise Tax - - 2,130,100 5,398,962 7,529,062
Water 3,004,900 3,357,033 50,000 3,381,662 26,071,267
0) Sewer 892,700 2,036,782 50,000 14,725,640 29,526,324
o
7
Sewer Metro - - - 4,600,626 27,676,626
w
co
Fe
a Storm Drainage 992,400 3,106,365 124,000 8,802,355 23,857,867
w
w
1-
6 Solid Waste - 165,778 - 2,349,471 34,406,149
Airport 91,844 398,898 - 1,409,851 4,012,710
Cemetery - 492,241 - 1,096,017 3,169,092
co
❑
z Insurance - - - 1,215,996 6,261,492
LL
w
U Workers'Compensation - 11,400 - 3,663,569 4,723,769
a
w
0) Facilities - 787,960 553,800 398,740 5,219,981
J
zInnovation and Technology
w (includes Multimedia) - 1,143,856 - 2,731,569 11,778,258
z
z_
Equipment Rental - 883,516 - 6,854,096 13,208,716
r
¢ `a
z Fire Pension - - - 1,797,248 2,005,088
❑ LL
a
H
z
w co
§ g Cemetery Endowment Care - - - 2,632,809 2,632,809
a' a
w
a
TOTAL BUDGET $ 9,634,144 $ 31,077,036 $ 13,701,965 $ 141,526,173 $ 432,630,131
225 Page 451 of 714
2025-2026 Preliminary Budget Section V: Budget Details
2026 Budgeted Revenue by Type, All Funds
Fund Taxes Licenses& Intergov't Charges for Fines&
Permits Services Forfeitures
GENERAL FUND $ 79,536,090 $ 3,011,300 $ 6,467,252 $ 10,844,488 $ 4,816,697
General Transportation 3,756,500 - 1,511,100 - -
u)
❑
z Hotel/Motel Tax 147,900 - - - -
W
w
z
• Transportation Benefit District 2,148,000 - - - -
w
• Drug Forfeiture - - - 33,300 170,100
a
a
U Recreational Trails - - 7,000 - -
w
a
u)
Cumulative Reserve - - - - -
Mitigation Fees - - - 1,214,000 -
w 2020 LTGO A&B Refunding Bonds 250,000 - - - -
H O
00 j
o Et
SCORE 2009 A&B Bond - - 62,360 1,303,640 -
Golf/Cemetery 2016 Refunding - - - - -
w
H
w Municipal Park Construction 150,000 - - 4,500 -
o'
rra Capital Improvements - - 420,000 50,000
-
a
a▪ Local Revitalization - - - - -
a
0
Real Estate Excise Tax 1,800,000 - - - -
Water - - - 21,545,250 -
°) Sewer - - - 11,105,000
o -
z
D
w Sewer Metro - - - 24,495,000 -
w
E
in a Storm Drainage - - - 13,655,200 -
in
H
z Solid Waste - - 70,000 34,746,600
w -
Airport - - - 1,267,900 -
Cemetery - - - 1,675,300 -
u)
in
z Insurance - - - 5,589,318 -
7
U_
w
U Workers'Compensation - - - - -
LU
• Facilities - - - 4,879,300 -
z Innovation and Technology(includes
w Multimedia) - - - 9,363,700 -
z
Equipment Rental - - - 626,800 -
a N
z Fire Pension - - 138,400 - -
❑ w
LL
H
Z
W (/)
2 o Cemetery Endowment Care - - - 60,000 -
w W
w
a
TOTAL BUDGET $ 87,788,490 $ 3,011,300 $ 8,676,112 $ 142,459,296 $ 4,986,797
226 Page 452 of 714
2025-2026 Preliminary Budget Section V: Budget Details
2026 Budgeted Revenue by Type, All Funds (continued)
Fund Miscellaneous Interfund Other Beginning Total
Revenue Transfers Sources Fund Balance Resources
GENERAL FUND $ 2,124,080 $ 126,000 $ 25,000 $ 33,158,530 $ 140,109,437
General Transportation 25,000 5,310,373 - 5,168,764 15,771,737
o
z Hotel/Motel Tax 30,600 - - 477,680 656,180
n
LL
W
❑ Transportation Benefit District 20,000 - - 1,756,224 3,924,224
z
W
I• Drug Forfeiture 60,300 - - 654,270 917,970
a
Q
w Recreational Trails 500 - - 61,320 68,820
EL
Cumulative Reserve 80,000 - - 33,171,351 33,251,351
Mitigation Fees 22,900 - - 3,441,291 4,678,191
W 2020 LTGO A&B Refunding Bonds - 1,251,400 - 509,036 2,010,436
✓ U
m 5
O w SCORE 2009 A&B Bond - - - - 1,366,000
w
Golf/Cemetery 2016 Refunding - - - - -
Lo
w Municipal Park Construction 76,800 480,000 - 490,199 1,201,499
0
St_
Capital Improvements 11,860,500 940,000 - 1,561,564 14,832,064
J
Q
~ Local Revitalization 1,000 - - 17,333 18,333
a
Q
U
Real Estate Excise Tax 40,000 - - 5,398,962 7,238,962
Water 105,000 - 550,000 3,381,662 25,581,912
`1)▪ Sewer 75,000 - 325,000 14,725,640 26,230,640
z
L.• Sewer Metro 20,000 - - 4,600,626 29,115,626
IT
a Storm Drainage 75,000 - 450,000 8,802,355 22,982,555
re
W
1-
w Solid Waste 50,000 - - 2,349,471 37,216,071
Airport 1,244,500 - - 1,409,851 3,922,251
Cemetery 21,500 - - 1,096,017 2,792,817
rn
o
z Insurance 20,000 - - 1,215,996 6,825,314
LL
W
U Workers'Compensation 1,195,300 - 30,000 3,663,569 4,888,869
5
re
N Facilities 53,500 - - 398,740 5,331,540
J
z Innovation and Technology(includes
w Multimedia) 54,000 37,600 - 2,731,569 12,186,869
z_
Equipment Rental 6,432,005 736,000 - 6,854,096 14,648,901
a
E ,z Fire Pension 38,100 - - 1,797,248 1,973,748
❑ a
W
F
z
W (q
z ❑
§ g Cemetery Endowment Care 30,000 - - 2,632,809 2,722,809
L LL
Lu
a
TOTAL BUDGET $ 23,755,585 $ 8,881,373 $ 1,380,000 $ 141,526,173 $ 422,465,126
227 Page 453 of 714
2025-2026 Preliminary Budget Section V: Budget Details
2026 Budgeted Expenditures by Object, All Funds
Fund (10&20) (30) (40) (60)
Personnel Supplies Services Capital
GENERAL FUND $ 63,338,602 $ 1,939,986 $ 27,525,565 $ 110,000
General Transportation - - 195,000 8,516,000
❑
z Hotel/Motel Tax 57,750 3,200 116,150 -
w
w
Transportation Benefit District - - - -
w
L Drug Forfeiture 266,186 69,200 71,700 -
J
w▪ Recreational Trails - - - -
a
• Cumulative Reserve - - - -
Mitigation Fees - - 75,000 -
w 2020 LTGO A&B Refunding Bonds - - - -
F
m >
o w SCORE 2009 A&B Bond - - - -
0D
Golf/Cemetery 2016 Refunding - - - -
▪ Municipal Park Construction - - 5,000 680,000
3
Capital Improvements - - - 13,250,000
lz• Local Revitalization - - - -
U
Real Estate Excise Tax - - - -
Water 5,442,943 438,250 5,951,845 4,927,810
❑
Sewer 3,271,854 200,950 3,113,930 2,826,000
z
• Sewer Metro - - 24,472,000 -
E
0- Storm Drainage 5,137,550 95,950 2,987,608 2,947,461
▪ Solid Waste - 48,600 33,820,300 -
Airport 596,985 1,062,300 339,400 538,000
Cemetery 1,052,566 391,900 168,550 -
❑
z Insurance 175,000 - 5,596,818 -
7
LL
w
• Workers'Compensation 250,000 - 798,800 -
Ui
w
Facilities 1,512,199 140,200 1,925,831 -
J
zInnovation and Technology
IA (includes Multimedia) 3,847,548 390,080 3,526,697 292,600
z_
Equipment Rental 1,597,523 1,215,200 482,790 1,604,146
Q m
❑
Fire Pension 192,840 - 15,000 -
❑ w
LL
H
z
w (n
4 Cemetery Endowment Care - - - -
LL
w
a
TOTAL BUDGET $ 86,739,546 $ 5,995,816 $ 111,187,984 $ 35,692,017
228 Page 454 of 714
2025-2026 Preliminary Budget Section V: Budget Details
2026 Budgeted Expenditures by Object, All Funds (continued)
Fund (70&80) (90) Interfund Ending Total
Debt Service Interfund Srv. Transfers Fund Balance Budget
GENERAL FUND $ 1,200,000 $ 19,204,332 $ 705,000 $ 26,085,952 $ 140,109,437
General Transportation 324,400 26,900 100,000 6,609,437 15,771,737
o
z Hotel/Motel Tax - - - 479,080 656,180
LL
W
z• Transportation Benefit District - - 2,186,000 1,738,224 3,924,224
W
L• Drug Forfeiture - 1,400 - 509,484 917,970
a
Q
w Recreational Trails - - - 68,820 68,820
a
Cumulative Reserve - - 825,600 32,425,751 33,251,351
Mitigation Fees - - 2,719,373 1,883,818 4,678,191
W 2020 LTGO A&B Refunding Bonds 1,501,300 - - 509,136 2,010,436
F U
m >
in 0 w SCORE 2009 A&B Bond 1,366,000 - - - 1,366,000
0)
Golf/Cemetery 2016 Refunding - - - - -
w Municipal Park Construction - - - 516,499 1,201,499
0
St_
Capital Improvements - - - 1,582,064 14,832,064
J
Q
a~ Local Revitalization - - - 18,333 18,333
Q
U
Real Estate Excise Tax - - 1,569,700 5,669,262 7,238,962
Water 2,998,400 3,477,673 50,000 2,294,991 25,581,912
o Sewer 891,300 2,071,194 50,000 13,805,412 26,230,640
z
z
w Sewer Metro - - - 4,643,626 29,115,626
0)
Fe
1- Storm Drainage 990,300 3,169,205 124,000 7,530,481 22,982,555
W
F
w Solid Waste - 171,230 - 3,175,941 37,216,071
Airport 91,844 344,496 - 949,226 3,922,251
Cemetery - 485,225 - 694,576 2,792,817
w
o
z Insurance - - - 1,053,496 6,825,314
0
LL
W
U Workers'Compensation - 11,600 - 3,828,469 4,888,869
a
W
Facilities - 817,829 551,700 383,781 5,331,540
za Innovation and Technology
W (includes Multimedia) - 1,189,655 - 2,940,289 12,186,869
z
z
Equipment Rental - 935,084 - 8,814,158 14,648,901
>-
a ,
Q ❑
z Fire Pension - - - 1,765,908 1,973,748
❑ u-
W
F
z
W Q)
z ❑
§ g Cemetery Endowment Care - - - 2,722,809 2,722,809
z LL
W
a
TOTAL BUDGET $ 9,363,544 $ 31,905,823 $ 8,881,373 $ 132,699,023 $ 422,465,126
229 Page 455 of 714
2025-2026 Preliminary Budget Section V: Budget Details
2025 Budget Summary, All Funds
Beginning 2025 2025 Ending
Fund Fund Balance Resources Expenditures Fund Balance
GENERAL FUND $38,910,092 $103,396,310 $109,147,872 $33,158,530
General Transportation 5,721,099 16,841,954 17,394,289 5,168,764
0
z
w
Hotel/Motel Tax 483,780 171,000 177,100 477,680
zTransportation Benefit Distrcit 1,798,224 2,144,000 2,186,000 1,756,224
wDrug Forfeiture 802,203 251,300 399,233 654,270
ct
J Recreational Trails 53,820 7,500 - 61,320
a_
U Cumulative Reserve 33,916,951 80,000 825,600 33,171,351
w
a
Mitigation Fees 7,884,456 1,236,900 5,680,065 3,441,291
w 2020 LTGO A&B Refunding Bonds 508,936 1,508,900 1,508,800 509,036
F 0
oGolf/Cemetery 2016 Refunding - 372,400 372,400 -
w
° SCORE 2009 A&B Bond - 1,367,000 1,367,000 -
Municipal Park Construction 463,899 1,876,300 1,850,000 490,199
J u)
F o Capital Improvements 1,541,064 8,195,500 8,175,000 1,561,564
_ w
v Local Revitalization 16,333 1,001,000 1,000,000 17,333
a
Real Estate Excise Tax 5,689,062 1,840,000 2,130,100 5,398,962
Water 5,361,267 20,710,000 22,689,605 3,381,662
p Sewer 18,781,324 10,745,000 14,800,684 14,725,640
z
U- Sewer Metro 4,561,626 23,115,000 23,076,000 4,600,626
w
Storm Drainage 10,197,667 13,660,200 15,055,512 8,802,355
a
L Solid Waste 1,883,449 32,522,700 32,056,678 2,349,471
w
1—
w Airport 1,692,950 2,319,760 2,602,859 1,409,851
Cemetery 1,534,792 1,634,300 2,073,075 1,096,017
w Insurance 1,378,996 4,882,496 5,045,496 1,215,996
o
L Workers'Compensation 3,498,469 1,225,300 1,060,200 3,663,569
w c8
_i o J Z Facilities 398,481 4,821,500 4,821,241 398,740
Q D
Z w Innovation and Technology
w (includes Multimedia) 2,535,458 9,242,800 9,046,689 2,731,569
F
z
— Equipment Rental 5,061,776 8,146,940 6,354,620 6,854,096
>-
c O)
Q o
Z Fire Pension 1,837,188 167,900 207,840 1,797,248
o w
I
F
z
w 0
< z Cemetery Endowment Care 2,542,809 90,000 - 2,632,809
il w
w
a
TOTAL BUDGET $159,056,171 $273,573,960 $291,103,958 $141,526,173
TOTAL BUDGET $432,630,131 $432,630,131
230 Page 456 of 714
2025-2026 Preliminary Budget Section V: Budget Details
2026 Budget Summary, All Funds
Beginning 2026 2026 Ending
Fund Fund Balance Resources Expenditures Fund Balance
GENERAL FUND $33,158,530 $106,950,907 $114,023,485 $26,085,952
CO General Transportation 5,168,764 10,602,973 9,162,300 6,609,437
0
z
D Hotel/Motel Tax 477,680 178,500 177,100 479,080
w
zTransportation Benefit Distrcit 1,756,224 2,168,000 2,186,000 1,738,224
w Drug Forfeiture 654,270 263,700 408,486 509,484
rI
J Drug Forfeiture 61,320 7,500 - 68,820
Q
U Cumulative Reserve 33,171,351 80,000 825,600 32,425,751
w
o_
CO Mitigation Fees 3,441,291 1,236,900 2,794,373 1,883,818
2020 LTGO A&B Refunding Bonds 509,036 1,501,400 1,501,300 509,136
Golf/Cemetery 2016 Refunding - - - -
SCORE 2009 A&B Bond - 1,366,000 1,366,000 -
Municipal Park Construction 490,199 711,300 685,000 516,499
J u)
F• U Capital Improvements 1,561,564 13,270,500 13,250,000 1,582,064
_ w
U r Local Revitalization 17,333 1,000 - 18,333
o-
Real Estate Excise Tax 5,398,962 1,840,000 1,569,700 5,669,262
Water 3,381,662 22,200,250 23,286,921 2,294,991
p Sewer 14,725,640 11,505,000 12,425,228 13,805,412
z
E Sewer Metro 4,600,626 24,515,000 24,472,000 4,643,626
w
cC
• Storm Drainage 8,802,355 14,180,200 15,452,074 7,530,481
o-
LI Solid Waste 2,349,471 34,866,600 34,040,130 3,175,941
w
r
w Airport 1,409,851 2,512,400 2,973,025 949,226
Cemetery 1,096,017 1,696,800 2,098,241 694,576
w Insurance 1,215,996 5,609,318 5,771,818 1,053,496
o
ry Workers'Compensation 3,663,569 1,225,300 1,060,400 3,828,469
w 2
J z
_,• Facilities 398,740 4,932,800 4,947,759 383,781
• D
Z
LL Innovation and Technology 2,731,569 9,455,300 9,246,580 2,940,289
w (includes Multimedia)
z
— Equipment Rental 6,854,096 7,794,805 5,834,743 8,814,158
r
rI• 0)
a
z Fire Pension 1,797,248 176,500 207,840 1,765,908
o w
I
1—
z
w co
< Z Cemetery Endowment Care 2,632,809 90,000 - 2,722,809
fY u-
w
o-
SUBTOTAL $141,526,173 $280,938,953 $289,766,103 $132,699,023
TOTAL BUDGET $422,465,126 $422,465,126
231 Page 457 of 714
2025-2026 Preliminary 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
General Fund Special Revenue Debt Service Capital Projects Enterprise Internal
Funds Funds Funds Funds Service Funds
Mayor and General Fund
Council
Facilities
Administration General Fund
Multimedia
Human Worker's
General Fund
Resources Compensation
Capital
Cumulative Improvements
Reserve
Finance General Fund Debt Service Local Solid Waste Insurance
(multiple) Revitalization
Mitigation Fees Real Estate
Excis eTax
Legal General Fund
Community Hotel/Motel
Development General Fund Tax
Human General Fund
Services
Office of General Fund
Equity
Police General Fund Drug Forfeiture
Water
General
Transportation Sewer/Metro
PublicWorks General Fund Equipment
Rental
Transportation Storm Drainage
Benefit District
Airport
Parks& Recreational Municipal Park
General Fund Cemetery
Recreation Trails Construction
Streets General Fund
Innovation& Innovation&
Technology Technology
232 Page 458 of 714
2025-2026 Preliminary 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.
Human Services: Through outreach, advocacy, and collaboration with the community, the Human
Services Department provides essential resources such as social services, mental health support
and counseling, collaboration with nonprofit organizations, street outreach, emergency shelter
access, case management services, housing navigation services and community engagement and
education.
Office of Equity: Improves policy, service delivery, and equitable distribution of resources to ensure
that priorities of equity are integrated into key programs, practices, and processes within the City.
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.
233 Page 459 of 714
2025-2026 Preliminary Budget Section V: Budget Details
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 desktop and network applications.
234 Page 460 of 714
2025-2026 Preliminary Budget Section V: Budget Details
Budgeted Expenditures by Administrative Structure
2023 2024 2024 2025 2026
Actual Adj.Budget Est Actual Budget Budget
MAYOR&COUNCIL:
Mayor and Council $ 1,374,567 $ 1,459,725 $ 1,459,725 $ 1,951,839 $ 1,878,195
1,374,567 1,459,725 1,459,725 1,951,839 1,878,195
ADMINISTRATION DIRECTOR:
Administration 1,293,015 1,325,280 1,325,280 1,040,288 1,066,210
Facilities 4,623,354 4,853,424 4,431,348 4,821,241 4,947,759
Multimedia 1,362,467 1,407,172 1,440,207 1,400,269 1,443,503
7,278,836 7,585,876 7,196,835 7,261,798 7,457,472
HUMAN RESOURCES DIRECTOR:
Human Resources 4,938,871 5,580,383 5,580,383 6,196,426 7,079,053
Worker's Compensation 927,122 1,060,300 1,060,300 1,060,200 1,060,400
5,865,993 6,640,683 6,640,683 7,256,626 8,139,453
FINANCE DIRECTOR:
Finance 4,689,061 5,763,940 5,763,940 5,610,750 5,845,464
Non-Departmental 3,377,502 9,897,960 9,897,960 5,405,976 5,309,576
Cumulative Reserve 1,242,019 12,894,864 3,594,864 825,600 825,600
Mitigation Fees 1,828,410 13,487,775 10,781,789 5,680,065 2,794,373
Debt Service Funds 1,877,965 3,244,700 1,878,500 3,248,200 2,867,300
Capital Improvements 5,711,292 23,931,880 33,320,942 8,175,000 13,250,000
Local Revitalization 72,701 3,236,164 3,269,070 1,000,000 -
Real Estate Excise Tax - - - 2,130,100 1,569,700
Solid Waste 29,377,682 31,252,158 30,296,842 32,056,678 34,040,130
Insurance 79,137 317,500 68,200 5,045,496 5,771,818
Fire Pension 223,535 234,256 234,256 207,840 207,840
Cemetery Endowment Care - - - - -
48,479,304 104,261,197 99,106,363 69,385,705 72,481,801
CITY ATTORNEY:
Legal 6,066,188 4,663,393 4,663,393 4,789,178 4,969,972
6,066,188 4,663,393 4,663,393 4,789,178 4,969,972
COMMUNITY DEV.DIRECTOR
Hotel/Motel Tax 163,823 262,100 260,900 177,100 177,100
Community Development 8,068,657 10,115,524 10,115,524 7,298,660 7,564,295
8,232,480 10,377,624 10,376,424 7,475,760 7,741,395
HUMAN SERVICES DIRECTOR
Human Services - 4,031,582 4,031,582 2,505,743 2,419,857
4,031,582 4,031,582 2,505,743 2,419,857
OFFICE OF EQUITY DIRECTOR
Office of Equity 514,218 950,808 950,808 1,014,008 1,045,388
514,218 950,808 950,808 1,014,008 1,045,388
POLICE CHIEF:
SCORE(jail) 5,342,701 5,700,000 5,700,000 5,900,000 5,900,000
Police 33,227,979 37,800,886 37,800,886 40,161,732 41,821,208
Drug Forfeiture 418,819 404,917 394,063 399,233 408,486
38,989,500 43,905,803 43,894,949 46,460,965 48,129,694
PUBLIC WORKS DIRECTOR
Public Works 4,592,681 4,973,495 4,973,495 5,418,201 6,444,016
Streets 4,367,052 4,839,339 4,839,339 5,061,298 5,309,285
General Transportation 3,747,353 33,745,088 31,328,102 17,394,289 9,162,300
Transportation Benefit District 1,640,564 10,787,176 12,533,576 2,186,000 2,186,000
Water 21,999,837 55,740,701 55,435,984 22,689,605 23,286,921
Sewer 8,677,639 20,656,728 20,731,868 14,800,684 12,425,228
Storm Drainage 13,513,506 35,736,552 36,114,325 15,055,512 15,452,074
Sewer Metro 20,083,839 21,961,800 21,961,800 23,076,000 24,472,000
Airport 2,998,456 10,257,426 9,922,346 2,602,859 2,973,025
Equipment Rental 7,653,090 13,289,378 13,071,730 6,354,620 5,834,743
89,274,017 211,987,683 210,912,565 114,639,068 107,545,592
PARKS DIRECTOR:
Parks,Arts&Recreation 15,536,589 16,518,129 16,518,129 16,793,773 17,370,966
Recreational Trails - 66,210 66,210 - -
Municipal Park Construction 667,758 3,335,971 3,335,971 1,850,000 685,000
Cemetery 2,055,500 2,636,861 2,634,623 2,073,075 2,098,241
18,259,847 22,557,171 22,554,933 20,716,848 20,154,207
INNOVATION&TECHNOLOGY DIRECTOR:
Innovation and Technology(excludes Multimedia) 8,929,072 12,693,196 12,652,980 7,646,420 7,803,077
8,929,072 12,693,196 12,652,980 7,646,420 7,803,077
RESERVES:
General Fund 45,719,546 40,203,977 38,910,092 33,158,530 26,085,952
Special Revenue Funds 63,260,855 37,146,764 50,660,533 44,730,900 43,714,614
Debt Seance Funds 483,916 484,016 508,936 509,036 509,136
Capital Funds 17,744,511 9,055,787 7,710,358 7,468,058 7,786,158
Enterprise Funds
Utilities 80,662,903 35,099,967 40,785,333 33,859,754 31,450,451
Airport 2,156,501 1,320,197 1,692,950 1,409,851 949,226
Cemetery 1,766,315 997,254 1,534,792 1,096,017 694,576
Internal Service Funds 16,952,128 11,548,297 12,873,180 14,863,970 17,020,193
Fiduciary Funds 1,870,328 1,739,672 1,837,188 1,797,248 1,765,908
Permanent Funds 2,390,209 2,454,339 2,542,809 2,632,809 2,722,809
233,007,214 140,050,270 159,056,171 141,526,173 132,699,023
TOTAL ALL FUNDS $ 466,271,237 $ 571,165,011 $ 583,497,411 $ 432,630,131 $ 422,465,126
235 Page 461 of 714
2025-2026 Preliminary 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 2025, the total public safety budget, which includes Police, Jail, Municipal Court, Probation, and
Civil Service, is 45.6% of the total General Fund. Police services make up 36.8% of the General
Fund; the largest police program being Patrol & Operations. Jail services at the South Correctional
Entity (SCORE) account for 5.4%, while Municipal Court, Probation, and Civil Services total 3.4%.
Parks, Arts and Recreation accounts for 15.4% of the General Fund, with 6.5% dedicated to
recreation and park facilities, and 1.1%to senior services.
The balance of the General Fund budget supports a variety of services —4.6% has been allocated to
street maintenance; 5.0% to Public Works and engineering services; 7.0% to Community
Development services which include permitting, land use planning, and building code administration;
and the remaining 22.4% is made up of general government services such as Human Services,
Legal, Finance, and Administration.
The pie charts below and on the next page depict General Fund expenditures for 2025 and 2026 by
department.
F
General Fund Expenditures by Department - 2025
Mayor&Council
Non- 1.8%
Departmental Administration Human
4.9% 1.0% Resources
5.7%
Streets Lb
nance
4.6% .1%
Parks,Arts & Legal
Recreation 4.4%
15.4%
Community
Development
6.7%
Human Services
Public Works 2.3%
5.0% Office of Equity
0.9%
SCORE (Jail)
5.4%
Police
36.8%
236 Page 462 of 714
2025-2026 Preliminary Budget Section V: Budget Details
r �
General Fund Expenditures by Department - 2026
Non- Mayor&Council
1.6% Administration
Departmental
0.9% Human
4.7% _ Resources
Streets 6.2%
4.7% Finance
5.1
Legal
Parks,Arts & 4.4%
Recreation
15.2%
Community
Development
6.6%
Human Services
2.1%
Public Works Office of Equity
5.7% 0.9%
SCORE (Jail)
5.2%
Police
36.7%
237 Page 463 of 714
2025-2026 Preliminary Budget Section V: Budget Details
Budgeted General Fund Expenditures by Cost Center
2023 2024 2024 2025 2026
Actual Adj.Budget Est Actual Budget Budget
MAYOR&COUNCIL:
CityCouncil $ 364,845 $ 406,912 $ 406,912 $ 432,021 $ 446,155
Mayor/Administration 1,008,916 1,052,813 1,052,813 1,519,818 1,432,040
Diversity,Equityand Inclusion I 807 - - - -
1,374,567 1,459,725 1,459,725 1,951,839 1,878,195
ADMINISTRATION:
Administration 1,082,361 1,107,881 1,107,881 789,842 808,277
Emergency Management 210,654 217,399 217,399 250,446 257,933
1,293,015 1,325,280 1,325,280 1,040,288 1,066,210
HUMAN RESOURCES:
Municipal Court 2,556,274 3,040,544 3,040,544 3,445,971 4,232,090
Personnel&Administration 2,149,064 2,307,350 2,307,350 2,451,408 2,542,901
Civil Service Commission 230,211 212,489 212,489 279,047 284,062
Wellness 3,322 20,000 20,000 20,000 20,000
4,938,871 5,580,383 5,580,383 6,196,426 7,079,053
FINANCE:
Administration 1,191,963 1,398,949 1,398,949 1,438,409 1,478,766
Budgeting&Accounting 2,399,205 1,680,902 1,680,902 1,750,603 1,821,680
Financial Planning 76,489 1,520,410 1,520,410 1,174,956 1,232,760
Finance-Utilities 1,021,403 1,163,679 1,163,679 1,246,782 1,312,258
4,689,061 5,763,940 5,763,940 5,610,750 5,845,464
LEGAL:
City Clerk 1,312,662 1,355,849 1,355,849 1,418,213 1,469,586
Administration 1,566,601 1,652,739 1,652,739 1,610,110 1,663,955
Prosecution&Criminal 1,131,465 1,245,894 1,245,894 1,336,341 1,402,684
PropertyManagement2 311,559 408,911 408,911 358,675 364,860
Homelessness Outreach 3 1,743,901 - - 65,839 68,887
6,066,188 4,663,393 4,663,393 4,789,178 4,969,972
COMMUNITY DEVELOPMENT:
Building&Permits 1,997,525 2,322,893 2,322,893 2,616,369 2,716,492
Environmental Services 36,080 58,287 58,287 18,100 18,100
Comm unity Services 254,560 869,949 869,949 - -
Administration 1,904,761 2,082,294 2,082,294 2,160,098 2,238,155
Planning 1,471,745 1,871,244 1,871,244 1,308,600 1,362,537
Economic Development 881,601 1,185,366 1,185,366 680,493 704,111
CDBG - - - 515,000 524,900
Human Services 4 1,184,447 238,231 238,231 - -
SKHHP 5 337,937 1,487,260 1,487,260 - -
8,068,657 10,115,524 10,115,524 7,298,660 7,564,295
HUMAN SERVICES
Public Health-Public Services - 973,075 973,075 765,875 636,975
Homelessness Outreach-Administration - 3,058,507 3,058,507 1,739,868 1,782,882
4,031,582 4,031,582 2,505,743 2,419,857
OFFICE OF EQUITY
Administration 514,218 885,733 885,733 955,183 986,563
Community Services - 65,075 65,075 58,825 58,825
514,218 950,808 950,808 1,014,008 1,045,388
SUBTOTAL $ 26,944,578 $ 33,890,635 $ 33,890,635 $ 30,406,892 $ 31,868,434
(continued)
1 In 2019,Auburn Coy 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
4 In 2024,a majority of this budget was moved to the Human Services Department
5 Beginning in 2025,all SKHHP related activity will be recorded in F654,a custodial fund that the City of Auburn manages.
238 Page 464 of 714
2025-2026 Preliminary Budget Section V: Budget Details
Budgeted General Fund Expenditures by Cost Center (continued)
2023 2024 2024 2025 2026
Actual Adj.Budget Est Actual Budget Budget
SCORE(JAIL):
SCORE $ 5,342,701 $ 5,700,000 $ 5,700,000 $ 5,900,000 $ 5,900,000
SCORE Debt Service - - - - -
5,342,701 5,700,000 5,700,000 5,900,000 5,900,000
POLICE:
Administration 8,209,372 10,995,799 10,995,799 11,518,428 11,936,186
Patrol&Operations 18,455,646 17,405,776 17,405,776 18,100,163 18,710,923
Investigations 3,391,841 4,612,621 4,612,621 4,981,947 5,226,435
Community Programs 1,607,168 3,187,030 3,187,030 3,945,471 4,159,629
Records 1,331,786 1,320,373 1,320,373 1,302,261 1,457,792
Jail - 20,000 20,000 20,000 20,000
Animal Control 232,165 259,287 259,287 293,462 310,243
33,227,979 37,800,886 37,800,886 40,161,732 41,821,208
PUBLIC WORKS:
Engineering 4,592,681 4,973,495 4,973,495 5,418,201 6,444,016
4,592,681 4,973,495 4,973,495 5,418,201 6,444,016
PARKS,ARTS&RECREATION:
Cultural Arts 605,794 686,119 686,119 616,889 627,339
Special Events 618,832 572,069 572,069 660,096 681,536
Administration 3,583,355 3,782,795 3,782,795 3,978,528 4,178,242
Senior Center 823,718 908,216 908,216 933,898 963,846
Senior Resource Hub 296,334 272,451 272,451 280,897 293,505
Recreation Administration&Programs 2,417,064 2,565,686 2,565,686 2,444,864 2,511,599
Parks Facilities Rentals 90,849 144,900 144,900 144,900 144,900
Theater 403,347 395,684 395,684 405,239 413,927
Museum 454,711 545,639 545,639 569,299 589,583
Parks Facilities 4,224,848 4,570,593 4,570,593 4,655,363 4,783,877
Golf Maintenance&Operations 1,005,624 1,099,128 1,099,128 1,068,352 1,111,943
Golf Finance Administration 92,134 104,317 104,317 117,585 132,634
Golf Pro Shop 919,978 870,532 870,532 917,863 938,035
15,536,589 16,518,129 16,518,129 16,793,773 17,370,966
STREETS:
Maintenance&Operations 3,408,786 3,774,245 3,774,245 3,895,976 4,054,247
Administration 958,266 1,065,094 1,065,094 1,165,322 1,255,038
4,367,052 4,839,339 4,839,339 5,061,298 5,309,285
NON-DEPARTMENTAL:
Transfers&Miscellaneous 3,377,502 9,897,960 9,897,960 5,405,976 5,309,576
Ending Fund Balance 45,719,546 40,203,977 38,910,092 33,158,530 26,085,952
49,097,048 50,101,937 48,808,052 38,564,506 31,395,528
SUBTOTAL $ 112,164,050 $ 119,933,786 $ 118,639,901 $ 111,899,510 $ 108,241,003
TOTAL GENERAL FUND $ 139,108,628 $ 153,824,421 $ 152,530,536 $ 142,306,402 $ 140,109,437
239 Page 465 of 714
2025-2026 Preliminary 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 2025 2025 2026 2026
Transfers Out Transfers In Transfers Out Transfers In
001 GENERAL $ 1,077,400 $ 126,000 $ 705,000 $ 126,000
102 GENERAL TRANSPORTATION 1,100,000 8,921,065 100,000 5,310,373
105 TRANSPORTATION BENEFIT DISTRICT 2,186,000 - 2,186,000 -
117 DRUG FORFEITURE - - - -
122 CUMULATIVE RESERVE FUND 825,600 - 825,600 -
124 MITIGATION FEES 5,605,065 - 2,719,373 -
232 2020 LTGO A&B REFUNDING BONDS - 1,258,900 - 1,251,400
276 2016 COMBINED REFUNDING 2005/2006A LTGO - 372,400 - -
321 MUNICIPAL PARK CONSTRUCTION - 405,000 - 480,000
328 CAPITAL IMPROVEMENT PROJECTS - 845,000 - 940,000
330 LOCAL REVITALIZATION - 1,000,000 - -
331 REAL ESTATE EXCISE TAX 2,130,100 - 1,569,700 -
430 WATER UTILITY 50,000 - 50,000 -
431 SEWER UTILITY 50,000 - 50,000 -
432 STORM DRAINAGE UTILITY 124,000 - 124,000 -
434 SOLID WASTE - - - -
435 AIRPORT - - - -
436 CEMETERY - - - -
503 WORKERS'COMPENSATION - - - -
505 FACILITIES 553,800 - 551,700 -
518 INNOVATION AND TECHNOLOGY - 37,600 - 37,600
550 EQUIPMENT RENTAL - 736,000 - 736,000
701 CEMETERY ENDOWED CARE FUND - - - -
Total $ 13,701,965 $ 13,701,965 $ 8,881,373 $ 8,881,373
240 Page 466 of 714
2025-2026 Preliminary 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 2025-2026 or will be an ongoing (OG) request that will continue beyond 2026.
2025 Cost of Improvement
Estimated cost by the department to implement the program improvement in 2025.
2026 Cost of Improvement
Estimated cost by the department to implement the program improvement in 2026.
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.
241 Page 467 of 714
2025-2026 Preliminary Budget Section VI: Program Improvements
2025-2026 Program Improvements by Department
The following tables summarize the program improvements that have been included in the 2025-
2026 budget. The recommended levels of funding are indicated under the "Expenditures (net of
revenues)" columns.
General Fund-1x
Expenditures(net of Revenue)
GF I ct All Other Funds
I Page#IDr�RVName`Title I 2025 F 2026 I 2025 I 2026 l FTE `Potential Funding Source
244 AH 0003 Vehicle Purchase for Human Services $ 44,000 $ 15,000 $ - $ (15,000j F FB
261 PLN 0056 Development of a Citywide Strategic Plan 125,000 - - - - GF FB
Total $ 169,000 $ 15,000 $ - $ (15,000) -
General Fund-ongoing I
Expenditures(net of Revenue)
GF Impact All Other Funds
Page#I yyName Title I 2025 I 2026 2025 2026 FTE I Potential Funding Source
243 Ag 0002 Increase Human Seances Grant Funding $ 100,000 $ - $ - $ - - GF FB
249 ENG 0047 Facility Master Plan-Debt Service 1,200,000 1,200,000 1,000,000 1,000,000 - GF/Utility FB
250 ENG 0048 Photo Enforcement Program Expansion&10 New Police Officer FTEs 1,005,390 - - (16,930) 10 00 New GF Revenue
251 ENG 0050 Existing Photo Enforcement Program (705,000) (705,000) 705,000 705,000 - GF FB
254 FIN 0021 SCORE Operating Cost Increase 200,000 200,000 - - - GF FB
255 FIN 0022 ValleyCom Operating Cost Increase 150,000 230,000 - - - GF FB
256 GLF 0037 Request for Additional Inventory and Seasonal Staffing - - - - - GF FB
257 HRR 0006 Curl Service Background Investigation Wages 50,000 50,000 - - - GF FB
258 HRR 0008 Unaffiliated Employees Compensation Study 250,000 500,000 - - - GF FB
259 HRR 0009 King County District Court and Related Seances 402,200 687,050 - - - GF FB
260 HRR 0010 Increased Liability Insurance Premiums 570,019 1,108,614 247,989 435,265 - Interfund Revenues
262 PLN 0057 City Administrator(Reclass an existing FTE) 50,000 50,000 - - - GF FB
263 POL 0046 Police Hiring and Retention Bonuses 140,000 140,000 - - - GF FB
264 PRK 0063 Park Secunty 60,000 64,000 - - - GF FB
Total $ 3,472,609 $ 3,524,664 $ 1,952,989 $ 2,123,335 10.00 I
Non General Fund-1x I
Expenditures(net of Revenue)
GF Impact All Other Funds
I Pad#IDer�)Name(Title I 2025 1 2026 I 2025 I 2026 I FTE I Potential Funding Source
246 AIR 5005 Airport Equipment $ - $ - $ 97,890 $ 7,140 - 435(Airport)FB
247 CEM 0008 New John Deere Mower - - 37,250 - - 436(Cemetery)FB
265 STM 0010 Storm Pond&Ditching Debns Disposal Fees - - 100,000 - - 432(Storm)FB
Total $ - $ - $ 235,140 $ 7,140 -
Non General Fund-Ongoing I
Expenditures(net of Revenue)
GF Irwact All Other Funds
I Page#IDert(Name(\Title I 2025 1 2026 I 2025 I 2026 I FTE I Potential Funding Source
245 AIR$004 Increase Airport Operating Budgets $ - $ - $ 47,250 $ 21,950 - 435(Airport)FB
248 CEM 0009 Increase Cemetery Operating Budget - - (35,100) (62,700) - 436(Cemetery)FB
252 ERR 0013 Increase Equipment Rental and Rerolving(ER&R)Operations Budget 89,500 91,600 38,400 39,300 - Interfund Revenues
253 FAC 0042 Annual Contnbutions for Ma or Maintenance and Repair 195,000 195,000 55,000 55,000 - Interfund Revenues
Total $ 284,500 $ 286,600 $ 105,550 $ 53,550 - I
Grand Total Requests $ 3,926,109 $ 3.826,264 $ 2.293,679 $ 2.169.025 10.00
242 Page 468 of 714
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: AH.0003
Program Name: Vehicle Purchase for Human Services
Department: Human Services
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)
2025 44,000 - -
2026 15,000 (15,000) -
Total: 59,000 (15,000) -
Description of Program:
This request is for purchase of a vehicle for the Human Services Department (previously Anti-
Homelessness Department)to support existing operations. A new vehicle was never added to the
program when new staff was added to create the Human Services Department. Since then, staff have
been using a loaner vehicle from the fleet division, which will no longer be available in 2025. A second
vehicle is critical to provide direct service to people experiencing homelessness via transportation to
shelter, housing, and treatment throughout Washington counties and cities. Additionally, the vehicle will
be used to respond to police calls for assistance and address homeless issues around the city.
243 Page 469 of 714
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: AH.0002
Program Name: Increase Human Services Grant Funding
Department: Human Services
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)
2025 100,000 - -
2026 - -Total: 100,000 - -
Description of Program:
In 2019 the Auburn City Council approved Resolution 5479 which established a Human Services
workplan prepared and recommended by the Human Services Committee. Resolution 5479
acknowledges that human service funding levels remained static at$480,000 annually from 2011 to 2020
despite growth in population and community need. Resolution 5479 seeks to increase and stabilize
human service funding levels at a minimum of 1% of the General Fund (and contemplates additional
staggered increases to 1.25%, 1.5% and 2%).
As a result, City Council increased the annual General Fund contribution to$600,000 for the 2021-2022
biennium; and in the 2023-2024 biennium Council supplemented the annual $600,000 contribution with
an additional $500,000 annually with available ARPA funds.
ARPA funding does not exist beyond 2024, yet the community need has not diminished. The City's
human service funding grant application process remains highly competitive and includes requests that
exceed $2 million annually that are submitted by nearly 100 different agencies. The 2023-2024 grant
cycle allowed for the funding of 44 agencies using the $1.1 million funding level.
This decision package seeks to increase human service funding levels by an additional $500,000 per
year in order to align with Resolution 5479, replace the loss of ARPA funds, and to meet community
need. In 2025, $100,000 in new General Fund money will be needed, and the remaining $400,000 will
come from other unspent ARPA programs. In 2026, $500,000 in General Fund savings from the
operations of the ACRC will be used supplement human services grant program.
244 Page 470 of 714
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: AIR.0004
Program Name: Increase Airport Operating Budgets
Department: Airport
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)
2025 - 47,250 -
2026 - 21,950 -
Total: - 69,200 -
Description of Program:
This request is an update to the airport operations fund based on actual and increasing costs over the
past five years when City employed staff took over full time management of the airport. The majority of
the fund increase relates to administration and facility maintenance needs and an increase to aviation fuel
purchase/sales. The increase fuel purchase cost of$405,400 in 2025 and $548,700 in 2026 has an
offsetting revenue that exceeds this expense. This decision package also captures an increase of"Other
Wages"for the part time and airport intern in the amount of$40,950 annually. This additional temporary
staffing will assist in meeting the needs of the airport to improve efficiencies with hiring temporary staff
instead of using a more expensive vendor to complete regular maintenance activities.
There is sufficient revenue in the airport operation budget to fund these increases both immediately and
for the long term.
245 Page 471 of 714
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: AIR.0005
Program Name: Airport Equipment
Department: Airport
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)
2025 - 97,890 -
2026 - 7,140 -
Total: - 105,030 -
Description of Program:
This request will purchase a Wide Area Mower at an estimated amount of$81,890, provide for future
replacement costs of the mower, and 2 replacement FOD (Foreign Object Debris) Boss Mats at an
estimated amount of$16,000. The current airport mower is not sufficient for the significant amount of
grass area required to be maintained. The current mower is demanding additional maintenance annually
because of the required overuse to complete the necessary work. The new mower will allow greater
efficiencies in competing mowing and maintain the airports regulatory requirements.
The current FOD Boss Mats are in need of replacement. These mats are towed behind a vehicle which
remove potentially aircraft damaging debris from the airfield pavement and help to prevent incidents and
increases aircraft safety.
246 Page 472 of 714
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: CEM.0008
Program Name: New John Deere Mower
Department: Cemetery
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)
2025 - 37,250 -
2026 - - -
Total: - 37,250 -
Description of Program:
We would like to replace one of the cemetery's older mowers, 2-wheel drive, John Deere 1445, which
was purchased in 2001. This mower is nearing the end of its useful life and currently has 5,292 hours on
it.
247 Page 473 of 714
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: CEM.0009
Program Name: Increase Cemetery Operating Budget
Department: Cemetery
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)
2025 - (35,100) -
2026 - (62,700)Total: - (97,800) -
Description of Program:
The purpose of the decision package is to increase the budgeted amounts at the Cemetery to accurately
reflect expected spending needs in 2025-2026.
The request to increase Overtime is due to the increase in wages that help support Saturday services.
The increase in general sales requires an increased expenditure authority on cemetery goods and
services that are sold, i.e. materials needed to make and fulfill sales.
The budget for Other Fringe Benefits, such as Uniforms, has remained the same over recent years ($800
annually), while the actual expenditures ranged from $3k- $6k. This increase request would align this
budget item with realistic historical spending.
The cemetery will be able to support these budget increases through the expected increase in revenue
that comes from Plots and Marker Sales. New sections under development will be available by the end of
2024 offering casket and cremation options in desirable areas in the cemetery.
While preparing for the 2025-2026 Biennial Budget, some line-items' budgets were reduced to further
offset these increased expenditures, in addition to the expected increase in revenues.
248 Page 474 of 714
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: ENG.0047
Program Name: Facility Master Plan - Debt Service
Department: Engineering
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)
2025 1,200,000 1,000,000 -
2026 1,200,000 1,000,000 -
Total: 2,400,000 2,000,000 -
Description of Program:
This project will begin design in 2024 (currently budgeted) and complete the Phases 2, 3 and 4 of the
Facility Master Plan which was adopted by Council in May of 2021 by Resolution 5595. Work is intended
to be completed between 2024 and 2030 and includes the design, property acquisition and construction
of improvements for Public Works Maintenance and Operations, Parks, Arts and Recreation Maintenance
and Operations, and Police. The estimated total project cost is $39.1 M (Public Works: $26.1 M, Police:
$7M, Parks: $6M).
Phase 2: 2024-2027: Relocate the green house and bulk bins to allow the construction of an access
connection to 15th Street SW. Construct additional crew space and renovate the existing building at
Game Farm Park. Develop a master site plan for the new Police headquarters property. Construct a new
evidence storage facility at the future headquarters site. Remove deed restriction on a portion of the GSA
Park Property. Complete the enclosure of the existing vehicle storage bay. Construct a new crew building
on site and replacement parking area. Construction of a direct access to 15th Street SW.
Phase 3: 2026-2028: Renovate the existing Justice Center Facilities. Modify the existing building to add
additional central stores warehousing space and maximize the use of the existing crew and storage
space. Renovate the existing building at GSA Park to add storage and crew space.
Phase 4: 2028-2030: Construct coverage for high valued fleet parking area. Construct maintenance and
operations satellite facilities.
It is proposed to issue Bonds in the amount of up to $39.1 M in 2025/2026 to pay for the design costs (up
to 18 months prior to bond issuance), property costs (up to 6 months prior to bond issuance), and for all
construction costs (up to 3 months prior to bond issuance). This request is to provide for the estimated
cost of the debt service which is based on an interest rate of 4% and a 30-year term and is anticipated to
require approximately$2.2M per year with $1.2M from the General Fund/REET and $1 M from the water,
sewer and storm drainage utilities.
249 Page 475 of 714
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: ENG.0048
Program Name: Photo Enforcement Program Expansion & 10 New Police Officer FTEs
Department: Public Works and Police
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)
2025 1,005,390 - 10
2026 - (16,930)Total: 1,005,390 (16,930) 10
Description of Program:
In 2023 and 2024, the State Legislature modified the allowances for photo enforcement in Washington
state to allow for the additional use of speed enforcement cameras for general speed enforcement under
certain conditions and limited the total number of cameras allowed in a jurisdiction to one camera, plus
one additional camera for every 10,000 in City Population.
This request seeks approval for implementing new camera locations in 2026 at a minimum of three
locations up to the maximum allowed by state law (nine, based on our current population). The revenue
generated from the speed infractions would fully fund the costs of operating the program (equipment cost,
vendor cost, administration by City staff, King County District Court Costs).
Using revenues that exceed the operating costs of the program, this proposal seeks to add 10 new
commissioned Police Officer FTEs to the budget. Additional expenditure budget will be added to the
General Fund for five of these positions, and five of these positions will be supernumeraries.
Supernumerary positions allow the Police Department to address ongoing minimum-staffing issues
related to personnel turnover and the long lead times required for the deployment of new officers.
Additional police officers are necessary to enable increases in minimum staffing levels, putting more
uniformed officers in the community, and absorbing some of the additional workload associated with
speed enforcement camera citations. Most importantly, additional officers would also allow for more
proactive response to high crime areas. Assigned vehicles will be deferred until the end of the existing
take-home vehicle program roll-out schedule, with purchases expected in 2030 and ongoing annual costs
beginning in 2031.
Since the expanding speed enforcement program would not go into effect until 2026, the cost of adding
10 new FTEs in 2025 would be absorbed by General Fund fund balance.
250 Page 476 of 714
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: ENG.0050
Program Name: Existing Photo Enforcement Program
Department: Engineering
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)
2025 (705,000) 705,000 -
2026 (705,000) 705,000 -
Total: (1,410,000) 1,410,000 -
Description of Program:
The City implemented the School Zone Speed Photo Enforcement program in 2023. The results of its
operations have shown a reduction in the percent of drivers significantly exceeding the active school zone
limit. The existing program was expected to generate $640K in additional revenues beyond program
costs in 2024. In 2024, it is projected that a total of$2.7 million will be generated. This request is to
recognize the additional revenue beyond the original amount anticipated and to fund pedestrian and
street safety programs with a portion of those additional revenues. Use of these additional revenues to
complete traffic safety related improvements is consistent with the original intent of the program when
enacted by Council and will also further the City's goals in accordance with the policies as proposed in the
draft Comprehensive Safety Action Plan, Comprehensive Transportation Plan, and with the nationally
recognized Safe Systems Approach.
The programs identified in the Transportation Improvement Plan and in the proposed Capital Facilities
Plan for 2025-2030 to be funded or partially funded by these revenues totaling $705,000 annually,
include:
• Traffic Signal System Replacement Program ($360,000)
• Intelligent Transportation Systems (ITS) Dynamic Message Signs Program ($45,000)
• Active Transportation - Safety, ADA, & Repair Program ($100,000)
• Annual Channelization and Pavement Markings Program ($200,000)
251 Page 477 of 714
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: ERR.0013
Program Name: Increase Equipment Rental and Revolving (ER&R) Operations Budget
Department: Equipment Rental & Revolving Fund
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)
2025 89,500 38,400 -
2026 91,600 39,300 Total: 181,100 77,700 -
Description of Program:
ER&R's operational costs have increased due to an increase in fleet, staffing, and market and inflationary
costs, which require increases to certain line items including required training, annual software services,
and fuel.
The costs of training for staff for both required dealer focused training for fleet maintenance and CDL
training for all M&O staff have increased due to the increase in the number of staff requiring this training,
as well as staff turnover. Training for CDL certification, which costs approximately$5000 per employee, is
a pass-through charge in the ER&R fund and is paid through the internal service fund charges to the
divisions requiring the training. These funds include water, sewer, storm and street. Total annual
increases for training and certifications are expected to be $14,000 for both 2025 and 2026.
Fuel costs increased during the 2023/2024 budget cycle and are anticipated to continue to increase in
2025/2026. Using the fuel usage actuals from 2023, as well as King County fuel rates, we estimate that
these increases will extend beyond the existing base budget by an additional $99,200 annually.
Finally, costs for telematics and vehicle diagnostic software services have increased. These software
services provide for the tracking of the fleet and provide information to the Divisions mechanics on the
operations, performance, repair, and maintenance needs and are necessary for the efficient management
of the fleet. We estimate these increases to be in the following areas:
Vehicle Diagnostics (100.35): 2025- $8,000; 2026 - $10,000
GPS Insight Annual Service Costs (100.42): 2025 - $6,700; 2026-$7,700
252 Page 478 of 714
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: FAC.0042
Program Name: Annual Contributions for Major Maintenance and Repair
Department: Facilities
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)
2025 195,000 55,000 -
2026 195,000 55,000 Total: 390,000 110,000 -
Description of Program:
In addition to accounting for ongoing operating costs, most internal service funds identify capital assets
that require replacement or major maintenance and repair. Rather than pay for these large replacements
and repairs on a pay-as-you-go basis, internal service funds plan out the average annual cost based on
total replacement cost at the end of the useful life and how many years the asset can be used. This
annual replacement and repair cost is inclusive in the annual operating cost of the fund, which is then
proportionally charged to the benefitting funds.
The Facilities Fund is the only internal service fund that has not historically collected funds for future
repair or replacement and all capital replacement, maintenance and major repairs are paid on an as-
needed basis. Since the Facilities Fund is responsible for maintaining millions of dollars in City assets,
creating a capital replacement and repair fund creates better budget predictability, and ensures projects
are prioritized more strategically.
This decision package would add an annual baseline contribution of$250,000 into the Facilities Fund to
pay for the cost of repairs and replacements done annually. The facilities team should take an inventory
at least biennially to determine assets that need repair and replacement and the timing for such
replacements based on priority and funding. Projects in the upcoming biennium include:
Fire Panel Replacement-$125,000
AVHS Roof Replacement- $50,000
R Street Composite Roof Replacement$60,000
Senior Center Carpet$50,000
Modernization of City Hall Elevator$65,000
Security Cameras $100,000
Total $450,000 (average of$225,000 per year)
253 Page 479 of 714
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: FIN.0021
Program Name: SCORE Operating Cost Increase
Department: Finance
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)
2025 200,000 - -
2026 200,000 -Total: 400,000 - -
Description of Program:
The purpose of this request is to increase the City's budgeted payment to the South Correctional Entity
(SCORE) by$200,000 in each of the years 2025-2026 to maintain legal compliance with the SCORE
interlocal agreement. The preliminary SCORE budget for 2025 requires Auburn to contribute$5.9 million,
which is $200,000 higher than the 2024 budget.
In February 2009, the Cities of Auburn, Burien, Des Moines, Federal Way, Renton, SeaTac and Tukwila
entered into an interlocal agreement to jointly construct, equip, maintain and operate a consolidated
regional misdemeanant correctional facility located in Des Moines, Washington. The purpose of the
SCORE facility is to provide correctional services essential to the preservation of the public health, safety
and welfare. To carry out the purposes of the interlocal agreement and to operate, manage and maintain
the SCORE facility, the Member Cities formed the South Correctional Entity (SCORE), a separate
governmental administrative agency.
Per Section 9(c)to the amended and restated interlocal agreement of 2019 between the cities of Auburn,
Burien, Des Moines, Renton, SeaTac and Tukwila, "The allocation of prorated financial participation
among the Member Cities shall be calculated as provided in Section 15 hereof. Each Member City shall
be unconditionally obligated to provide its allocable share of costs as provided in this SCORE Interlocal
Agreement."
Per Section 15(d)(2)of the interlocal agreement, "Subject to the terms of the financial policies established
by the Administrative Board, each Member City shall be obligated to pay its allocable portion of Costs of
Maintenance and Operation of the SCORE Facility, including any debt issued to finance such costs..."
Approving this additional funding will allow the City to remain in compliance with its interlocal agreement,
continue the existence of SCORE as an entity, and continue to receive services essential to the
preservation of public health, safety and welfare provided by the consolidated correctional facility.
254 Page 480 of 714
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: FIN.0022
Program Name: ValleyCom Operating Cost Increase
Department: Finance
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)
2025 150,000 - -
2026 230,000 -Total: 380,000 - -
Description of Program:
The Valley Communications Center, hereafter referred to as ValleyCom, was established August 20,
1976, when an Interlocal Agreement was entered into by four participating municipal corporations:
Auburn, Kent, Renton, and Tukwila. The purpose of the ValleyCom joint operation is to provide improved
consolidated emergency communications (dispatch) services for police, fire and medical aid to the five
participating cities (including Federal Way, added in 1999) and to several subscribing agencies, which
include Public Safety Partners, Fire and EMS Partners and Emergency Backup Facilities.
This request is to increase the budget for its annual contribution to Valley Communications Center by
$150,000, beginning in 2025. If the City does not fulfill its funding obligations per the terms of the
interlocal agreement, the City may forfeit its rights under the terms of the agreement and ValleyCom may
withdraw emergency communication service from the City.
255 Page 481 of 714
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: GLF.0037
Program Name: Request for Additional Inventory and Seasonal Staffing
Department: Parks
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)
2025 - - -
2026 - -Total: - - -
Description of Program:
Over the past few years, our pro-shop inventory budget has been fully expended by early to mid-summer.
This request includes a $45,000 increase to inventory expenditures for the full calendar year. The
increased costs will be offset by the increased inventory sales.
256 Page 482 of 714
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: HRR.0006
Program Name: Civil Service Background Investigation Wages
Department: Human Resources
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)
2025 50,000 - -
2026 50,000 -Total: 100,000 - -
Description of Program:
Funds are needed to cover the non-benefitted wages for Civil Service background investigators. The
current practice is to assign lateral Police Officer candidates and out-of-state, entry-level Police Officer
candidates to the non-benefited background investigators. Local entry-level candidates are assigned to a
contracted investigator.
Having non-commissioned background investigators employed outside of the Police Department in
addition to a contractor provides the City with greater flexibility in task assignments and adherence to
expected deadlines. This flexibility leads to increased efficiency in the hiring process, as the City will not
be reliant solely on external investigators or internal Commanders who have other primary
responsibilities. Further, employing in-house background investigators ensures higher quality and
consistency in background investigations, which is crucial for vetting police officer candidates. This
approach mitigates risks associated with varying standards and practices of contracted investigators and
allows trained Police personnel to focus on their primary duties. By funding the wages for in-house
background investigators, the City can maintain a high standard in hiring processes, ensure operational
flexibility, and effectively manage the risks associated with police officer recruitment.
257 Page 483 of 714
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: HRR.0008
Program Name: Unaffiliated Employees Compensation Study
Department: Human Resources
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)
2025 250,000 - -
2026 500,000 -Total: 750,000 - -
Description of Program:
Human Resources is proposing to undertake a comprehensive classification and compensation study for
the City's unaffiliated staff, specifically targeting directors, management positions, and other unaffiliated
roles. The objective of this study is to review and update job descriptions while simultaneously examining
internal and external compensation levels to effectively retain and recruit the best overall employee base.
This study will be conducted by in-house, professional human resources staff, minimizing potential costs
associated with hiring a private consultant. The financial request represents a best estimate of the
impacts of aligning unaffiliated wages with both internal and external comparables on an ongoing basis to
ensure the City's compensation structure is competitive, equitable, and aligned with industry standards.
This study will provide a comprehensive analysis of our current compensation practices and offer
recommendations for improvement.
The benefit of conducting a compensation study serves many purposes. First, it greatly reduces the need
for unplanned and unbudgeted salary reclasses mid-year. It also ensures equity for all unaffiliated
positions— rather than reviewing random requests mid-year. And most importantly, conducting a
compensation study will ensure our current unaffiliated staff are all compensated fairly compared to
market comparisons. This will help the City attract and retain qualified staff— helping ensure strong
morale, engagement, and efficiencies city-wide.
258 Page 484 of 714
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: HRR.0009
Program Name: King County District Court and Related Services
Department: Human Resources
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)
2025 402,200 - -
2026 687,050 - -
Total: 1,089,250 - -
Description of Program:
The City of Auburn has seen an increase in costs associated with the King County District Court from all
our professional services providers: King County District Court($208,000 in 2025 and $437,200 in 2026),
public defense ($77,000 in 2025 and $115,850 in 2026), conflict attorneys for public defense ($85,000 in
2025 and $96,000 in 2026), and electronic home monitoring ($32,000 in 2025 and $38,000 in 2026).
These estimated increases are based off actual expenditures in 2023 and anticipated expenditures in
2024.
259 Page 485 of 714
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: HRR.0010
Program Name: Increased Liability Insurance Premiums
Department: Human Resources
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)
2025 570,019 247,989 -
2026 1,108,614 435,265 -
Total: 1,678,633 683,254 -
Description of Program:
Based on the current insurance market, as well as the increase to the number of and value of City
properties and vehicles, and the City's claims experience and exposure, prices are continuing to rise. The
annual premium has increased an average of—34% over the last 5 years, which informs the estimates for
2025 and 2026.
260 Page 486 of 714
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: PLN.0056
Program Name: Development of a Citywide Strategic Plan
Department: Administration
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)
2025 125,000 - -
2026 - - -
Total: 125,000 - -
Description of Program:
A Strategic Plan establishes a citywide vision statement, top priorities, goals and actions for each priority,
and roles that help establish accountability and responsibility for the various goals and actions. The Plan
is designed to organize all city departments and create alignment between the executive and legislative
branch of city government.
It is anticipated that a Strategic Plan will cost approximately $125,000 to prepare and adopt and will
require the services of an outside consultant. The total amount is based on the cost that other cities have
incurred when preparing similar business plans. Developing a strategic plan will require creation of a city
vision and mission, public outreach efforts, navigating leadership through an exercise to articulate
priorities, goals, objectives and actions.
Because a Strategic Plan requires subsequent action after it is adopted, we have included anticipated
expenses for 2025. Since a Strategic Plan is an overarching plan that does not rest within one
department, there will need to be budget capacity to carry out the various initiatives that are established in
the Plan.
During the March and April 2024 Leadership Retreat there was general consensus that a Strategic Plan
would be beneficial in helping establish a common set of priorities, objectives and actions to help guide
budget, policy and program decisions and investments. Creating and implementing a Strategic Plan is a
common approach that cities take to ensure that City Council, Mayor and City Departments are aligned in
their thinking and approaches.
261 Page 487 of 714
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: PLN.0057
Program Name: City Administrator(Reclass an existing FTE)
Department: Planning
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)
2025 50,000 - -
2026 50,000 -Total: 100,000 - -
Description of Program:
Restructure of Executive Leadership team to incorporate the concept of a City Administrator that reports
directly to the Mayor and whom all Directors report to. This decision package does not propose creation
of a new FTE but instead relies upon a reorganization and utilization of an existing FTE. This decision
package seeks to address the compensation difference that is likely to occur for a position that all
department Directors report to along with access to an operating budget and initial exploration of the
concept.
Most cities that are the size of Auburn operate with a City Administrator. Many also have a Deputy City
Administrator. And many cities that are much smaller than Auburn utilize a City Administrator.
The City Administrator plays a key role in running the day-to-day operations of the city, serves as a
mediator between different departments when priority conflicts occur, and can provide direction to
department Directors who seek high level guidance.
The City Administrator also serves as a daily liaison with councilmembers to ensure that members have
access to the information they need and can advocate for inquiries from their constituents.
262 Page 488 of 714
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: POL.0046
Program Name: Police Hiring and Retention Bonuses
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)
2025 140,000 - -
2026 140,000 - -
Total: 280,000 - -
Description of Program:
The hiring and retention bonus program was started in 2023 and funded by one-time funding available by
ARPA. This decision package continues the program on an ongoing basis using unrestricted General
Fund money. The hiring bonus has proven to be extremely useful in attracting new, qualified police officer
recruits.
263 Page 489 of 714
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: PRK.0063
Program Name: Park Security
Department: Parks
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)
2025 60,000 - -
2026 64,000 -Total: 124,000 - -
Description of Program:
Utilizing Private Security to increase Park Patrols to a level similar to 2022-2023. Additional park and
recreation facility security was one of the programs authorized due to the mitigation of General Fund
costs by ARPA funding. That security program was managed by the Facilities Division. The additional
security hours were eliminated when ARPA funding was completed. Numerous Parks have seen a large
increase in vandalism and other illegal activity since the funding was reduced.
This program improvement would fund an additional 1,095 hours of security, spread between numerous
parks. Approval of funding would add 3 hours per day/365 days per year to the Security Shift. Primary
emphasis would be at Les Gove Park and Brannan Park.
This program would be in addition to the Private Security that is utilized to lock-up park gates in the
evening; however, we would plan to use the same private security company for this added park security
and park patrols.
264 Page 490 of 714
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: STM.0010
Program Name: Storm Pond & Ditching Debris Disposal Fees
Department: Storm
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)
2025 - 100,000 -
2026 - - -
Total: - 100,000 -
Description of Program:
The Storm Utility currently uses the undeveloped Jacobson Tree Farm property for storage and sorting of
vegetative debris from Pond and Ditch maintenance work to remove sediment and overgrown vegetation
prior to disposal. In order to facilitate the development of this property into the Park envisioned in the
Parks Plan, the Utility needs to remove the stockpiled debris and dispose of it. This work is beyond the
level of work anticipated in the annual work for the Storm Utility and additional funds are needed to pay
the increased fees for the material removal within 2025 to allow Parks' development of the property which
is anticipated to begin in 2026.
265 Page 491 of 714
CITY
JBUI-�N
WASHINGTON
2025-2026 Preliminary 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 2025-2026 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
biennially and incorporates the capital facility improvements in the City's biennial budget process. It is
considered a companion document to the budget document. It is also an integral part of the Capital
Facilities Element of the City's Comprehensive Plan.
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 2025 and 2026 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 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 2025 and 2026 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 2025 vs.
2026, and another showing the projected six-year expenditure level.
For more detail, reference should be made to the Capital Facilities Plan (2025—2030)that is printed as
a separate document. It contains an executive summary along with two chapters. Chapter 1 explains
the purpose of the CFP, statutory requirements, and methodology. Chapter 2 outlines the proposed
capital projects,which include the financing plan. 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.
267 Page 493 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
2025 / 2026 Capital Budget:
The following tables and graph summarize the capital facility expenditures and corresponding funding
sources in the 2025-2026 budget.
CAPITAL PROJECTS SUMMARY
12025 1
FUNDING SOURCES-2025 Fund Federal State Local Other Unsecured Total Sources
Balance Sources Sources Sources REET Sources Sources By Fund
Transportation Projects $ 4,190,000 $ 3,615,689 $ - $ - $ 650,000 $ 7,617,100 $ 373,000 $16,445,789
Water Projects 5,012,810 - - - - - - 5,012,810
Sewer Projects 5,543,300 - - - - - - 5,543,300
Storm Drainage Projects 2,882,012 - - - - - - 2,882,012
Parks and Recreation Projects 50,000 - 250,000 950,000 30,000 565,000 705,000 2,550,000
General Muncipal Projects
and Community Improvements - 80,000 - - (249,900) 10,650,000 - 10,480,100
Other Proprietary Fund Projects 405,304 - - - - - 1,021,136 1,426,440
Total Funding by Source $18,083,426 $ 3,695,689 $ 250,000 $ 950,000 $ 430,100 $18,832,100 $ 2,099,136 $44,340,451
Right & Demolition& Long Term Unsecured Total
EXPENDITURES-2025 Design of Way Acquisition Monitoring Construction Debt Expenditures Expenditures
Transportation Projects $ 1,717,000 $ 1,281,000 $ - $ 75,000 $12,795,689 $ 204,100 $ 373,000 $16,445,789
Water Projects 260,000 - 934,810 - 3,818,000 - - 5,012,810
Sewer Projects 671,000 - - - 4,872,300 - - 5,543,300
Storm Drainage Projects 1,422,712 - - - 1,459,300 - - 2,882,012
Parks and Recreation Projects 250,000 - 700,000 - 895,000 - 705,000 2,550,000
General Municipal Projects
and Community Improvements 3,280,000 - 2,200,000 - 4,295,000 705,100 - 10,480,100
Other Proprietary Fund Projects 138,460 - - - 175,000 91,844 1,021,136 1,426,440
Total Capital Expenditures $ 7,739,172 $ 1,281,000 $ 3,834,810 $ 75,000 $28,310,289 $ 1,001,044 $ 2,099,136 $44,340,451
12026 1
FUNDING SOURCES-2026 Fund Federal State Local Other Unsecured Total Sources
Balance Sources Sources Sources REET Sources Sources By Fund
Transportation Projects $ 3,370,000 $ 865,000 $ - $ - $ - $ 4,605,400 $ 1,251,000 $10,091,400
Water Projects 4,927,810 - - - - - - 4,927,810
Sewer Projects 2,826,000 - - - - - - 2,826,000
Storm Drainage Projects 2,947,461 - - - - - - 2,947,461
Parks and Recreation Projects 50,000 - - - 30,000 600,000 4,625,000 5,305,000
General Muncipal Projects
and Community Improvements - 420,000 - - 1,539,700 11,990,000 - 13,949,700
Other Proprietary Fund Projects 629,844 - - - - - 1,200,000 1,829,844
Total Funding by Source $14,751,115 $ 1,285,000 $ - $ - $ 1,569,700 $17,195,400 $ 7,076,000 $41,877,215
Right & Demolition& Long Term Unsecured Total
EXPENDITURES-2026 Design of Way Acquisition Monitonng Construction Debt Expenditures Expenditures
Transportation Projects $ 1,905,000 $ 355,000 $ - $ 20,000 $ 6,236,000 $ 324,400 $ 1,251,000 $10,091,400
Water Projects 225,000 - 934,810 - 3,768,000 - - 4,927,810
Sewer Projects 265,400 - - - 2,560,600 - - 2,826,000
Storm Drainage Projects 242,337 - - - 2,705,124 - - 2,947,461
Parks and Recreation Projects 200,000 - - - 480,000 - 4,625,000 5,305,000
General Municipal Projects
and Community Improvements 1,940,000 - - - 11,310,000 699,700 - 13,949,700
Other Propnetary Fund Projects 185,000 - - - 353,000 91,844 1,200,000 1,829,844
Total Capital Expenditures $ 4,962,737 $ 355,000 $ 934,810 $ 20,000 $27,412,724 $ 1,115,944 $ 7,076,000 $41,877,215
268 Page 494 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Capital Projects Summary
(2025-2026)
-11.11111
Other Proprietary Fund
Projects
Unsecured Sources Unsecured Expenditures
$80
.11
Municipal
Buildings &
$70 Community
Improvements
$60
Parks&Rec
o $50
Storm
Construction Drainage
$40 Sewer
Local Sources
State Sources
Federal Sources
Water
$30
$20 Environmental &
Monitoring
Fund Acquisition
Balance
Right of WaM Transportation
II
$10
$0
Sources Project
of Funds ofFundt Types
269 Page 495 of 714
CITY
JBUI-�N
WASHINGTON
2025-2026 Preliminary Budget Section VII: Capital Planning
Transportation Prujt✓Lls
2025-2026
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▪ A)A Street SE Preservation(37th St SE to Lakeland Hills Way) En City of Auburn
IIMI B)Auburn Way South Imp,uutiiiti(Ln(Hemlock St SE to Poplar St SE) Parks
I= C)C Street SW Preservation(GSA Signal to Ellingson Road SE) Water Features
▪ D)M Street NE Widening(Main to 4th Street NE)
E)R Street SE Widening(22nd St SE to 33rd St SE) Map ID:6308
271 Page 497 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Transportation Projects
Eighteen capital projects totaling $16,072,789 are budgeted for 2025 and 15 capital projects
totaling $8,840,000 are budgeted for 2026. The significant projects include the following:
• The A St SE Preservation project ($1,810,000 in 2025) will grind and overlay A Street SE from
37th St SE to the intersection with Lakeland Hills Way. The project also includes ADA upgrades
to curb ramps, pedestrian push buttons and replacement of vehicle detection at signalized
intersections. (See Map— "A")
• The Auburn Way S Improvements project ($1,993,238 in 2025) 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 C Street SW Preservation project ($1,730,000 in 2026)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— "C")
• The M Street NE Widening project from E Main St. to 4th St. NE ($3,950,000 in 2025) will
construct a complete four/five-lane street section and reconstruct the signal on E Main Street.
(See Map—"D")
• The R Street SE Widening project ($695,000 in 2025 and $2,000,000 in 2026) will construct a
second southbound through lane, replace the pavement surface, replace sidewalks and
construct a new separated multi-use trail on R St SE between 22nd St SE and 33rd St SE. The
project will also replace the existing traffic signal at 29th St SE, remove the existing pedestrian
signal at 31st St and replace it with a full traffic signal at the access to Game Farm Park, and
construct utility replacement and improvements. (See Map—"E")
New pedestrian bridge being installed across the
White River in Game Farm Park. Auburn Way South Sidewalk Project
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272 Page 498 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
2025-2026 Transportation Projects
2025 2026 Unsecured
Title Project# Budget Budget Budget Page
49th Street NE (Auburn Way N to D St NE) cp2211 996,000 - 274
Auburn Way S Improvements (Hemlock St SE to Poplar St SE) cp1622 1,993,238 121,000 274
East Valley Highway Widening cp2311 1,200,000 - 274
Harvey Rd NE/8th St NE Intersection Improvements cp0611 82,100 81,700 275
Lea Hill ITS Expansion cp2411 500,000 - 275
Lea Hill Road/104th Avenue SE Roundabout cp2319 100,000 - 275
M Street NE Widening(E Main St to 4th St NE) cp2210 3,950,000 - 276
M Street Underpass (3rd St SE to 8th St SE) c201a0 122,000 121,700 276
R Street SE/21st Street SE Roundabout cp2308 1,367,451 - 276
R Street SE Widening(22nd Street SE to 33rd Street SE) cp2116 695,000 2,000,000 277
S 272nd/277th St Corridor Capacity& Non-Motorized Trail Improvements cp1821 75,000 20,000 277
SE 304th Street/116th Avenue SE Roundabout asbd46 600,000 925,000 278
Subtotal Capacity Projects 11,680,789 3,269,400 -
Downtown Bike to Transit(10th St NE/NW) asbd39 - - 1,624,000 279
Traffic Signal Replacement Program asbd47 - 270,000 279
Subtotal Non-Capacity Projects - 270,000 1,624,000
Annual Channelization and Pavement Markings Program spbdl2 200,000 200,000 280
Arterial Street Preservation Program spbd0l 282,000 506,000 280
A Street SE Preservation(17th St SE to 37th St SE) spbdl3 - 470,000 280
A St SE Preservation(37th Street SE to Lakeland Hills Way) cp2328 1,810,000 - 281
Bridge Preservation Program spbdl4 150,000 150,000 281
C Street SW Preservation(GSA Signal to Ellingson Road SE) spbdl0 - 1,730,000 281
Lake Tapps Pkwy SE Preservation(Sumner Tapps to 182nd) spbdl5 - 295,000 282
2025 Local Streets Preservation cp2412 1,450,000 - 282
2026 Local Streets Preservation cp2418 500,000 1,700,000 282
Local Street Improvement Program sobd02 - 250,000 283
Subtotal Preservation Projects 4,392,000 5,301,000 -
Total Transportation Projects 16,072,789 8,840,400 1,624,000
273 Page 499 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Project Name: 49th Street NE(Auburn Way N to D St NE)
Project No:cp2211 'Capacity Project: YES 'Anticipated Year of Completion: 2025
This project will construct the build-out of 49th Street NE between Auburn Way N and D Street NE.Preliminary design for the project was prepared
by the developer of the adjacent Copper Gate Project.The developer contribution of$674,600.49 was collected by the City and credited to the 102
fund.Design and property acquisition are in process with construction anticipated in 2025.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
General Transportation Fund 140,000 140,000
Federal(Grants) -
State -
Other(Traffic Impact Fees) 856,000 856,000
Other Sources -
Subtotal 996,000 - - - - 996,000
Capital Costs:
Design -
Right of Way 71,000 71,000
Construction 925,000 925,000
Subtotal 996,000 - - - - - 996,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $50(
Project Name: Auburn Way S Improvements(Hemlock St SE to Poplar St SE)
Project No: cp1622 'Capacity Project: YES 'Anticipated Year of Completion: 2025
The project will widen Auburn Way S between Hemlock St SE and Poplar St SE to accommodate two lanes in each direction,center turn lane and/or
medians to provide access management where feasible,sidewalks,bus pull-outs,street lighting and storm improvements.The project will also add
an eastbound turnaround and enhanced pedestrian crossing near Poplar Street SE.The project length is approximately 0 5 miles.This project was
originally identified in the Washington State Department of Transportation's(WSDOT's)2009 SR164 Corridor Study.The project is needed to
provide additional vehicular capacity,transit.and non-moto ized facilities o i the corridor.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
General Transportation Fund -
Federal(Grants) 1,543,238 1,543,238
Other(Traffic Impact Fees 450,000 450,000
Traffic Impact Fees(DebtService) 121,000 121,000 121,000 121,000 121,000 605,000
Other Sources -
Subtotal 1,993,238 121,000 121,000 121,000 121,000 121,000 2,598,238
Capital Costs:
Design -
Right of Way -
Construction 1,993,238 1,993,238
Long Term Debt-PWB 121,000 121,000 121,000 121,000 121,000 605,000
Subtotal 1,993,238 121,000 121,000 121,000 121,000 121,000 2,598,238
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $2,5 10
Project Name: East Valley Highway Widening
Project No:cp2311 'Capacity Project: YES 'Anticipated Year of Completion: 2027
This project will widen E Valley Highway between Lakeland Hills Way and Terrace View Drive SE,approximately 0.6 miles.The roadway will have a
four/five lane cross section with a trail connection along the east side Other project elements include storm improvements,illumination and ITS The
project will provide congestion relief along the corridor and provide access for non-motorized users.This project was identified as a recommended
project in WSDOT's SR167 Master Plan Study.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
General Transportation Fund -
Other(Traffic impact Fees) 1,200,000 3,135,000 4,335,000
Other Sources -
Subtotal 1,200,000 - 3,135,000 - - - 4,335,000
Capital Costs:
Design 700,000 700,000
Right of Way 500,000 500,000
Construction 3,135,000 3,135,000
Subtotal 1,200,000 - 3,135,000 - - - 4,335,000
Unsecured Funding Sources
Unsecured Grants 5,465,000 5,465,000
Subtotal - - 5,465,000 - - - 5,465,000
Unsecured Capital Costs
Unsecured Construction 5,465,000 5,465,000
Subtotal - - 5,465,000 - - - 5,465,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $2,5)0
274 Page 500 of 714
2025-2026 Preliminary Budaet Section VII: Capital Planning
Protect Name: Harvey Rd NE/8th St NE Intersection Improvements
Project No:cp0611 'Capacity Project: YES 'Anticipated Year of Completion: 2028
The project constructed one eastbound through/nght turn-lane on 8th St NE to the west of Harvey Rd and modified traffic signals and traffic
channelization 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 project 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.
Budget Budq(et Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
General Transportation Fund -
Federal(Grants) -
State -
Traffic Impact Fees(Debt Service) 82,100 81,700 81,187 80,785 325,771
Other Sources -
Subtotal 82,100 81,700 81,187 80,785 - - 325,771
Capital Costs:
Design -
Right of Way -
Construction -
Long-Term Debt-PWTF 82,100 81,700 81,187 80,785 325,771
Subtotal 82,100 81,700 81,187 80,785 - - 325,771
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Protect Name: Lea Hill ITS Expansion
Project No:cp2411 (Capacity Project. YES 'Anticipated Year of Completion: 2025
This project will expand the City's Intelligent Transportation System(ITS)by extending new fiberoptic cable east along SE 304th St from 124th Ave
SE to the traffic signal at 132nd Ave SE.This fiberoptic cable extension is identified in the Comprehensive Transportation Plan and is needed to
support the City's ITS system as it provides connectivity to school zone beacons on both SE 304th St and 132nd Ave SE,one traffic signal,one
battery backup,and ITS cameras.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2625 2626 2027 2028 2029 2030 Total
General Transportation Fund Other(Traffic Impact Fees) 250,000 250,000
REET 2 250,000 250,000
Subtotal 500,000 - - - - - 500,000
Capital Costs:
Design -
Right of Way -
Environmental -
Construction 500,000 500,000
Subtotal 500,000 - - - - - 500,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $50(
Pro;ect Name: Lea Hill Road/104th Avenue SE Roundabout
Project No:cp2319 (Capacity Project. YES 'Anticipated Year of Completion: 2027
This project will replace an existing traffic signal with a single lane roundabout at the intersection of Lea Hill Rd/104th Ave SE The project will also
construct sidewalks on Lea Hill Rd from the intersection to the existing sidewalks west of the intersection at the Green River Bridge and on 104th
Ave SE from the intersection to sidewalk on the south side constructed with the Garden Ave project and on the north side to the entrance to the
Emerald Point Apartments.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
General Transportation Fund -
Other(Traffic Impact Fees) 100,000 377,000 477,000
Other Sources -
Subtotal 100,000 - 377,000 - - - 477,000
Capital Costs:
Design -
Right of Way 100,000 100,000
Construction 377,000 377,000
Subtotal 100,000 - 377,000 - - - 477,000
Unsecured Funding Sources
Unsecured Grants 2,138,000 2,138,000
Subtotal - - 2,138,000 - - - 2,138,000
Unsecured Capital Costs
Unsecured Construction 2,138,000 2,138,000
Subtotal - - 2,138,000 - - - 2,138,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $1,010
275 Page 501 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Project Name: M Street NE Widening(E Main St to 4th St NE)
Project No:cp2210 'Capacity Project: YES 'Anticipated Year of Completion: 2026
This project will add a second northbound lane and rebuild the pavement on M St NE from E Main St to 4th St NE.The project will also replace the
traffic signal at E Main St and replace curb ramps to be ADA compliant.This project is partially funded from the City's Arterial Street Preservation
Program($2.0M Transportation Benefit District Funds).The project is needed to improve traffic operations along the M Street NE corridor,replace
pavement that is in very poor condition,and replace the E Main St traffic signal that is nearing end of life.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
General Transportation Fund 950,000 950,000
REET 2 400,000 400,000
Other(Traffic Impact Fees) 600,000 600,000
Transportation Benefit District 2,000,000 2,000,000
Other Sources -
Subtotal 3,950,000 - - - - - 3,950,000
Capital Costs:
Design -
Right of Way -
Construction 3,950,000 3,950,000
Subtotal 3,950,000 - - - - - 3,950,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $501
Project Name: M Street Underpass(3rd St SE to 8th St SE)
Project No:c201a0 'Capacity Project: YES 'Anticipated Year of Completion: Beyond 20301
The project constructed a grade separated railroad crossing of M Street SE at the BNSF Stampede Pass tracks Construction was completed in
2014.The project is now in Public Works Trust Fund Loan(PWTFL)debt repayment through 2041.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
General Transportation Fund -
Traffic Impact Fees(Debt Service) 122,000 121,700 121,380 121,088 120,795 120,503 727,467
Other Sources -
Subtotal 122,000 121,700 121,380 121,088 120,795 120,503 727,467
Capital Costs:
Design -
Right of Way -
Construction -
Long-Term Debt-PWTFL 122,000 121,700 121,380 121,088 120,795 120,503 727,467
Subtotal 122,000 121,700 121,380 121,088 120,795 120,503 727,467
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: R Street SE/21st Street SE Roundabout
Project No:cp2308 'Capacity Project: YES 'Anticipated Year of Completion: 2026
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.This project was identified in the R Street Corridor study completed in
2020 The project is needed to address an existing LOS deficiency,and will improve safet,at the intersection
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
General Transportation Fund -
Federal(Grants) 1,167,451 1,167,451
State -
Other(Traffic Impact Fees) 200,000 200,000
Subtotal 1,367,451 - - - - - 1,367,451
Capital Costs:
Design -
Right of Way -
Construction 1,367,451 1,367,451
Long Term Debt -
Subtotal 1,367,451 - - - - - 1,367,451
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $1,000
276 Page 502 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning.
Project Name: R Street SE Widening(22nd Street SE to 33rd Street SE) I
Project No:cp2116 'Capacity Project: YES 'Anticipated Year of Completion: 2027 I
The project will construct a second southbound through lane,replace the pavement surface,replace sidewalks,and construct a new separated multi-
use trail on R St SE between 22nd St SE and 33rd St SE.The project will also replace the existing traffic signal at 29th St SE,remove the existing
pedestrian signal at 31st St and replace it with a full traffic signal at the access to Game Farm Park,and construct utility replacement and
improvements.This project is partially funded from the City's Arterial Street Preservation Program($1.0M General Transportation Funds)and from
the City's Active Transportation Mode Shift Program($750k of Traffic Impact Fees).Additional traffic impact fees are included to fund vehicle
capacity provided by the project. This project was identified in the R Street Corridor study completed in 2020.The improvements are needed to
address existing intersection delay and queuing LOS deficiencies at 29th St SE,provide active transportation facilities that support access to transit
and regional trail systems to reduce the need for system vehicle capacity(mode shift),and preserve the existing roadway surface(preservation).
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
General Transportation Fund 900,000 900,000
Other(Traffic Impact Fees) 695,000 1,000,000 4,550,000 6,245,000
Transportation Benefit District 1,000,000 1,000,000
Other Sources -
Subtotal 695,000 2,000,000 5,450,000 - - - 8,145,000
Capital Costs:
Design 85,000 85,000
Right of Way 610,000 610,000
Construction 2,000,000 5,450,000 7,450,000
Subtotal 695,000 2,000,000 5,450,000 - - - 8,145,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $50(
Project Name:S 272nd/277th St Corridor Capacity&Non-Motorized Trail Improvements
Project No:cp1821 'Capacity Project: YES 'Anticipated Year of Completion: 2028
This project will complete the environmental monitoring requirements related to the S 277th St corridor widening project between Auburn Way North
and I St NE.The 10 year monitoring period began in 2018 after final completion and continue through 2028.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
General Transportation Fund -
Other(Traffic impact Fees) 75,000 20,000 20,000 20,000 135,000
Other Sources -
Subtotal 75,000 20,000 20,000 20,000 - - 135,000
Capital Costs:
Design -
Environmental 75,000 20,000 20,000 20,000 135,000
Construction -
Subtotal 75,000 20,000 20,000 20,000 - - 135,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Pro?ect Name:S 321st Street/46th Place S Intersection Improvements
Project No:asxxxx 'Capacity Project: YES 'Anticipated Year of Completion: 2030
This project is identified by King County in their Transportation Needs Report as Project SW-37.The project will improve the 46th Place S
intersection with S 321st Street.The northbound,46th Place S,approach to the intersection is located within the City of Auburn,S 321st Street and
46th Place to the north are located in unincorporated King County
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
General Transportation Fund -
Other(Traffic Impact Fees) 150,000 700,000 850,000
PWTFL -
Subtotal - - - - 150,000 700,000 850,000
Capital Costs:
Design 150,000 700,000 850,000
Construction -
Long Term Debt -
Subtotal - - - - 150,000 700,000 850,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): The City is coordinating with King county on the scope and
timing of the project. The City contribution towards the project is assumed to be 25%of the total project cost.
277 Page 503 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Project Name: SE 304th Street/116th Avenue SE Roundabout
Project No:asbd46 'Capacity Project: YES 'Anticipated Year of Completion: 2027
The project will replace the existing north/south stop control with a roundabout,install rectangular rapid flashing beacons at the main crossings,and
complete the sidewalk gap on the north side of SE 304th Street to the east of 112th Avenue SE.This project is needed to address an existing
intersection delay level of service deficiency and will provide additional intersection capacity to support future growth and development.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
General Transportation Fund -
Other(Traffic Impact Fees) 600,000 925,000 937,500 2,462,500
Other Sources 1,262,500 1,262,500
Subtotal 600,000 925,000 2,200,000 - - - 3,725,000
Capital Costs:
Design 600,000 600,000 1,200,000
Right of Way 325,000 325,000
Construction 2,200,000 2,200,000
Subtotal 600,000 925,000 2,200,000 - - - 3,725,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $1,0)0
Project Name: Stewart Road-Sumner(Lake Tapps Parkway Corridor
Project No:asbd45 (Capacity Project: ES 'Anticipated Year of Completion: 2027
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 significantly relieve traffic congestion in Auburn along the A St
SE and C St SW corridors
Bud9et Bud9et Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
General Transportation Fund -
Other(Traffic Mitigation Fees) 150,000 150,000
Subtotal - - 150,000 - - - 150,000
Capital Costs:
Design -
Construction 150,000 150,000
Subtotal - - 150,000 - - - 150,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: Active Transportation Mode Shift Program
Project No:asbd08 (Capacity Project: NO 'Anticipated Year of Completion: 2030
This program funds active transportation improvements that provide connections to transit and regional active transportation facilities as either stand-
alone projects and/or as improvements included with other projects.This program supports multi-modal level of service policies in the 2024-2044
Comprehensive Transportation Plan.The improvements constructed with this program encourage and support people to walk,bike,and ride transit
to reduce overall transpiration system capacity needs(encourage a mode shift from vehicle travel modes to active transportation and transit).
Bud9et Bud9et Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
General Transportation Fund -
Transportation Benefit District -
Other(Traffic Impact Fees) 750,000 750,000 750,000 2,250,000
Other Sources -
Subtotal - - - 750,000 750,000 750,000 2,250,000
Capital Costs:
Design 100,000 100,000 100,000 300,000
Construction 650,000 650,000 650,000 1,950,000
Subtotal - - - 750,000 750,000 750,000 2,250,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
278 Page 504 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Project Name: Downtown Bike to Transit(10th St NE/NW) I
Project No:asbd39 'Capacity Project: NO 'Anticipated Year of Completion: 2027 I
This project will rechannelize 10th St NE/NW between B St NW and Auburn Way North to convert the existing four-lane cross section to a three lane
section incorporating bike lanes and a center two-way left-turn lane.The existing intersection control at the intersection with A Street NE will be
revised to remove the east/west stop-control,and install a new north/south crosswalk to the east of the intersection The new crosswalk will be
enhanced with a median island and a Rectangular Rapid Flashing Beacon(RRFB).The existing signal at D Street NE will require modification to
match the new roadway cross section.The project will also replace the pavement surface between B Street NW and Auburn Way N.The project will
complete active transportation improvements between A Street NW to Auburn Way N to connect to new high capacity transit service(King County
Metro RapidRide I Line),and improves pedestrian access across 10th Street between residential and commercial uses
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
General Transportation Fund -
Other Sources -
Subtotal - - - - - - -
Capital Costs:
Design -
Construction -
Subtotal - - - - - - -
Unsecured Funding Sources
Unsecured Ped/Bike Safety State Grant 373,000 1,251,000 1,624,000
Subtotal 373,000 1,251,000 - - - - 1,624,000
Unsecured Capital Costs
Unsecured Design 365,000 365,000
Unsecured Right of Way 8,000 8,000
Unsecured Construction 1,251,000 1,251,000
Subtotal 373,000 1,251,000 - - - - 1,624,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Protect Name: ITS Dynamic Message Sign Program '
Project No:asbdl6 'Capacity Project: NO 'Anticipated Year of Completion: 2029 I
This program supports the City's Intelligent Transportation Systems(ITS)with the installation of Dynamic Message Signs(DMS)at various locations
throughout the City.Dynamic message signs are an important tool for communicating with roadway users in real time.This program funds the
design and installation of one DMS every 6-years as either stand-alone projects and/or DMS being included with other projects.This program funds
the placement of dynamic message signs at locations identified in the Comprehensive Transportation Plan to help provide a more resilient and
efficient transportation system.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 20'i5 201t6 2027 2028 2029 2030 Total
General Transportation Fund 270,000 270,000
Other Sources -
Subtotal - - - - 270,000 - 270,000
Capital Costs:
Design 35,000 35,000
Right of Way -
Construction 235,000 235,000
Subtotal - - - - 270,000 - 270,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $75L/sign
Project Name: Traffic Signal Replacement Program
Project No:asbd47 'Capacity Project: NO 'Anticipated Year of Completion: Beyond 20301
This program will replace the existing traffic signal poles that are approaching the end of their service life,are damaged,or do not meet ADA
requirements.The program funds one signal replacement every 4 to 5 years.This program funds stand-alone signal replacement projects and/or
signal replacements being included with other projects.Replacing traffic signals as they approach,or are at,the end of their service life,is critical to
maintaining the City's transportation systems.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
General Transportation Fund 270,000 1,540,000 350,000 2,160,000
Other Sources -
Subtotal - 270,000 1,540,000 - - 350,000 2,160,000
Capital Costs:
Design 270,000 350,000 620,000
Right of Way -
Construction 1,540,000 - - 1,540,000
Subtotal - 270,000 1,540,000 - - 350,000 2,160,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
279 Page 505 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Project Name: Annual Channelization and Pavement Markings Program I
Project No:spbdl2 'Capacity Project: NO 'Anticipated Year of Completion: Beyond 2030 I
The program will refresh pavement markings,both painted and thermoplastic,and reflective pavement markers(RPMs).The program will also fund
channelization revisions identified to increase safety of capacity,or accommodate active transportation modes.Manual of Uniform Traffic Control
Devices(MUTCD)requires the City to refresh pavement markings to achieve minimum reflectivity.Refreshing pavement markings supports City
safety goals and policies.This program is needed to supplement Maintenance and Operations-Streets pavement marking program to conform with
the MUTCD requirements and due to the need to potentially contract this work out thorugh public bid.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 20�5 20�� 2027 2028 2029 2030 Total
General Transportation Fund 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Other Sources -
Subtotal 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Capital Costs:
Design -
Construction 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Subtotal 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Anticipated Impact on Future Operating budgets(Annual Maintenance Cost): $0
Project Name: Arterial Street Preservation Program
Project No:spbd0l 'Capacity Project NO 'Anticipated Year of Completion: 2030
The program replaces,repairs,and preserves roadway pavement on arterial and collector streets throughout the City as either stand-alone projects
and/or as improvements included with other projects The program upgrades ADA deficient curb ramps and addresses damaged sidewalks that
may cause obstructions as required by the City's Engineering Design Standards and the ADA Transition Plan.The program also funds periodic
assessment of pavement condition ratings to assist in prioritization and selection of roadways.This program supports asset management goals and
policies in the Comprehensive Transportation Plan and is needed to efficiently and effectively replace,repair,and maintain the City's roadway
pavement
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 265 266 2027 2028 2029 2030 Total
General Transportation Fund 96,000 185,000 410,000 950,000 950,000 950,000 3,541,000
Federal(Grants) -
Transportation Benefit District 186,000 321,000 1,221,000 2,186,000 2,186,000 2,186,000 8,286,000
Other(Traffic Impact Fees) -
Other Sources -
Subtotal 282,000 506,000 1,631,000 3,136,000 3,136,000 3,136,000 11,827,000
Capital Costs:
Design 282,000 500,000 500,000 500,000 500,000 2,282,000
Right of Way -
Construction 506,000 1,131,000 2,636,000 2,636,000 2,636,000 9,545,000
Subtotal 282,000 506,000 1,631,000 3,136,000 3,136,000 3,136,000 11,827,000
Unsecured Funding Sources
Unsecured Grants 1,687,000 1,687,000 1,687,000 1,687,000 6,748,000
Subtotal - - 1,687,000 1,687,000 1,687,000 1,687,000 6,748,000
Unsecured Capital Costs
Unsecured Construction 1,687,000 1,687,000 1,687,000 1,687,000 6,748,000
Subtotal - - 1,687,000 1,687,000 1,687,000 1,687,000 6,748,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: A Street SE Preservation(17th St SE to 37th St SE)
Project No:spbdl3 'Capacity Project: NO 'Anticipated Year of Completion: 2027
This project is funded from the City's Arterial Street Preservation Program The project will grind and overlay A Street SE between the 17th Street SE
and 37th Street SE.The project scope includes upgrades to ADA curb ramps,and signal detection as needed.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
General Transportation Fund 470,000 470,000
Transportation benefit District 965,000 965,000
Other Sources -
Subtotal - 470,000 965,000 - - - 1,435,000
Capital Costs:
Design 440,000 440,000
Right of Way 30,000 30,000
Construction 965,000 965,000
Subtotal - 470,000 965,000 - - - 1,435,000
Unsecured Funding Sources
Unsecured Grants 965,000 965,000
Subtotal - - 965,000 - - - 965,000
Unsecured Capital Costs
Unsecured Construction 965,000 965,000
Subtotal - - 965,000 - - - 965,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
280 Page 506 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Protect Name: A St SE Preservation(37th Street SE to Lakeland Hills Way)
Project No:cp2328 'Capacity Project: NO 'Anticipated Year of Completion: 2025
This project is funded from the City's Arterial Street Preservation Program.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 o-vehicle detect on at signalized intersections
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
General Transportation Fund 854,000 854,000
Federal(Grants) 905,000 905,000
Other(Other Agencies) 51,000 51,000
Subtotal 1,810,000 - - 1,810,000
Capital Costs:
Design -
Environmental -
Construction 1,810,000 1,810,000
Subtotal 1,810,000 - - - - - 1,810,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Protect Name: Bridge Preservation Program
Project No:spbdl4 (Capacity Project: NO 'Anticipated Year of Completion: Beyond 2030
This project is funded from the City's Arterial Street Program and performs annual bridge inspections and load ratings as needed and implements
identified maintenance,repairs,and improvements,including bridge decks.This program supports asset management goals and policies in the
Comprehensive Transportation Plan and is needed to efficiently and effectively replace,repair,and maintain the City's roadway bridges.Bridge
inspections are a regulatory requirement.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
General Transportation Fund 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Other Sources -
Subtotal 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Capital Costs:
Predesign 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Design -
Right of Way -
Construction 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Subtotal 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Protect Name: C Street SW Preservation(GSA Si-nal to Ellingson Road SE)
Project No:spbdl0 'Capacity Project. NO 'Anticipated Year of Completion. 2026
This project is funded from the City's Arterial Street Preservation Program.The project will grind and overlay C Street SW from the GSA signal
(approximately 2,000 feet to the south of 15th Street SW)to Ellingson Road.The project also includes ADA upgrades to curb ramps and pedestrian
push buttons,and replacement vehicle detection
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
General Transportation Fund -
Federal(Grants) 865,000 865,000
Transportation Benefit District 865,000 865,000
Other Sources -
Subtotal - 1,730,000 - - - - 1,730,000
Capital Costs:
Design -
Construction 1,730,000 1,730,000
Subtotal - 1,730,000 - - 1,730,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
281 Page 507 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Project Name: Lake Tapps Pkwy SE Preservation(Sumner Tapps to 182nd)
Project No:spbd15 ICapacity Project: NO 'Anticipated Year of Completion: 2027 I
This project is funded from the City's Arterial Street Preservation Program.The project will grind and overlay Lake Tapps Parkway E between the
Sumner Tapps Hwy E and 182nd Ave E intersections.The project will also upgrade curb ramps to meet ADA requirements,and signal detection at
the Sumner Tapps Hwy and 182nd Ave E signals(the 182nd Ave E signal is owned and operated by Pierce County). The project will also
rechannelize the roadway to create on-street bike lanes,and install a section of median island and conduits to accommodate the installation of street
lighting as part of a future project.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
General Transportation Fund 295,000 540,000 835,000
Other Sources -
Subtotal - 295,000 540,000 - - - 835,000
Capital Costs:
Design 295,000 295,000
Right of Way -
Construction 540,000 540,000
Subtotal - 295,000 540,000 - - - 835,000
Unsecured Funding Sources
Unsecured Grants 792,406 792,406
Subtotal - - 792,406 - - - 792,406
Unsecured Capital Costs
Unsecured Construction 792,406 792,406
Subtotal - - 792,406 - - - 792,406
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: 2025 Local Streets Preservation
Project No:cp2412 'Capacity Project: NO 'Anticipated Year of Completion: 2025 I
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 existing
sidewalk completed as part of the replacement of Pioneer Elementary School.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 202t 2027 2028 2029 2030 Total
General Transportation Fund 1,300,000 1,300,000
Transfer In(Utilities) 150,000 150,000
Other Sources -
Subtotal 1,450,000 - - - - 1,450,000
Capital Costs:
Design -
Construction 1,450,000 1,450,000
Subtotal 1,450,000 - - - - - 1,450,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: 2026 Local Streets Preservation
Project No:cp2418 'Capacity Project: NO 'Anticipated Year of Completion: 2026
The project will reconstruct the pavement,replace ADA ramps as needed,and replace the sidewalk/curb&gutter where damaged on 8th Street SW
west of C Street SW,4th Street SE between Auburn-Black Diamond Road and S Street SE,S Street SE north of 4th Street SE,and J Street SE
between Auburn Way S and 17th Street SE.The existing speed cushions on J Street SE will also be replaced.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 20/5 20116 2027 2028 2029 2030 Total
General Transportation Fund 500,000 1,550,000 2,050,000
Transfer In(Utilities` 150,000 150,000
Other(Traffic Mitigation Fees) -
Subtotal 500,000 1,700,000 - - - - 2,200,000
Capital Costs:
Design -
Right of Way -
Construction 500,000 1,700,000 2,200,000
Subtotal 500,000 1,700,000 - - - - 2,200,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
282 Page 508 of 714
2025-2026 Preliminary Budaet Section VII: Capital Planning
Protect Name: Local Street Improvement Program
Project No:sobd02 'Capacity Project: NO 'Anticipated Year of Completion: 2030
The program replaces,repairs,and preserves roadway pavement on local streets throughout the City as either stand-alone protects and/or as
improvements included with other projects.The program upgrades ADA deficient curb ramps and addresses damaged sidewalks that may cause
obstructions as required by the City's Engineering Design Standards and the ADA Transition Plan The program also funds periodic assessment of
pavement condition ratings to assist in prioritization and selection of roadways.This program supports asset management goals and policies in the
Comprehensive Transportation Plan and is needed to efficiently and effectively replace,repair,and maintain the City's roadway pavement.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
General Transportation Fund 250,000 1,800,000 1,800,000 1,800,000 1,800,000 7,450,000
Transfer In Utilities) 150,000 150,000 150,000 150,000 600,000
Transportation Benefit District -
Subtotal - 250,000 1,950,000 1,950,000 1,950,000 1,950,000 8,050,000
Capital Costs:
Design 250,000 400,000 400,000 400,000 400,000 1,850,000
Right of Way -
Construction 1,550,000 1,550,000 1,550,000 1,550,000 6,200,000
Subtotal - 250,000 1,950,000 1,950,000 1,950,000 1,950,000 8,050,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
TOTAL CAPITAL COSTS and FUNDING SOURCES-TRANSPORTATION
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Secured
General Transportation Fund 4,190,000 3,370,000 5,540,000 3,100,000 3,370,000 3,450,000 23,020,000
Transportation Benefit District 2,186,000 2,186,000 2,186,000 2,186,000 2,186,000 2,186,000 13,116,000
Transfer In(Utilities) 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Traffic Impact Fees(Debt Service) 204,100 324,400 323,567 322,873 241,795 241,503 1,658,238
Federal(Grants) 3,615,689 865,000 - - - - 4,480,689
REET 2 650,000 - - - - - 650,000
Other(Other Agencies) 51,000 - - - - - 51,000
Other(Traffic Mitigation Fees) - - 150,000 - - - 150,000
Other Traffic Impact Fees) 5,026,000 1,945,000 9,019,500 770,000 900,000 1,450,000 19,110,500
Other Sources - - 1,262,500 - - - 1,262,500
Subtotal 16,072,789 8,840,400 18,631,567 6,528,873 6,847,795 7,477,503 64,398,927
Unsecured
Grant - - 11,047,406 1,687,000 1,687,000 1,687,000 16,108,406
Ped/Bike Safety State Grant 373,000 1,251,000 - - - - 1,624,000
Subtotal 373,000 1,251,000 11,047,406 1,687,000 1,687,000 1,687,000 17,732,406
TOTAL 16,445,789 10,091,400 29,678,973 8,215,873 8,534,795 9,164,503 82,131,333
Capital Costs:
Secured
Predesign 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Design 1,667,000 1,855,000 900,000 1,000,000 1,185,000 2,050,000 8,657,000
Right of Way 1,281,000 355,000 - - - - 1,636,000
Environmental 75,000 20,000 20,000 20,000 - - 135,000
Construction 12,795,689 6,236,000 17,338,000 5,136,000 5,371,000 5,136,000 52,012,689
Long Term Debt 204,100 324,400 323,567 322,873 241,795 241,503 1,658,238
Subtotal 16,072,789 8,840,400 18,631,567 6,528,873 6,847,795 7,477,503 64,398,927
Unsecured
Design 365,000 - - - - - 365,000
Right of Way 8,000 - - - - - 8,000
Construction - 1,251,000 11,047,406 1,687,000 1,687,000 1,687,000 17,359,406
Subtotal 373,000 1,251,000 11,047,406 1,687,000 1,687,000 1,687,000 17,732,406
TOTAL 16,445,789 10,091,400 29,678,973 8,215,873 8,534,795 9,164,503 82,131,333
283 Page 509 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Summary of Impacts of 2025-2026 Capital Projects on Future Operating Expenses
Transportation Projects 2025 2026 2027 2028 2029 2030 Total
cp2211 49th Street NE(Auburn Way N to D St NE) $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 3,000
cp1622 Auburn Way S Improvements(Hemlock St SE to Poplar St SE) 2,500 2,500 2,500 2,500 2,500 2,500 15,000
cp2311 East Valley Highway Widening - - 2,500 2,500 2,500 2,500 10,000
cp2411 Lea Hill ITS Expansion 500 500 500 500 500 500 3,000
cp2319 Lea Hill Road/104th Avenue SE Roundabout - 1,000 1,000 1,000 1,000 1,000 5,000
cp2210 M Street NE Widening(E Main St to 4th St NE) - 500 500 500 500 500 2,500
cp2308 R Street SE/21st Street SE Roundabout - 1,000 1,000 1,000 1,000 1,000 5,000
cp2116 R Street SE Widening(22nd Street SE to 33rd Street SE) - - 500 500 500 500 2,000
asbd46 SE 304th Street/116th Avenue SE Roundabout - - 1,000 1,000 1,000 1,000 4,000
asbdl6 ITS Dynamic Message Sign Program - - - - 750 750 1,500
Total Transportation Projects $ 3,500 $ 6,000 $10,000 $10,000 $10,750 $10,750 $51,000
284 Page 510 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Transportation Projects 612025 ❑2026 in Unsecured
2025/2026 Revenue Sources
Fund Balance
Federal,State&
Local Grants
Taxes
Traffic Impact& _ I
Mitigation Fees
Other Local Agencies I
&Developers
$0 $1 $2 $3 $4 $5 $6 $7
Millions
Transportation Projects Secured
Projected Capital Expenditures Unsecured
$20
$18
$16
$14
$12 NS\l/111\
$10
$8
$6
$4
$2
P'
$0 —
2025 2026 2027 2028 2029 2030
285 Page 511 of 714
CITY
JBUI-�N
WASHINGTON
2025-2026 Preliminary Budget Section VII: Capital Planning
Water Projects
2025-2026
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' 37th St SE 11641
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'*' C)Well 4 Electrical Improvements Water Features
Map ID:6309
287 Page 513 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Water Utility Projects
Nine capital projects totaling $5,012,810 are budgeted for 2025 and seven capital projects totaling
$4,297,810 are budgeted for 2026. A few of the significant projects include the following:
• The 112th PI SE Water Main Replacement project ($1,845,000 in 2025) will replace
approximately 2,300 LF of 6" cast iron with 8" ductile iron. (See Map—"A")
• The Intertie Booster Pump Station Improvements project ($250,000 in 2025 and $2,000,000 in
2026) will provide additional piping and modify the existing Intertie/ Lea Hill Booster pump
station facility to utilize the existing Intertie pumps for the Boosted zone. The project will add
pressure reducing valves and control valves at Lea Hill reservoirs, and system valves to provide
efficient operation of the 132nd Ave Tacoma Intertie. The project will also include providing
permanent backup power at the station, replacing the current temporary means of providing
backup power through use of the generator previously serving the Academy Pump Station Site.
(See Map—"B")
• The Well 4 Electrical Improvements project($850,000 in 2025)will upgrade the electrical system
to improve the overall efficiency of the facility. The well is over 40 years old and much of the
electrical equipment is original. (See Map— "C")
Coal Creek Springs
Coal Creek Springs 24-inch Transmission Main Flowmeters Rehabilitation
IF
,
air
It
tk— - i
288 Page 514 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
2025-2026 Water Fund Projects
2025 2026
Title Project# Budget Budget Page
Annual Distribution System Improvements Program wabd09 - 650,000 290
Cascade Water Alliance Water Purchase cp1914 934,810 934,810 290
112th PI SE Water Main Replacement cp2410 1,845,000 - 292
2025 Local Street Preservation cp2412 460,000 - 292
2026 Local Street Preservation sobd03 - 683,000 293
Intertie Booster Pump Station Improvements wabd05 250,000 2,000,000 294
R St SE and 21st St SE Roundabout cp2308 283,000 - 296
Rehabilitate & Clean Wells 2 and 6 Program wabd42 250,000 - 296
Reservoir Repair and Replacements wabdl2 60,000 60,000 297
Street Utility Improvements wabd0l - 400,000 298
Water Repair& Replacements wabd02 - 200,000 298
Water Trench Patches Program wabd28 80,000 - 299
Well 4 Electrical Improvements cp2403 850,000 - 299
Total Water Fund Projects Total Costs 5,012,810 4,927,810
289 Page515of714
2025-2026 Preliminary Budget Section VII: Capital Planning
(Project Name: Academy PRV
'Project No ccxxxx 'Capacity Proiect I Yes 'Anticipated Year of Con)ketion I 2027
Install PRV vault to allow reservoir volume transfer between Academy and Valley service areas Capacity required project identified by 2024 Water System Plan(WSP)Project was also
identified in the 2015 WSP 8"PRV with low flow bypass assumed Includes cost for street restoration No property acquisition required Vault is anticipated to be located in cul-de-sac of
28th St SE and U St SE.Comprehensive Plan project R-03
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 202$ 2028 2027 2028 2029 2030 Total
Water Fund -
Bond Proceeds -
State Grants -
Other(PWTF loan) -
Subtotal - - - - - - -
Capital Costs:
Desk n -
Rig�of Way -
Construction -
Subtotal - - - - - - -
Unsecured Funding Sources
Unsecured Bond Proceeds 470,000 470,000
Subtotal - - 470,000 - - - 470,000
Unsecured CaOtal Costs
Unsecured Design 125,000 125,000
Unsecured Construction 345,000 345,000
Subtotal - - 470,000 - - - 470,000
Anticipated impact on Future Operating Budgets(Annual Maintenance Cost): $0
(Project Name: Annual Distribution System Improvements Program
IProlect No wabd09 ICapacty Protect Yes IAnicipated Year of Completion I Beyond 2030 I
Program to fund capacity-related improvements to the wafer distribution system to address low pressures during maximum day demands plus required fire flows Comprehensive Plan
project D-01
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 202$ 2027 2028 2029 2030 Total
Water Fund 650,000 1,500,000 1,500,000 1,950,000 2,500,000 8,100,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - 650,000 1,500,000 1,500,000 1,950,000 2,500,000 8,100,000
Capital Costs:
Design 100,000 250,000 250,000 250,000 250,000 1,100,000
Right of Way -
Construction 550,000 1,250,000 1,250,000 1,700,000 2,250,000 7,000,000
Subtotal - 650,000 1,500,000 1,500,000 1,950,000 2,500,000 8,100,000
Unsecured Funding Sources
Unsecured Bond Proceeds 1,000,000 1,000,000 550,000 2,550,000
Subtotal - - 1,000,000 1,000,000 550,000 - 2,550,000
Unsecured CaVtal Costs
Unsecured Design -
Unsecured Construction 1,000,000 1,000,000 550,000 2,550,000
Subtotal - - 1,000,000 1,000,000 550,000 - 2,550,000
Anticipated impact on Future Operating Budgets(Annual Maintenance Cost): $0
(Project Name: Cascade Water Alliance Water Purchase
IProiect No cp1914 Capacity Proiect I Yes 'Anticipated Year of Completion I 2029
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
Comprehensive Plan project S-01
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Water Fund 934,810 934,810 934,810 934,810 934,810 - 4,674,050
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 934,810 934,810 934,810 934,810 934,810 - 4,674,050
Capital Costs:
Water Supply Purchase 934,810 934,810 934,810 934,810 934,810 - 4,674,050
Right of Way -
Construction - -
Subtotal 934,810 934,810 934,810 934,810 934,810 - 4,674,050
Anticipated impact on Future Operating Budgets(Annual Maintenance Cost): $0
290 Page 516 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
(Project Name: Coal Creek Springs Rehabilitation
IProiect No cp2209 ICapacikProiect I No Anticipated Year of Coiqyletion 2030
Conduct a study and construct improvements to improve capacity of the springs resulting in greater utilization of the water nghf.Comprehensive Pan project S-08
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2015 20B 2027 2028 2029 2030 Total
Water Fund 500,000 2,437,000 2,937,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 500,000 2,437,000 2,937,000
Capital Costs:
Design 500,000 500,000
Right of Way -
Construction 2,437,000 - 2,437,000
Subtotal - - - 500,000 2,437,000 - 2,937,000
Unsecured Funding Sources
Unsecured Bond Proceeds 2,400,000 2,400,000
Subtotal - - - - 2,400,000 - 2,400,000
Unsecured Capital Costs
Unsecured Construction 2,400,000 2,400,000
Subtotal - - - - 2,400,000 - 2,400,000
Anticipated Impact on Future Ope sting Budgets(Ann ial Maintenance Cost):Improvements to he capacity of the Col Creek Springs Facii ty will reduce reliance upon purchasing
pncey water from Tacoma in the future as the City continues perfecting its water rights
(Project Name: Well 2 Replacement
IProlect No wood( ICa acitr Protect Yes 'Anticipated Year of Completion I Beyond 2030
Replace Well 2 to resolve ongoing operational challenges omprehensive Plan protect S-11
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Water Fund 400,000 400,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - - - - - 400,000 400,000
Capital Costs:
Design 400,000 400,000
Right of Way -
Construction -
Subtotal - - - - - 400,000 400,000
Anticipated Impact on Future Ope ating Budgets(Ann ial Maintenance Cost): The protect is expected to reduce the f#requency needed for well cleaning
(Project Name: Well 5/5A Upgrades
'Pro ect No wabd39 Capacity Project Yes Anticipated Year of Completion Beyond 2030
This protect was identified in the 2013 Facilities Evaluation tudy Well 5 is in need of a new building,backup generator,chlorination,pump,and Ilydrologic investigation to evaluate the
well's production Due to the small size of the existing site,some of the new equipment will need to be located elsewhere,which may require property acquisition of an adjacent parcel The
protect will include a siting study The Facilities Evaluation Study also identified the need for a new pump and motor in Well 5A
Comprehensive Plan project S-07
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2015 20B 2027 2028 2029 2030 Total
Water Fund -
Bond Proceeds -
State Grants -
Local -
DWSRF Loan -
Subtotal - - - - - - -
Capital Costs:
Desk n -
Right Way -
Construction -
Subtotal - - - - - - -
Unsecured Funding Sources
Unsecured Bond Proceeds 950,000 1,765,000 2,715,000
Subtotal - - 950,000 1,765,000 - - 2,715,000
Unsecured Capital Costs
Unsecured Design 350,000 350,000
Unsecured Right of Way 600,000 1,765,000 2,365,000
Subtotal - - 950,000 1,765,000 - - 2,715,000
Anticipated impact on Future Operating Budgets(Annual Maintenance Cost): Improvements to his Facility will reduce reliance upon purchasing pncey water fro.Tacoma in the
future as the City continues perfecting its water nghts
291 Page 517 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
IProlect Name: Well 7 Treatment Phase 1 I
Pro ect No cpxxxx ICapacay Proiect I Yes 'Anticipated Year of Completion I Beyond 2030 I
Well 7 is not operated due to high manganese levels Manganese treatment will allow this well to be used year-round and to ensure better water quality,and utilize the full right for this well
Due to space limitations at the Well 7 site,the treatment facilities will be included at the Fulmer CCT Facility The treatment will be installed in two phases The first phase will provide 2 5
mgd of capacity in 2030 The project will also include installing backup power at the facility,which will also be located at Fulmer Field,due to limited space at the Well 7 facility Installation of
underground electncal transmission capability between Well 7 and Fulmer Field is required Additionally,the project will address the recommended Capital Improvements to Fulmer Field
CCT identifed in the 2013 Facility Evaluation Study,including a new pump and motor.Comprehensive Plan project S-10
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 202 2027 2028 2029 2030 Total
Water Fund 1,500,000 1,500,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - - - - - 1,500,000 1,500,000
Capital Costs:
Design 500,000 500,000
Right of Way -
Construction 1,000,000 1,000,000
Subtotal - - - - - 1,500,000 1,500,000
Anticipated impact on Future Operating Budgets(Annual Maintenance Coe): Project will add operating costs as a well facility is brought back online with new treatment equipment,
however this project will reduce reliance upon purchasing pricey water from Tacoma in the future as the City continues perfecting its water rights.
IProlect Name: 112th PI SE Water Main Replacement
IPro`ect No cp2410 Capacity Proiect I No 'Anticipated Year of Completion I 2025
The&"cast iron main along 112th PI SE expenenced three breaks within 30 days in December 2021 and January 2022.The project will replace approximately 2,300 LF of 6"cast iron with 8
ductile iron
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 208 2027 2028 2029 2030 Total
Water Fund 1,845,000 1,845,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 1,845,000 - - - - - 1,845,000
Capital Costs:
Design -
Right of Way -
Construction 1,845,000 1,845,000
Subtotal 1,845,000 - - - - - 1,845,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost). The project is an icipated to reduce ma ntenance costs of the line
iProject Name: 2025 Local Street Preservation
(Project No cp2412 'Capacity Project ) No 'Anticipated Year of Completion I 2025
In conjunction with the street improvements,the project will conduct water improvements at 2 locations
1)Replace approximately 330 LF 6"and 8"cast iron water main in 33rd St SE,between M Street SE and 0 Street SE,with 8"ductile iron water main,including water meters and valves
2)Replace approximately 835 LF 6"cast iron water main in 0 St SE,between 33rd Street SE and 37th Street SE,with 8"ductile iron water main,including water meters and valves
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 208 2027 2028 2029 2030 Total
Water Fund 460,000 460,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 460,000 - - - - - 460,000
Capital Costs:
Design -
Right of Way -
Construction 460,000 460,000
Subtotal 460,000 - - - - - 460,000
Anticipated Impact on Future Ope ating Budgets(Annual Maintenance Cos}): This project is an icipated to reduce ma ntenance costs of the line
292 Page 518 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
(Project Name: 2026 Local Street Preservation I
IProiect No sobd03 ICaPacify Project ) No 'Anticipated Year of Completion I 2026 I
In conjunction with the street improvements,the project will conduct water improvements at 2 locations
1)The project will replace 57 years old,approximately 275 LF 6"cast iron water main in 4th St SE and 325 LF 4"cast iron water main in S St SE with 8"ductile iron water main,including
water services,hydrants,and valves
2)The project will replace 54 years old,approximately 985 LF 6"cast iron water main in J S SE(between 17th St SE and Auburn Way S)with 12"ductile iron water main,including water
services,hydrants,and valves
Builget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 20'LS 20B 2027 2028 2029 2030 Total
Water Fund 683,000 683,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - 683,000 - - - - 683,000
Capital Costs:
Design -
Water Supply Purchase -
Construction 683,000 683,000
Subtotal - 683,000 - - - - 683,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cosi): This project is an icipated to reduce ma ntenance costs of the line
(Project Name: Coal Creek Chlorination Building ReMacement
IProlect No wabd34 JCapacit\Project I No Antic(pJyated Year of Completion I Beyond 2030
Coal Creek Springs chlorination budding was identified as requiring replacement in the 2013 Facility Evaluafion Study
Comprehensive Plan project S-09
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Water Fund 520,250 520,250
Bond Proceeds -
State -
Local -
Other -
- - - - - 520,250 520,250
Capital Costs:
Design 350,000 350,000
Right of Way -
Construction 170,250 170,250
Subtotal - - - - - 520,250 520,250
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
(Project Name: Fulmer CCTF Replace On-Site Chlorine Generation System(OSEC)
IProlect No wabd40 ICapacitrProiect J No 'Anticipated Year of Cony etion I 2030
The existing liquid chlorine(sodium hhypochionte)generating equipment was installed in 2002 The generation cell was replaced in 2012 The equipment is approaching the end of it's useful
life and repair parts are difficult to obtain Analysis performed in 2018 comparing chlonne alternatives indicated that on-site generation has the lowest overall cost This project will replace the
entire generation system Comprehensive Plan project S-06
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2028 2027 2028 2029 2030 Total
Water Fund -
Bond Proceeds -
State Grants -
DWSRF Loan -
Other -
Subtotal - - - - - - -
Capital Costs:
Pre-Design -
Right of Way -
Construction -
Subtotal - - - - - - -
Unsecured Funding Sources
Unsecured Bond Proceeds 150,000 350,000 500,000
Subtotal - - 150,000 350,000 - - 500,000
Unsecured Capital Costs
Unsecured Predesign 150,000 150,000
Unsecured Right of Way 350,000 350,000
Subtotal - - 150,000 350,000 - - 500,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cos): Project expectedto save on yearly operating costs for chlonne
293 Page 519 of 714
2025 2026 Preliminary Budget Section VII: Capital Planning
IPro?act Name: Intertie Booster Pump Station Improvements I
!Protect No wabd05 IC cit�y'Protect I No Anticipated Year of Co p etion 2026 I
Project will provide additional piping and modify the existing Intertie/Lea Hill Booster pump station facility to utilize the existing fntertie pumps for he Boosted zone The project will add
pressure reducing valves and control valves at Lea Hill reservoirs,and system valves to provide efficient operation of the 132nd Ave Tacoma Intertie The project will also include providing
permanent backup power at the station,replacing the current temporary means of providing backup power through use of the generator previously serving the Academy Pump Station Site
Comprehensive Plan project PS-01
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Water Fund 250,000 2,000,000 2,250,000
Bond Proceeds -
State Grants -
DWSRF Loan -
Other -
Subtotal 250,000 2,000,000 - - - - 2,250,000
Capital Costs:
Design 250,000 250,000
Right of Way -
Construction 2,000,000 2,000,000
Subtotal 250,000 2,000,000 - - - - 2,250,000
Anticipated Impact on Future Ope.citing Budgets(Annual Maintenance Cost): $0
Project Name: Lea Hill 648 Zoning Adjustment
Protect No cpxxxx (Capacity Project i No Anticipated Year of Completion ) 2027
Install limited valving and piping to rezone a portion of the Lea Hill Zone 563 to Lea Hill Zone 648 Additional analysis and confirmation of design is required This project was also identified
in the 2015 Water System Plan Comprehensive Plan project D-06
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Water Fund -
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - - - - - - -
Capital Costs:
Design -
Right of Way -
Construction -
Subtotal - - - - - - -
Unsecured Funding Sources
Unsecured Bond Proceeds 104,000 - 104,000
Subtotal - - 104,000 - - - 104,000
Unsecured Capital Costs
Unsecured Design 30,000 30,000
Unsecured Construction 74,000 - 74,000
Subtotal - - 104,000 - - - 104,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: Lea Hill Pump Station Replacement
Protect No wabdl8 Capacity Protect I No iAnticipated Year of Completion I 2030
Lea Hill pump station will be reconstructed to provide redundant pumped supply to the Lea Hill area If the Green River Pump Station is out of service for maintenance,a redundant pump
station would avoid the need to purchase more expensive regional surface water through the 132nd Intertie The pump station needs to be relocated from its current location on the shoulder
of Lea Hill Road at the base of a steep hill for safety and reliability considerations Comprehensive Plan project PS-02
Budget Budget Estimate Estimate Estimate Estimate 2025.2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Water Fund -
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - - - - - - -
Capital Costs:
Design -
Right of Way -
Construction -
Subtotal - - - - - - -
Unsecured Funding Sources
Unsecured Bond Proceeds 765,000 5,600,000 6,365,000
Subtotal - - 765,000 5,600,000 - - 6,365,000
Unsecured Capital Costs
Unsecured Design 765,000 765,000
Unsecured Construction 5,600,000 5,600,000
Subtotal - - 765,000 5,600,000 - - 6,365,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cosi): Replacing this facility will reduce reliance upon purchasing pr cey water from Tacoma in the future
294 Page 520 of 714
2025 2026 Preliminary Budget Section VII: Capital Planning
IProlect Name: Lea Hill Road/104th Avenue SE Roundabout I
IProlect No cp2319 ICaPaclfl'Proiect ) No JAnticipated Year of Corr)Qletion I 2027 I
In conjunction with the street improvements,the project will replace approximately 835 LF of 12-inch ductile iron water main in SE 320th St and Lea Hill Rd SE Additionally,the project will
replace 365 LF of 12-inch,and 140 LF of 6-inch cast iron water mains in 104th Ave SE and connect the two 12"water mains at the existing Lea Hill Booster Pump Station New valving will
remain normally closed until the replacement of the existing Lea Hill Booster Pump Station
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Water Fund -
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - - - - - - -
Capital Costs:
Design -
Right of Way -
Construction -
Subtotal - - - - - - -
Unsecured Funding Sources
Unsecured Bond Proceeds 600,000 600,000
Subtotal - - 600,000 - - - 600,000
Unsecured Capital Costs
Unsecured Construction 600,000 600,000
Subtotal - - 600,000 - - - 600,000
Anticipated Impact on Future Ope ating Budgets(Ann la'Maintenance Cost): This project is an icipated to reduce ma ntenance costs of the line
(Project Name: M Street NE Widening
IProlect No cp2210 C.tDacit\Protect I No lAntiNated Year of Com,)etion I 2027
Water main improvements constructedin 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
Budget Bugket Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Water Fund -
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - - - - - - -
Capital Costs:
Design -
Right of Way -
Construction -
Subtotal - - - - - - -
Unsecured Funding Sources
Unsecured Bond Proceeds 320,000 320,000
Subtotal - - 320,000 - - - 320,000
Unsecured Capital Costs
Unsecured Construction 320,000 320,000
Subtotal - - 320,000 - - - 320,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cos)): The project is an►cipated to reduce ma ntenance costs of the line
(Project Name: On-Site Chlorine Generation Systems(OSEC)at Wells 1 and 4 I
(Project No wabd35 (Capacity Project f No 'Anticipated Year of Completion 2030 I
The existing liquid chlorine(sodium ypochlorite)used at/,/ells 1 and 4 degrades during low winter demand penods when the volume used is muchlower 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 chlonne
needed,resulting in less waste The systems would be sized to meet peak summer demands while providing flexibility during winter months Comprehensive Plan project S-05
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Water Fund -
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - - - - - - -
Capital Costs:
Design -
Right of Way -
Construction -
Subtotal - - - - - - -
Unsecured Funding Sources
Unsecured Bond Proceeds 100,000 175,000 275,000
Subtotal - - 100,000 175,000 - - 275,000
Unsecured Capital Costs
Unsecured Design 100,000 100,000
Unsecured Construction 175,000 175,000
Subtotal - - 100,000 175,000 - - 275,000
Anticipated Impact on Future Ope ating Budgets(Ann ial Maintenance Cost): Project expectedto save on yearly operating costs for chlorine
295 Page 521 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
IProJect Name: R St SE and 21st St SE Roundabout I
IProiect No cp2308 ICaPacify Protect ) No 'Anticipated Year of Completion I 2026 I
In conjunction with the street improvements,the project will replace approximately 220 LF of 12-inch cast iron water main at the intersection of R St SE and 21st St SE,and 355 LF of 16-inc
cast iron water main at the intersection of R St SE and 21st St SE and along a portion of Howard Rd with the same size ductile iron water main
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2015 20B 2027 2028 2029 2030 Total
Water Fund 283,000 283,000
Bond Proceeds -
State Grants -
Local -
DWSRF Loan -
Subtotal 283,000
Capital Costs:
Design -
Right of Way -
Construction 283,000 283,000
Subtotal 283,000 - - - - - 283,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cosh): This project is an icipated to reduce ma ntenance costs of the line
IProJect Name: R Street SE Widening(22nd Street SE to 33rd Street SE)
IProlect No cp2116 ICiyacity Protect I No jAnticipated Year of Completion 2027
Along with the street reconstruction and other utility improvements,replace approximately 2,800 LF of 8"cast iron pipe with 12i9ductile iron pipe,a ong with valves,fire hydrants,and
services
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 20B 20B 2027 2028 2029 2030 Total
Water Fund -
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - - - - - - -
Capital Costs:
Design -
Right of Way -
Construction -
Subtotal - - - - - - -
Unsecured Funitng Souces
Unsecured Bond proceeds 950,000 950,000
Subtotal - - 950,000 - - - 950,000
Unsecured Capital Costs
Unsecured Construction 950,000 950,000
Subtotal - - 950,000 - - - 950,000
Anticipated Impact on Future Ope ating Budgets(Ann ial Maintenance Cos1): The project is an:icipated to reduce ma ntenance costs of the line
Project Name: Rehabilitate&Clean Wells 2 and 6 Program
IPro)ect No wabd42 'Capacity Protect No 'Anticipated Year of Completion Beyond 2030
Rehabilitation work on the well system conducted in 2013-014 indicated it would be beneficial to clean and rehab both wells on a regular basis C eaning was last completed in 2023
Comprehensive Plan project S-03
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 20226 2027 2028 2029 2030 Total
Water Fund 250,000 250,000 500,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 250,000 - - 250,000 - - 500,000
Capital Costs:
Desk n -
Rightof Way -
Construction 250,000 250,000 500,000
Subtotal 250,000 - - 250,000 - - 500,000
Anticipated Impact on Future Ope ating Budgets(Ann ial Maintenance Cosi): Reduces nsk of needing future significant improvements to this well system
296 Page 522 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
IPro,ect Name: Reservoir Capital Improvements
IProlect No 2yxxxx )CpPaci(y Protect No IAnti pated Year of Completion I 2027
The 2013 Facility Evaluation Study identified Improvements to reservoirs based on the condition and remaining useful life of the assets Improvements were identified for Reservoir 1,
Reservoir 4A and 4B,and Reservoir 8A Comprehensive Plan Project R-04
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 208 208 2027 2028 2029 2030 Total
Water Fund 470,000 470,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - - 470,000 - - - 470,000
Capital Costs:
Desk n 75,000 75,000
Right Way -
Construction 395,000 395,000
Subtotal - - 470,000 - - - 470,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost)' Regular maintenance of the City's reservoirs keeps them from needing more significant improvements
IProlect Name: Reservoir Painting
IPro1ect No wabd4l ICapacity Pro,iect ( No )Anticipated Year of Completion I 2028
Maintenance of reservoirs requires penodic painting to protect the steel and increase the useful life of the reservoir
Comprehensive Plan project R-02
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 208 2027 2028 2029 2030 Total
Water Fund 250,000 1,500,000 1,750,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - - 250,000 1,500,000 - - 1,750,000
Capital Costs:
Design 250,000 250,000
Right of Way -
Construction 1,500,000 1,500,000
Subtotal - - 250,000 1,500,000 - - 1,750,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost)' Regular maintenance of the City's reservoirs keeps them from needing more significant improvements
IPrclect Name: Reservoir Repair and Rgplacements
IProiect No wabdl2 ICapacity Protect I No (Anticipated Year of Completion I 2028
General reservoir maintenance and minor improvements Comprehensive Plan project R-01
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 208 2027 2028 2029 2030 Total
Water Fund 60,000 60,000 60,000 60,000 - - 240,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 60,000 60,000 60,000 60,000 - - 240,000
Capital Costs:
Design -
Right of Way -
Construction 60,000 60,000 60,000 60,000 - - 240,000
Subtotal 60,000 60,000 60,000 60,000 - - 240,000
Anticipated Impact on Future Ope•ating Budgets(Ann'al Maintenance Cost)• Regular maintenance of the City's reservoirs keeps them from needing more significant improvements
297 Page 523 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
ProtIect Name: Street Utility Imp1'Qveme
I ProIiect No wabd0l ICapac`y'roiect I No 'Anticipated Year of Completion I Beyond 2030
Water main improvements in coordination with the street preservation and improvment projects Comprehensive Plan project D-02
I Budget Budget Estimate Estimate Estimate Estimate 2025-2030
(Funding Sources: 202$ 20M 2027 2028 2029 2030 Total
(Water Fund 400,000 600,000 300,000 900,000 1,300,000 3,500,000
Bond Proceeds
Federal Grants -
Local -
Other -
Subtotal - 400,000 600,000 300,000 900,000 1,300,000 3,500,000
Capital Costs:
Desk n 75,000 125,000 125,000 125,000 125,000 575,000
Right of Way -
Construction 325,000 475,000 175,000 775,000 1,175,000 2,925,000
Subtotal - 400,000 600,000 300,000 900,000 1,300,000 3,500,000
Unsecured Fun !ng Sources
Unsecured BonciProceeds 700,000 1,000,000 400,000 2,100,000
Subtotal - - 700,000 1,000,000 400,000 - 2,100,000
Unsecured Capital Costs
Unsecured Construction 700,000 1,000,000 400,000 2,100,000
Subtotal - - 700,000 1,000,000 400,000 - 2,100,000
Anticipated Impact on Future Ope ating Budgets(Ann ial Maintenance Cost): Each project is ar acipated to reduce maintenance costs of the line
IProtect Name: Water Repair&Replacements
I Protect No wabd02 I CaPaciN Protect t No 'Anticipated Year of CorrVetion I Beyond 2030
Program to fund distnbution system repair and replacement projects required for meeting peak demands and reducing system fosses Projects will be coordinated with the streets and other
utility projects Comprehensive Plan project D-03
I Budget Budget Estimate Estimate Estimate Estimate 2025-2030
(Funding Sources: 2025 20226 2027 2028 2029 2030 Total
!Water Fund 200,000 - - - 600,000 800,000
Bond Proceeds
Federal Grants -
Local -
Other -
Subtotal - 200,000 - - - 600,000 800,000
Capital Costs:
Des) n 50,000 - - - 125,000 175,000
Right Way -
Construction 150,000 - - - 475,000 625,000
Subtotal - 200,000 - - - 600,000 800,000
Unsecured Fun !ng Sources
Unsecured BonciProceeds 600,000 600,000 600,000 1,800,000
Subtotal - - 600,000 600,000 600,000 - 1,800,000
Unsecured Capital Costs
Unsecured Design 125,000 125,000 125,000 375,000
Unsecured Construction 475,000 475,000 475,000 1,425,000
Subtotal - - 600,000 600,000 600,000 - 1,800,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): Each project is usricipated to reduce maintenance costs of the line
Protect Name: Water Resources Protection Program)Wellhead Protection
IProiect No wabd23 Capacity Pro ect I o Anticipated Year of Completion I Beyond 2030
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
Comprehensive Plan project S-02
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
'Funding Sources: 2025 2026 2027 2028 2029 2030 Total
IWater Fund 60,000 60,000 60,000 60,000 240,000
Bond Proceeds
Federal Grants -
Local -
Other -
Subtotal - - 60,000 60,000 60,000 60,000 240,000
Capital Costs:
Design -
Right of Way -
Construction 60,000 60,000 60,000 60,000 240,000
Subtotal - - 60,000 60,000 60,000 60,000 240,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
298 Page 524 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
IPro'ect Name: Water Trench Patches Program
IProect No wabd28 ICapacit\ rolect No Anticipated Year of Completion I Beyond 2030 I
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 Comprehensive Plan project D-04
I Budget Budget Estimate Estimate Estimate Estimate 2025-2030
(Funding Sources: 202S 208 2027 2028 2029 2030 Total
IWater Fund 80,000 160,000 160,000 160,000 160,000 720,000
Bond Proceeds
Federal Grants -
Local -
Other -
Subtotal 80,000 - 160,000 160,000 160,000 160,000 720,000
Capital Costs:
Desk n 10,000 25,000 25,000 25,000 25,000 110,000
Right of Way -
Construction 70,000 135,000 135,000 135,000 135,000 610,000
Subtotal 80,000 - 160,000 160,000 160,000 160,000 720,000
Anticipated impact on Future Operating Budgets(Annual Maintenance Cost): $0
IPro1ect Name: Well 4 Electrical Improvements
!Project No gp�403 1Ca acity Protect I No (Anticltpated Year of Completion I 2025
CP2021(Well 4 Facility improvements lmprovementsj identified electncaimprovements outside the scope of the protect 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
I Budget Budget Estimate Estimate Estimate Estimate 2025-2030
(Funding Sources: 2025 2026 2027 2028 2029 2030 Total
IWater Fund 850,000 850,000
Bond Proceeds
Federal Grants -
Local -
Other -
Subtotal 850,000 - - - - - 850,000
Capital Costs:
Design -
Right of Way -
Construction 850,000 850,000
Subtotal 850,000 - - - - - 850,000
Anticipated impact on Future Operating Budgets(Annual Maintenance Cost): $0
IPr0lect Name: Well Inspection and Redevelor ment Program
IProlect No wabdl l 'Capacity Protect I No 'Anticipated Year of Completion I 2028
Program for inspection and redevelopment of supply wells and springs necessary to ensure production at maximum capacity for efficient utilization Comprehensive Plan protect S-04
I Budget Budget Estimate Estimate Estimate Estimate 2025-2030
(Funding Sources: 2025 208 2027 2028 2029 2030 Total
IWater Fund 210,000 210,000 420,000
Bond Proceeds
Federal Grants -
Local -
Other -
Subtotal - - 210,000 210,000 - - 420,000
Capital Costs:
Desj n 15,000 15,000 30,000
Right of Way -
Construction 195,000 195,000 390,000
Subtotal - - 210,000 210,000 - - 420,000
Anticipated impact on Future Operating Budgets(Annual Maintenance Cost): $0
299 Page 525 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
(Project Name: West Hill Springs Transmission Main Replacement I
IProiect No p�yy2303 Capacity Project I No Anticipated Year of Completion I 2027 I
The 2020 pipeline assessment indica ed the existing cast iron transmission main is in poor condition The main has expenenced 2 breaks in the past The project will replace approximately
1,250 LF of 10"cast iron with 12"ductile iron
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 20'L5 20h 2027 2028 2029 2030 Total
Water Fund -
Bond Proceeds -
Federal Grants -
Local -
Other -
Subtotal - - - - - - -
Capital Costs:
Des ion -
Right Way -
Construction -
Subtotal - - - - - - -
Unsecured Funding Sources
Unsecured Bond Proceeds 200,000 1,151,000 1,351,000
Subtotal - - 200,000 1,151,000 - - 1,351,000
Unsecured CaVtal Costs
Unsecured Design 200,000 200,000
Unsecured Construction 1,151,000 1,151,000
Subtotal - - 200,000 1,151,000 - - 1,351,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cosh): This project is an icipated to reduce ma ntenance costs of the line
TOTAL CAPITAL COSTS and FUNDING SOURCES-WATER
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Secured
Water Fund 5,012.810 4,927,810 4,244,810 5,474,810 6,441,810 7,040,250 33,142,300
Bond Proceeds - - - - - - -
Federal Grants - - - - - - -
State Grants - - - - - - -
Local - - - - - - -
DWSRF Loan - - - - - - -
Other - - - - - - -
Subtotal 5,012,810 4,927,810 4,244,810 5,474,810 6,441,810 7,040,250 33,142,300
Unsecured
Bond Proceeds - - 6,909,000 11,641,OOC 3,950,000 - 22,500,000
Subtotal - - 6,909,000 11,641,000 3,950,000 - 22,500,000
TOTAL 5,012,810 4,927,810 11,153,810 17,115,810 10,391,810 7,040,250 55,642,300
Capital Costs:
Secured
Design 260,000 225,000 740,000 915,000 400,000 1,775,000 4,315,000
Water Supply Purchase 934,810 934,810 934,810 934,810 934,810 - 4,674,050
Right of Way - - - - - - -
Construction 3,818,000 3,768,000 2,570,000 3,625,000 5,107,000 5,265,250 24,153,250
Subtotal 5,012,810 4,927,810 4,244,810 5,474,810 6,441,810 7,040,250 33,142,300
Unsecured
PreDesign - - 150,000 - - - 150,000
Desk n - - 1,695,000 125,000 125,000 - 1,945,000
Right Way - - 600,000 2,115,000 - - 2,715,000
Construction - - 4,464,000 9,401,000 3,825,000 - 17,690,000
Subtotal - - 6,909,000 11,641,000 3,950,000 - 22,500,000
TOTAL 5,012,810 4,927,810 11,153,810 17,115,810 10,391,810 7,040,250 55,642,300
300 Page 526 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Water Utility Projects
2025I2026 Revenue Sources la 2025 ❑2026
Working
Capital
$0 $1 $2 $3 $4 $5 $6 $7 $8
Millions
Water Utility Projects
Projected Capital Expenditures
$18
$16
$14 � \\
$12
$$8
$8
$6 f
$4
$2
$0
2025 2026 2027 2028 2029 2030
301 Page 527 of 714
CITY
JBUI-�N
WASHINGTON
2025-2026 Preliminary Budget Section VII: Capital Planning
Sanitary Sewer Projects
2025-2026
_ _
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Stet Lake
-S Meridian Glen
Ra / S 279Ji S, 4 Glenbrook
N I Z Z — SE 284th St
,!,-', /
88th St m `� .. 283J.S
Z 515ft
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`,-7'
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w Berkshire Glen - w 1'1
a
Lakeland North North Auburn �� i
Z s fm
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ism St MI, E �-,—��' -- � / —
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a s "' W Mam St Auburn
s Washington
Auburn National Golf
[1671 18 Narrows Club
in rea Lake Holm
18 2
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/ ,,, ,!,-',' 11641 Neely Bridge it
Plateau
116411 Natural Area
167_. South Auburn « 164
S 352nd St
A
Lakeland CI uburnGam" e
South Algona— Farm Park
37th St SE 11641
S 368th St Ellingson R
Roegner Park
3hee 1st Ave E P Se Auburn v
s
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Jovita 116� Lakeland ySF 53rd St SE �dy S
----5-384th-SI __ _
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0 604 ft II 611ft Edwaas
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II t I
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t4.,
,� 3 North Park
Miles
A)R Street SE Widening(22nd St SE to 33rd St SE) I-7 City of Auburn
I= B)Rainier Ridge Pump Station Parks
Water Features
Map ID:6310
303 Page 529 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Sanitary Sewer Projects
Six capital projects totaling $5,543,300 are budgeted for 2025 and six capital projects totaling
$2,826,000 are budgeted for 2026. The significant projects include the following:
• The R Street SE Widening (22nd Street SE to 33rd) project ($35,000 in 2025 and $290,000 in
2026)will replace approximately 400 feet of 8"concrete sewer with 8"PVC and add an upstream
manhole. (See Map— "A")
• The Rainier Ridge Pump Station Rehabilitation&Replacement project($4,400,000 in 2025)will
relocate the station to the nearby City property containing a storm pond. (See Map—"B")
• The Side Sewer Inspections program ($381,100 in 2025 and 392,500 in 2026) will use the
services of a contractor to systematically inspect, via CCVT, lateral sewers within City rights-of-
way and identify needed repairs. This program is anticipated to conduct approximately 1,600
inspections per year for 10 years, beginning in areas identified as having high inflow and
infiltration, and areas with primarily clay and concrete side sewers.
• The Sanitary Sewer Repair & Replacement/System Improvement program ($360,500 in both
2025 and $1,909,600 in 2026) will repair and replace broken sewer mains and other facilities
identified through television inspection and routine cleaning.
A Street SE replaced 6-inch
Spot repair on sewer main. side sewer.
1.., .e:
, ,,,. ...
� . fl•••••
c f .
iiot � ' , (,§i 'Y, - $7'/ _ '� _
wry'•mum* s , ,,
f
Or,
304 Page 530 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
2025-2026 Sewer Fund Projects
2025 2026
Title Project# Budget Budget Page
Roegner Park Sewer Capacity Improvements cpxxxx - - 306
Clean and Inspect Large Diameter Sewer cpxxxx - - 306
Inflow and Infiltration Evaluation sebdl 1 - - 306
Manhole Ring and Cover Replacement sebd04 92,700 95,500 307
Pump Station Condition Assessment sebdl4 - 111,400 307
R St SE Widening -22nd St SE to 33rd cp2116 35,000 290,000 307
Rainier Ridge Pump Station Rehabilitation/Replacement cp2009 4,400,000 - 308
Sanitary Sewer Repair& Replacement/System Improvements Program sebd0l 360,500 1,909,600 308
Sewer Pump Station Replacement/Improvement Program sebd05 - - 308
Side Sewer Inspections sebdl5 381,100 392,500 309
Siphon Assessment and Cleaning cpxxxx - - 309
Street Utility Improvements sebd02 274,000 27,000 309
Total Sewer Fund Projects 5,543,300 2,826,000
305 Page 531 of 714
2025-2026 Preliminary Budaet Section VII: Capital Planning
Project Name: Roegner Park Sewer Capacity Improvements
Pro,iect No: cpxxxx `Capacity Protect YES !Anticipated Year of Completion I 2030
This project replaces approximately 4,000 LF of sewer mains upstream of the Lakeland Hills Pump Station Hydraulic modeling indicates that the
pipes will surcharge during the design storm event by the year 2044.King County is beginning the process of siting and designing a replacement for
the Lakeland Hills Pump Station,so the exact nature(size,slope,alignment)of the replacement sewer mains will depend on the final location and
design of that station
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 202' 20g 2027 2028 2029 2030 Total
Sewer Fund 131,100 1,289,600 1,420,700
Federal -
State -
Local -
REET -
Other -
Subtotal - - 131,100 - - 1,289,600 1,420,700
Capital Costs:
Design 131,100 130,000 261,100
Right of Way -
Construction 1,159,600 1,159,600
Subtotal - - 131,100 - - 1,289,600 1,420,700
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): S0
Project Name: Clean and Inspect Large Diameter Sewer
Project No cpxxxx (Capacity Project NO !Anticipated Year of Completion I 2028
This project cleans and inspect approximately 40,000 feet of 21-inch or larger diameter sewer pipe. The effort will primarily focus on clay and
concrete pipe,and the results will be compared to the results of similar inspections conducted in 2019-2020 to see if degradation has occurred in
these pipes
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Sewer Fund 1,069,200 1,069,200
Federal -
State -
Local -
REET -
Other -
Subtotal - - - 1,069,200 - - 1,069,200
Capital Costs:
Design 1,069,200 1,069,200
Right of Way -
Construction -
Subtotal - - - 1,069,200 - - 1,069,200
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): S0
Project Name: Inflow and Infiltration Evaluation
Project No sebdl l 'Capacity Project NO !Anticipated Year of Completion I 2030
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,calibrate the City's hydraulic
model,and form the I/I assessment portion of the future update to the Comprehensive Sewer Plan.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 202's 2d8 2027 2028 2029 2030 Total
Sewer Fund 632,900 632,900
Federal -
State -
Local -
REET -
Other -
Subtotal - - - - - 632,900 632,900
Capital Costs:
Design 632,900 632,900
Right of Way -
Construction -
Subtotal - - - - - 632,900 632,900
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): S0
306 Page 532 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Project Name: Manhole Ring and Cover Replacement
Project No sebd04 'Capacity Project NO !Anticipated Year of Completion I Beyond 2030
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.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 203.6 2027 2028 2029 2030 Total
Sewer Fund 92,700 95,500 98,300 101,300 104,300 107,500 599,600
Federal -
State -
Local -
REET -
Other -
Subtotal 92,700 95,500 98,300 101,300 104,300 107,500 599,600
Capital Costs:
Design 9,000 10,000 10,000 10,000 10,000 11,000 60,000
Right of Way -
Construction 83,700 85,500 88,300 91,300 94,300 96,500 539,600
Subtotal 92,700 95,500 98,300 101,300 104,300 107,500 599,600
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): This project could decrease the future operating budget by
reducing the need for staff to respond to loose manholes or lids.
Project Name: Pump Station Condition Assessment
Project No sebdl4 'Capacity Project: NO !Anticipated Year of Completion:I 2026
The assessment will evaluate the apparent physical condition of existing sewer pump stations and equipment.The purpose of the assessment is to
predict future serviceability and anticipated longevity for the development of future capital improvement projects for rehabilitation or replacement of
aging stations.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Sewer Fund 111,400 111,400
Federal -
State -
Local -
REET -
Other -
Subtotal - 111,400 - - - - 111,400
Capital Costs:
Design 111,400 111,400
Right of Way -
Construction -
Subtotal - 111,400 - - - - 111,400
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): S0
Project Name: R St SE Widening-22nd St SE to 33rd
Project No cp2116 ICapacity Project NO !Anticipated Year of Completion I 2026
As part of a street replacement project,replace approximately 400 feet of 8"concrete sewer with 8"PVC and add an upstream manhole.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Sewer Fund 35,000 290,000 325,000
Federal -
State -
Local -
REET -
Other -
Subtotal 35,000 290,000 - - - - 325,000
Capital Costs:
Design 35,000 17,000 52,000
Right of Way -
Construction 273,000 273,000
Subtotal 35,000 290,000 - - - - 325,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): So
307 Page 533 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Project Name: Rainier Ridge Pump Station Rehabilitation/Replacement
Protect No: cp2009 (Capacity Protect• NO !Anticipated Year of Completion'! 2025
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 was examining the alternatives of rehabilitating the
station,replacing major components,or replacing/relocating the entire station.The preferred alternative was to relocate the station to the nearby City
property containing a storm pond.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Sewer Fund 4,400,000 4,400,000
Federal -
State -
Local -
Other -
Subtotal 4,400,000 - - - - - 4,400,000
Capital Costs:
Design 300,000 300,000
Right of Way -
Construction 4,100,000 4,100,000
Subtotal 4,400,000 - - - - - 4,400,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): S0
Project Name: Sanitary Sewer Repair&Replacement/System Improvements Program
Project No: sebd0l (Capacity Project: NO !Anticipated Year of Completion:I Beyond 2030
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.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Sewer Fund 360,500 1,909,600 382,500 2,025,900 405,700 2,149,300 7,233,500
Federal -
State -
Local -
REET -
Other -
Subtotal 360,500 1,909,600 382,500 2,025,900 405,700 2,149,300 7,233,500
Capital Costs:
Design 300,000 100,000 320,000 100,000 340,000 100,000 1,260,000
Right of Way -
Construction 60,500 1,809,600 62,500 1,925,900 65,700 2,049,300 5,973,500
Subtotal 360,500 1,909,600 382,500 2,025,900 405,700 2,149,300 7,233,500
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): 40
Project Name: Sewer Pump Station Replacement/Improvement Program
Project No: sebd05 ICapacity Project' NO Anticipated Year of Completion'! 2030
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 funding to meet those needs through 2030.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 20A 20A 2027 2028 2029 2030 Total
Sewer Fund 437,000 900,000 1,159,000 2,149,000 4,645,000
Federal -
State -
Local -
REET -
Other -
Subtotal - - 437,000 900,000 1,159,000 2,149,000 4,645,000
Capital Costs:
Design 433,000 890,000 200,000 200,000 1,723,000
Right of Way 4,000 10,000 14,000
Construction 959,000 1,949,000 2,908,000
Subtotal - - 437,000 900,000 1,159,000 2,149,000 4,645,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): 50
308 Page 534 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Project Name: Side Sewer Inspections
Project No: sebdl5 'Capacity Project' NO !Anticipated Year of Completion" Beyond 2030
Use the services of a contractor to systematically inspect,via CCVT,lateral sewers within City rights-of-way and identify needed repairs.This
program is anticipated to conduct approximately 1,600 inspections per year for 10 years,beginning in areas identified as having high inflow and
infiltration,and areas with primarily clay and concrete side sewers
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Sewer Fund 381,100 392,500 404,300 416,400 428,900 441,800 2,465,000
Federal -
State -
Local -
REET -
Other -
Subtotal 381,100 392,500 404,300 416,400 428,900 441,800 2,465,000
Capital Costs:
Design -
Right of Way -
Construction 381,100 392,500 404,300 416,400 428,900 441,800 2,465,000
Subtotal 381,100 392,500 404,300 416,400 428,900 441,800 2,465,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): 0
Project Name: Siphon Assessment and Cleaning
Project No: cpxxxx (Capacity Project: NO !Anticipated Year of Completion:I 2027
The City has three siphons that cross the Green River,a single 14"diameter one that is embedded within the 8th Street Bridge,and a pair of lines(8"
and 12"diameters)that cross underneath the Green River from the south end of Isaac Evans Park to the south end of Brannon Park.This project
would clean and inspect each of the three siphons to determine their condition to help set future inspection/cleaning protocols and plan for any
needed repair or replacement of those siphons.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Sewer Fund 633,800 633,800
Federal -
State -
Local -
Other -
Subtotal - - 633,800 - - - 633,800
Capital Costs:
Design 60,000 60,000
Right of Way -
Construction 573,800 573,800
Subtotal - - 633,800 - - - 633,800
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: Street Utility Improvements
Project No sebd02 (Capacity Project NO !Anticipated Year of Completion I 2030
2024 transfers from this fund include$50,000 for The Garden Avenue Realignment project(CP2022).This 2025 budgeted amount was reduced by
$35,000 and the 2026 budgeted amount was reduced by$290,000 to reflect additional budgeted amount for the R Street Widening project(CP2210).
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Sewer Fund 274,000 27,000 328,000 338,000 348,000 358,000 1,673,000
Federal -
State -
Local -
Other -
Subtotal 274,000 27,000 328,000 338,000 348,000 358,000 1,673,000
Capital Costs:
Design 27,000 27,000 33,000 34,000 35,000 36,000 192,000
Right of Way -
Construction 247,000 295,000 304,000 313,000 322,000 1,481,000
Subtotal 274,000 27,000 328,000 338,000 348,000 358,000 1,673,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
309 Page 535 of 714
2025-2026 Preliminary Budaet Section VII: Capital Planning
TOTAL CAPITAL COSTS and FUNDING SOURCEe-SEWER
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Sewer Fund 5,543,300 2,826,000 2,415,000 4,850,800 2,445,900 7,128,100 25,209,100
Federal - - - - - - -
State - - - - - - -
Local - - - - - - -
REET - - - - - - -
Other - - - - - - -
Total 5,543,300 2,826,000 2,415,000 4,850,800 2,445,900 7,128,100 25,209,100
Capital Costs:
Design 671,000 265,400 987,100 2,103,200 585,000 1,109,900 5,721,600
Right of Way - - 4,000 10,000 - - 14,000
Construction 4,872,300 2,560,600 1,423,900 2,737,600 1,860,900 6,018,200 19,473,500
Total 5,543,300 2,826,000 2,415,000 4,850,800 2,445,900 7,128,100 25,209,100
310 Page536of714
2025-2026 Preliminary Budget Section VII: Capital Planning
Sanitary Sewer Projects o2025 ❑2026
2025 12026 Revenue Sources
Working
Capital
$0 $1 $2 $3 $4 $5 $6 $7
Millions
Sanitary Sewer Projects
Projected Capital Expenditures
$8
$7 /*
$6
co $5
$4 \
$2
$1
$0
2025 2026 2027 2028 2029 2030
311 Page537of714
CITY
JBUI-�N
WASHINGTON
2025-2026 Preliminary Budget Section VII: Capital Planning
Storm Drainage Projects
2025-2026
Autumn Glen
¢' Meridian Glen
SStar Lake go' n 277�6 S� r Glenbrook
�V
N I ; _ ,1f I ! ! !
�A7SE 284th St't8th St �^1SC 2883 S 515 ft
'7th St NW •
I
S 298th St
Lakeland Berkshire Glen
North North Auburn ¢
N
z A., fin L Lake Dolloff '' z
West ' v
sh t St Nt 2 Lea Hill
I
167 C
K
^' vg¢ Wynaco
\_...1
a z Green River p5
, ���'''yyyComm . 50¢ Coll.2e
P `^ T��✓ialn St A/ Auburn
Washington
1G7 Auburn National Golf
*A.1 s Club
Narrows
ka taa<aL.\rea Lake Holm
'$ A3
'5th St SW n w
M 1i641 Neely Bridge
1 Plateau Natural Area
1' South Auburn i 11641
S 352nd 5
LL 11641
Lakeland q Auburn Game PL
AIc]on Farm Park
37th St SE 11641 Ilj
South
S 368th St Ellinm, li.,
Roegner Park
Se Auburn
a hee P 9G
S
y 6
Pacific G
/167 a
Jovita Lakeland ySF 53rd St SF �ad'S
S-384th-Sr—— M u c.
2nd St E • P
Edwar \
_604ft 611 ft a,, I
newood < Benroy tie Tapps Ra
16thStE m I a 0 0.5 1 1.5 2
18th St E • Ii I ,,
w -
m ,, 3 North Park Miles
2026 Local Street Preservation Projects: ' B)SE 287th St Water Quality Road Retrofit
* A.1)8th Street SW to the west of C Street SW Pipe Replacement *" C)West Main Street Pump Station Upgrade
A.2)4th St Between Auburn-Black Diamond Road and S Street SE ILI City of Auburn
PA New Pipe Installation and Catch Basin Connection
Water Features
A.3).1 Street SE Between Auburn Way S and 17th Street SE Replace
Existing With New Main,Laterals,&Catch Basin Parks
Map ID:6314
313 Page 539 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Storm Drainage Projects
Eleven capital projects totaling $2,882,012 are budgeted for 2025 and six capital projects totaling
$2,947,461 are budgeted for 2026. The most significant projects are as follows:
• The 2026 Local Street Preservation program ($303,850 in 2025 and $938,879 in 2026) has the
following storm improvements:
O 8th Street SW to the west of C Street SW, replace approximately 88 LF of existing 8"
PVC storm pipe with new 12" pipe. (See Map— "A.1")
O 4th Street SE between Auburn-Black Diamond Road and S Street SE, install
approximately 317 LF of new 12" pipe and lateral connection with new catch basins.
(See Map—"A.2")
o J Street SE between Auburn Way S and 17th Street SE, remove all existing storm lines
and structures. Install approximately 1000 LF of new 12" storm main with laterals and
catch basins. (See Map— "A.3")
• The SE 287th St Water Quality Road Retrofit project ($158,332 in 2025 and $289,923 in 2026)
will retrofit a section of SE 287th St by replacing the existing catch basin with an approved water
quality treatment device. This will provide enhanced water quality treatment to 7.31 acres with
enhanced water quality including approximately 700 LF of roadway. (See Map— "B")
• The West Main Street Pump Station Upgrade project ($661,260 in 2025) will provide a
redundant pump, force main, and outlet to meet level of service goals. (See Map — "C")
• The Pipeline Repair and Replacement Program ($741,600 in 2025 and $763,848 in 2026)
provides funding for projects involving replacement of existing infrastructure. These projects
support street repairs and other utility replacement programs, requiring coordination.
D St SE & 23rd St SE storm F St SE from 26th to 27th storm
improvements. improvements.
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314 Page 540 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
2025-2026 Storm Fund Projects
2025 2026
Title Project# Budget Budget Page
112th PI SE Water Main Replacement cp2410 65,920 - 316
2024 Storm Pipeline Extension Project cp2336 132,000 - 316
2025 Local Street Preservation cp2412 200,000 - 316
2026 Local Street Presentation cp2418 303,850 938,879 317
Manhole & Catch Basin Frame and Grate Replacement sdbd2l 87,550 90,177 317
Pipeline Repair& Replacement Program sdbd03 741,600 763,848 317
SE 284th St (West)Water Quality Road Retrofit sdbdxx - - 318
SE 287th St Water Quality Road Retrofit sdbd25 158,332 289,923 318
Storm Pipeline Extension Program sdbd24 63,700 588,800 318
Street Utility Improvements sdbd04 267,800 275,834 319
Vegetation Sorting Facility sdbdl2 200,000 - 319
West Main Street Pump Station Upgrade cp2304 661,260 - 319
Total Storm Fund Projects 2,882,012 2,947,461
315 Page 541 of 714
2025-2026 Preliminary Budaet Section VII: Capital Planning
!Project Name: 112th PI SE Water Main Replacement
!Project No: cp2410 'Capacity Project: NO 'Anticipated Year of Completion* 2025
IAs a component of the water main replacement project,replace 209 LF of existing 8"concrete pipe and 11 catch basins.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Storm Drainage Fund 65,920 65,920
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 65,920 - - - - - 65,920
Capital Costs:
Design - -
Right of Way -
Construction 65,920 65,920
Subtotal 65,920 - - - - - 65,920
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
!Project Name: 2024 Storm Pipeline Extension Project
!Project No cp2336 (Capacity Project: NO 'Anticipated Year of Completion 2025
This project includes extending storm lines in the alleys between E St SE and F St SE towards 2nd St.SE,the alley between Pike and R St NE
and improve drainage at West Valley Highway and Peasely Canyon Rd.Two underground injection control wells will be eliminated as a result of this
project.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
!Funding Sources: 208 2028 2027 2028 2029 2030 Total
Storm Drainage Fund 132,000 132,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal 132,000 - 132,000
Capital Costs:
Design -
Right of Way -
Construction 132,000 132,000
Subtotal 132,000 - - - - - 132,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
!Project Name: 2025 Local Street Preservation
(Project No cp2412 (Capacity Project: NO 'Anticipated Year of Completion. 2025
As a component of the 2025 Local Street Preservation project,the following storm improvements will be included:
1) Extend the existing 12"storm line to the west approximately 180 LF with two new catch basins on both sides of 0 St.SE to connect the existing
"bubble up"storm.Replace the existing 8""bubble up"crossing of 33rd Street SW with approximately 30 LF of new 12"pipe and replace one catch
basin.
2) Remove and replace approximately 50 LF of new 12"storm line and two catch basins at 0 St.SE and 37th St.SE.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Storm Drainage Fund 200,000 200,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal 200,000 - - - - - 200,000
Capital Costs:
Design -
Right of Way -
Construction 200,000 200,000
Subtotal 200,000 - - - - - 200,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
316 Page 542 of 714
2025-2026 Preliminary Budaet Section VII: Capital Planning
!Project Name: 2026 Local Street Preservation
!Project No: cp2418 (Capacity Project: NO lAnticipated Year of Completion. 2026
As a component of the 2026 Local Street Preservation project,the following storm improvements will be included:
1)8th Street SW to the west of C Street SW,replace approximately 88 LF of existing 8"PVC storm pipe with new 12"pipe.
2)4th Street SE between Auburn-Black Diamond Road and S Street SE,install approximately 317 LF of new 12"pipe and lateral connection with
new catch basins.
3)J Street SE between Auburn Way S and 17th Street SE,remove all existing storm lines and structures.Install approximately 1000 LF of new 12"
storm main with laterals and catch basins.
I Budget Budget Estimate Estimate Estimate Estimate 2025-2030
!Funding Sources: 2023 202b 2027 2028 2029 2030 Total
Storm Drainage Fund 303,850 938,879 1,242,729
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 303,850 938,879 - - - - 1,242,729
Capital Costs:
Design 303,850 303,850
Right of Way -
Construction 938,879 938,879
Subtotal 303,850 938,879 - - - - 1,242,729
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
!Project Name: Manhole&Catchbasin Frame and Grate Replacement
!Project Nos sdbd2l ICapacity Project: NO lAnticipated Year of Completion: Beyond 2030
As manholes&catch basins age and their condition deteriorates,frame and grates can become loose and/or misonented,or due to age are not
meeting standards This annual project will replace approximately 50 storm manhole and catch basin 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.
I Budget Budget Estimate Estimate Estimate Estimate 2025-2030
!Funding Sources: 2025 2028 2027 2028 2029 2030 Total
Storm Drainage Fund 87,550 90,177 92,882 95,668 98,538 101,494 566,309
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal 87,550 90,177 92,882 95,668 98,538 101,494 566,309
Capital Costs:
Design 10,000 10,000 10,000 10,000 10,000 10,000 60,000
Right of Way -
Construction 77,550 80,177 82,882 85,668 88,538 91,494 506,309
Subtotal 87,550 90,177 92,882 95,668 98,538 101,494 566,309
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
!Project Name: Pipeline Repair&Replacement Program
!Project No: sdbd03 ICapacity Project: NO lAnticipated Year of Completion: Beyond 2030
(This program provides funding for projects involving replacement of existing infrastructure. These projects support street repairs and other utility
replacement programs,requiring coordination.
I Budget Budget Estimate Estimate Estimate Estimate 2025-2030
!Funding Sources: 2025 202b 2027 2028 2029 2030 Total
Storm Drainage Fund 741,600 763,848 786,763 810,366 834,677 859,718 4,796,972
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal 741,600 763,848 786,763 810,366 834,677 859,718 4,796,972
Capital Costs:
Design 185,400 190,962 196,691 202,592 208,669 214,930 1,199,243
Right of Way -
Construction 556,200 572,886 590,072 607,775 626,008 644,789 3,597,729
Subtotal 741,600 763,848 786,763 810,366 834,677 859,718 4,796,972
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): Repair and replacement of aging infrastructure should reduce
operating costs.
317 Page543of714
2025-2026 Preliminary Budget Section VII: Capital Planning
!Project Name: SE 284th St(West)Water Quality Road Retrofit
!Project No:sdbdxx 'Capacity Project: NO 'Anticipated Year of Completion* 2028
This project will retrofit a section of SE 284th St by adding two bioswale ditch enhancements to the side of the road.The bioswales will provide
basic water quality treatment to 4.0 acres including approximately 700 LF of roadway
I Budget Budq-et Estimate Estimate Estimate Estimate 2025-2030
!Funding Sources: 2023 2026 2027 2028 2029 2030 Total
Storm Drainage Fund 29,504 43,895 73,399
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal - - 29,504 43,895 - - 73,399
Capital Costs:
Design 29,504 29,504
Right of Way -
Construction 43,895 43,895
Subtotal - - 29,504 43,895 - - 73,399
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
!Project Name: SE 287th St Water Quality Road Retrofit
!Project No sdbd25 ICapacity Project: NO 'Anticipated Year of Completion 2026
This project will retrofit a section of SE 287th St by replacing the existing catch basin with an approved water quality treatment device.This will
provide enhanced water quality treatment to 7.31 acres with enhanced water quality including approximately 700 LF of roadway.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Storm Drainage Fund 158,332 289,923 448,255
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 158,332 289,923 - - - - 448,255
Capital Costs:
Design 158,332 158,332
Right of Way -
Construction 289,923 289,923
Subtotal 158,332 289,923 448,255
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
IProject Name: Storm Pipeline Extension Program
!Project No sdbd24 ICapacity Project: NO 'Anticipated Year of Completion. Beyond 2030
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.This program is currently funding cp2336.
I Budget Budq-et Estimate Estimate Estimate Estimate 2025-2030
!Funding Sources: 2023 2026 2027 2028 2029 2030 Total
Storm Drainage Fund 63,700 588,800 207,618 624,657 220,262 662,699 2,367,736
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 63,700 588,800 207,618 624,657 220,262 662,699 2,367,736
Capital Costs:
Design 63,700 207,618 220,262 491,580
Right of Way -
Construction 588,800 624,657 662,699 1,876,156
Subtotal 63,700 588,800 207,618 624,657 220,262 662,699 2,367,736
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): Ongoing calls for maintenance of these area should be
reduced,including maintenance costs as a result of this program
318 Page 544 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
(Project Name: Street Utility Improvements
(Project No: sdbd04 'Capacity Project: NO 'Anticipated Year of Completion. Beyond 2030 I
Storm system repair and replacements in coordination with transportation projects.
' Budget Budget Estimate Estimate Estimate Estimate 2025-2030
!Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Storm Drainage Fund 267,800 275,834 284,109 292,632 301,411 310,454 1,732,240
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 267,800 275,834 284,109 292,632 301,411 310,454 1,732,240
Capital Costs:
Design 40,170 41,375 42,616 43,895 45,212 46,568 259,836
Right of Way -
Construction 227,630 234,459 241,493 248,737 256,199 263,886 1,472,404
Subtotal 267,800 275,834 284,109 292,632 301,411 310,454 1,732,240
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
(Project Name: Vegetation Sorting Facility
'Project No: sdbdl2 'Capacity Project: NO 'Anticipated Year of Completion: 2025
The City generates vegetative waste and soils from its maintenance activities(e.g.,pond and ditch cleaning)which require sorting management in
order to reduce disposal costs. This project will prepare a portion of the existing city owned GSA property to accept the materials and manage
them in an environmentaly responsible manner. Cost includes bin barriers and surface water collection infrastructure needed to facilitate materials
handling and separation.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Storm Drainage Fund 200,000 200,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 200,000 - - - - - 200,000
Capital Costs:
Design -
Right of Way -
Construction 200,000 200,000
Subtotal 200,000 - - - - - 200,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
IPro)ect Name: West Main Street Pume Station Upgrade
(Project No cp2304 'Capacity Project: NO 'Anticipated Year of Completion. 2025
This project will investigate and complete a Predesign study for improvements to the stormwater pump station located just south of West Main
Street adjacent to SR-167,previously defined in the City's 2015 Comprehensive Storm Drainage Plan,which does not meet current Level of
Service(LOS)goals and then following the Predesign study,complete design and construction to upgrade the station as determined through the
Predesign study results.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Storm Drainage Fund 661,260 661,260
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 661,260 - - - - - 661,260
Capital Costs:
Design 661,260 661,260
Right of Way -
Construction -
Subtotal 661,260 - - - - - 661,260
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): Repair and replacement of the aging pump station should
reduce operating costs.
319 Page 545 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
TOTAL CAPITAL COSTS and FUNDING SOURCES-STORM DRAINAGE
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Storm Drainage Fund 2,882,012 2,947,461 1,400,876 1,867,218 1,454,888 1,934,365 12,486,820
Bond Proceeds - - - - - - -
Federal - - - - - - -
State - - - - - - -
Local - - - - - - -
REET - - - - - - -
Other - - - - - - -
Total 2,882,012 2,947,461 1,400,876 1,867,218 1,454,888 1,934,365 12,486,820
Capital Costs:
Design 1,422,712 242,337 486,429 256,486 484,143 271,498 3,163,605
Right of Way - - - - - - -
Acquisition - - - - - - -
Construction 1,459,300 2,705,124 914,447 1,610,732 970,745 1,662,867 9,323,215
Total 2,882,012 2,947,461 1,400,876 1,867,218 1,454,888 1,934,365 12,486,820
•
320 Page 546 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Storm Drainage 2025o ❑2026
2025/2026 Revenue Sources
Working
Capital
$3 $3 $3 $3 $3 $3 $3
Millions
Storm Drainage Projects
Projected Capital Expenditures
$4
$3 4
$3
0 $2
2
$2
Si
$1
$0
2025 2026 2027 2028 2029 2030
321 Page 547 of 714
CITY
JBUI-�N
WASHINGTON
2025-2026 Preliminary Budget Section VII: Capital Planning
Parks, Art, and Recreation Projects
2025-2026 _
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Map ID:6311
323 Page 549 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Parks, Arts and Recreation Projects
Six projects totaling $1,845,000 are budgeted for 2025, with another four projects totaling $705,000 if
funding can be secured for a total of$2,550,00. Three capital projects totaling $680,000 are budgeted
for 2026, with another two projects totaling $4,625,000 if funding can be secured for a total of
$5,305,000.
The most significant funded projects include following:
• The Downtown Plaza and Alleyway Improvements project ($1,200,000 in 2025) will create a
new open space plaza in the downtown area near the Auburn Avenue Theater site. Also
included would be alleyway improvements to the area between the Postmark Center for the Arts
and theater building. (See Map—"A")
• The Game Farm Park Improvements project ($350,000 in 2025) 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—"B")
• The Jacobsen Tree Farm Development project($125,000 in 2025)will develop an updated
Master Plan to replace the 2009 plan to develop the 29.3-acre site into a community park.
(See Map— "C")
• The Sunset Park Improvements project ($200,000 in 2025)will look at options for new or
modified court uses (e.g. pickleball)and replacing grass base/softball fields with new multi-
sport synthetic turf fields. (See Map—"D")
• The Miscellaneous Parks Improvement program ($250,000 in 2025 and $300,000 in 2026)will
fund minor park improvements including shelters, roofs, playgrounds irrigation and restrooms.
Cedar Lanes pump track Postmark Center for the Arts
f
•
324 Page 550 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
2025-2026 Municipal Parks Fund Projects
2025 2026 Unsecured
Title Project# Budget Budget Budget Page
Brannan Park Improvements cpxxxx - - 300,000 326
Downtown Plaza and Alleyway Improvements ms2405, cpxxxx 1,200,000 - - 327
Dykstra Footbridge cp2214 - - 40,000 327
Fairway Drainage Improvement gpbdl9 30,000 30,000 - 327
Game Farm Park Improvements (Lighting) cp2416 - 350,000 1,700,000 328
Jacobsen Tree Farm Development -Phase 2 cp2020 125,000 - 3,000,000 328
Mary Olson Farm Mobile Home Replacement gpbd32 40,000 - 40,000 329
Miscellaneous Parks Improvements gpbd03 250,000 300,000 - 330
Park Acquisitions/Development gpbd04 - - 250,000 330
Sunset Park Improvements gpbd06 200,000 - - 330
Total Municipal Parks Fund Projects 1,845,000 680,000 5,330,000
325 Page 551 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
'Project Name: Auburndale Park II
'Protect No gpbd05 'Capacity Project YES 'Anticipated Year of Completion: 2029
Develop a Master Plan,improve the existing trail system and install signage and play structure.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Municipal Parks Constr.Fund -
Federal -
State -
Local -
Other(Park Impact Fee) -
Other(KC Prop 2) -
Subtotal - - - - - - -
Capital Costs:
Design -
Right of Way -
Construction -
Subtotal - - - - - - -
Unsecured Funding Sources
Unsecured Grants 125,000 2,000,000 2,125,000
Subtotal - - 125,000 - 2,000,000 - 2,125,000
Unsecured Capital Costs
Unsecured Design 125,000 125,000
Unsecured Construction 2,000,000 2,000,000
Subtotal - - 125,000 - 2,000,000 - 2,125,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $2,000
'Project Name: BPA Trail on Lea Hill
'Project No gpbd23 'Capacity Project YES 'Anticipated Year of Completion 2029
Develop a feasibility study related to constructability of a pedestrian trail linking the Jacobsen Tree Farm site to the west end of Lea Hill This trail would follow the
alignment of the Bonneville Power Administration(BPA)transmission lines from 132nd to 108th Avenue SE Construction would be in phases based on
constructability
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Municipal Parks Constr.Fund 150,000 150,000
Federal -
State -
Local -
Other(Park Impact Fee) -
Other(KC Prop 2) -
Subtotal - - - - 150,000 - 150,000
Capital Costs:
Predesign 25,000 25,000
Design 125,000 125,000
Construction -
Subtotal - - - - 150,000 - 150,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: Brannan Park Improvements
'Project No-cpxxxx Capacity Project' YES 'Anticipated Year of Completion: 2030
Court upgrades,trail improvements,and new synthetic ields which will lessen maintenance requirements and water for grass fields
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
'Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Municipal Parks Constr.Fund -
Federal -
State -
Local -
Other(Park Impact Fee) 500,000 500,000
Other(KC Prop 2) -
Subtotal - - - - - 500,000 500,000
Capital Costs:
Design 50,000 50,000
Right of Way -
Construction 450,000 450,000
Subtotal - - - - - 500,000 500,000
Unsecured Funding Sources
Unsecured Grants 300,000 1,000,000 1,300,000
Subtotal 300,000 - - - - 1,000,000 1,300,000
Unsecured Capital Costs
Unsecured Design -
Unsecured Construction 300,000 1,000,000 1,300,000
Subtotal 300,000 - - - - 1,000,000 1,300,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): ($10,000)
326 Page 552 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
'Project Name: Downtown Plaza and Alleyway Improvements
'Project No cpxxxx,ms2405 'Capacity Protect YES 'Anticipated Year of Completion: 2026
Create a new open space plaza in the downtown area near the Auburn Avenue Theater site.A portion of the project would be contingent on receiving King County
Grant funds to purchase a property and demolishing a building Also included would be alleyway improvements to the area between the Postmark Center for the Arts
and theater building
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Municipal Parks Constr.Fund -
Federal -
State 250,000 250,000
Local 950,000 950,000
Other(Park Impact Fee) -
Other(KC Prop 2) -
Subtotal 1,200,000 - - - - - 1,200,000
Capital Costs:
Predesign -
Design 75,000 75,000
Property Acquisition 700,000 700,000
Construction 425,000 425,000
Subtotal 1,200,000 - - - - - 1,200,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $1,000
'Project Name: Dykstra Footbridge
'Project No cp2214 'Capacity Project NO 'Anticipated Year of Completion 2025
Engineering study was completed and results were better then expected.Most fixes have already been completed and remaining items to be done by a contractor.
Minor fixes by mainteance staff completed in 2023;remaining items will be completed in 2024&2025.
I Budget Budget Estimate Estimate Estimate Estimate 2025-2030
'Funding Sources: 2025 2026 2027 2028 2029 2030 Total
'Municipal Parks Constr.Fund -
'Federal -
IState -
ILocal -
I Other(KC Prop 2) -
I Subtotal - - - - - - -
'Capital Costs:
'Design -
IRight of Way -
I Construction -
I Subtotal - - - - - - -
IUnsecured Funding Sources
'Unsecured Grants 40,000 40,000
I Subtotal 40,000 - - - - - 40,000
'Unsecured Capital Costs
IUnsecured Design - -
'Unsecured Construction 40,000 40,000
I Subtotal 40,000 - - - - - 40,000
'Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
'Project Name: Fairway Drainage Improvement
'Project No gpbdl9 'Capacity Project' NO 'Anticipated Year of Completion: Beyond 2030
Apply top dressing sand to the approaches to numerous holes in order to firm up these landing areas so that the holes are playable year-round. Emphasis will also
be on the practice area to increase our lesson program and prepare for the driving range Sand will be applied with a three-yard top dressing machine
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Municipal Parks Constr.Fund -
Federal -
State -
Local -
REET 2 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Other(KC Prop 2) -
Subtotal 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Capital Costs:
Design -
Right of Way -
Construction 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Subtotal 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
327 Page 553 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
'Project Name: Game Farm Park Improvements(Lighting)
'Project No cp2416 'Capacity Project YES 'Anticipated Year of Completion: 2026
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 New turf infields
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Municipal Parks Constr.Fund -
Federal -
State -
Local -
Other(Park Impact Fee) 350,000 150,000 500,000
REET 1 -
Subtotal - 350,000 150,000 - - - 500,000
Capital Costs:
Design 150,000 150,000
Right of Way -
Construction 200,000 150,000 350,000
Subtotal - 350,000 150,000 - - - 500,000
Unsecured Funding Sources
Unsecured Grants 200,000 1,500,000 1,700,000
Subtotal 200,000 1,500,000 - - - - 1,700,000
Unsecured Capital Costs
Unsecured Design -
Unsecured Construction 200,000 1,500,000 1,700,000
Subtotal 200,000 1,500,000 - - - - 1,700,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
'Project Name: Golf Course Maintenance Building
'Project No cpxxxx 'Capacity Project YES 'Anticipated Year of Completion 2028
Replace dilapidated mechanics building(built in 1970)at the Auburn Golf Course.A new approx 1,000 sq-ft building would provide mechanics space for the Golf
Course Fleet.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Municipal Parks Constr Fund 350,000 350,000
Federal -
State -
REET 2 300,000 300,000
Other(Park Impact Fee) -
Other O<C Prop 2) -
Subtotal - - - 650,000 - - 650,000
Capital Costs:
Design 50,000 50,000
Right of Way -
Construction 600,000 600,000
Subtotal - - - 650,000 - - 650,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: Jacobsen Tree Farm Development
'Project No cp0609,cp2020 'Capacity Project YES 'Anticipated Year of Completion 2026
Develop the 29 3 acre site into a Community Park Phase 1 would include a new Master Plan(to replace 2009 plan),Phase 2 would include parking and frontage
improvements,some park amenities,Phase 3 would include building out the property with expanded parking,restrooms,and sport fields
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Municipal Parks Constr.Fund -
Federal -
State -
Local -
Other(Park Impact Fee) 125,000 2.000,000 2,000,000 4.125,000
Other O<C Prop 2) -
Subtotal 125,000 - 2,000,000 - 2,000,000 - 4,125,000
Capital Costs:
Design 125,000 500,000 500,000 1,125,000
Right of Way -
Construction 1,500,000 1,500,000 3,000,000
Subtotal 125,000 - 2,000,000 - 2,000,000 - 4,125,000
Unsecured Funding Sources
Unsecured Grants 3,000,000 3,000,000 6,000,000
Subtotal - 3,000,000 - - 3,000,000 - 6,000,000
Unsecured Capital Costs
Unsecured Design -
Unsecured Construction 3,000,000 3,000,000 6,000,000
Subtotal - 3,000,000 - - 3,000,000 - 6,000,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
328 Page 554 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
'Project Name: Lakeland Hills Nature Area
'Project No gpbdl l 'Capacity Project YES 'Anticipated Year of Completion: 2027
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
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Municipal Parks Constr.Fund -
Federal -
State -
Local -
Other(Park Impact Fee) 200,000 200,000
Other(Pierce Co Zoo Taxes) 200,000 200,000
Subtotal - - 400,000 - - - 400,000
Capital Costs:
Design -
Right of Way -
Construction 400,000 400,000
Subtotal - - 400,000 - - - 400,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $5,000
Project Name: Les Gove Park Improvements
'Project No cp2232 'Capacity Project YES 'Anticipated Year of Completion: 2027
Construction of a covered multi-use pavilion building at the south end of Les Gove Park Uses could include pickleball and farmers market,among others
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Municipal Parks Constr.Fund -
Federal -
State -
Local -
REET 2 750,000 750,000
Other(Park Impact Fee) 750,000 750,000
Subtotal - - 1,500,000 - - - 1,500,000
Capital Costs:
Design 100,000 100,000
Construction 1,400,000 1,400,000
Subtotal - - 1,500,000 - - - 1,500,000
Unsecured Funding Sources
Unsecured Grants 750,000 750,000
Subtotal - - 750,000 - - - 750,000
Unsecured Capital Costs
Unsecured Design -
Unsecured Construction 750,000 750,000
Subtotal - - 750,000 - - - 750,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): Building Maintenance,estimate unknown at this time
Project Name: Mary Olson Farm Mobile Home Replacement
'Project No gpbd32 'Capacity Project NO 'Anticipated Year of Completion: 2025
This project consists of removing and replacing the 25+year old mobile home(caretaker's residence) with a new/slightly used mobile home to be relocated on the
existing pad The existing caretaker residence is past its anticipated lifespan and in need of extensive repairs,that are not financially prudent as the repair costs are
in excess of 50%of the replacement cost.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Municipal Parks Constr.Fund -
Federal -
State -
Local -
Other(KC Prop 2) 40,000 40,000
Other(Park Impact Fee) -
Subtotal 40,000 - - - - - 40,000
Capital Costs:
Design -
Construction 40,000 40,000
Subtotal 40,000 - - - - - 40,000
Unsecured Funding Sources
Unsecured Grants 40,000 - 40,000
Subtotal 40,000 - - - - - 40,000
Unsecured Capital Costs
Unsecured Design -
Unsecured Construction 40,000 - 40,000
Subtotal 40,000 - - - - - 40,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
329 Page 555 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
IProject Name: Miscellaneous Parks Improvements
IProject No gpbd03 'Capacity Project YES 'Anticipated Year of Completion: Beyond 2030
Minor park improvements including shelters,roofs,playgrounds,irrigation and restrooms.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Municipal Parks Constr.Fund 50,000 50,000 50,000 50,000 50,000 50.000 300,000
Federal -
State -
Local -
Other(KC Prop 2) 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Other(Park Impact Fee) 50,000 100,000 100,000 50,000 50,000 50,000 400,000
Subtotal 250,000 300,000 300,000 250,000 250,000 250,000 1,600,000
Capital Costs:
Design 50,000 50,000 100,000 100,000 100,000 100,000 500,000
Right of Way -
Construction 200,000 250,000 200,000 150,000 150,000 150,000 1,100,000
Subtotal 250,000 300,000 300,000 250,000 250,000 250,000 1,600,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
IProject Name: Park Acquisitions/Development
IProject No gpbd04 'Capacity Project: YES 'Anticipated Year of Completion Beyond 2030
Land and other property acquisitions to occur based on demand and deficiencies including parks,open space,trails, corridors and recreational facilities
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Municipal Parks Constr Fund -
Federal -
State -
REET 1 -
Other(KC Prop 2) -
Subtotal - - - - - - -
Capital Costs:
Design -
Property Acquisition -
Construction -
Subtotal - - - - - - -
Unsecured Funding Sources
Unsecured Grants 125,000 125,000 125,000 125,000 125,000 125,000 750,000
Subtotal 125,000 125,000 125,000 125,000 125,000 125,000 750,000
Unsecured Capital Costs
Unsecured Property Acquisition 125,000 125,000 125,000 125,000 125,000 125,000 750,000
Unsecured Construction -
Subtotal 125,000 125,000 125,000 125,000 125,000 125,000 750,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
IProject Name: Sunset Park Improvements
IProject No gpbd06 'Capacity Project YES 'Anticipated Year of Completion: 2027
Phase 2 improvements to include looking at options for new or modified court uses(e.g.pickleball).Phase 3 to include replacing the grass base/softball fields with
new multi-sport synthetic turf fields RCO Community Outdoor Athletic Funds grant applied for in Spring 2024,decision expected Fall 2024 Phase 1 included
drainage improvements to the playground area and were completed in 2022
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Municipal Parks Constr.Fund -
Federal -
State -
Other(Pierce Co Zoo Taxes) 500,000 500,000
Other(Park Impact Fee) 200,000 1,650,000 1,850,000
Subtotal 200,000 - 2,150,000 - - - 2,350,000
Capital Costs:
Design 50,000 50,000
Right of Way -
Construction 200,000 2,100,000 2,300,000
Subtotal 200,000 - 2,150,000 - - - 2,350,000
Unsecured Funding Sources
Unsecured Grants 1,500,000 1,500,000
Subtotal - - 1,500,000 - - - 1,500,000
Unsecured Capital Costs
Unsecured Acquisition -
Unsecured Construction 1,500,000 1,500,000
Subtotal - - 1,500,000 - - - 1,500,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $10,000
330 Page 556 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
TOTAL CAPITAL COSTS and FUNDING SOURCES-MUNICIPAL PARKS
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Secured
Municipal Parks Constr Fund 50,000 50,000 50,000 400,000 200,000 50,000 800,000
Federal - - - - - - -
State 250,000 - - - - - 250,000
Local 950,000 - - - - - 950,000
Other(Park Impact Fee) 375,000 450,000 4,850,000 50,000 2,050,000 550,000 8,325,000
Other(KC Prop 2) 190,000 150,000 150,000 150,000 150,000 150,000 940,000
REET2 30,000 30,000 780,000 330,000 30,000 30,000 1,230,000
Other(Pierce Co Zoo Taxes) - - 700,000 - - - 700,000
Subtotal 1,845,000 680,000 6,530,000 930,000 2,430,000 780,000 13,195,000
Unsecured
Unsecured Grants 705,000 4,625,000 2,500,000 125,000 5,125,000 1,125,000 14,205,000
Subtotal 705,000 4,625,000 2,500,000 125,000 5,125,000 1,125,000 14,205,000
TOTAL 2,550,000 5,305,000 9,030,000 1,055,000 7,555,000 1,905,000 27,400,000
Capital Costs:
Secured
Predesign - - - - 25,000 - 25,000
Design 250,000 200,000 750,000 150,000 725,000 150,000 2,225,000
Property Acquisition 700,000 - - - - - 700,000
Construction 895,000 480,000 5,780,000 780,000 1,680,000 630,000 10,245,000
Subotal 1,845,000 680,000 6,530,000 930,000 2,430,000 780,000 13,195,000
Unsecured
Unsecured Design - - 125,000 - - - 125,000
Unsecured Property Acquisition 125,000 125,000 125,000 125,000 125,000 125,000 750,000
Unsecured Construction 580,000 4,500,000 2,250,000 - 5,000,000 1,000,000 13,330,000
Subotal 705,000 4,625,000 2,500,000 125,000 5,125,000 1,125,000 14,205,000
TOTAL 2,550,000 5,305,000 9,030,000 1,055,000 7,555,000 1,905,000 27,400,000
331 Page 557 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Summary of Impacts of 2025-2026 Capital Projects on Future Operating Expenses
Project 2025 2026 2027 2028 2029 2030 Total
gpbd05 Auburndale Park II $ - $ - $ - $ - $ - $ 2,000 $ 2,000
cpxxxx Brannan Park Improvements - - - - - (10,000) (10,000)
ms2405, Downtown Plaza and 1,000 1,000 1,000 1,000 1,000 1,000 6,000
cpxxxx Alleyway Improvements
gpbdl1 Lakeland Hills Nature Area - - 5,000 5,000 5,000 5,000 20,000
Total $ 1,000 $ 1,000 $ 6,000 $ 6,000 $ 6,000 $ (2,000) $18,000
Positive numbers are an increase to expenses,negative are a decrease to expenses.
Parks,Arts&Recreation Projects 2025 ❑2026 ❑Unsecured
2025/2026 Revenue Sources
Municipal
Parks Fund
Federal,State&
Local Grants
Park Impact Fees I
King County
Prop 2
REET
$0 $1 $2 $3 $4 $5 $6
Millions
Parks,Arts& Recreation Projects Secured
Projected Capital Expenditures
Unsecured
$7
$6
$5 -
0
$4
$3
$2
$1
$0
2025 2026 2027 2028 2029 2030
332 Page 558 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
General Municipal and Community Improvement Projects
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333 Page 559 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
General Municipal and Community Improvement Projects
Eight General Municipal and Community Improvement projects totaling $9,775,000 are budgeted in
2025 and seven projects totaling $13,250,000 are budgeted for 2026. Major projects include the
following:
• The 1st St NE and NW and Division St Pedestrian Improvements project($100,000 in 2025 and
$525,000 in 2026) implements non-motorized improvements. The improvements will create a
raised intersection to reduce speeds and encourage motorists to yield to pedestrians using the
crosswalks; add curb bulbs where they are not currently provided to reduce crossing distances
and improve pedestrian visibility;construct new ADA complaint ramps;and both pedestrian level
and street lighting improvements. (See Map—"A")
• The Downtown Infrastructure Improvements including Theater Predesign project($1,000,000 in
2025)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. It will also include preliminary design of the Auburn Avenue
Theater replacement. (See Map—"B")
• The Active Transportation—Safety, ADA and Repair program ($355,000 in 2025 and $360,000
in 2026) constructs improvements and repairs throughout the City to address safety and
accessibility concerns related to pedestrians and bicyclists. The program replaces damaged
sidewalks throughout the City, adds new curb ramps, replaces existing curb ramps that do not
meet current American with Disabilities Act (ADA) requirements, and implements other
improvements to support pedestrian and bicycle safety.
• The City Hall Annex Debt Service ($553,800 in 2025 and $551,700 in 2026) for GO Bonds
issued for the City Hall Annex Building.
• The Facility Master Plan Phases 2,3, & 4 ($7,800,000 in 2025 and $11,840,000 in 2026) 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 ($151,300 in 2025 and $148,000 in 2026) for GO Bonds
issued for the Downtown Promenade Improvements.
Public Art installations.
iaA F MAPP :
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334 Page 560 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning.
2025-2026 General Municipal & Community Improvement Projects
2025 2026
Title Project# Budget Budget Page
1st St NE/NW & Division St Pedestrian Improvements gcbd23 100,000 525,000 336
Active Transportation -Safety, ADA, & Repair Prgm. gcbd0l 355,000 360,000 336
Annual Traffic Signal Improvement Program gcbd07 190,000 195,000 336
City Hall Annex n/a 553,800 551,700 337
Downtown Infrastructure Improvements (Incl. Theater Pre-Design) cp2321 1,000,000 - 337
Facility Master Plan Phases 2,3 and 4 gcbd20 7,800,000 11,840,000 337
Neighborhood Traffic Safety Program gcbd06 250,000 250,000 338
Local Revitalization n/a 151,300 148,000 338
Public Art gcbd05 30,000 30,000 339
Street Lighting Improvement Program gcbd09 50,000 50,000 339
Total Municipal &Community Improvement Projects 10,480,100 13,949,700
335 Page 561 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
IProject Name: 1st St NE/NW&Division St Pedestrian Improvements I
'Project No: gcbd23 (Capacity Project NO 'Anticipated Year of Completioni 2026 I
The project will implement non-motorized improvements at the 1st Street NE/NW/N Division Street intersections in downtown Auburn.The proposed improvements will
create a raised intersection to reduce speeds,and encourage motorists to yield to pedestrians using the crosswalks;add curb bulbs where they are not currently
provided to reduce crossing distances and improve pedestrian visibility;construct new ADA complaint ramps;and both pedestrian level and street lighting
improvements The project will improve non-motorized safety and access at the intersection.
I Budget Budget Estimate Estimate Estimate Estimate 2025-2030
'Funding Sources: 2025 2026 2027 2028 2029 2030 Total
(Federal 80,000 420,000 - - - - 500,000
'State -
'Local -
IREET 20,000 105,000 - - - - 125,000
(Other-Developer Fees -
I Subtotal 100,000 525,000 - - - - 625,000
ICapital Costs:
'Design 100,000 100,000
IRight of Way -
'Construction 525,000 525,000
I Subtotal 100,000 525,000 - - - - 625,000
'Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
IProject Name: Active Transportation-Safety,ADA,&Repair Prgm.
IProject No: gcbd0l 'Capacity Project. NO 'Anticipated Year of Completion) 2030
This program constructs improvements and repairs throughout the City to address safety and accessibility concerns related to pedestrians and bicyclists.The program
replaces damaged sidewalks throughout the City,adds new curb ramps,replaces existing curb ramps that do not meet current American with Disabilities Act(ADA)
requirements,and implements other improvements to support pedestrian and bicycle safety.A portion of the program funding is provided by 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).Additionally,
HUD funds are often(not shown below)transferred into this program to complete accessibility improvements in qualifying neighborhoods.The program is needed to
repair and replace damaged sidewalk facilities,address ADA deficiencies to support the City's ADA Transition Plan,and improve active transportation safety.
I Budget Budget Estimate Estimate Estimate Estimate 2025-2030
'Funding Sources: 2025 2026 2027 2028 2029 2030 Total
(Federal -
IState -
'Transfer In(F102 Unrestncted Funds) 100,000 100,000 100,000 100,000 100,000 100,000 600,000
IREET 2 205,000 210,000 230,000 235,000 245,000 250,000 1,375,000
(Other-Developer Fees 50,000 50,000 50,000 50,000 50,000 50,000 300,000
I Subtotal 355,000 360,000 380,000 385,000 395,000 400,000 2,275,000
ICapital Costs:
'Design 50,000 50,000 75,000 75,000 75,000 75,000 400,000
'Right of Way -
'Construction 305,000 310,000 305,000 310,000 320,000 325,000 1,875,000
I Subtotal 355,000 360,000 380,000 385,000 395,000 400,000 2,275,000
'Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
IProject Name: Annual Traffic Signal Improvement Program
IProject No: gcbd07 'Capacity Project. NO 'Anticipated Year of Completion) Beyond 2030
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).The project is
needed to maintain and replace existing signal equipment
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Capital Improvements Fund 328 -
State -
Local -
REET 2 190,000 195,000 195,000 205,000 205,000 210,000 1,200,000
Other-Developer Fees -
Subtotal 190,000 195,000 195,000 205,000 205,000 210,000 1,200,000
Capital Costs:
Design -
Right of Way -
Construction 190,000 195.000 195,000 205,000 205,000 210,000 1,200,000
Subtotal 190,000 195,000 195,000 205,000 205,000 210,000 1,200,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
336 Page 562 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Project Name: City Hall Annex-Debt Service
Project No: N/A Capacity Project NO IAnticipated Year of Completion' Beyond 2030
To pay scheduled debt service costs on 2010 General Obligation bonds issued for the city Hall Annex
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Federal -
State -
Local -
REET 1 553,800 551,700 548,900 553,000 551,200 551,000 3,309,600
Subtotal 553,800 551,700 548,900 553,000 551,200 551,000 3,309,600
Capital Costs:
Design -
Long-Term Debt Service 553,800 551,700 548,900 553,000 551,200 551,000 3,309,600
Subtotal 553,800 551,700 548,900 553,000 551,200 551,000 3,309,600
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
'Project Name: Downtown Infrastructure Improvements(Incl.Theater Pre-Design) I
'Project No: cp2321 'Capacity Project: NO 'Anticipated Year of Completion 2025 I
The purpose of this project is to construct infrastructure improvements in Downtown Auburn that will support existing development and future re-development activities
and to replace infrastructure that is at or near the end of its useful service life Specifically,this project will remove overhead utilities and poles from the alley between
the existing Auburn Ave Theater and the Postmark Center for the Arts,construct a new sewer line in Auburn Avenue and East Main Street,construct a new water main
on East Main Street,re-construct the traffic signal at the intersection of East Main Street/Auburn Ave,re-construct the roadway and sidewalks on East Main Street from
Auburn Ave to the B Street Plaza,and re-construct the B Street Plaza East Main Street and the B Street Plaza will be constructed with overhead crossing decorative
lights and other features to enhance the areas The project also includes preliminary design of the Auburn Avenue Theater replacement.Full design and construction o
the new theater is included as a separate project listed in the General Municipal Buildings(328 Fund)
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Local Revitalization Fund 330 -
State -
Transfer In(F102 Unrestricted Funds) 1,000,000 - 1,000,000
REET 2
Other(ARPA) -
Other(Insurance Proceeds) -
Subtotal 1,000,000 - - - - - 1,000,000
Capital Costs:
Design -
Right of Way -
Construction 1,000,000 1,000,000
Subtotal 1,000,000 - - - - - 1,000,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
'Project Name: Facility Master Plan Phases 2,3 and 4
'Project No: gcbd20 'Capacity Project' YES IAnticipated Year of Completion) 2029
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 centr
stores warehousing and maximizing building use for crew and storage needs,and construction of covered parking for high valued fleet equipment The complete proje
is estimated to cost approximately$39.1M
I Budget Budget Estimate Estimate Estimate Estimate 2025-2030
'Funding Sources: 2025 2026 2027 2028 2029 2030 Total
'Federal'State -
'Bond Proceeds 9,500,000 11,840,000 9,860,000 4,680,000 3,220,000 - 39,100,000
IREET 1 (1,700,000) - (1,700,000)
'Other(Water,Sewer&Storm Funds) -
Subtotal 7,800,000 11,840,000 9,860,000 4,680,000 3,220,000 - 37,400,000
Capital Costs:
Design 3,080,000 1,840,000 300,000 680,000 100,000 - 6,000,000
Property Acquisition 2,200,000 - - - - - 2,200,000
Construction 2,520,000 10,000,000 9,560,000 4,000,000 3,120,000 - 29,200,000
Long-Term Debt Service -
Subtotal 7,800,000 11,840,000 9,860,000 4,680,000 3,220,000 - 37,400,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
337 Page 563 of 714
2025-2026 Preliminary Budaet Section VII: Capital Planning
(Project Name: Golf Course Driving Range
IProject No:cp2325 (Capacity Project YES 'Anticipated Year of Completion' Beyond 2030
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 creat
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 revenue per year.
I Budget Budget Estimate Estimate Estimate Estimate 2025-2030
'Funding Sources: 2025 2026 2027 2028 2029 2030 Total
'Federal -
State -
Local -
IREET -
'ParkImpactFees 300,000 300,000
I Subtotal - - 300,000 - - - 300,000
(Capital Costs:
Design 100,000 100,000
(Right of Way -
Construction 200,000 200,000
I Subtotal - - 300,000 - - - 300,000
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
Project Name: Local Revitalization-Debt Service
Project No: N/A (Capacity Project NO lAnticipated Year of Completion' Beyond 2030
To pay debt service costs on 2010 General Obligation bonds issued for the Downtown Promenade improvements.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Federal -
State -
'Local -
IREET 2 151,300 148,000 149,300 149,800 144,500 143,200 886,100
lOther-Developer Fees -
I Subtotal 151,300 148,000 149,300 149,800 144,500 143,200 886,100
(Capital Costs:
Design -
IRight of Way -
'Long-Term Debt Service 151,300 148,000 149,300 149,800 144,500 143,200 886,100
I Subtotal 151,300 148,000 149,300 149,800 144,500 143,200 886,100
'Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
(Project Name: Neighborhood Traffic Safety Program
IRroject No: gcbd06 ICapacity Project: NO lAnticipated Year of Completion) 2030
This project will implement the improvements identified within the 2022 focus area,following data collection and analysis and community engagement.The 2022 proje�
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.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Federal -
State -
Local -
Other(ARPA) -
REET 2 250,000 250,000 250,000 250,000 250,000 250,000 1,500,000
Other-Cumulative Reserve Fund -
Subtotal 250,000 250,000 250,000 250,000 250,000 250,000 1,500,000
Capital Costs:
Design 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Right of Way -
Construction 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Subtotal 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
338 Page 564 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Project Name: Public Art
Project No. gcbd05 'Capacity Project NO 'Anticipated Year of Completion' Beyond 2030
The City designates$30,000 annually toward the purcl ase of public ar',for placement at designated locations throughout the City.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Capital Improvements Fund 328 -
State -
Local -
REET 2 30,000 30,000 30,000 30,000 30,000 30.000 180,000
Other(Water,Sewer&Storm Funds)
Subtotal 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Capital Costs:
Design
Right of Way
Construction 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Subtotal 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
'Project Name: Street Lighting Improvement Program
'Project No gcbd09 'Capacity Project NO 'Anticipated Year of Completion' Beyond 2030 I
This annual program provides for street lighting projects throughout the City,including converting existing lights to LED and installing additional new street lighting at
strategic locations to address specific transportation safety needs.Converting existing standard street lights to LED supports the reduction of greenhouse gas
emissions and can provide more uniform lighting Adding new street lights can help support transportation safety
I Budget Budget Estimate Estimate Estimate Estimate 2025-2030
'Funding Sources: 2025 2026 2027 2028 2029 2030 Total
(Capital Improvements Fund 328 -
IState -
ILocal -
IREET 2 50,000 50,000 50,000 50,000 50,000 50,000 300,000
IOther-Transportation Fees -
I Subtotal 50,000 50,000 50,000 50,000 50,000 50,000 300,000
'Capital Costs:
'Design -
'Right of Way -
'Construction 50,000 50,000 50,000 50,000 50,000 50,000 300,000
I Subtotal 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost)New street lights installed with this program will increase the City's street light power
costs but this increase will be offset by decreased power costs as existing standard street lights are converted to LED.
TOTAL CAPITAL COSTS and FUNDING SOURCES-GENERAL GOVERNMENTAL PROJECTS
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Capital Improvements Fund 328 - - - - - - -
Local Revitalization Fund 330 - - - - - - -
Federal 80,000 420,000 - - - - 500,000
State - - - - - - -
Local - - - - - - -
Park Impact Fees - - 300,000 - - - 300,000
REET (249,900) 1,539,700 1,453,200 1,472,800 1,475,700 1,484,200 7,175,700
Contributions - - - - - - -
Other(Insurance Proceeds) - - - - - - -
Other(ARPA) - - - - - - -
Other-Developer Fees 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Transfer In(F102 Unrestricted Funds) 1,100,000 100,000 100,000 100,000 100,000 100,000 1,600,000
Other-Cumulative Reserve Fund - - - - - - -
Bond Proceeds 9,500,000 11,840,000 9,860,000 4,680,000 3,220,000 - 39,100,000
Other(Water,Sewer&Storm Funds) - - - - - - -
Total 10,480,100 13,949,700 11,763,200 6,302,800 4,845,700 1,634,200 48,975,700
Capital Costs:
Design 3,280,000 1,940,000 525,000 805,000 225,000 125,000 6,900,000
Right of Way - - - - - - -
Construction 4,295,000 11,310,000 10,540,000 4,795,000 3,925,000 815,000 35,680,000
Property Acquisition 2,200,000 - - - - - 2,200,000
Long-Term Debt Service 705,100 699,700 698,200 702,800 695,700 694,200 4,195,700
Total 10,480,100 13,949,700 11,763,200 6,302,800 4,845,700 1,634,200 48,975,700
339 Page 565 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Summary of Impacts of 2025-2026 Capital Projects on Future Operating Expenses
Project 2025 2026 2027 2028 2029 2030 Total
gcbd20 Facility Master Plan $ - $ - $ - $ - $ - $ 100,000 $ 100,000
Phases 2,3 and 4
cp2325 Golf Course Driving Range - - - (200,000) (200,000) (200,000) (600,000)
Total $ - $ - $ - $(200,000) $(200,000) $(100,000) $(500,000)
Positive numbers are an increase to expenses,negative are a decrease to expenses.
General Municipal&Community Projects 22025 ❑2026
2025/2026 Revenue Sources
Bond Proceeds
Transfer In(F102
General Transportation)
REST
Federal,State&
Local Grants
Other Developers
$(2) $- $2 $4 $6 $8 $ 0 $ 2 $14
Millions
General Municipal&Community Projects -4—Secured
Capital Expenditures
$16
$14
$12
$10
$8
2
$6
$4
$2
$0
2025 2026 2027 2028 2029 2030
340 Page 566 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Other Proprietary Fund Projects
2025-2026
Autumn Glen
ZyStar < Meridian Glen Lake Ra S 277 s, f Glenbrook
N ___C z Z _ 5E 2s4
88th St m - SE 2081h St
z 515fl
37th St NW •
S 298th St
v Berkshire Glen w
Lakelan North d North AuAurn a' 'v*Z z �� t
Lake Dolloff West Hill 3 v
Lea Hill I`
11671 Q
3 ,dc.0( Wynaco
g m 1." 08ft z Green River 05
s Comm . 50
q ¢ College
-v .r * W Main St Auburn 1
s Washington
Auburn National Golf
11671 18 Narrows Club
Nar'•�Area Lake Holm
18
15th St SW n uw
Neely Bridge
�n 164 Plateau Natural Area
`167 South Auburn `" 164
S 352nd St u
[1641
Lakeland Auburn Gam
l
Algona-
South Algona-- Farm Park
37th St SE : 164
S 368th St ik" Ellingson
Roegner Park
thee 1st Ave E P Se Auburn 1 ' 9
G
Pacific y 6^
s
xa
Jovita 1671 Lakeland YSF 53rd St SE t'S
-S384th-St t Muck
/ Pr
2ndStE -�/ <� N,-
Edwa. l
3 604 ff 6 Jt vs aewood r Benroy Le lapps Rm
6th St m ml U 1 0 0.5 1 1.5 2
18th St E
NtIAh Park Miles
* A)Airport Projects I-7 City of Auburn
* B) Cemetery Projects Parks
Water Features
Map ID:6313
341 Page 567 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Other Proprietary Fund Projects
Airport Fund: (See Map— "A")
Four capital projects totaling $1,376,440 are budgeted in 2025 ($355,304 in the Airport fund
and $1,021,136 unsecured FAA grant). Three capital projects totaling $1,829,844 are budgeted for
2026 ($629,844 in the Airport fund and $1,200,000 unsecured state loan).
The Airport Projects includes the following:
• The AWOS, Beacon and Emergency Generator project ($113,460 Airport Funds and
$1,021,136 unsecured FAA grant in 2025)will fund the environmental, design and construction
of an Automated Weather Observation System (AWOS), Beacon and emergency generator.
• The Open T-Hangar Upgrades project ($300,000 Airport Funds and $1,200,000 unsecured
state loan in 2026 )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 ($100,000 in 2025 and
$138,000 in 2026)will provide funding for completing various capital repairs at the Airport.
Cemetery Fund: (See Map — "B")
One capital projects totaling $50,000 is budgeted for 2025 in the Cemetery fund.
• Cemetery Development-10th addition project ($50,000 in 2025)will develop 1 acre of existing
property to add 1,200 new grave sites to the cemetery.
Airport Runway&taxiway rehabilitation
project. Cemetery Forest Walk Phase 3.
r �` y�^g'
?
°
' '' - fir f,++X{"e�Pr3%� W vy �ii+i �t� s. •� .�+ •. '�' r ',
r,lgyl�'i1"Y,a'il�iL+. �i+, ..n-, .�.....; `�
342 Page 568 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
2025-2026 Other Proprietary Fund Projects
2025 2026
Title Project# Budget Budget Page
Annual Airport Pavement Maintenance apbdl2 50,000 100,000 345
Annual Repair and Maintenance of Airport Facilities apbd05 100,000 138,000 345
AWOS, Beacon & Emergency Generator cp2335 1,134,596 - 345
Open T-Hangar Upgrades apbdl4 - 1,500,000 346
Open T-Hangar Upgrades & Door Replacement cp2201 91,844 91,844 347
Subtotal Airport Fund Projects 1,376,440 1,829,844
Cemetery Development -10th addition cp2228 50,000 - 348
Subtotal Cemetery Fund Projects 50,000 -
Total Other Proprietary Fund Projects 1,426,440 1,829,844
343 Page 569 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Project Name: Airport Master Plan
Project No:cpxxxx !Capacity Project' NO !Anticipated Year of Completion:I 2030
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.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Airport Fund 50,000 50,000
Federal -
State -
Subtotal - - - - - 50,000 50,000
Capital Costs:
Predesign 50,000 50,000
Construction -
Subtotal - - - - - 50,000 50,000
Unsecured Funding Sources
Unsecured Grant 450,000 450,000
Subtotal - - - - - 450,000 450,000
Unsecured Capital Costs
Unsecured Predesign 450,000 450,000
Subtotal - - - - - 450,000 450,000
Anticipated Impact on Future Operating Budgets(Annua Maintenance Cost): $0
Project Name: Airport Office/Middle Ramp Reconfigure
Project No:cpxxxx !Capacity Project: NO !Anticipated Year of Completion:I 2030
This project will reconfigure the Airport office and parking lot area to allow for additional development of an Airport based aviation business/restaurant 10/90%
split with the airport and private party.
Bud,et Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 265 2626 2027 2028 2029 2030 Total
Airport Fund 7,500 7,500 15,000
Federal -
State -
Subtotal - - - - 7,500 7,500 15,000
Capital Costs:
Design 7,500 7,500 15,000
Construction -
Subtotal - - - - 7,500 7,500 15,000
Unsecured Funding Sources
Unsecured Public/Private Partnership 67,500 67,500 135,000
Subtotal - - - - 67,500 67,500 135,000
Unsecured Capital Costs
Unsecured Design 67,500 67,500 135,000
Subtotal - - - - 67,500 67,500 135,000
Anticipated Impact on Future Operating Budgets(Annua Maintenance Cost): $0
Project Name: Airport Taxilane and Ramp Rehab
Project No:cpxxxx !Capacity Project: NO !Anticipated Year of Completion.! 2030
Pavement rehab of airport's south hangar taxilanes.Pavement Condition Index for this area is 55 and 61.Last major maintenance on the pavement was
preformed in 1972(original construction).
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Airport Fund 40,000 350,000 390,000
Federal -
State -
Subtotal - - - - 40,000 350,000 390,000
Capital Costs:
Design 40,000 350,000 390,000
Construction -
Subtotal - - - - 40,000 350,000 390,000
Unsecured Funding Sources
Unsecured Grant 360,000 3,150,000 3,510,000
Subtotal - - - - 360,000 3,150,000 3,510,000
Unsecured Capital Costs
Unsecured Design 360,000 50,000 410,000
Unsecured Construction 3,100,000 3,100,000
Subtotal - - - - 360,000 3,150,000 3,510,000
Anticipated Impact on Future Operating Budgets(Annua Maintenance Cost): $0
344 Page 570 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Protect Name: Annual Airport Pavement Maintenance
Project No:apbdl2 !Capacity Project' NO !Anticipated Year of Completion•I 2030
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
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Airport Fund 50,000 100,000 100,000 100,000 50,000 50,000 450,000
Federal -
State -
Subtotal 50,000 100,000 100,000 100,000 50,000 50,000 450,000
Capital Costs:
Design 5,000 10,000 10,000 10,000 5,000 5,000 45,000
Environmental Assessment -
Construction 45,000 90,000 90,000 90,000 45,000 45,000 405,000
Subtotal 50,000 100,000 100,000 100,000 50,000 50,000 450,000
Anticipated Impact on Future Operating Budgets(Annua Maintenance Cost): $0
Protect Name: Annual Repair and Replacement of Airport Facilities
Project No:apbd05 !Capacity Project. NO !Anticipated Year of Completion.! 2030
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.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Airport Fund 100,000 138,000 146,000 100,000 100,000 100,000 684,000
Federal -
State -
Subtotal 100,000 138,000 146,000 100,000 100,000 100,000 684,000
Capital Costs:
Design 20,000 25,000 25,000 20,000 10,000 10,000 110,000
Right of Way -
Construction 80,000 113,000 121,000 80,000 90,000 90,000 574,000
Subtotal 100,000 138,000 146,000 100,000 100,000 100,000 684,000
Anticipated Impact on Future Operating Budgets(Annua Maintenance Cost): This project will decrease the need for more costly repairs and
maintenance on older buildings.
Project Name: AWOS,Beacon&Emergency Generator
Project No: cp2335 !Capacity Project' NO !Anticipated Year of Completion•I 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
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 20i5 20116 2027 2028 2029 2030 Total
Airport Fund 113,460 113,460
Federal -
State -
Subtotal 113,460 - - - - - 113,460
Capital Costs:
Design 113,460 113,460
Construction -
Subtotal 113,460 - - - - - 113,460
Unsecured Funding Sources
Unsecured Grant 869,124 869,124
Unsecured Fed Non-Primary Entitlement 152,012 152,012
Subtotal 1,021,136 - - - - - 1,021,136
Unsecured Capital Costs
Unsecured Design 136,540 136,540
Unsecured Construction 884,596 884,596
Subtotal 1,021,136 - - - - - 1,021,136
Anticipated Impact on Future Operating Budgets(Annua Maintenance Cost): $6,000
345 Page 571 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Protect Name: Fuel Tank Replacement
Project No:cpxxxx !Capacity Project' NO !Anticipated Year of Completion•I 2030
Replacement of current 12,000 gallon fuel tank.The current self serve fuel tank was installed in 1998 and will be due for replacement in 2030 Legislation has
a requirement for the current 100LL grade of fuel to be replaced by 2030,the replacement no lead option may require a new tank and plumbing.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Airport Fund 700,000 700,000
Federal -
State -
Subtotal - - - - - 700,000 700,000
Capital Costs:
Design 100,000 100,000
Construction 600,000 600,000
Subtotal - - - - - 700,000 700,000
Anticipated Impact on Future Operating Budgets(Annua Maintenance Lost): $0
Project Name: Jet A Fueling Facility
Project No:apbd04 !Capacity Project: YES !Anticipated Year of Completion•I 2030
This project will construct any necessary site improvements to accommodate a temporary 2,000 gallon fueling truck for Jet A fuel.Design and construct a
permanent 12,000 gallon Fuel Tank for Jet A service at Airport in 2029 and 2030 after the runway extension is complete and demand for Jet A fuel is
established.50%split of funding between the airport and a private party.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Airport Fund 37,500 162,500 200,000
Federal -
State -
Subtotal - - - - 37,500 162,500 200,000
Capital Costs:
Design 37,500 37,500
Construction 162,500 162,500
Subtotal - - - - 37,500 162,500 200,000
Unsecured Funding Sources
Unsecured Public/Pnvate Partnership 37,500 162,500 200,000
Subtotal - - - - 37,500 162,500 200,000
Unsecured Capital Costs
Unsecured Design 37,500 37,500
Unsecured Construction 162,500 162,500
Subtotal - - - - 37,500 162,500 200,000
Anticipated Impact on Future Operating Budgets(Annua Maintenance Cost): $0
Protect Name: Opent T-Hangar Upgrades
Project No:apbdl4 !Capacity Project. NO !Anticipated Year of Completion.! 2026
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 row(F)to closed hangars,and if budget allows a second row(C)row.This will increase airport revenues at approximately$48,000 annually.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Airport Fund 300,000 300,000
Federal -
State -
Subtotal - 300,000 - - - - 300,000
Capital Costs:
Design 150,000 150,000
Construction 150,000 150,000
Subtotal - 300,000 - - - - 300,000
Unsecured Funding Sources
Unsecured State Loan 1,200,000 1,200,000
Subtotal - 1,200,000 - - - - 1,200,000
Unsecured Capital Costs
Unsecured Construction 1,200,000 1,200,000
Subtotal - 1,200,000 - - - - 1,200,000
Anticipated Impact on Future Operating Budgets(Annua Maintenance Cost): $0
346 Page 572 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Protect Name: Open T-Hangar Upgrades&Door Replacement
Project No: cp2201 !Capacity Project' NO !Anticipated Year of Completion•I 2026
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 row to closed hangars,and replace old doors on the airport's"H"hangar row.This will increase airport revenues at approximately$48,000
annually.A similar project is planned in 2026.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 205 20116 2027 2028 2029 2030 Total
Airport Fund 91,844 91,844 91,844 91,844 91,844 91,844 551,064
Federal -
State -
Subtotal 91,844 91,844 91,844 91,844 91,844 91,844 551,064
Capital Costs:
Long-Term Debt 91,844 91,844 91,844 91,844 91,844 91,844 551,064
Design -
Construction -
Subtotal 91,844 91,844 91,844 91,844 91,844 91,844 551,064
Anticipated Impact on Future Operating Budgets(Annua Maintenance Cost): $0
Protect Name: Property Access to Airport
Project No:cpxxxx !Capacity Project. NO !Anticipated Year of Completion.! 2028
Enter into a through the fence agreement for access to the Airport.Project is dependent on interest from private development along the boundaries of the
Airport Property.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Airport Fund 50,000 50,000
Federal -
State -
Subtotal - - - 50,000 - - 50,000
Capital Costs:
Design 50,000 50,000
Environmental Assessment -
Construction -
Subtotal - - - 50,000 - - 50,000
Anticipated Impact on Future Operating Budgets(Annua Maintenance Cost): $0
Project Name: South Ramp Water Loop and Sidewalk Installation
Project No: cpxxxx !Capacity Project YES !Anticipated Year of Completion•I 2030
Installation of a water loop and sidewalk in conjunction with hangar development on the airport's south ramp.As part of the requirement of the development of
the south ramp area a water loop for increased fire protection and half street improvements of installing a portion of sidewalk on 16th/E street NE are required
Funding for this is planned through a WSDOT Aviation CARB Loan with an interest rate of 2%and a term of 10-20 years.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Airport Fund -
Federal -
State -
Subtotal - - - - - - -
Capital Costs:
Design -
Construction -
Subtotal - - - - - - -
Unsecured Funding Sources
Unsecured State Loan 1,000,000 1,000,000
Subtotal - - - 1,000,000 - - 1,000,000
Unsecured Capital Costs
Unsecured Design 200,000 200,000
Unsecured Construction 800,000 800,000
Subtotal - - - 1,000,000 - - 1,000,000
Anticipated Impact on Future Operating Budgets(Annua Maintenance Cost): $2,000
347 Page 573 of 714
2025-2026 Preliminary Budaet Section VII: Capital Planning
Project Name: Cemetery Development-10th addition
Project No:cp2228 'Capacity Project. YES 'Anticipated Year of Completion.' 2025
Develop 1 acre of existing property to add 1,200 new grave sites to the cemetery.
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Cemetery Fund 50,000 - 50,000
Federal -
Cemetery Endowed Care Fund -
Subtotal 50,000 - - - - - 50,000
Capital Costs:
Design - -
Construction 50,000 - 50,000
Subtotal 50,000 - - - - - 50,000
Anticipated Impact on Future Operating Budgets(Annua Maintenance Cost): $0
Project Name: Forest Walk-Phase 3b
Project No:cpxxxx !Capacity Project: YES !Anticipated Year of Completion:I 2030
Develop existing cemetery property to add approximately 1,500 new cremation sites
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Cemetery Fund 350,000 350,000
Federal -
Cemetery Endowed Care Fund -
Subtotal - - - - - 350,000 350,000
Capital Costs:
Design - -
Construction 350,000 350,000
Subtotal - - - - - 350,000 350,000
Anticipated Impact on Future Operating Budgets(Annua Maintenance Cost): $0
TOTAL CAPITAL COSTS and FUNDING SOURCES-OTH R PROPRETARY FUNDS
Budget Budget Estimate Estimate Estimate Estimate 2025-2030
Funding Sources: 2025 2026 2027 2028 2029 2030 Total
Secured
Airport Fund 355,304 629,844 337,844 341,844 326,844 1,511,844 3,503,524
Cemetery Fund 50,000 - - - - 350,000 400,000
Cemetery Endowed Care Fund - - - - - - -
Other-Public/Private Partnership - - - - - - -
Subtotal 405,304 629,844 337,844 341,844 326,844 1,861,844 3,903,524
Unsecured
Unsecured Grant 869,124 - - - 360,000 3,600,000 4,829,124
Unsecured Fed Non-Primary Entitlement 152,012 - - - - - 152,012
Unsecured State Loan - 1,200,000 - 1,000,000 - - 2,200,000
Unsecured Public/Prvate Partnership - - - - 105,000 230,000 335,000
Subtotal 1,021,136 1,200,000 - 1,000,000 465,000 3,830,000 7,516,136
TOTAL 1,426,440 1,829,844 337,844 1,341,844 791,844 5,691,844 11,419,660
Capital Costs:
Secured
Predesign - - - - - 50,000 50,000
Design 138,460 185,000 35,000 80,000 100,000 472,500 1,010,960
Construction 175,000 353,000 211,000 170,000 135,000 1,247,500 2,291,500
Long-Term Debt 91,844 91,844 91,844 91,844 91,844 91,844 551,064
Subotal 405,304 629,844 337,844 341,844 326,844 1,861,844 3,903,524
Unecured
Unsecured Predesign - - - - - 450,000 450,000
Unsecured Design 136,540 - - 200,000 465,000 117,500 919,040
Unsecured Construction 884,596 1,200,000 - 800,000 - 3,262,500 6,147,096
Subotal 1,021,136 1,200,000 - 1,000,000 465,000 3,830,000 7,516,136
TOTAL 1,426,440 1,829,844 337,844 1,341,844 791,844 5,691,844 11,419,660
348 Page 574 of 714
2025-2026 Preliminary Budget Section VII: Capital Planning
Summary of Impacts of 2025-2026 Capital Projects on Future Operating Expenses
Project 2025 2026 2027 2028 2029 2030 Total
cp2335 AWOS, Beacon&Emergency Generator $ 6,000 $ 6,000 $ 6,000 $ 6,000 $ 6,000 $ 6,000 $ 36,000
cpxxxx Fuel Tank Replacement - - - - - (115,000) (115,000)
apbdl4 Open T-Hangar Upgrades - - (48,000) (48,000) (48,000) (48,000) (192,000)
cp2201 Open T-Hangar Upgrades&Door Replacement (48,000) (48,000) (48,000) (48,000) (48,000) (48,000) (288,000)
Total $(42,000) $(42,000) $(90,000) $(90,000) $(90,000) $(205,000) $(559,000)
Positive numbers are an increase to expenses,negative are a decrease to expenses
Other Proprietary Fund Projects Secured
Projected Capital Expenditures Unsecured
$5
$4
$4
$3
o $3
$2
$2
$1 /4"
$1
$0
2025 2025 2027 2028 2029 2030
Other Proprietary Fund Projects o2025 ❑2026 in Unsecured
2025 12026 Revenue Sources
State
Loan
Cemetery
Fund
Airport
Fund
FAA
Grants
$0 $0 $0 $1 $1 $1 $1 $1
Millions
349 Page 575 of 714
CITY
JBUI-�N
WASHINGTON
Preliminary 2025 - 2026 Biennial Budget
2025 Property Tax Levy
2025 - 2030 Capital Facilities Plan
CITY COUNCIL STUDY SESSION
OCTOBER 28 , 2024
Budget Calendar Review
Date Description Meeting Type
September 9, 12, 13 Council Budget Workshops Special Council Meetings
October 28th Ordinance 6948 2025-2026 Biennial Budget Study Session
Ordinance 6956: 2025-2030 Capital Facilities Plan
Ordinance 6947: 2025 Property Tax Levy
November 4th Public Hearing #lfor Ord 69482025-2026 Biennial Budget Council Meeting
Public Hearing for Ord 69472025 Property Tax
November 18th Public Hearing #2for Ord. 69482025-2026 Biennial Budget Council Meeting
Adopt Ordinance 6948: 2025-2026 Biennial Budget
Adopt Ordinance 6956: 2025-2030 Capital Facilities Plan
Adopt Ordinance 6947: 2025 Property Tax Levy
Page 578 of 714
2025-2026 General Fund Expenditures
2025 Expenditures - $109.1 million
2024 Expenditures - $114.0 million
2025-2026 Proposed Budget 2025-2026 Proposed Budget
byExpenditure Type Mayor/Council
p Yp `Administration
Non-Departmental 2%_
1%
5.Operating Transfers-Out 5% _ / Human Resources
9.Internal Service Allocations 1% StreetsII-
13% / 5% __Finance 6%
�
7.Debt Service Principal
1% ` -- ::tYveIoPment
NN1.Salaries&Wages
7%
Public WorksIpPIPP"- \---4641/111
5% SCORE
4.Services&Charges---- /
'2.Personnel Benefits 1%
2% 17%
r Page 579 of 714
Summaryof N Programs
2025 2026
Other General General Other Summary - Page 241
Title FTEs Fund Funds Fund Funds
Human Services Vehicle $ 44,000 $ 15,000 18 new requests with ongoing
Increased Human Services Funding 100,000 General Fund impacts
Facility Master Plan Debt Service 1,200,000 1,000,000 1,200,000 1,000,000
Photo Enforcement Expansion and Officer Funding 10.0 1,005,390 - (16,930) 10 new commissioned FTEs
Enhance Existing Photo Enforcement Program (705,000) 705,000 (705,000) 705,000
ERR Operational Increases 89,500 38,400 91,600 39,300 Amounts shown are net of
Annual Capital Facility Replacements 195,000 55,000 195,000 55,000
SCORE Operating Costs 200,000 200,000 revenue and/or expenditure
ValleyComOperatingCosts 150,000 230,000 savings in other areas
Civil Service Background Investigator 50,000 50,000
Unaffiliated Compensation Study 250,000 500,000
KCDC Servi ces 402,200 687,050
WCIA Premium Increase 570,019 247,989 1,108,614 435,265
Citywide Strategic Plan 125,000
City Administrator(reclass) 50,000 50,000
Police Hiring Bonus 140,000 140,000
Park Security 60,000 60,000
Airport Operations 47,250 21,950
Airport Equipment 97,890 7,140
John Deere Mower Cemetery 37,250
Cemetery Operational Increases (35,100) (62,700)
Storm Pond and Ditching Debris Disposal 100,000
TOTAL $3,926,109 $2,293,679 $3,822,264 $2,184,025
Page 580 of 71
2025 - 2026 Revenue
Property Tax (ordinance 6947)
1% increase on prior year levy amount (approx. $247k/year)
Amount for new construction (approx. $144k/ year) 2025-2026 General Fund Sources
Newly annexed (approx. $350k/year)* a2 her
Fines and Penalties
Sales Tax 3�°
Charges for Services
2025: Assumed recession, holding collections even between 1°%° Property Tax
2024 and 2025 Intergovernmental 24%
6%
2026: Modest recovery over 2025 (1%)
Licenses and Permits
its
3°/0
Utility Taxes Other Taxes
Internal Utilities: 4-6% increases each year 2%
External Utilities: 1.8% - 5% increase, average Sales and Use Tax
Business and Utility Tax 25%
25%
B&0 Tax
Mow
Baseline budget approximately $10 million/year
rage Do I or i 14
Property
The City is limited to 1% growth (OR Implicit Price Deflator) + New Construction
For every $1.00 paid in property tax by Auburn property owners, $0. 12 comes to the City of
Auburn (2024)
1?c 11;
.39;t ;'1 c City o4 King lc 16c
Ay75iiri &:-;. D5-rK- dte Auburn COr1 ly ST All 41her
Ai ii JJ
- - -- f .1 :-bI) .1 _, .r ,1 ,`r- } ,Y :t'1..r,LI.#110 A
•
1 ' I•�!'l�R". "!'::: " rf 7 yR T t 1
1
1� �G ... f
,....e.3, ...,.....
f #
' 14
. [k.,, ,
:iiL11180916G
/, ifi...' 32:4-,,Z.nif.641111.1, em& • .4 ,wanov_kts:s7 p-Eli 2 (I )) ' I
h mac= _
, I
J
vage CZSL or t 14
Property 2025 Estimated L
Ordinance 6947
Regular Property Tax Ordinance establishing total levy amount (requires a public hearing)
Must be adopted prior to November 30th for 2025 collections
Factors effecting tax rate:
Assessed Valuation preliminary increase = 5.75% to $18.9 billion + $96.9 million in New Construction
1% levy increase ($247,930) over 2024 2024 Levy $ 24,793,048
Annexation ($364,006) Add: 1% $ 247,930
Add: Newly Annexed Areas $ 364,006
2025 Levy $ 25,404,985
Add: Estimated Refunds $ 41,830
Add: New Construction $ 135,465
2025 Total Collection $ 25,582,279
Levy Rate would decrease from $1.39695 to $1.33433 per $1,000 of AV
Page 583 of 714
Capital Plan
Ordinance 6956
6-year Capital Facilities Plan begins on Page 267 of Preliminary Budget
$77.0 million (2025 and 2026) incorporated into each respective Fund in 2025-2026
Biennial Budget
2025 2026 2027-2030 Total
Transportation $ 16,072,789 $ 8,840,400 $ 55,594,144 $ 80,507,333
Parks and Recreation 1,845,000 680,000 19,545,000 22,070,000
General Municipal and Community Improvements 10,480,100 13,949,700 24,545,900 48,975,700
Water 5,012,810 4,927,810 45,701,680 55,642,300
Sewer 5,543,300 2,826,000 16,839,800 25,209,100
Storm 2,882,012 2,947,461 6,657,347 12,486,820
Other Non-Governmental 405,304 629,844 8,163,376 9,198,524
Total $ 42,241,315 $ 34,801,215 $177,047,247 $254,089,777
Page 584 of 714
Capital Plan
Non-Governmental (33%)
Capital Projects $25.2 million over the biennium
Includes water, sewer, storm, airport, and
Nan cemetery projects
Gave rnmental Governmental
33% 35% Transportation (32%)
$24.9 million over the biennium
Capacity, non-capacity, and preservation
General Capital Improvements (35%)
Transportation
32% $26.9 million over biennium
Park development, debt service, Theater,
Downtown Plaza and Alleyway, Facility Master
Plan
Pr- Page 585 of 714
9
Capital Plan - Funding
.1% Sales Tax levy (TBD Fund)
Governmental Capital Funding • $4.3 million is programed over biennium
Grants 2.5% City Utility Tax + 1% Other Utilities
12%
REET • Generates $3.5 million and $3.3 million, respectively,
4% over biennium
• Included in "Fund Balance"
Bond Proceeds
41% , Fund Balance Impact Fees (Mitigation Fund)
12%
• $8.3 million programmed over biennium
REET (REET Fund)
Photo Enforcement
3% $2 million programmed over biennium
.1%Sales Tax • Includes debt service payments
8%
Utility Tax_ aTBD
Transferin(Utilities) NEW: Photo Enforcement Program
2% 1%
Developer Fees Other Agencies-Impact Fees • $1.4 million over biennium
0% 1% 16%
• Dedicated to street safety programs
Page 586 of 714
General Fund 2025-2026 Biennial Budget Overview
Average expenditure increase of 5% over biennium (compared to 2024) General Fund 2025 2026
Salaries and Benefits account for 56% of the General Fund Estimated Beginning Fund Balance $ 38,910,092 $ 33,158,530
expenditures and those increased 11.5% over the biennium Baseline Revenue 102,641,310 103,912,916
New Revenue 755,000 3,037,991
Average revenue increase of 1% over biennium (compared to 2024) Total Revenue 103,396,310 106,950,907
Property Tax increase: 1% increase ($747,000/year)
Utility Tax increase: 4-6% ($760,000/year) Baseline Expenditures 103,761,763 106,454,230
B&O Tax: remain the same ($10.0 million/year) New Expenditures 5,386,109 7,569,255
Sales Tax: remain the same ($26.5 million/year) Total Expenditures 109,147,872 114,023,485
General Fund Balance: $26 million at the end of 2026 (policy minimum Estimated Ending Fund Balance $ 33,158,530 $ 26,085,952
$9.1 million)
Page 587 of 714
Next Steps
Date Description Meeting Type
November 4th Public Hearing#lfor Ord 69482025-2026 Biennial Budget Council Meeting
Public Hearing for Ord 69472025 Property Tax
November 18th Public Hearing#2for Ord.69482025-2026 Biennial Budget Council Meeting
Adopt Ordinance 6948:2025-2026 Biennial Budget
Adopt Ordinance 6956:2025-2030 Capital Facilities Plan
Adopt Ordinance 6947:2025 Property Tax Levy
Page 588 of 714
CITY OF J *
A No AGENDA BILL APPROVAL FORM
WASHINGTON
Agenda Subject: Date:
Ordinance No. 6956 (Thomas) (5 Minutes) October 22, 2024
Department: Attachments: Budget Impact:
Finance Ordinance No.6956 2025-2030 Capital Facilities Current Budget: $0
Plan Proposed Revision: $0
Revised Budget: $0
Administrative Recommendation:
For discussion only.
Background for Motion:
Background Summary:
The Capital Facilities Plan (CFP) is an integral component of both the City's Biennial Budget
and its Comprehensive Plan. This CFP spans the six-year period 2025 through 2030, and
includes a plan "that will finance...capital facilities within projected funding capacities and
clearly identifies sources of public money for such purposes," in accordance with RCW
36.70A.070. The first two years of the CFP are incorporated into the 2025-2026 Biennial
Budget, adopted via a separate Ordinance. The CFP is also incorporated by reference in its
entirety into the Comprehensive Plan, which is also adopted via a separate Ordinance. The
following table summarizes the expenditures projected in the 2025-2030 Capital Facilities Plan:
Rlyrc Errananrte a 03M01111015 6 L[ng TaM% LMWCUMa TE[cl
ETPEFEITURES New d Wey Argaekan d Mr.dan Con,IRaaan Oeb1 Epmdiluree Erpendheeo-
Tranaparaaaa PRjetLs S 3.957,100 $ 1Eld.100 i - i 13E.c.1 i 52 012 5a9 $ 1E5999 ;11,7324(6 S 92,131333
Water Pm t a,a 1d,044 • 4 RAMO - 24 1E3 250 - 22,6FcI DX 56,5423 01
Samar Prgarls 5.72h,A00 14,000 - - 194735a0 - - 25,209101
Srom OIen5Oe Pr01e[19 3.102.005 - - - 3324 215 - - 12.4135
Pam and ReueahmPFajetla 2.250.900 • maim - 10245 000 - 14.205 000 2J,400004
clene i+Mmcpel PIyeua
and Comment,.tiyvremenle 6,904,044 22p0.000 - 315.103 CU0 4 195.700 - 4131116.704
Cnhar PrapneluryFu-d Prapcls 1,0A0,9C0 - - 2291500 55106.1 7,515136 11,41969}
Ida!Caplel EeperdI ra■ 532,36E,105 1G0,000 f 7574,050 f 135000 f 1521711164 f fi405012 SB1,B53542 S20,264913
This Ordinance adopts the 2025-2030 Capital Facilities Plan in its entirety as a planning
document, pursuant to the requirements of the Growth Management Act.
Reviewed by Council Committees:
Councilmember: Kate Baldwin Staff: Jamie Thomas
Meeting Date: October 28, 2024 Item Number:
Page 589 of 714
Page 590 of 714
ORDINANCE NO. 6956
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, ADOPTING THE 2025-2030
CAPITAL FACILITIES PLAN FOR THE CITY OF AUBURN,
WASHINGTON
WHEREAS, pursuant to RCW 36.70A.040, the City of Auburn is required to
produce and periodically review a comprehensive plan under the State Growth
Management Act (RCW 36.70A); and
WHEREAS RCW 36.70A.070 requires that cities establish within their
comprehensive plan, a capital facilities element, including a six-year minimum
financing plan "that will finance...capital facilities within projected funding capacities
and clearly identifies sources of public money for such purposes;" and
WHEREAS RCW 36.70A.120 states "Each county and city that is required or
chooses to plan under RCW 36.70A.040 shall perform its activities and make capital
budget decisions in conformity with its comprehensive plan;" and
WHEREAS RCW 36.70A.130 allows for "The amendment of the capital
facilities element of a comprehensive plan that occurs concurrently with the adoption
or amendment of a county or city budget;" and
WHEREAS, as set forth in the Capital Facilities Element of the
Comprehensive Plan, users shall reference "the most recently adopted version" of
the City of Auburn Capital Facilities Plan; and
WHEREAS the City prepares the six-year Capital Facilities Plan to coincide
with the adoption of the biennial budget, having incorporated the first two years of
the Capital Facilities Plan into the biennial budget, as presented to Council and the
public during workshops on September 9, September 12 and September 13, 2024,
Ordinance No. 6956
October 28, 2024
Page 1 of 5
Page 591 of 714
and in study session on October 28th, 2024, and in public hearings November 4 and
November 18, 2024; and
WHEREAS the City Council finds that the 2025-2030 Capital Facilities Plan
meets the criteria set forth in the Auburn City Code and all other applicable legal
criteria, including those of the Growth Management Act.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON, DO ORDAIN AS FOLLOWS:
Section 1. Adoption of the Capital Facilities Plan. Pursuant to RCW
36.70A.070, the Capital Facilities Element of the City of Auburn Comprehensive Plan
is hereby amended by the adoption of the revised and updated six-year 2025-2030
Capital Facilities Plan for the City of Auburn, attached hereto as Exhibit A and
incorporated herein by this reference as if set forth in full.
Section 2. Implementation. The Mayor is hereby authorized to implement
such administrative procedures as may be necessary to carry out the directions of
this legislation.
Section 3. Severability. The provisions of this ordinance are declared to
be separate and severable. The invalidity of any clause, sentence, paragraph,
subdivision, section or portion of this ordinance, or the invalidity of the application
thereof to any person or circumstance shall not affect the validity of the remainder of
this ordinance, or the validity of its application to other persons or circumstances.
Section 4. Effective Date. This Ordinance shall take effect and be in force
five (5) days from and after its passage, approval and publication as provided by law.
Ordinance No. 6956
October 28, 2024
Page 2 of 5
Page 592 of 714
INTRODUCED:
PASSED:
APPROVED:
NANCY BACKUS, MAYOR
ATTEST:
Shawn Campbell, MMC, City Clerk
APPROVED AS TO FORM:
Jason Whalen, City Attorney
PUBLISHED:
Ordinance No. 6956
October 28, 2024
Page 3 of 5
Page593of714
Exhibit A
CAPITAL PROJECTS SUMMARY
12025
FUNDING SOURCES-2025 Fund Federal State Local Other Unsecured Total Sources
Balance Sources Sources Sources REET Sources Sources By Fund
Transportation Projects $ 4,190,000 $ 3,615,689 $ - $ - $ 650,000 $ 7,617,100 $ 373,000 $16,445,789
Water Projects 5,012,810 - - - - - - 5,012,810
Sewer Projects 5,543,300 - - - - - - 5,543,300
Storm Drainage Projects 2,882,012 - - - - - - 2,882,012
Parks and Recreation Projects 50,000 - 250,000 950,000 30,000 565,000 705,000 2,550,000
General Muncipal Projects
and Community Improvements - 80,000 - - (249,900) 10,650,000 - 10,480,100
Other Proprietary Fund Projects 405,304 - - - - - 1,021,136 1,426,440
Total Funding by Source $18,083,426 $ 3,695,689 $ 250,000 $ 950,000 $ 430,100 $18,832,100 $ 2,099,136 $44,340,451
Environmental
Right & Demolition& Long Term Unsecured Total
EXPENDITURES-2025 Design of Way Acquisition Monitoring Construction Debt Expenditures Expenditures
Transportation Projects $ 1,717,000 $ 1,281,000 $ - $ 75,000 $12,795,689 $ 204,100 $ 373,000 $16,445,789
Water Projects 260,000 - 934,810 - 3,818,000 - - 5,012,810
Sewer Projects 671,000 - - - 4,872,300 - - 5,543,300
Storm Drainage Projects 1,422,712 - - - 1,459,300 - - 2,882,012
Parks and Recreation Projects 250,000 - 700,000 - 895,000 - 705,000 2,550,000
General Municipal Projects
and Community Improvements 3,280,000 - 2,200,000 - 4,295,000 705,100 - 10,480,100
Other Proprietary Fund Projects 138,460 - - - 175,000 91,844 1,021,136 1,426,440
Total Capital Expenditures $ 7,739,172 $ 1,281,000 $ 3,834,810 $ 75,000 $28,310,289 $ 1,001,044 $ 2,099,136 $44,340,451
12026
FUNDING SOURCES-2026 Fund Federal State Local Other Unsecured Total Sources
Balance Sources Sources Sources REET Sources Sources By Fund
Transportation Projects $ 3,370,000 $ 865,000 $ - $ - $ - $ 4,605,400 $ 1,251,000 $10,091,400
Water Projects 4,927,810 - - - - - - 4,927,810
Sewer Projects 2,826,000 - - - - - - 2,826,000
Storm Drainage Projects 2,947,461 - - - - - - 2,947,461
Parks and Recreation Projects 50,000 - - - 30,000 600,000 4,625,000 5,305,000
General Muncipal Projects
and Community Improvements - 420,000 - - 1,539,700 11,990,000 - 13,949,700
Other Proprietary Fund Projects 629,844 - - - - - 1,200,000 1,829,844
Total Funding by Source $14,751,115 $ 1,285,000 $ - $ - $ 1,569,700 $17,195,400 $ 7,076,000 $41,877,215
Environmental
Right & Demolition& Long Term Unsecured Total
EXPENDITURES-2026 Design of Way Acquisition Monitoring Construction Debt Expenditures Expenditures
Transportation Projects $ 1,905,000 $ 355,000 $ - $ 20,000 $ 6,236,000 $ 324,400 $ 1,251,000 $10,091,400
Water Projects 225,000 - 934,810 - 3,768,000 - - 4,927,810
Sewer Projects 265,400 - - - 2,560,600 - - 2,826,000
Storm Drainage Projects 242,337 - - - 2,705,124 - - 2,947,461
Parks and Recreation Projects 200,000 - - - 480,000 - 4,625,000 5,305,000
General Municipal Projects
and Community Improvements 1,940,000 - - - 11,310,000 699,700 - 13,949,700
Other Proprietary Fund Projects 185,000 - - - 353,000 91,844 1,200,000 1,829,844
Total Capital Expenditures $ 4,962,737 $ 355,000 $ 934,810 $ 20,000 $27,412,724 $ 1,115,944 $ 7,076,000 $41,877,215
Ordinance No. 6956
October 28, 2024
Page 4 of 5
Page 594 of 714
Exhibit A
12027 I
Environmental
Right & Demolition& Long Term Unsecured Total
EXPENDITURES-2027 Design of Way Acquisition Monitoring Construction Debt Expenditures Expenditures
Transportation Projects $ 950,000 $ - $ - $ 20,000 $17,338,000 $ 323,567 $11,047,406 $29,678,973
Water Projects 740,000 - 934,810 - 2,570,000 - 6,909,000 11,153,810
Sewer Protects 987,100 4,000 - - 1,423,900 - - 2,415,000
Storm Drainage Projects 486,429 - - - 914,447 - - 1,400,876
Parks and Recreation Projects 750,000 - - - 5,780,000 - 2,500,000 9,030,000
General Municipal Projects
and Community Improvements 525,000 - - - 10,540,000 698,200 - 11,763,200
Other Propnetary Fund Projects 35,000 - - - 211,000 91,844 - 337,844
Total Capital Expenditures $ 4,473,529 $ 4,000 $ 934,810 $ 20,000 $38,777,347 $ 1,113,611 $20,456,406 $65,779,703
12028 I
Environmental
Right & Demolition& Long Term Unsecured Total
EXPENDITURES-2028 Design of Way Acquisition Monitonng Construction Debt Expenditures Expenditures
Transportation Projects $ 1,050,000 $ - $ - $ 20,000 $ 5,136,000 $ 322,873 $ 1,687,000 $ 8,215,873
Water Projects 915,000 - 934,810 - 3,625,000 - 11,641,000 17,115,810
Sewer Projects 2,103,200 10,000 - - 2,737,600 - - 4,850,800
Storm Drainage Projects 256,486 - - - 1,610,732 - - 1,867,218
Parks and Recreation Projects 150,000 - - - 780,000 - 125,000 1,055,000
General Municipal Projects
and Community Improvements 805,000 - - - 4,795,000 702,800 - 6,302,800
Other Proprietary Fund Projects 80,000 - - - 170,000 91,844 1,000,000 1,341,844
Total Capital Expenditures $ 5,359,686 $ 10,000 $ 934,810 $ 20,000 $18,854,332 $ 1,117,517 $14,453,000 $40,749,345
12029 1
Environmental
Right & Demolition& Long Term Unsecured Total
EXPENDITURES-2029 Design of Way Acquisition Monitonng Construction Debt Expenditures Expenditures
Transportation Projects $ 1,235,000 $ - $ - $ - $ 5,371,000 $ 241,795 $ 1,687,000 $ 8,534,795
Water Projects 400,000 - 934,810 - 5,107,000 - 3,950,000 10,391,810
Sewer Projects 585,000 - - - 1,860,900 - - 2,445,900
Storm Drainage Projects 484,143 - - - 970,745 - - 1,454,888
Parks and Recreation Projects 750,000 - - - 1,680,000 - 5,125,000 7,555,000
General Municipal Projects
and Community Improvements 225,000 - - - 3,925,000 695,700 - 4,845,700
Other Propnetary Fund Projects 100,000 - - - 135,000 91,844 465,000 791,844
Total Capital Expenditures $ 3,779,143 $ - $ 934,810 $ - $19,049,645 $ 1,029,339 $11,227,000 $36,019,937
12030 I
Environmental
Right & Demolition& Long Term Unsecured Total
EXPENDITURES-2030 Design of Way Acquisition Monitoring Construction Debt Expenditures Expenditures
Transportation Projects $ 2,100,000 $ - $ - $ - $ 5,136,000 $ 241,503 $ 1,687,000 $ 9,164,503
Water Projects 1,775,000 - - - 5,265,250 - - 7,040,250
Sewer Projects 1,109,900 - - - 6,018,200 - - 7,128,100
Storm Drainage Projects 271,498 - - - 1,662,867 - - 1,934,365
Parks and Recreation Projects 150,000 - - - 630,000 - 1,125,000 1,905,000
General Municipal Projects
and Community Improvements 125,000 - - - 815,000 694,200 - 1,634,200
Other Proprietary Fund Projects 522,500 - - - 1,247,500 91,844 3,830,000 5,691,844
Total Capital Expenditures $ 6,053,898 $ - $ - $ - $20,774,817 $ 1,027,547 $ 6,642,000 $34,498,262
Ordinance No. 6956
October 28, 2024
Page 5 of 5
Page595of714
CITY OF
AUBURNI AGENDA BILL APPROVAL FORM
WAII
SHNGTON
Agenda Subject: Date:
Ordinance No. 6957 (Krum) (20 Minutes) October 21, 2024
Department: Attachments: Budget Impact:
Community Development Ordinance No.6957 Presentation Current Budget: $0
Draft Ordinance No.6957 Proposed Revision: $0
Draft Ordinance No.6957-EthibitA Revised Budget: $0
Administrative Recommendation:
For discussion only.
Background for Motion:
Background Summary:
On April 10th, 2023, the State legislature adopted Senate Bill 5290. This bill updated portions
of RCW 36.70B. Since the House Bill amends RCW 36.70B, which serves as the regulatory
basis of Title 14 "project review". The City is proposing to amend Title 14 "Project Review"
and Chapter 17.01 of Title 17 "Land Adjustments and Divisions" and Chapters 18.59 (the
"Marijuana" chapter), and 18.76 (the "Lakeland Hills South PUD" chapter) of Title 18 "Zoning",
for local project review regulations to be consistent. Updates and amendments are intended
to consolidate, streamline and further improve local permit review processes for improved
outcomes for applicants, customers, planners, builders and designers. Amendments went
into effect in the summer of 2023, except for new permit time period requirements which will
go into effect on January 1, 2025.
Schedule Ordinance No. 6957, project review related text amendments for action by City
Council on November 4, 2024.
Reviewed by Council Committees:
Councilmember: Tracy Taylor Staff: Jason Krum
Meeting Date: October 28, 2024 Item Number:
Page 596 of 714
CITY COUNCIL
AUBURN
ORDINANCE NO . 6957 VALUES
SB 5290 CODE UPDATES
SERVICE
PRESENTED BY DEPARTMENT OF ENVIRONMENT
COMMUNITY DEVELOPMENT ECONOMY
ALEXAN D R IA D . TEAG U E
CHARACTER
JASON KRUM
SUSTAINABILITY
OCTOBER 28 , 2024 WELLNESS
CELEBRATION
Department of Community Development
Planning • Building • Development Engineering • Permit Center
Economic Development • Code Enforcemerµ#age 597 of 714
WASHINGTON STATE SB 5290
SB 5290 passed by State legislature 2023
• Key provisions become effective January 1, 2025
Amends RCW 36. 70B Local Project Review
City currently applies requirements of this RCW
through Auburn Municipal Code Title 14 Project
Review
SERVICE • ENVIRONMENT • ECONOMY • CHARACTERag6698/QNABILITY • WELLNESS • CELEBRATION
CITY REQUIREMENTS UNDER SB 5290
Modifies timelines for specific permit decisions
Penalties for exceeding timelines
Permit Fee Refunds
Additional project review measures
Tracking and reporting ( Department of Commerce)
• Streamline review process: Site Plan Review
SERVICE • ENVIRONMENT • ECONOMY • CHARACTERag6159SAM81LITY • WELLNESS • CELEBRATION
AUBURN PERMIT TYPES
ACC 14 . 03 Types of Permits
Type I - Administrative , not subject to SEPA
Environmental Review
Type II - Administrative , subject to SEPA Environmental
Review
Type III - Quasi judicial decisions made by the Hearing
Examiner (w/ staff recommendation )
SERVICE • ENVIRONMENT • ECONOMY • CHARACTERag660IDAM81LITY • WELLNESS • CELEBRATION
CITY REQUIREMENTS UNDER SB 5290
AUBURN PERMIT REVIEW TIMELINES
Currently 120 days for most projects
• Type I : 6 r
• Type II : soa 7 1 1
Type III : iii 170-days 1
SERVICE • ENVIRONMENT • ECONOMY • CHARACTERagSIS9T/QfNIABILITY • WELLNESS • CELEBRATION
CITY REQUIREMENTS UNDER SB 5290
ADDITIONAL PROJECT REVIEW MEASURES
Additional project review measures encouraged
Ten measures identified in RCW 36. 70B. 160 (a)-(j)
Offering expedited review
ILA to share permitting staff/resources
On-call permitting assistance budgeted
New additional positions budgeted
Post-review meetings with applicants
• Jurisdictions not meeting timelines > 50%
Additional project review measures mandatory
SERVICE • ENVIRONMENT • ECONOMY • CHARACTERag660/MIN81LITY • WELLNESS • CELEBRATION
PROPOSED CODE UPDATES
Proposed additional project review measures
RCW 36.70B. 160 (a)-(j)
(g) Adopt regulations for optional pre-application meetings
rather than required
(h) Adopt regulations allowing permitted housing type uses
in all zones the housing type is permitted
(j) Offer post review meetings with applicant
SERVICE • ENVIRONMENT • ECONOMY • CHARACTERag6608AM81LITY • WELLNESS • CELEBRATION
PROPOSED CODE UPDATES
TITLE 14
Title 14 Changes
Minor revisions to punctuation and grammar correction
Update definitions and language to be consistent with SB
5290
Updates to reflect current permit types and permitting
process
• Updates to reflect optional pre-application process
SERVICE • ENVIRONMENT • ECONOMY • CHARACTERag6604AM81LITY • WELLNESS • CELEBRATION
PROPOSED CODE UPDATES
TITLE 14
Title 14 Changes
Updates to include adoption of recommended additional
project review measures
Added new language for timeline suspension when
Hearing Examiner is considering decision
Added exceptions to clarify which timelines apply to
grading and facility extension projects
Relocated text related to weekends and holidays
SERVICE • ENVIRONMENT • ECONOMY • CHARACTERag6605AM81LITY • WELLNESS • CELEBRATION
PROPOSED CODE UPDATES
TITLE 17 AND TITLE 18
• Title 17 and Title 18
Revised to reflect optional pre-application process
SERVICE • ENVIRONMENT • ECONOMY • CHARACTERag660SAM81LITY • WELLNESS • CELEBRATION
AUBURN
VALUES
QUESTIONS?
SERVICE
ENVIRONMENT
ECONOMY
CHARACTER
SUSTAINABILITY
WELLNESS
CELEBRATION
Department of Community Development
Planning • Building • Development Engineering • Permit Center
Economic Development • Community Services • Code o bPri4
ORDINANCE NO. 6957
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, RELATING TO PROJECT
REVIEW, AND AMENDING CHAPTERS 14.01, 14.02, 14.03,
14.04, 14.05, 14.06, 14.07, 14.11, 14.13, 14.14, 14.18, 17.01,
18.59, AND 18.76, AND REPEALING CHAPTER 14.15 OF
THE AUBURN CITY CODE
WHEREAS, Chapter 36.70B RCW "Local Project Review" was established in
1995 following the passage of the Growth Management Act; and
WHEREAS, Auburn City Code Title 14 "Project Review" was established by
Ordinance 4835 in 1996 to comply with the requirements of Chapter 36.70B RCW
"Local Project Review"; and
WHEREAS, Auburn City Code Title 14 "Project Review" was established by
Ordinance 4835 in 1996 to comply with the requirements of Chapter 36.70B RCW
"Local Project Review"; and
WHEREAS, Senate Bill (SB) 5290 was passed by Washington State Legislation
on April 20, 2023, signed into law by the Washington State Governor on May 8, 2023,
and became effective July 23, 2023; and
WHEREAS, SB 5290 amends RCW 36.70B.140, 36.70B.020, 36.70B.070,
36.706.080, and 36.70B.160; reenacts and amends RCW 36.70B.110; and adds new
sections to Chapter 36.70B RCW; and
WHEREAS, to remain in compliance Chapter 36.70B RCW following the changes
enacted by SB 5290, the City must revise Auburn City Code Title 14 "Project Review";
and
Ordinance No. 6957
October 17, 2024
Page 1 of 3 v.
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WHEREAS, City staff have prepared draft revisions to Title 14 to update City code
to meet the new requirements established by SB 5290 and additional revisions of Titles
17 ("Land Adjustments and Divisions") and 18 ("Zoning") have been prepared to meet,
optional, provisions of SB 5290; and
WHEREAS, Titles 14, 17, and 18 draft revisions were heard before Planning
Commission at a public meeting and public hearing on October 8, 2024, and Planning
Commission deliberated and approved a motion to bring forward the proposed code
changes as a recommendation for adoption by City Council;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON, DO ORDAIN as follows:
Section 1. Amendment to City Code. Chapters 14.01, 14.02, 14.03, 14.04,
14.05, 14.06, 14.07, 14.11, 14.13, 14.14, 14.18, 17.01, 18.59, and 18.76 of the Auburn
City Code are amended to read as shown in Exhibit A.
Section 2. Repealing City Code. Chapter 14.15 of the Auburn City Code is
repealed.
Section 3. Implementation. The Mayor is authorized to implement those
administrative procedures necessary to carry out the directives of this legislation.
Section 4. 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 of it to any person
or circumstance, will not affect the validity of the remainder of this ordinance, or the validity
of its application to other persons or circumstances.
Ordinance No. 6957
October 17, 2024
Page 2 of 3 v.
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Section 5. Effective date. This Ordinance will take effect and be in force five
days from and after its passage, approval, and publication as provided by law, but no
earlier than January 1, 2025.
INTRODUCED:
PASSED:
APPROVED:
NANCY BACKUS, MAYOR
ATTEST: APPROVED AS TO FORM:
Shawn Campbell, MMC, City Clerk Jason Whalen, City Attorney
Published:
Ordinance No. 6957
October 17, 2024
Page 3 of 3 RI5vag126110of714
Title 14, Project Review Page 1 of 59
Title 14
PROJECT REVIEW
Chapters:
14.01 Purpose,-and Scope and General Provisions
14.02 Definitions
14.03 Types of Project Permit Decisions
14.04 Preapplication Conferences and Project Review Meetings
14.05 Applications
14.06 Notice of Determination of Completeness
14.07 Notice of Application
14.08 Project Review Determinations
14.09 Issuance of Single Report
14.10 Hearings
14.11 Notice of Final Decision
14.12 Optional Consolidated Project Permit Process
14.13 Administrative Appeals
14.14 Exclusions
15 Droj ct Review Time Periods
14.16 Immunity from Damage Claims
14.17 Judicial Review of Land Use Decisions Made by Local Jurisdictions
14.18 Water and Sewer Availability Certificates
14.20 Mobile Home Park Closure
14.21 Repealed
14.22 Comprehensive Plan
The Auburn City Code is current through Ordinance 6912, passed July 17,2023.
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Title 14, Project Review Page 2 of 59
Chapter 14.01
PURPOSE. AND SCOPE AND GENERAL PROVISIONS
Sections:
14.01.010 Purpose and scope.
14.01.010 Purpose and scope.
The purpose and scope of this title is to establish standard procedures for all project permit
decisions made by the city of Auburn.The intent of the procedures is to combine the
environmental review process, both procedural and substantive, with procedures for review of
project permit decisions and, except for the appeal of a determination of significance as
provided in RCW 43.21C.075, provide for consolidation of appeal processes for permit
decisions. The goals are to allow for informed public participation, reduce redundancy in the
application, permit review,and appeal processes,thereby minimizing delays and expense,and
implementing the city's goals as set forth in the comprehensive plan.
Any project permit application submitted on or after April 1, 1996, shall be processed as
provided in this title. If any requirements contained in this newly created Title 14 are in conflict
with provisions or requirements contained in other titles of the Auburn City Code, a request for
interpretation regarding applicability may be submitted to the director of the department which
has authority to administer the provision, code, regulation, plan, rule or manual. The
department director will provide a written response within 10 working days after receipt of the
request. (Ord.4835§ 1, 1996.)
For the purposes of Title 14. except when otherwise specified. all references to "days" herein
are references to calendar days. including Saturdays. Sundays and holidays.
The Auburn City Code is current through Ordinance 6912, passed July 17,2023.
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Title 14, Project Review Page 3 of 59
Chapter 14.02
DEFINITIONS
Sections:
14.02.001 Generally.
14.02.010 Administrative decision.
14.02.020 Closed record appeal.
14.02.030 Optional consolidated permit review.
14.02.040 Development regulations.
14.02.050 Legislative decision.
14.02.060 Open record hearing.
14.02.070 Project permit or project permit application.
14.02.080 Public meeting.
14.02.090 Quasi-judicial decision.
14.02.100 Record.
14.02.001 Generally.
Unless the context clearly requires otherwise, the definitions in this section apply throughout
this title and the Auburn City Code. (Ord.4835§ 1, 1996.)
14.02.010 Administrative decision.
An "administrative decision" is one which is made by one of the city's department heads or
designee. (Ord.4835§ 1, 1996.)
14.02.020 Closed record appeal.
"Closed record appeal" means an administrative appeal to the city council or any agency
thereof, as specified in applicable codes, of a decision or recommendation issued by the
hearing examiner following an open record hearing conducted by the hearing examiner on a
The Auburn City Code is current through Ordinance 6912, passed July 17,2023.
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Title 14, Project Review Page 4 of 59
project permit application.The appeal is on the record with no or limited new evidence or
information allowed to be submitted. Argument of the appeal is allowed from the record; this
may include comments from the record or questions regarding the record. (Ord. 6184§ 1,2008;
Ord.4835§ 1, 1996.)
14.02.030 Optional consolidated permit review.
"Optional consolidated permit review" means review and decision on two or more project
permits relating to a proposed project action, including a single application review and approval
process covering all of the project permits requested by an applicant for either all or part of a
project action. (Ord.4835§ 1, 1996.)
14.02.040 Development regulations.
"Development regulations" means the controls placed on development or land use activities by
the city, including, but not limited to, zoning ordinances, critical areas ordinances, shoreline
master programs, official controls, planned unit development ordinances (if permitted by city
code) and subdivision ordinances together with any amendments thereto.A development
regulation does not include a decision to approve a project permit application, as defined in
ACC 14.02.070, even though the decision may be expressed in a resolution or ordinance of the
city. (Ord. 6187§ 1,2008;Ord. 5991 § 1,2006; Ord.4835§ 1, 1996.)
14.02.050 Legislative decision.
A"legislative decision" is one which is an action which affects broad classes of people of the
whole city. These actions include adopting, amending, or revising comprehensive, community,
or neighborhood plans or other land use planning documents or the adoption of area wide
zoning ordinances or the adoption of a zoning amendment that is area wide in significance.
(Ord.4835§ 1, 1996.)
The Auburn City Code is current through Ordinance 6912, passed July 17,2023.
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Title 14, Project Review Page 5 of 59
14.02.060 Open record hearing.
"Open record hearing" means a hearing, conducted by a single hearing body or officer
authorized by the city to conduct such hearings, that creates the city's record through
testimony and submission of evidence and information under procedures prescribed by the
city by ordinance or resolution.An open record hearing may be held prior to a decision by the
city on a project permit, to be known as an "open record predecision hearing."An open record
hearing may be held on an appeal, to be known as an "open record appeal hearing," if no open
record predecision hearing has been held on the project permit. (Ord.4835§ 1, 1996.)
14.02.070 Project permit or project permit application.
"Project permit" or"project permit application" means any land use or environmental permit or
license required from the city for a project action, including but not limited to building permits,
subdivisions, planned unit developments, conditional uses, shoreline substantial development
permits, site plan review, permits or approvals required by critical area ordinances, site-specific
rezones which do not require a comprehensive plan amendment authorized by the
comprehensive plan or xib r o plan, but excluding the adoption or amendment of the
comprehensive plan, subarea plan, or development regulations except as otherwise specifically
included in this subsection. (Ord.4835§ 1, 1996.)
14.02.080 Public meeting.
"Public meeting" means an informal meeting, workshop, or other public gathering of people to
obtain comments from the public or other agencies on a proposed project permit prior to the
city's decision.A public meeting may include, but is not limited to, a scoping meeting on a draft
environmental impact statement. A public meeting does not include an open record hearing.
The proceedings at a public meeting may be recorded and a report or recommendation may be
included in the city's project permit application file. (Ord.4835§ 1, 1996.)
The Auburn City Code is current through Ordinance 6912, passed July 17,2023.
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14.02.090 Quasi-judicial decision.
A"quasi-judicial decision" is one where action is taken by the hearing examiner or city council
or any agency thereof, which determines the legal rights, duties, or privileges of specific parties
and which may be contested. (Ord. 6184§2,2008; Ord.4835§ 1, 1996.)
14.02.100 Record.
"Record" means everything submitted by the city, applicant, public or outside agencies,
including but not limited to all testimony, exhibits, studies, information, and maps accepted by
the hearing examiner at the open record hearing. (Ord.4835§ 1, 1996.)
The Auburn City Code is current through Ordinance 6912, passed July 17,2023.
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Title 14, Project Review Page 7 of 59
Chapter 14.03
TYPES OF PROJECT PERMIT DECISIONS
Sections:
14.03.001 Generally.
14.03.010 Type I decisions.
14.03.020 Type II decisions.
14.03.030 Type III decisions.
14.03.040 Type IV decisions.
14.03.050 Reserved.
14.03.060 Legislative nonproject decisions.
14.03.001 Generally.
Project permit decisions are classified into four types, based on whether a director, the hearing
examiner or the city council makes the decision and the process by which that decision is made.
(Ord. 6654§ 1,2017; Ord.6295 § 1,2010; Ord.4835§ 1, 1996.)
14.03.010 Type I decisions.
Type I decisions are administrative decisions made by the city which are not subject to
environmental review under the State Environmental Policy Act(SEPA) codified at Chapter
43.21 C RCW.Type I decisions include, but are not limited to, the following project applications:
A. Building permit;
B. Plumbing permit;
C. Mechanical permit;
D. Utility permit;
E. Special permit;
ER Excavation Construction permit;
The Auburn City Code is current through Ordinance 6912, passed July 17,2023.
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GF. Land clearing permit;
HG. Grading permit;
1H. Floodplain development permit;
}I. Public facility extension agreement;
#41. Right-of-way use permit;
UK. Boundary line adjustment or boundary line elimination;
ML. Home occupation permit;
MN. Temporary use permit(administrative);
NG. Administrative use permit;
OP. Short subdivision (plat);
PQ. Mobile home closure plans;
Q-R. Extensions or minor amendment to an approved master plan;
RS. Final plat. (Ord.6654§ 1,2017; Ord. 6385§ 1,2011; Ord. 6295§ 1, 2010; Ord. 5746§ 2,2003; Ord.4835
§ 1, 1996.)
14.03.020 Type II decisions.
Type II decisions are administrative decisions made by the city which include threshold
determinations under SEPA. are subject to environmental review and threshold
determination under the State Environmental Policy Act(SEPA) codified at Chapter 43.21 C RCW.
Type II decisions include, but are not limited to, the following project applications:
A. Building permit;
B. Grading permit;
C. Land clearing permit;
The Auburn City Code is current through Ordinance 6912, passed July 17,2023.
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Title 14, Project Review Page 9 of 59
D. Public facility extension agreement;
E. Administrative use permit;
F. Short subdivision (plat);
G. Floodplain development permit. (Ord. 6654§ 1,2017; Ord.6295§ 1,2010; Ord.4835§ 1, 1996.)
14.03.030 Type III decisions.
Type III decisions are quasi-judicial final decisions made by the hearing examiner following a
recommendation by staff. Type III decisions include, but are not limited to, the following project
applications:
A. Temporary use permit;
B. Substantial shoreline development permit;
C. Variance;
D. Special exceptions;
E. Special home occupation permit;
F. Preliminary plat;
G. Conditional use permit;
H. Surface mining permit;
I. Master plan:(Ord. 6654§ 1,2017; Ord. 6385§ 2,2011; Ord. 6295§ 1,2010; Ord.6184§3,2008; Ord.4835
§ 1, 1996.)
The Auburn City Code is current through Ordinance 6912, passed July 17,2023.
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14.03.040 Type IV decisions.
Type IV decisions are quasi-judicial decisions made by the city council following a
recommendation by the hearing examiner. Type IV decisions include, but are not limited to,the
following project applications:
Site-Specific Rezone, Category 1. (Ord. 6779§ 5,2020; Ord. 6654§ 1, 2017; Ord.6295 § 1,2010; Ord. 6184
§4,2008; Ord.4835§ 1, 1996.)
14.03.050 Reserved.
(Ord. 6654§ 1,2017; Ord.6295 § 1,2010; Ord. 6184§ 5,2008; Ord.4835§ 1, 1996.)
14.03.060 Legislative nonproject decisions.
Legislative nonproject decisions made by the city council under its authority to establish
policies and regulations are not classified as a "type" of project permit decision. Legislative
nonproject decisions include, but are not limited to, the following legislative actions:
A. Amendments to the text and map of the comprehensive plan or development regulations.
B. Amendments to the zoning map (rezones) on a city-wide or area-wide basis. (Ord. 6654§ 1,
2017; Ord. 6295§ 1,2010;Ord.4835§ 1, 1996.)
The Auburn City Code is current through Ordinance 6912, passed July 17,2023.
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Title 14, Project Review Page 11 of 59
Chapter 14.04
PREAPPLICATION CONFERENCES AND PROTECT REVIEW MEETINGS
Sections:
14.04.010 Availability.
14.04.010 Availability.
A. A preapplication conference is available and encouraged prior to project permit application
submittal. submitting an application for a project permit. Pre-application conferences are
op n l and pre not—aTeqi rement for an„ pro ect p t=t pe. Preapplication conferences
are optional, and are not a requirement for any project permit type. of permit application
submittal for any permit type. lord.: F 1, 1 Q 64
B. Project review meetings are available to applicants during the review process. The purpose
of the project review meeting is to assist the applicant in interpreting and addressing
outstanding City comments so that the project meets all City requirements and is approvable
by the City.
1. Project review meetings shall be scheduled within 14 days following the return of
comments from the second project permit review to the applicant.
2. If the responses to comments from the third submittal do not resolve outstanding
City comments for the submittal the City shall issue a decision of approval or denial of
the project permit application.
The Auburn City Code is current through Ordinance 6912, passed July 17,2023.
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Title 14, Project Review Page 12 of 59
Chapter 14.05
APPLICATIONS
Sections:
14.05.010 Designation.
14.05.020 Submittal requirements.
14.05.010 Designation.
Each applicant submitting a project permit to the city shall designate a single person or entity to
receive determinations and notices under this title. The applicant shall include the name,
current address, current email address, and current telephone number of the designated
person or entity. The applicant shall be responsible for immediately notifying the city of any
change of name, address, email address, or telephone number of the designated person or
entity. (Ord.4835§ 1, 1996.)
14.05.020 Submittal requirements.
A. The city shall specify submittal requirements, including, but not limited to, the type of
project permit application, detail required in application and —application submittal
processnumber of application copies. The city, at its sole discretion, may waive specific
submittal requirements which it determines to be unnecessary for review of an application.
Applicants may obtain application materials from the city.
B. The city may require additional material from applicants, including, but not limited to, maps,
studies or models when the city determines such materials) is needed to adequately assess the
proposed project.
C. Applicants seeking approval of permits must submit a complete permit application through
the application process defined by the city complete an implication form furnished by the city
The Auburn City Code is current through Ordinance 6912, passed July 17,2023.
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and comply with any requirements set forth in applicable city ordinances, adopted codes and
any refer -d design standards manuals. (Ord.4835§ 1, 1996.)
Chapter 14.06
NOTICE OF DETERMINATION OF COMPLETENESS
Sections:
14.06.010 Notice to applicant.
14.06.010 Notice to applicant.
A. Within 28 days after receiving accepting a project permit application, the city shall mail or
provide in person a written determination to the applicant or applicant's designee to such
person or entity designated in applicant implication to receive determination and notices that
the application is complete, or that it is incomplete and what is necessary to make the
application complete.
B. The city's determination shall identify other agencies with jurisdiction over the project
permit application, to the extent known by the city.
C. If the city does not provide a written determination within the 28-day period following the
city's receipt of the project permit application as provided in subsection A above, the
application shall be deemed to be complete.
D. When additional information has been provided by the applicant following a determination
of incompleteness the city shall notify the applicant or the applicant's designee within 14 days
whether the project permit application is complete or what additional information is necessary
to make the application complete. If additional information or studies is required to make the
application complete, within 14 days after an applicant has aibmitted the additional
information identified by the city as necessary the city:hall notify the applicant, or to such
The Auburn City Code is current through Ordinance 6912, passed July 17,2023.
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person or entity deAgnated in the applicant's project permit application, whether the
application is complete and if not, what additional information is needed.
E. If the city determines that the additional information submitted by the applicant is
insufficient, the city shall notify the applicant of the deficiencies and the procedures under
subsection D of this section shall apply as if a new request for information had been made.
F. An application is complete for purposes of this section when it meets the submittal
requirements established in the Auburn City Coder and the ordinances of the city. the project
permit application, and is sufficient for continued processing, even though additional
information might be required or project modifications might be undertaken subsequently. The
determination of completeness shall not preclude the city from requesting additional
information or studies either at the time of the notice of completeness or subsequently, if new
information is required to complete the review of the application or if substantial changes in
the permit application occur or are proposed.
G. An application will be considered withdrawn if the city does not receive the requested
necessary additional information within 60 days of notice(s)to the applicant, or to such person
or entity designated in the applicant's project permit application, that the application is not
complete, unless the city and applicant have agreed in writing to an extension of time. (Ord.4835
§ 1, 1996.)
The Auburn City Code is current through Ordinance 6912, passed July 17,2023.
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Title 14, Project Review Page 15 of 59
Chapter 14.07
NOTICE OF APPLICATION
Sections:
14.07.010 Notice to public and departments and agencies with jurisdiction.
14.07.020 Requirements.
14.07.030 Notice, when if open record predecision hearing required.
14.07.040 Methods of providing notice.
14.07.050 Integration of permit procedures with environmental review
procedures.
14.07.060 Exemptions.
14.07.070 Applicant deemed participant.
14.07.080 Administrative interpretation of city's code and/or development
regulations.
14.07.010 Notice to public and departments and agencies with
jurisdiction.
The city shall provide a notice of application to the public and the departments and agencies
with jurisdiction as provided in this chapter. (ord.4835§ 1, 1996.)
14.07.020 Requirements.
Within 14 days after issuance of a determination of completeness, the city shall provide notice
of the application which shall include the following:
A. The date of application, date of notice of completeness, and the date of notice of
application;
The Auburn City Code is current through Ordinance 6912, passed July 17,2023.
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B. A description of the proposed project action and a list of the project permits included in the
application and, if applicable, a list of any studies requested under Chapter 14.06 or 14.11 ACC;
C. Identification of other permits not included in the application to the extent known by the
city;
D. Identification of existing environmental documents that evaluate the proposed project, and,
if not otherwise stated on the document providing the notice of application, the location where
the application and any studies can be reviewed;
E. A statement of the public comment period, which shall be 15 days following the date of the
notice of application together with a statement of the right of any person to comment on the
application, receive notice of and participate in any hearings, request a copy of the decision
once made, and any appeal rights. The city may accept public comments at any time prior to
the closing of the record of an open record predecision hearing, if any, or, if no open record
predecision hearing is provided, prior to the decision on the project permit;
F. If applicable and scheduled at the time of the notice of application, the date, time, location
and type of hearing;
G. A statement of preliminary determination, if one has been made at the time of notice of
application, of those development regulations that will be used for project mitigation and of
consistency as provided in Chapter 14.08 ACC;
H. Any other information determined to be appropriate by the city. (Ord.4835 § 1, 1996.)
14.07.030 Notice, when if oven recorril predecision hearing required.
A notice of application shall not be required for project permits that are categorically exempt
under chapter 43.21 C RCW. unless an open record predecision hearing is required. If an open
record predecision hearing is required for the requested project permits, the notice of
application shall be provided at least 15 days prior to the open record hearing. (Ord.4835§ 1,
1996.)
The Auburn City Code is current through Ordinance 6912, passed July 17,2023.
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14.07.040 Methods of providing notice.
Unless otherwise required in the city's code, the city shall use at a minimum the following
methods to give notice of application to the public and agencies with jurisdiction:
A. Mailing notice to owners of real property within 300 feet of the project site.
B. Requiring the subject property posted in accordance with the applicable requirements of
Chapter 1.27 ACC (for site-specific applications).
C. Publishing in a newspaper of general circulation of the area.
D. Mailing notice of application with information included in this section to each person who
has requested such notice and paid any applicable fee as established by the city. (Ord. 5811 §2,
2003; Ord.4835§ 1, 1996.)
14.07.050 Integration of permit procedures with environmental
review procedures.
A. If the city has made a determination of significance under Chapter 43.21 C RCW concurrently
with the notice of application, the notice of application shall be combined with the
determination of significance and scoping notice. Nothing in this chapter prevents a
determination of significance and scoping notice from being issued prior to the notice of
application.
B. Except for a determination of significance, the city may not issue its threshold
determination, or issue a decision or a recommendation on a project permit, until the
expiration of the public comment period on the notice of application.
C. The city shall issue its threshold determination at least 15 days prior to the open record
predecision hearing if the city's threshold determination requires public notice under Chapter
43.21C RCW.
D. Any comments shall be as specific as possible. (Ord.4835§ 1, 1996.)
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14.07.060 Exemptions.
A notice of application shall not be required for project permits that are categorically exempt
under SEPA, unless a public comment period or open record predecision hearing is required.
(Ord.4835§ 1, 1996.)
14.07.070 Applicant deemed participant.
The applicant for a project permit is deemed to be a participant in any comment period, open
record hearing or closed record appeal. (Ord.4835§ 1, 1996.)
14.07.080 Administrative interpretation of city's code and/or
development regulations.
An administrative interpretation of the city's code and/or development regulations may be
obtained by submitting a written request to the director of the department which has authority
to administer the code and/or development regulations.The department director will provide a
written response within 10 working days after receipt of the request unless another time period
is agreed upon in writing between the parties. (Ord.4835§ 1, 1996.)
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Chapter 14.08
PROJECT REVIEW DETERMINATIONS
Sections:
14.08.010 Required elements.
14.08.020 Determination of consistency.
14.08.010 Required elements.
A. During project review, the city or any subsequent reviewing body shall determine whether
the following items are defined in the development regulations applicable to the proposed
project or, in the absence of applicable regulations, the city's adopted comprehensive plan.At a
minimum, such applicable regulations or plans shall be determinative of the:
1. Type of land use permitted at the site, including uses which may be allowed under
certain circumstances, such as planned unit developments (if permitted by the city code)
and conditional and special uses, if the criteria for their approval have been satisfied;
2. Density of residential development in urban growth areas; and
3. Availability and adequacy of public facilities identified in the comprehensive plan, if the
plan or development regulations provide for funding of these facilities as required by
Chapter 36.70A RCW.
B. During project review, the city or any subsequent reviewing body shall not re-examine
alternatives to or hear appeals on the items identified in subsection A of this section, except for
issues of code interpretation.
C. Nothing in this section limits the authority of the city to approve, condition, or deny a
project as provided in its development regulations under Chapter 36.70A RCW and in its
policies adopted under RCW 43.21 C.060. Project review shall be used to identify specific project
design and conditions relating to the character of development, such as the details of site plans,
curb cuts, drainage swales, transportation demand management, payment of impact fees or
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other measures to mitigate a proposal's probable adverse environmental impacts, if applicable.
(Ord. 6187§ 2,2008; Ord.5991 § 2,2006; Ord.4835§ 1, 1996.)
14.08.020 Determination of consistency.
A. A proposed project's consistency with the city's development regulations adopted under
Chapter 36.70A RCW, or, in the absence of applicable development regulations, the appropriate
elements of the comprehensive plan or subarea plan adopted under Chapter 36.70A RCW shall
be determined by consideration of:
1. The type of land use;
2. The level of development, such as units per acre or other measures of density;
3. Infrastructure, including public facilities and services needed to serve the development;
and
4. Character of the development, such as development standards.
B. In determining consistency, the determinations made pursuant to ACC 14.08.010(A) shall be
controlling.
C. For purposes of this section, the term "consistency" shall include all terms used in this
chapter and Chapter 36.70A RCW to refer to performance in accordance with this title and
Chapter 36.70A RCW, including but not limited to compliance, conformity, and consistency.
D. Nothing in this section requires documentation, dictates an agency's procedures for
considering consistency, or limits the city from asking more specific or related questions with
respect to any of the four main categories listed in ACC 14.08.020 (A). (Ord.4835§ 1, 1996.)
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Chapter 14.09
ISSUANCE OF SINGLE REPORT
Sections:
14.09.010 Consolidation.
14.09.010 Consolidation.
A single report shall be issued stating all the decisions made as of the date of the report on all
project permits included in the consolidated permit process that do not require an open record
predecision hearing and any recommendations on project permits that do require an open
record predecision hearing.The report shall state any mitigation required or proposed under
the city's development regulations or the city's authority under RCW 43.21 C.060. The report
may be the local permit. If a threshold determination other than a determination of significance
has not been issued previously by the city, the report shall include or append this
determination. (Ord.4835§ 1, 1996.)
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Chapter 14.10
HEARINGS
Sections:
14.10.010 Limitations.
14.10.020 Multijurisdictional hearings.
14.10.010 Limitations.
Except for the appeal of a determination of significance as provided in RCW 43.21 C.075, the city
provides no more than one open record hearing and one closed record appeal. (Ord.4835 § 1,
1996.)
14.10.020 Multijurisdictional hearings.
A. The city may combine any hearing on a project permit with any hearing that may be held by
another local, state, regional, federal, or other agency; provided, that the hearing is held within
the geographic boundary of the city. Hearings shall be combined if requested by an applicant,
as long as the joint hearing can be held within the time periods specified in Chapter 14.11 ACC
or the applicant agrees in writing to a different schedule in the event that additional time is
needed in order to combine the hearings.The city and all state agencies participating in a
combined hearing are authorized to issue joint hearing notices and develop a joint format,
select a mutually acceptable hearing body or officer, and take such other actions as may be
necessary to hold joint hearings consistent with each jurisdiction's respective statutory
obligations.
B. All state and local agencies shall cooperate to the fullest extent possible with the city in
holding a joint hearing if requested to do so, as long as:
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1. The agency is not expressly prohibited by statute from doing so;
2. Sufficient notice of the hearing is given to meet each of the agencies'adopted notice
requirements as set forth in statute, ordinance or rule; and
3. The agency has received the necessary information about the proposed project from
the applicant to hold its hearing at the same time as the city's hearing.
C. Any public meeting or required open record hearing may be combined with any public
meeting or open record hearing that may be held on the project by another local, state,
regional, federal, or other agency, in accordance with Chapters 14.11 and 14.07 ACC. (Ord.4835
§ 1, 1996.)
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Chapter 14.11
NOTICE OF FINAL DECISION
Sections:
14.11.010 Time limits.
14.11.020 Exceptions.
14.11.030 Late issuance of final decision.
14.11.040 Distribution.
14.11.050 Weekends and holidays.
14.11.010 Time limits.
A. Except as provided in ACC 14.11.020, the city shall issue a notice of final decision on a project
permit application within the following Type of project permit timelines 120 days after the
applicant is notified in writing that the application is complete as provided in Chapter 14.06
ACC.The time period for the issuance of a final decision shall be the longest of the project
permit application time periods of all associated permits for the project.
1.Type I decisions: 65 days.
2.Type II decisions: 100 days.
3.Type Ill decisions: 170 days.
B.The following periods of time are excluded in det9rmining th9 number of days which have
elapsed:The number of days shall be calculated by counting every calendar day and excluding
the following time periods:
1. Any period during which the applicant has been requested to correct plans, perform
required studies, or provide additional required information. The period is calculated from
(1)the date the city determines whether the additional information satisfies the request for
information nr(2) 1/1 elwc after the !'late the infnrmatin hac been provided If the
information :mi*te 1 h„the ^niican* inner this ccbcectivn is insufficient, the city shall
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notify the applicant of the deficiencies and the procedures described abovo shall apply as if
a new regf lest for studies h d been mado
2. Any period during which an EIS is being prepared following a determination of
significance pursuant to Chapter 43.21 C RCW.The city and applicant will agree in writing on
the time period for completion of an EIS.
3. Any period for administrative appeals of project permits, if an open record appeal
hearing or closed record appeal, or both, are allowed. The time period shall not exceed: (1)
90 days for an open record appeal hearing; and (2) 60 days for a closed record appeal. The
parties may agree in writing to extend the applicable time periods for appeal.
4. Any extension of time mutually agreed upon in writing by the applicant and city.
5. Anv period after an applicant informs the local government, in writing, that they would
like to temporarily suspend review of the project permit application until the time that the
applicant notifies the local government, in writing, that they would like to resume the
application. A local government may set conditions for the temporary suspension of a
permit application. (Ord. '1925 § 1, 1 )
6. For quasi-judicial decisions by the Hearing Examiner. any period of time after staff
recommendations have been provided to the Hearing Examiner until such time that the
Hearing Examiner issues a formal written decision.
C. The time periods for a local government to process a permit shall start over if an applicant
proposes a change in use that adds or removes commercial or residential elements from the
original application that would make the application fail to meet the determination of
procedural completeness for the new use, as required by the local government under RCW
36.70B.070.
D. If. at any time. an applicant informs the local government. in writing. that the applicant would
like to temporarily suspend the review of the project for more than 60 days. or if an applicant is
not responsive for more than 60 consecutive days after the county or city has notified the
applicant, in writing, that additional information is required to further process the application.
an additional 30 days may be added to the time periods for local government action to issue a
final decision for each type of project permit that is subject to this chapter.Anv written notice
from the local government to the applicant that additional information is required to further
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process the application must include a notice that nonresponsiveness for 60 consecutive days
may result in 30 days being added to the time for review. For the purposes of this subsection.
"nonresponsiveness" means that an applicant is not making demonstrable progress on
providing additional requested information to the local government, or that there is no ongoing
communication from the applicant to the local government on the applicant's ability or
willingness to provide the additional information.
14.11.020 Exceptions.
A. The time limits established above do not apply to the followingif a project application:
1.A—Proiect applications Rrequiringes an amendment to the comprehensive plan or a
development regulation;
2. B—Proiect applications&requiringe-s approval of a new fully contained community as
provided in RCW 36.70A.350, a master planned resort as provided in RCW 36.70A.360, or
the siting of an essential public facility as provided in RCW 36.70A.200; or
3. —Project applications that areas substantially revised by the applicant, in which case the
time period shall start from the date at which the revised project application is determined
complete under Chapter 14.06 ACC.; or—(Ord.4835§ 1, 1996.)
B. D. Requires approvalApprovals relating to the use of public areas or facilities. including the
extension of public utilities and road facilities under a facility extension agreement permit, are
subject to a Type III review deadline. —
C. Grading permit approvals that exclude the use or extension of public areas or facilities are
subject to a Type II review deadline.
14.11.030 Late issuance of final decision.
If the city is unable to issue the final decision within the prescribed time limits, the city shall
provide written notice of this fact to the applicant. The notice shall include a statement of the
reasons why the time limits have not been met and an estimated date for issuance of the notice
of decision. (Ord.4835§ 1, 1996.)
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14.11.040 Distribution.
The notice of decision shall be provided to the applicant and to any person who, prior to the
rendering of the decision, requested notice of the decision or submitted comments on the
application. The notice shall be provided as specified in ACC 14.07.040. It shall include a
statement of any threshold determination and procedures for administrative appeal, if
applicable. It may be a copy of the report or decision on the project permit application. (Ord.
4835 § 1, 1996.)
14.115.050 Weekends and holidays.
Regardless of whether any period is minimum or maximum. when any permit review. notice or
decision time limit of this title terminates upon a weekend or city holiday. such time limit shall
automatically be extended to the first weekday following the weekend or city holiday.
Chapter 14.12
OPTIONAL CONSOLIDATED PROJECT PERMIT PROCESS
Sections:
14.12.010 Applicant option.
14.12.020 Hearing/appeal.
14.12.030 Public meeting.
14.12.040 Single report.
14.12.010 Applicant option.
A. An applicant may request an integrated and consolidated review and decision on two or
more project permits relating to a proposed project action. The city will provide a single
application review and approval process to cover all project permits requested by an applicant
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for all or part of a project action.The city will provide a designated permit coordinator upon
request of the applicant.
B. If an applicant elects the consolidated permit review process, the determination of
completeness, notice of application and notice of final decision will include all project permits
being reviewed in the consolidated process. (Ord.4835 § 1, 1996.)
14.12.020 Hearing/appeal.
A. The consolidated review process shall include no more than one consolidated open record
hearing and one closed record appeal/hearing. If an open record predecision hearing is
provided prior to the decision on a project permit, the process shall not allow a subsequent
open record appeal hearing.
B. The consolidated permit review may combine an open record predecision hearing on one
or more permits with an open record appeal hearing on other permits. The project permits, if
any, which are subject to a closed record appeal are determined pursuant to Auburn City Code.
(Ord.4835§ 1, 1996.)
14.12.030 Public meeting.
Any public meeting or required open record hearing may be combined with any public meeting
or open record hearing that may be held on the project by another local, state, regional,
federal, or other agency in accordance with provisions of Chapters 14.07 and 14.11_ACC. (Ord.
4835 § 1, 1996.)
14.12.040 Single report.
The city shall provide a single report stating all the decisions made as of the date of the report
on all project permits included in the consolidated permit process that do not require an open
record predecision hearing and any recommendations on project permits that do require an
open record predecision hearing.The report shall state any mitigation required or proposed
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under the development regulations or the city's authority under RCW 43.21 C.060. The report
may be the permit. If a threshold determination other than a determination of significance has
not been issued previously by the city, the report shall include or append this determination.
(Ord.4835§ 1, 1996.)
Chapter 14.13
ADMINISTRATIVE APPEALS
Sections:
14.13.010 Administrative appeals.
14.13.020 Threshold determination appeals.
14.13.010 Administrative appeals.
Any administrative appeal of the project decision, combined with any environmental
determinations, which are provided by the city shall be filed within 14 days after the notice of
the decision or after other notice that the decision has been made and is appealable. In order
to allow public comment on a Determination of Non-Significance prior to requiring an
administrative appeal to be filed, this appeal period shall be extended for an additional seven
days if the appeal is of a Determination of Non-SignificanceDNS for which public comment is
required under Chapter 43.21 C RCW or under county/city rules adopted under SEPA. For
threshold determinations issued prior to a decision on a project action, any administrative
appeal allowed by a county/city shall be filed within fourteen days after notice that the
determination has been made and is appealable. The city shall extend the appeal period for an
additional seven days, if state or city rules adopted pur✓.gent to Chapter 113.21 C RCW allow
public comment on a determination of nnnsignific�nce iss god as part$f an appealable project
hermit decision (Ord np�` 1 1P0S4
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14.13.020 Threshold determination appeals.
Except for the appeal of a determination of significance as provided in RCW 43.21 C.075, the city
provides for no more than one consolidated open record hearing on such appeal.Any appeal
provided after the open record hearing shall be appealed to the superior court of the county in
which the property subject of the threshold decision is located. (Ord.6184§6,2008; Ord.4835§ 1,
1996.)
Chapter 14.14
EXCLUSIONS
Sections:
14.14.010 Permit process exclusions.
14.14.010 Permit process exclusions.
A. The following project permits are excluded from the provisions of the integrated and
consolidated permit process, any time periods in development regulations and Chapters 14.06,
14.07, 14.11 and 14.12 ACC:
1. Landmark designations;
2. Street Right-of-wax vacations;
3.
connections, storm drainage systems, right-of ice permits end nuhli, fad-ti-t ,extencinn
agreements if categorically exempt i ender Chapter'13 21 C RCW; or
4—Other project permits which the city determines present special circumstances that
warrant a review process different from that provided in this subsection, including but not
limited to special permit applications for sidewalk, driveway, curb and gutter, excavation
and floodplain development permits not subject to SEPA.
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B. The following project permits are excluded from the provisions of the integrated and
consolidated permit process and the requirements of Chapters 14.07, 14.11 and 14.12 ACC:
1. Lot line adjustments;
2. Building and other construction permits or similar administrative approvals, including but
not limited to building, grading, land clearing permits and administrative temporary use
permits, which are categorically exempt from environmental review under Chapter 43.21 C
RCW, or for which environmental review has been completed in connection with other project
permits. (Ord. 6295§ 13,2010; Ord.4835§ 1, 1996.)
Chapter 14 15
PROJECT REVIEW TIME PERIODS
Sections:
14.15.010 Weekends and holiday&
1A C A10 Weekends and holiday&
T1
Regardless of whether any period is minimum 4r maxim`im, when any permit review, notice or
decision time limit of this title terminates upon a weekend or city holiday, such time limit shall
§ 1, 1996.)
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Chapter 14.16
IMMUNITY FROM DAMAGE CLAIMS
Sections:
14.16.010 City liability.
14.16.010 City liability.
Pursuant to the Regulatory Reform Act, Chapter 403, Section 421 of the Laws of the State of
Washington 1995, the city is not liable for damages due to the city's failure to make a final
decision within the time limits established in Chapter 14.11 ACC. (Ord.4835§ 1, 1996.)
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Chapter 14.17
JUDICIAL REVIEW OF LAND USE DECISIONS MADE BY LOCAL
JURISDICTIONS
Sections:
14.17.010 Requirements - Exceptions.
14.17.010 Requirements - Exceptions.
Judicial review of land use decisions shall be brought pursuant to the requirements contained
in Chapter 36.70C RCW except for the following:
A. judicial review of:
1. Land use decisions made by bodies that are not part of a local jurisdiction;
2. Land use decisions of a local jurisdiction that are subject to review by a quasi-judicial
body created by state law, such as the shorelines hearings board or the growth
management hearings board; and
B. Judicial review of applications for a writ of mandamus or prohibition; or
C. Claims provided by any law for monetary damages or compensation. If one or more claims
for damages or compensation are set forth in the same complaint with a land use petition
brought under Chapter 36.70C RCW, the claims are not subject to the procedures and
standards, including deadlines, provided in Chapter 36.70C RCW for review of the petition. The
judge who hears the land use petition may, if appropriate, preside at a trial for damages or
compensation. (Ord.4835§ 1, 1996.)
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Chapter 14.18
WATER AND SEWER AVAILABILITY CERTIFICATES
Sections:
14.18.002 Purpose.
14.18.004 Property adjacent to city limits.
14.18.006 Definitions.
14.18.010 Preapplication conference meeting recommended.
14.18.020 Application, submittal anal contents.Water and Sewer Availability
Certificates.
14.18.030 Public hearing.
14.18.040 Administrative review.
14.18.050 Hearing examiner.
14.18.060 City council review.
14.18.070 Findings of fact.
14.18.074 Conditions of approval.
14.18.080 Notice of decision to applicant.
14.18.090 Adjustments of an approved development agreement.
14.18.094 Compliance with this chapter and the terms of a development
agreement.
14.18.100 Time limitations.
14.18.002 Purpose.
The purpose of this chapter is to ensure that all development that occurs in unincorporated
areas, that receives either water or sanitary sewer from the city of Auburn, is consistent with
the development standards of the city of Auburn. In so doing the property at the time of
annexation will be consistent with city development standards making it is less likely that the
city will have to expend public funds to address a substandard development after annexation.
An additional purpose is to ensure the property is obligated to annex to the city at the
appropriate time as determined by the city. (Ord. 5306§ 1, 1999.)
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14.18.004 Property adjacent to city limits.
If the property that is requesting water and/or sanitary sewer service is adjacent to the Auburn
city limits, the subject property shall be annexed to the city prior to receiving water and/or
sanitary sewer from the city. If it is determined by the city of Auburn that it would not be
practical to immediately annex subject property due to constraints in providing adequate city
services or for other reasons that would make the annexation impractical, at the present time,
then a development agreement is required pursuant to this chapter. (Ord. 5306§ 1, 1999.)
14.18.006 Definitions.
A. "Development" means any construction to include excavation, filling, grading, paving, new
construction or expansion of a building, structure or use or any change in the use of a building
or structure, or any change in the use of land.
B. "Development agreement" means an agreement between the city of Auburn and the
property owner(s)/developer(s) of land located outside the incorporated boundaries of the city
of Auburn. The development agreement shall be in a form as prepared by the city attorney and
shall contain provisions requiring the property owner(s)/developer(s)to conform to all
applicable city development standards. The development agreement shall also provide to the
city of Auburn a nonrevocable power of attorney that authorizes the city of Auburn to include
the subject property in an annexation at any time.
C. "Development standards" mean standards or comprehensive plan policies adopted by the
city of Auburn that regulate development of property and include but are not limited to those
related to zoning, subdivision, shorelines, utilities, streets, parks, land use, or sensitive areas.
(Ord. 5306§ 1, 1999.)
14.18.010 Preapplication conference meeting recommended.
A preapplication conference is available and encouraged prior to project permit application
submittal. Preapplication conferences are optional. and are not a requirement for any project
permit type. Persons considering making an;lication for water and or sewer Vail b-i-l—
certificates other than for indivicl`ial cinglc family homes are encouraged to request that a
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preapplication conference be held with appropriate city staff. Such requc t fball bo directed to
the planning director, and upon its receipt the director FA-lz., 1 schedule a conference between the
prospective applicant and appropriate city staff.The purpose of a proapplication conference is
for the prospectivo applicant and city staff to gain a common understanding of the proposed
development, and any procedures, rules, standards and policies which may apply.The
prospective applicant is encouraged to bring to the conference whatever information deemed
appropriate to help describe the existing nature of the site and its surrounding and the
proposed nat ire of the contemplated end subsequent development. . ch information may
include photcgraphs, sketches, and maps.The director or the prospective applicant magi
section.(Ord. 5306§ 1, 1C''2 ; Ord.'1871 F 1, 1C'C'64
14.18.020 Application, st ttal a-rid-eantentsWater and Sewer
Availability Certificates.
Application for water and/or sewer availability certificates shall be submitted to the department
of planning and development, shall be accompanied by applicable fees as established by
ordinance and shall include the following:
A. A completed application form., hlanL€„niece of which ire av a4able from the el-e-p rtment•
B. Legal Description of the Property. Description must be described with a "metes and bounds"
legal description, unless the property is part of a recorded subdivision.Along with the legal
description, the parcel number(tax I.D. number) must also be provided;
C. Site Plan.
1. Seven copies of the site plan or plat map including the following information:
a. Vicinity map;
b. Boundaries and dimensions of property;
c. Adjacent public and private streets;
d. Easements, existing and proposed;
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e. Location of all fire hydrants;
f. Location of building, including setbacks;
g. Topography of site and surrounding area.
2. If application is for development other than an individual single-family home,the
following additional information is necessary:
a. Boundaries and dimensions of any existing or proposed lots;
b. Proposed public and private streets with a typical cross-section and the proposed
grade of the street;
c. Location and size of all existing and proposed utilities;
d. Location and layout of off-street parking;
e. Any additional information required by the planning director that may be needed
to determine if the project is consistent with city development standards.
D. If, for some reason, the development cannot meet city development standards the property
owner(s)/developer(s) may request a modification to the development standard as it applies to
the particular development. The property owner(s)/developer(s) shall submit a letter to the city
planning director requesting said modification that describes the particular circumstance and
the development standard that cannot be met together with an explanation of why it cannot be
met. The request for modification shall be considered as part of the public hearing required by
ACC 14.18.030 and cannot be granted unless it is consistent with the findings of fact as outlined
in ACC 14.18.070(B);
E. Filing Fees.
1. Individual single-family home: none;
2. All others: $250.00. (Ord. 6287§2,2010;Ord.5306§ 1, 1999; Ord. 5147§ 1, 1998; Ord.4872§ 1,
1996.)
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14.18.030 Public hearing.
A. Upon determination of a complete application for development, other than an individual
single-family home, the director shall tentatively set a date for a public hearing to be held
before the city's hearing examiner. Every hearing held for the purposes of this chapter shall be
open to the public, and a record of the hearing shall be kept and made available for public
inspection.
B. Any notice of public hearing required by this section shall include the hour, date and
location of the hearing and a description of the property.The description may be in the form of
either a vicinity location sketch or a written description other than a legal description.
C. The planning director shall cause notice of the hearing to be given in the following manner:
1. Notice shall be published not less than 10 days prior to the hearing in a newspaper of
general circulation within the county where the real property is located;
2. Requiring the subject property posted in accordance with the applicable requirements
of Chapter 1.27 ACC. (Ord. 6532§ 20,2014;Ord. 6287§ 2, 2010; Ord. 5811 § 3,2003; Ord. 5306§ 1,
1999; Ord.4872§ 1, 1996.)
14.18.040 Administrative review.
The director shall forward to appropriate city departments and divisions one copy of the
application for water and/or sewer availability, together with copies of any appropriate
accompanying documents. The city departments and divisions shall review the proposal as to
the availability of water and sewer, the conformance of the proposal to any plans, city policies
or regulations pertaining to streets, utilities; and any other issues related to the interests and
responsibilities of the department or division.The application will then be processed in the
following manner:
A. Individual Single-Family Home. If upon review by city departments and divisions, it is found
that the single-family home meets all relevant city development standards, a development
agreement shall be prepared and signed by the city and the applicant(s).The development
agreement must be recorded by the county assessor's office and returned to the city prior to
the issuance of the water and/or sanitary sewer availability certificates. If it is found that, for
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any reason, the individual single-family home cannot meet city development standards, the
application shall be processed as an "other development"as described below.
B. All Other Developments. If upon completion of review by city departments and divisions it is
found that the development meets or is capable of meeting all relevant city development
standards, a development agreement will be drafted. If there are modifications to development
standards those modifications shall be reflected in the agreement. The agreement will then be
forwarded to the planning and development committee for a public hearing as outlined in ACC
14.18.030 and 14.18.050. (Ord. 6287§2,2010;Ord. 5306§ 1, 1999; Ord. 5170§ 1, 1998; Ord.4872§ 1,
1996.)
14.18.050 Hearing examiner.
The hearing examiner, following the closure of the public hearing, shall recommend to the city
council that the city sign a development agreement with the applicant or to not sign a
development agreement with the applicant.The hearing examiner shall not recommend
approval of the development agreement unless it finds the proposal is in conformance with the
findings of fact as outlined in ACC 14.18.070(A). (Ord. 6532§ 21, 2014; Ord. 6287§2, 2010; Ord.4872
§ 1, 1996.)
14.18.060 City council review.
A. Upon receipt of the hearing examiner's recommendation, the city council shall, at its next
public meeting, approve, remand the recommendation to the hearing examiner or schedule a
closed record hearing.Any aggrieved person may request the council to conduct its own closed
record hearing.The council can only amend or reject the hearing examiner's recommendation.
B. If the council holds its own closed record hearing on a proposed development agreement,
the council shall consider the findings, conclusions and recommendations of the hearing
examiner's public hearing. After conducting its own closed record hearing the council may
approve, approve with conditions, reject or return the application to the applicant for
corrections or modifications.
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C. When the council makes its decision on the development agreement, it shall pass a
resolution prepared by the city attorney.A resolution prepared under this subsection shall
include formal findings of fact and conclusions supporting the decision. If the development
meets all city development standards, the findings shall affirm that the development conforms
with all applicable city development standards. If the development agreement allows
modifications from some city standards, the modifications shall be specified in the resolution.
(Ord. 6532§ 22,2014;Ord. 6287§2,2010;Ord.5785§ 1,2003; Ord.5306§ 1, 1999; Ord.4872§ 1, 1996.)
14.18.070 Findings of fact.
A. The development agreement shall be recommended for signing only if findings of fact are
drawn to support the following:
1. The development is consistent with city development standards; and
2. The development is consistent with the city comprehensive plan; and
3. The property cannot be annexed immediately.
B. Modifications to city development standards may be granted only if findings of fact are
drawn to support the following:
1. That special circumstances related to the size, shape, topography, location or
surroundings of the subject property do not provide the owner with the development
rights and privileges permitted to other similar properties in the vicinity and in the zoning
district in which the subject property is located; or
2. That, because of the special circumstances, the development of the property in strict
conformity with city standards will not allow a reasonable and harmonious use of the
property; or
3. When applying city standards will result in a distinct"discontinuity"with adjacent
development which was previously approved or constructed to county standards; or
4. When applying city standards puts the developer in a position where the county will not
allow that development to take place. (Ord. 5170§ 1, 1998; Ord.4872§ 1, 1996.)
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14.18.074 Conditions of approval.
In order to ensure compliance with the terms of this chapter conditions of approval may be
required as part of the development agreement. (Ord. 5306§ 1, 1999.)
14.18.080 Notice of decision to applicant.
A. Following passage of a resolution approving or rejecting a development agreement, the
director shall notify the applicant of the decision.The notice shall be accompanied by a copy of
the passed resolution. If the resolution is to approve the development agreement, the notice
shall advise the applicant that the development agreement must be signed by the applicant and
recorded by the county assessor's office.The development agreement must be returned to the
city prior to the issuance of the water and/or sewer availability certificates.
B. The development agreement must be approved by the city prior to any application, plans or
other submittals that are submitted to the county.Any such submittal shall be consistent with
the requirements of the development agreement. (Ord. 5785§ 2,2003; Ord. 5306§ 1, 1999; Ord. 5170
§ 1, 1998; Ord.4872§ 1, 1996.)
14.18.090 Adjustments of an approved development agreement.
A. Minor Adjustments. Minor adjustments may be made and approved by the planning director.
Minor adjustments are those which do not violate the terms of the development agreement.
B. Major Adjustments. Major adjustments are those which, when determined by the planning
director, violate the terms of the development agreement.When the planning director
determines a change constitutes a major adjustment, an amendment to the development
agreement is required and the process is the same as a new application. (Ord. 5306§ 1, 1999; Ord.
4872§ 1, 1996.)
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14.18.094 Compliance with this chapter and the terms of a
development agreement.
The city of Auburn reserves the right to withhold or terminate water and/or sanitary service to a
development that does not comply with the terms of its development agreement and/or the
provisions of this chapter. (Ord. 5306§ 1, 1999.)
14.18.100 Time limitations.
A. A development agreement shall run with the title of the property.
B. Water and sewer availability certificates expire in one year, but are renewable. It is not
necessary to sign a new development agreement provided all of the terms of the original
agreement can still be met. (Ord.4872§ 1, 1996.)
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Chapter 14.20
MOBILE HOME PARK CLOSURE
Sections:
14.20.010 Purpose.
14.20.020 Scope.
14.20.030 Enforcement - Inspection.
14.20.040 Exceptions.
14.20.050 Penalties.
14.20.060 Liability.
14.20.070 Eviction notices for change of use or closure of a mobile home park.
14.20.080 Relocation report and plan.
14.20.090 Certificate of completion of the relocation report and plan.
14.20.100 Notice of provisions.
14.20.110 Administration.
14.20.120 Appeal.
14.20.130 Closure and government sponsorship.
14.20.010 Purpose.
The purpose of this chapter is to provide rules, regulations, requirements, and standards for
the closure or change of use of mobile home parks in the city, insuring that the public health,
safety, and general welfare of the city shall be promoted and protected; that orderly growth,
development, and proper use of land shall be insured; and that conformance with provisions
set forth in the city comprehensive plan are followed. (Ord. 5746§ 1,2003.)
14.20.020 Scope.
This chapter applies to the closure or change in use of mobile home parks.This chapter shall
apply to all lands within the corporate boundaries of the city. Where this chapter imposes
greater restrictions or higher standards upon the development of land than other laws,
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ordinances, codes or restrictive covenants, the provisions of this chapter shall prevail. (Ord. 5746
§ 1,2003.)
14.20.030 Enforcement - Inspection.
Regarding the closure of mobile home parks, it shall be the duty of the planning director to
enforce the applicable provisions of this chapter.The planning director and/or designee may
inspect any mobile home park in order to verify compliance with this chapter. Failure to make
such inspection shall not constitute a waiver of any of the provisions of this chapter. For
inspection purposes, the planning director and/or their duly authorized representative shall
have the right and is hereby empowered to enter any mobile home park. (Ord. 5746§ 1,2003.)
14.20.040 Exceptions.
Upon proper application by the affected property owner to the city's hearing examiner,
pursuant to the provisions of the Auburn City Code (ACC), and following a public hearing on the
application, the hearing examiner may grant an exception from the requirements of this
chapter when undue hardship may be created as a result of strict compliance with the
provisions of this chapter. In deciding any exception, the hearing examiner may prescribe
conditions that they deem necessary to or desirable for the public interest. No exceptions shall
be granted unless the hearing examiner finds that:
A. There are special physical circumstances or conditions affecting the property such that the
strict application of the provisions of this chapter would deprive the applicant of the reasonable
use or development of their land; and
B. The exception is necessary to insure such property the rights and privileges enjoyed by
other properties in the vicinity and under similar circumstances; and
C. The granting of the exception will not be detrimental to the public health, safety and welfare
or injurious to the property in the vicinity. (Ord. 5746§ 1, 2003.)
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14.20.050 Penalties.
Any person, firm, corporation or association, or any agent of any person, firm, corporation or
association who violates the provisions of this chapter shall be guilty of a misdemeanor and
upon conviction be subject to a fine not to exceed $1,000 for each such violation, or
imprisonment for a period not to exceed 90 days, or both such fine and imprisonment. (Ord.
5746§ 1,2003.)
14.20.060 Liability.
This chapter shall not be construed to relieve from or lessen the responsibility of any person
closing a mobile home park in the city for damages to anyone injured or damaged either in
person or property by any defect therein; nor shall the city or any agent thereof be held as
assuming such liability by reason of any preliminary or final approval or by issuance of any
permits or certificates authorized herein. (Ord. 5746§ 1,2003.)
14.20.070 Eviction notices for change of use or closure of a mobile
home park.
A. Before a mobile home park owner may issue eviction notices pursuant to a closure or
change of use under Chapter 59.21 RCW, the mobile home park owner must first submit to the
planning and development department a relocation report and plan that meets the
requirements of ACC 14.20.080. If applying for a change of use, the mobile home park owner
shall submit the relocation report and plan together with all other necessary applications. Once
the planning director determines that the relocation report and plan meets the requirements of
ACC 14.20.080, the planning director shall approve the relocation report and plan and return a
copy of the approved plan to the mobile home park owner. If the planning director determines
that the relocation report and plan does not meet the requirements of ACC 14.20.080, the
planning director may require the mobile home park owner to amend or supplement the
relocation report and plan as necessary to comply with this chapter before approving it.
B. No sooner than upon approval of the relocation report and plan, the owner of the mobile
home park may issue the 12-month closure notice to the mobile home park tenants. The
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closure notice shall comply with RCW 59.20.080 and 59.21.030, as amended. No mobile home
owner who rents a mobile home lot may be evicted until the 12-month notice period expires,
except pursuant to the State Mobile Home Landlord-Tenant Act, Chapter 59.20 RCW. (Ord. 6287
§ 2,2010; Ord.5746§ 1,2003.)
14.20.080 Relocation report and plan.
A. The relocation report and plan shall describe how the mobile home park owner intends to
comply with Chapters 59.20 and 59.21 RCW, relating to mobile home relocation assistance, and
with ACC 14.20.070 through 14.20.120. The relocation report and plan must provide that the
mobile home park owner will assist each mobile home park tenant household to relocate, in
addition to making any state or federal required relocation payments. Such assistance must
include providing tenants an inventory of relocation resources, referring tenants to alternative
public and private subsidized housing resources, helping tenants obtain and complete the
necessary application forms for state-required relocation assistance, and helping tenants to
move the mobile homes from the mobile home park. Further, the relocation report and plan
shall contain the following information:
1. The name, address, and family composition for each mobile home park tenant
household, and the expiration date of the lease for each household;
2. The condition, size, ownership status, HUD and/or State Department of Labor and
Industries certification status, and probable mobility of each mobile home occupying a
mobile home lot;
3. Copies of all lease or rental agreement forms the mobile home park owner currently
has in place with mobile home park tenants;
4. To the extent mobile home park tenants voluntarily make such information available, a
confidential listing of current monthly housing costs, including space rent, mobile home
rent or other payments and utilities, for each mobile home park tenant household;
5. To the extent mobile home park tenants voluntarily make such information available, a
confidential listing of gross annual income for each mobile home park tenant household;
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6. An inventory of relocation resources, including available mobile home spaces in King,
Snohomish, Kitsap and Pierce Counties, as well as mobile home age or size restrictions
each park may have in place;
7. Actions the mobile home park owner will take to refer mobile home park tenants to
alternative public and private subsidized housing resources;
8. Actions the mobile home park owner will take to assist mobile home park tenants to
move the mobile homes from the mobile home park;
9. Other actions the owner will take to minimize the hardship mobile home park tenant
households suffer as a result of the closure or conversion of the mobile home park; and
10. A statement of the anticipated timing for park closure.
B. The planning director may require the mobile home park owner to designate a relocation
coordinator to administer the provisions of the relocation report and plan and work with the
mobile home park tenants, the planning and development department, and other city and state
offices to ensure compliance with the relocation report and plan and with state laws governing
mobile home park relocation assistance, eviction notification, and landlord/tenant
responsibilities.
C. The owner shall make available to any mobile home park tenant residing in the mobile
home park copies of the proposed relocation report and plan, with confidential information
deleted. Within 14 days of the planning director's approval of the relocation report and plan, a
copy of the approved relocation report and plan shall be mailed by the owner to each mobile
home park tenant.
D. The mobile home park owner shall update with the planning and development department
the information required under this section to include any change of circumstances occurring
after submission of the relocation report and plan that affects the relocation report and plan's
implementation. (Ord.6287§ 2,2010; Ord. 5746§ 1,2003.)
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14.20.090 Certificate of completion of the relocation report and plan.
No mobile home park owner may close a mobile home park, or obtain final approval of a
comprehensive plan or zoning redesignation until the mobile home park owner obtains a
certificate of completion from the planning and development department.The planning
director shall issue a certificate of completion only if satisfied that the owner has complied with
the provisions of an approved relocation report and plan, the eviction notice requirements of
RCW 59.20.080 and 59.21.030, the relocation assistance requirements of RCW 59.21.021, and
any additional requirements imposed in connection with required city applications. (Ord.6287
§ 2,2010; Ord.5746§ 1,2003.)
14.20.100 Notice of provisions.
It is unlawful for any party who is required to submit a relocation report and plan to the city
pursuant to this chapter to sell, lease or rent any mobile home or mobile home park rental
space without providing a copy of such relocation report and plan to the prospective purchaser,
lessee, or renter, and advising the same, in writing, of the provisions of ACC 14.20.070 through
14.20.120 and the status of such relocation report and plan. (Ord. 5746§ 1,2003.)
14.20.110 Administration.
The planning director shall administer and enforce ACC 14.20.070 through 14.20.120.
Whenever an owner or an owner's agent fails to comply with the provisions of ACC 14.20.070
through 14.20.120, the following may occur:
A. The planning director may deny, revoke, or condition a certificate of completion, a permit,
or another approval;
B. Any other city permits or approvals may be conditioned on the owner's successful
completion of remedial actions deemed necessary by the planning director to carry out the
purposes of ACC 14.20.070 through 14.20.120. (Ord. 5746§ 1, 2003.)
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14.20.120 Appeal.
Any appeal from an administrative determination under ACC 14.20.070(A), 14.20.090, and
14.20.110(A) shall be filed within 14 days of the determination and shall be processed in
accordance with the procedures established for appeals of administrative decisions under ACC
18.70.050. (Ord. 6184§7,2008; Ord.5746§ 1,2003.)
14.20.130 Closure and government sponsorship.
A. If an eminent domain action by a federal, state or local agency causes closure of a mobile
home park and the procedures set forth in the Federal Uniform Relocation Assistance and Real
Property Acquisition Policies Act, 42 USC 4601 et seq., and the regulations of 49 CFR Part 24 or
the Relocation Assistance - Real Property Acquisition Policy Act of Chapter 8.26 RCW and the
regulations of Chapter 468-100 WAC are followed, the requirements of those acts and
regulations will supersede the requirements of ACC 14.20.070 through 14.20.120.
B. If a condemnation action of the city causes closure of a mobile home park, the city will be
responsible for fulfilling the requirements of the standards contained herein. If the city chooses
to follow portions of the state act and regulations and the planning director determine that
there is a conflict or redundancy between the portions of the state act and regulations being
followed by the city, and the standards contained herein, the state act shall take precedence in
such areas of conflict or redundancy. If the state act is followed in all respects, such act will
supersede the requirements of this section and the standards contained herein. (Ord. 5746§ 1,
2003.)
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Chapter 14.22
COMPREHENSIVE PLAN
Sections:
14.22.010 Purpose.
14.22.020 Comprehensive plan adopted.
14.22.030 Early and continuous public participation.
14.22.040 Definitions.
14.22.050 Conformance and consistency.
14.22.060 Amendments and exceptions.
14.22.070 Periodic assessment.
14.22.080 Docketing.
14.22.090 Proposals for amendments.
14.22.100 Public hearing required by planning commission.
14.22.110 Decision criteria for plan amendments.
14.22.010 Purpose.
The city of Auburn comprehensive plan establishes the principles, goals, objectives and policies
guiding future development of the city in compliance with Chapter 36.70A RCW, the Washington
State Growth Management Act. The purpose of this chapter is to establish procedures and
review criteria for amending the comprehensive plan and to provide provisions for public
participation in the planning process. (Ord.6172§ 1,2008.)
14.22.020 Comprehensive plan adopted.
The city of Auburn comprehensive plan, as amended in April 1995 to comply with the Growth
Management Act and as may subsequently be amended thereafter, consisting of the following
elements, is hereby adopted by reference:
A. Chapters of the Comprehensive Plan.
1. Core Comprehensive Plan.
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2. The Land Use Element.
3. The Housing Element.
4. The Capital Facilities Element.
5. The Utilities Element.
6. The Transportation Element.
7. The Economic Development Element.
8. The Parks and Recreation Element.
9. Comprehensive Plan Map.
Appendix A-Auburn Community Vision Report.
Appendix B -Auburn Housing Needs and Characteristics Assessment.
Appendix C -Auburn Housing Element Checklist.
Appendix D -Auburn Health Impact Assessment.
Appendix E -Auburn Public Participation Plan.
Appendix F.1 - King County Buildable Lands Analysis.
Appendix F.2 - Pierce County Buildable Lands Analysis.
Appendix G -Auburn Airport Master Plan.
Appendix H -Auburn Community Profile.
Appendix I -Auburn Greenhouse Gas Inventory.
Appendix J - Parks, Arts and Recreation Open Space Plan.
B. Additional Documents of the Comprehensive Plan, That Are Incorporated by Reference.
1. Comprehensive Transportation Plan.
2. Capital Facilities Plan.
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3. Shorelines Management Program.
4. Comprehensive Water Plan.
5. Comprehensive Sewer Plan.
6. Comprehensive Drainage Plan.
7. Auburn Downtown Plan (May 2001).
8. Lakeland Hills Plan (1988).
9. Auburn Adventist Academy Plan (1991).
10. Auburn North Business Area Plan (1992). (Ord. 6612§ 1,2016; Ord. 6329§ 1, 2010; Ord. 6172
§ 1,2008.)
14.22.030 Early and continuous public participation.
A. The city of Auburn encourages early and continuous public participation in the
comprehensive planning process, and in other city-initiated planning programs that may be
carried out under the overall framework of the plan. This chapter contains procedures for the
consideration of potential amendments to any chapter or element of the comprehensive plan.
B. The director shall broadly disseminate information regarding the annual docketing and
amendment process and identify a deadline for submittal of applications for inclusion in the
annual amendment cycle. Applications submitted after the established deadline will be
considered during the following annual amendment process. (Ord.6172§ 1,2008.)
14.22.040 Definitions.
A. "Amendment" means any change in the wording, context or substance of the
comprehensive plan or a change to the comprehensive land use map or any other map
contained or referenced within any plan chapter or element.
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B. "Area-wide map amendment" means an amendment to the comprehensive land use map
involving four or more contiguous or adjacent parcels under different ownership that would be
similarly affected by a proposed map amendment.
C. "City-initiated planning program" means a planning program begun by resolution of the city
council, or the planning commission, addressing a geographic sub-area of the city's urban
growth area (such as a special area plan) or addressing a specific functional area (such as a
utility plan).
D. "Director" means the director of the department of planning and development or designee.
E. "Docket" means a list of suggested amendments to the comprehensive plan maintained by
the director.
F. "Planning commission" is an appointed group serving in an advisory capacity to the city
council as specified in Chapter 2.45 ACC. (Ord.6532§ 23,2014;Ord. 6287§ 2, 2010; Ord. 6172§ 1,2008.)
14.22.050 Conformance and consistency.
The zoning, land division and other development codes contained or referenced within Auburn
City Code shall be consistent with and implement the intent of the comprehensive plan. Capital
budget decisions shall be made in conformity with the comprehensive plan. (Ord. 6172§ 1,2008.)
14.22.060 Amendments and exceptions.
A. The comprehensive plan may only be amended pursuant to this chapter, no more
frequently than once each calendar year as part of the annual cycle established herein, except
as provided in subsection C of this section.
B. All amendments shall be considered concurrently so as to assess their cumulative impact.
C. Exceptions. Pursuant to Chapter 35A.70 RCW, under the following circumstances,
amendments may be processed separately and in addition to the annual amendment cycle:
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1. If an emergency exists, which is defined as an issue of community-wide significance that
addresses the public health, safety, and general welfare;
2. To resolve an appeal of a comprehensive plan filed with the Growth Management
Hearings Board or with the court;
3. To adopt or amend a shoreline master program under the procedures set forth in
Chapter 90.58 RCW;
4. The initial adoption of a subarea plan or new element to the comprehensive plan;
5. The amendment of the capital facilities plan may occur concurrently with the adoption
or amendment of the city budget;
6. Amendments of the comprehensive plan that are conducted in conjunction with an
annexation as set forth in Titles 35 and 35A RCW. (Ord. 6853§ 1 (Exh.A),2022; Ord. 6172§ 1,
2008.)
14.22.070 Periodic assessment.
A. The director will periodically monitor the comprehensive plan and development regulations
that implement the plan, assess the need for any amendments, and may add potential changes
to the docket as specified in ACC 14.22.080. The assessment shall be based on, at a minimum:
1. Whether growth and development are occurring at a faster or slower rate than
envisioned in the plan;
2. Whether the capacity to provide adequate services has diminished or increased;
3. The availability of land to meet demand;
4. Whether the assumptions on which the plan is based remain valid;
5. The effect of the plan on land values and housing is contrary to plan goals;
6. Whether sufficient change or lack of change in circumstances dictates the need for an
amendment.
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B. The city shall complete a comprehensive review of the comprehensive plan and
development regulations in order to update it as appropriate and to ensure continued
compliance with the Growth Management Act pursuant to RCW 36.70A.130. (Ord. 6329§ 2,2010;
Ord. 6172§ 1,2008.)
14.22.080 Docketing.
A. In accordance with RCW 36.70A.470, suggested changes to the comprehensive plan which
are not specific to any site may be submitted by any individual, organization or general or
special purpose government and shall be coordinated by the director. The director shall create
appropriate forms for such submittals that require the submittal to address the criteria
outlined in subsection C of this section.The list shall be known as the"docket" and is the means
to suggest a change or identify a deficiency in the comprehensive plan.An item may be
submitted to the docket at any time during the calendar year. There is no fee associated with
submitting an item to the docket.
B. Annually, the director shall review such suggestions with the city council and determine
whether to direct them to the planning commission for consideration.The city council may
decline to consider any item from the docket.
C. Proposed amendments on the docket may be considered appropriate for action if the
following criteria are met:
1. A proposed comprehensive plan text amendment addresses a matter appropriate for
inclusion in the plan;
2. The proposal demonstrates a strong potential to serve the public interest by
implementing specifically identified goals and policies of the plan;
3. The proposal addresses the interests and changed needs of the entire city as identified
in the plan;
4. The proposal does not raise policy or land use issues that are more appropriately
addressed by an ongoing work program approved by the city council;
5. The proposal can be reasonably reviewed and evaluated, given existing staff and
budget resources; and
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6. The proposal has not been voted on by the city council in the last three years.This time
limit may be waived by the city council if it is demonstrated that there exists either an
obvious technical error or a change in circumstances that justifies the need for the
amendment.
D. Any item on the docket that is not determined to be appropriate for action may be
proposed under ACC 14.22.090, provided it is timely and properly filed. (Ord. 6532§ 24,2014; Ord.
6172§ 1,2008.)
14.22.090 Proposals for amendments.
A. Privately Initiated Amendments. A proposed amendment to the comprehensive plan, other
than docketing pursuant to ACC 14.22.080, may be submitted by any individual, organization,
corporation or partnership; general or special purpose government other than the city; or
entity of any kind; provided, that if the proposal involves specific real property, the property
owner has provided written consent to the proposal.
B. City- Initiated Amendments. The city council or the planning commission may initiate a
planning program or any type of amendment to the comprehensive plan, regardless of whether
site-specific or area-wide in scope.
C. Application. Except for city-initiated planning programs or individual amendments, all
proposed amendments shall be submitted to the director on an approved form, together with
required filing fees. An environmental checklist shall also be submitted if required. A proposed
amendment request shall include the following information:
1. Name, address, phone number and e-mail address of the applicant and contact person
and written consent of the property owner if the proposal affects specific property;
2. If the amendment concerns specific property, both a general description and legal
description of the property;
3. A description of the plan amendment being requested;
4. Written statements addressing the purpose of the amendment, why it is being
requested, and how it is consistent with the criteria listed in ACC 14.22.110;
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5. If the request is for an amendment to the comprehensive land use map, an indication
of what concurrent change in zoning is also being requested.
D. Department Report. The director shall prepare an assessment and recommendation on all
proposed amendment requests and include this within a report that evaluates all requests
concurrently. (Ord. 6532§25,2014; Ord.6172§ 1,2008.)
14.22.100 Public hearing required by planning commission.
A. The planning commission shall hold at least one public hearing on all proposed
amendments to the comprehensive plan. Notice of such public hearing shall be given pursuant
to Chapter 1.27 ACC and, at a minimum, include the following:
1. For site-specific plan map amendments:
a. Notice shall be published once in the official newspaper of the city not less than 10
calendar days prior to the date of public hearing;
b. Notice shall be mailed by first class mail to all property owners of record within a
radius of 300 feet of the proposed map amendment request, not less than 10 calendar
days prior to the public hearing;
2. For area-wide plan map amendments:
a. Notice shall be published once in the official newspaper of the city not less than 10
calendar days prior to the date of public hearing;
b. Notice shall be mailed by first class mail to all property owners of record within the
area subject to the proposed amendment;
c. Notice shall be posted in at least two conspicuous locations in the area subject to
the proposed amendment not less than 10 calendar days prior to the date of the
public hearing.
B. Notwithstanding the above, the director may expand the minimum noticing provisions
noted above as deemed necessary.
The Auburn City Code is current through Ordinance 6912, passed July 17,2023.
Page 667 of 714
Title 14, Project Review Page 58 of 59
C. Planning Commission Recommendation. The planning commission shall conduct a public
hearing on all potential comprehensive plan amendments and shall make and forward a
recommendation on each to the city council.The planning commission shall adopt written
findings and make a recommendation consistent with those findings to the city council.
D. The city council, if it elects to amend the comprehensive plan, shall adopt written findings
and adopt said amendments by ordinance.
E. State Review. All comprehensive plan amendments considered by the planning commission
shall be forwarded for state agency review consistent with RCW 36.70A.106.
F. Any appeal of an amendment to the comprehensive plan shall be made in accordance with
Chapter 36.70A RCW. (Ord. 6172§ 1,2008.)
14.22.110 Decision criteria for plan amendments.
A. The comprehensive plan was developed and adopted after significant study and public
participation.The principles, goals, objectives and policies contained therein shall be granted
substantial weight when considering a proposed amendment.Therefore, the burden of proof
for justifying a proposed amendment rests with the applicant, who must demonstrate that the
request complies with and/or relates to the following decision criteria:
1. The proposed change will further and be consistent with the goals and objectives of the
plan and the plan will remain internally consistent;
2. Whether the capacity to provide adequate services is diminished or increased;
3. Assumptions upon which the comprehensive plan is based are found to be invalid;
4. A determination of change or lack of change in conditions or circumstances has
occurred since the adoption of the latest amendment to the specific section of the
comprehensive plan that dictates the need for a proposed amendment;
5. If applicable, a determination that a question of consistency exists between the
comprehensive plan and Chapter 36.70A RCW, the countywide planning policies for either
King and/or Pierce County, as appropriate, and Vision 2040: Growth and Transportation
Strategy for the Puget Sound Region;
The Auburn City Code is current through Ordinance 6912, passed July 17,2023.
Page 668 of 714
Title 14, Project Review Page 59 of 59
6. If the request is to change the land use designation of a specific property on the
comprehensive land use map, the applicant must demonstrate one of the following:
a. The current land use designation was clearly made in error or due to an oversight;
b. The proposed land use designation is adjacent to property having a similar or
compatible designation, or other conditions are present to ensure compatibility with
surrounding properties;
c. There has been a change in conditions since the current land use designation came
into effect. (Ord. 6172§ 1,2008.)
The Auburn City Code is current through Ordinance 6912, passed July 17,2023.
Page 669 of 714
Chapter 17.01 ACC, User Guide Page 1 of 4
Chapter 17.01
USER GUIDE
Sections:
17.01.010 Introduction.
17.01.020 What is a subdivision?
17.01.030 How is a plat reviewed?
17.01.040 What are the criteria for approval?
17.01.050 What happens after a plat is approved?
17.01.060 What about a simple boundary line adjustment or elimination?
17.01.070 How do you modify an existing subdivision?
17.01.080 How do you change a recorded subdivision?
17.01.090 How do you eliminate a recorded subdivision?
17.01.100 Is there another process by which you can subdivide land?
17.01.110 Can you cluster lots within a subdivision?
17.01.010 Introduction.
This title contains standards, regulations and processes for the division of land and adjustment
of property boundaries within the city. (Ord. 6239§ 1, 2009.)
17.01.020 What is a subdivision?
The process of dividing land into smaller lots is often generically referred to as a subdivision.
However, in this title, the term "subdivision" refers specifically to the division of land into five or
more lots, while the division of land into four or fewer lots is called a "short subdivision." Most
of the regulations for subdivisions and short subdivisions are the same, but a short subdivision
is an administrative process where an application is reviewed and decided upon by city staff
whereas a subdivision is reviewed and decided upon by the city's hearing examiner. A plat is
the drawing or map which shows the subdivision or short subdivision. (Ord. 6239§ 1,2009.)
The Auburn City Code is current through Ordinance 6940, passed April 15,2024.
Page 670 of 714
Chapter 17.01 ACC, User Guide Page 2 of 4
17.01.030 How is a plat reviewed?
The plat review process for a short subdivision, including the infrastructure improvement
requirements for approval, is set forth in Chapter 17.09 ACC. The plat review process for a
subdivision, from the optional pre-application conference to preliminary approval by the
hearing examiner, is set forth in Chapter 17.10 ACC. Chapter 17.16 ACC includes additional
requirements for planning and other studies to be submitted for review along with the
preliminary plat. (Ord. 6239§ 1,2009.)
17.01.040 What are the criteria for approval?
A plat must be laid out in accordance with the standards and specifications set forth in Chapter
17.14 ACC. (Ord.6239§ 1,2009.)
17.01.050 What happens after a plat is approved?
Once the layout of a subdivision has been approved by the city, it is said to have preliminary
approval.Then the applicant must submit construction drawings of the infrastructure that was
proposed in the preliminary plat. Once these construction drawings are approved by the city
and the infrastructure has been built, inspected and accepted by the city, the plat has final
approval and can be recorded with the appropriate county. In the case of a subdivision, an
additional application, review and approval process is required for this final approval. This final
plat process is set forth in Chapter 17.12 ACC. (Ord. 6239§ 1,2009.)
17.01.060 What about a simple boundary line adjustment or
elimination?
Other land adjustment tools are also outlined in this title, including boundary line adjustments
(Chapter 17.06 ACC) and boundary line eliminations (Chapter 17.08 ACC). Boundary line
adjustments are the movement of a boundary line that does not result in the creation of a new
The Auburn City Code is current through Ordinance 6940, passed April 15,2024.
Page 671 of 714
Chapter 17.01 ACC, User Guide Page 3 of 4
lot. Boundary line eliminations are the merging of two or more lots by eliminating one or more
lot lines. (Ord. 6239§ 1, 2009.)
17.01.070 How do you modify an existing subdivision?
The applicant can request a modification of subdivision standards and specifications through
the process set forth in Chapter 17.18 ACC. (Ord. 6239 § 1, 2009.)
17.01.080 How do you change a recorded subdivision?
After a subdivision has been recorded with the county in which it is located, any proposed
change to the subdivision is called a subdivision alteration.The alteration process is set forth in
Chapter 17.20 ACC. If the applicant proposes to make a change to an approved preliminary plat
before final plat approval and recording, then the applicant may request an adjustment to the
preliminary plat through the process set forth in ACC 17.10.100. (Ord. 6239§ 1, 2009.)
17.01.090 How do you eliminate a recorded subdivision?
A plat may also be vacated, or eliminated, after recording. Chapter 17.22 ACC outlines the
process by which a plat may be vacated, and to whom the title to the vacated property shall
vest. (Ord. 6239§ 1, 2009.)
17.01.100 Is there another process by which you can subdivide land?
The binding site plan process is an alternative form of land division. It may be used for the
division of land for commercially or industrially zoned property, or for certain types of
residential development.This process is set forth in Chapter 17.24 ACC. (Ord. 6239§ 1,2009.)
The Auburn City Code is current through Ordinance 6940, passed April 15,2024.
Page 672 of 714
Chapter 17.01 ACC, User Guide Page 4 of 4
17.01.110 Can you cluster lots within a subdivision?
The city of Auburn allows clustering of lots within a subdivision onto a portion of the site, while
maintaining the density of the residential zone. Clustering allows future development to occur
at an appropriate density for infrastructure services; it also protects environmentally sensitive
areas or cultural/historic features by clustering lots away from these areas. The standards by
which clustering is allowed are set forth in Chapter 17.26 ACC. (Ord. 6239§ 1,2009.)
The Auburn City Code is current through Ordinance 6940, passed April 15, 2024.
Disclaimer: The city clerk's office has the official version of the Auburn City Code. Users should
contact the city clerk's office for ordinances passed subsequent to the ordinance cited above.
City Website: www.auburnwa.gov
Hosted by Code Publishing Company, A General Code Company.
The Auburn City Code is current through Ordinance 6940, passed April 15,2024.
Page 673 of 714
Chapter 18.59 ACC, Development Standards for Marijuana Related Businesses Page 1 of 9
Chapter 18.59
DEVELOPMENT STANDARDS FOR MARIJUANA RELATED BUSINESSES
Sections:
18.59.010 Purpose.
18.59.020 Maximum number of marijuana retail businesses.
18.59.030 Required geographic separation.
18.59.040 Marijuana required to be grown in a structure.
18.59.050 Required odor control for marijuana related businesses.
18.59.060 First-in-time - Change in ownership, relocation and abandonment
for marijuana retail stores - Nonconforming uses.
18.59.070 Signage.
18.59.080 Security required.
18.59.090 Specific standards for marijuana producers, processors, research
and transportation businesses.
18.59.100 Pre-application conference meeting recommendedren�ga, eded.
18.59.110 Public review meeting required.
18.59.010 Purpose.
The development standards contained in this chapter are intended to address the substantive
impacts that marijuana related businesses may have on all or a portion of the community by
providing clear and objective development standards that will reduce or mitigate said impacts
and provide, when appropriate, opportunities for public awareness and input prior to an
application being made to the city. In addition,the development standards will provide the city,
adjacent property owners (residential or nonresidential) and adjacent business owners as well
as the entire community the opportunity to be kept informed and aware through ongoing
reporting for those marijuana related businesses that successfully obtain appropriate
approvals and authorizations to operate in the city of Auburn. (Ord. 6642§30, 2017.)
The Auburn City Code is current through Ordinance 6940, passed April 15,2024.
Page 674 of 714
Chapter 18.59 ACC, Development Standards for Marijuana Related Businesses Page 2 of 9
18.59.020 Maximum number of marijuana retail businesses.
The total maximum number of marijuana retail businesses operating within the city at any
given time shall be limited to a maximum of four properly licensed and permitted stores. For
purposes of these regulations, these standards shall be considered in addition to the numeric
allowances on these businesses specified now or in the future by the Washington State Liquor
and Cannabis Board. (Ord. 6642§30,2017.)
18.59.030 Required geographic separation.
Marijuana related businesses operating within the city shall be geographically separated as
follows. For purposes of these regulations, these standards shall be considered in addition to
those geographic siting standards specified by the Washington State Liquor and Cannabis
Board:
A. A marijuana retailer authorized by the Washington State Liquor and Cannabis Board and
the city to operate within the city shall be sited a minimum of one mile from another similarly
authorized marijuana business.
B. A marijuana retailer business shall be sited a minimum of 1,320 feet from any properties
zoned and utilized for single-family residential or multifamily residential land uses.
C. All marijuana related businesses shall not be located within the distances identified for the
following uses or any use included in Chapter 314-55 WAC now or as hereafter amended:
1. Two thousand six hundred forty(2,640)feet for:
a. Elementary or secondary school that is existing or that is planned and has a
site-specific location identified in an adopted capital facilities plan;
b. Public or private playgrounds inclusive of those located within a multifamily
residential complex;
c. Public or private recreation center or facility;
d. Child care centers;
The Auburn City Code is current through Ordinance 6940, passed April 15,2024.
Page 675 of 714
Chapter 18.59 ACC, Development Standards for Marijuana Related Businesses Page 3 of 9
e. Public or private parks;
f. Any game arcade; and
2. One thousand three hundred twenty(1,320)feet for:
a. Public trails;
b. Public transit centers;
c. Religious institutions;
d. Public libraries;
e. Transit center or park-and-ride facility operated by a sovereign nation on trust or
non-trust designated properties.
D. Measurement. All separation requirements shall be measured as the shortest straight line
distance from the property line or right-of-way line of the proposed business location to the
property line or right-of-way line of the use specified in this section. (Ord. 6642§30, 2017.)
18.59.040 Marijuana required to be grown in a structure.
For all marijuana related businesses and marijuana cooperatives, marijuana shall be grown in a
structure. Outdoor cultivation is prohibited in all instances. (Ord. 6642 §30,2017.)
18.59.050 Required odor control for marijuana related businesses.
Marijuana odor shall be contained within the marijuana related business so that odor from the
marijuana cannot be detected by a person with a normal sense of smell from any abutting use
or property. If marijuana odor can be smelled from any abutting use or property, the marijuana
related business shall be required to implement measures, including, but not limited to, the
installation of the ventilation equipment necessary to contain the odor. (Ord. 6642§30,2017.)
The Auburn City Code is current through Ordinance 6940, passed April 15,2024.
Page 676 of 714
Chapter 18.59 ACC, Development Standards for Marijuana Related Businesses Page 4 of 9
18.59.060 First-in-time - Change in ownership, relocation and
abandonment for marijuana retail stores - Nonconforming
uses.
A. Areas Where No Retail Marijuana Uses Are Located. If two or more marijuana retail
applicants seek licensing from the state and propose to locate within less than one mile of each
other, the city shall consider the entity that is licensed first by the State Liquor and Cannabis
Board to be the"first in-time" applicant who is entitled to site the retail use. First-in-time
determinations will be based on the date and time of the state-issued license or conditional
license, whichever is issued first. The director or designee shall make the first-in-time
determination.
B. First-in-time determinations are location-specific and do not transfer or apply to a new
property or site, unless the new site is within the same tax parcel.
C. Ownership. The status of a first-in-time determination is not affected by changes in
ownership.
D. Relocation. Relocation of a retail store to a new property voids any firstin-time
determination previously made as to the vacated property. The determination shall become
void on the date the property is vacated. Applicants who may have been previously denied a
license due to a first-in-time determination at the vacated property may submit a new
application after the prior first-in-time determination becomes void.
E. Discontinuance. If an existing marijuana retail use is discontinued or abandoned for a period
of six months with the intention of abandoning that use, then the property shall forfeit
first-in-time status. For purposes of this section, discontinuance shall not mean a legal change
in business name or ownership or Washington State Unified Business Identifier(UBI) number.
Discontinuance of a licensed retail use for a period of six months or greater constitutes a prima
facie intent to abandon the retail use. Intent to abandon may be rebutted by submitting
documentation adequate to rebut the presumption. Documentation rebutting the presumption
of intent to abandon includes but is not limited to:
1. State licensing review or administrative appeal; or
2. Review of building, land use, other required development permits or approvals; or
The Auburn City Code is current through Ordinance 6940, passed April 15,2024.
Page 677 of 714
Chapter 18.59 ACC, Development Standards for Marijuana Related Businesses Page 5 of 9
3. Correspondence or other documentation from insurance provider demonstrating an
intent to reestablish the use after either a partial or full loss or disruption of the use.
4. The director shall determine whether a retail use has been discontinued, abandoned, or
voided, whether in connection with an application for an administrative conditional use
permit or as otherwise appropriate.
F. Accidental Destruction. First-in-time status or cessation is not affected when a structure
containing a state-licensed retail outlet is damaged by fire or other causes beyond the control
of the owner or licensee; provided all necessary local, regional, state or other permits and
approvals are successfully obtained and redevelopment commences within 12 months from
the documented date of the accidental destruction or the licensee provides documentation
demonstrating why redevelopment cannot commence within 12 months; provided, that
redevelopment is completed within 24 months of the documented date of accidental
destruction.
G. Marijuana related businesses that had lawfully obtained all state and local approvals prior
to the adoption of these rules shall be considered legal conforming uses even if the business is
unable to meet the standards for geographic separations and square footage requirements
outlined in this chapter. (Ord. 6642§ 30,2017.)
18.59.070 Signage.
All marijuana related businesses shall comply with applicable sign regulations and standards as
specified in Chapter 18.56 ACC (Signs) as may be amended. (Ord. 6642 §30,2017.)
18.59.080 Security required.
In addition to the security requirements in Chapter 315-55 WAC, during nonbusiness hours, all
marijuana producers, processors, and retailers shall store all marijuana concentrates, usable
marijuana, marijuana-infused products, and cash in a safe or in a substantially constructed and
locked cabinet. The safe or cabinet shall be incorporated into the building structure or securely
attached thereto. For usable marijuana products that must be kept refrigerated or frozen, these
The Auburn City Code is current through Ordinance 6940, passed April 15,2024.
Page 678 of 714
Chapter 18.59 ACC, Development Standards for Marijuana Related Businesses Page 6 of 9
products may be stored in a locked refrigerator or freezer container in a manner approved by
the director, provided the container is affixed to the building structure. (Ord. 6642§30,2017.)
18.59.090 Specific standards for marijuana producers, processors,
research and transportation businesses.
A. Marijuana production and processing facilities shall comply with the following provisions:
1. Marijuana production, processing research and transportation facilities shall be
ventilated so that the odor from the marijuana cannot be detected by a person with a
normal sense of smell from any adjoining use or property;
2. A screened and secured loading dock, approved by the director, shall be required. The
objective of this requirement is to provide a secure, visual screen from the public
right-of-way and adjoining properties, and prevent the escape of odors when delivering or
transferring marijuana, marijuana concentrates, usable marijuana, and marijuana-infused
products.
B. Any marijuana producer or marijuana processors operating within the city(1) shall strictly
comply with all industrial, health and safety codes, including but not limited to WAC 314-55-104
and RCW 69.50.348, and (2) shall have at least 4,000 square feet of building utilized for its
individual business, and the total square feet of all marijuana producers and processors in the
city shall not exceed 90,000 square feet of building space; provided, that any such business that
was licensed and existing prior to August 1, 2016,that did not have at least 4,000 square feet of
building utilized for its individual business may continue operating, and shall be classified as a
fully legal conforming use at its current location even though it did not have at least 4,000
square feet of building utilized for its individual business. (Ord. 6642§30,2017.)
18.59.100 Pre-application conference meeting
n
recommendedrnncd.
A nre-application conference is available and encouraged Drior to the submittal of a formal
business license.A minimum of one pre-application conference meeting with the city of
The Auburn City Code is current through Ordinance 6940, passed April 15,2024.
Page 679 of 714
Chapter 18.59 ACC, Development Standards for Marijuana Related Businesses Page 7 of 9
Aub.,rn an
shall be conducted prior to the submittal of a formal b:.vness li,-ense application for all
marijuana related businesses within the city. (Ord. 66112§30, 2017.)
18.59.110 Public review meeting required.
A. A minimum of one public review meeting shall be conducted by applicant for any marijuana
related business in the city. The purpose of the public review meeting is to allow adjacent
property owners (residential and nonresidential) and adjacent business owners an opportunity
to become familiar with the proposal and to identify any associated issues. The public review
meeting is intended to assist in producing applications that are responsive to the concerns of
adjacent property owners (residential and nonresidential) and adjacent business owners and to
reduce the likelihood of delays and appeals. The city expects an applicant to take into
consideration the reasonable concerns and recommendations of these parties when preparing
an application. The city expects these parties to work with the applicant to provide reasonable
concerns and recommendations.The requirements of this section shall apply to new
businesses as well as businesses that are seeking to relocate to a different tax parcel.
B. Prior to submittal of an application for any marijuana related business, the applicant shall
provide an opportunity to meet with adjacent property owners (residential or nonresidential)
and adjacent business owners within whose boundaries the site for the proposed marijuana
related business is located or within the notice radius to review the proposal. The applicant
shall not be required to hold more than one public review meeting provided such meeting is
held within six months prior to submitting an application for one specific site.
C. Public review meetings shall occur prior to submitting a formal business license application
to the city of Auburn.
D. Public review meetings shall occur after the required pre-application conference with the
city of Auburn.
E. The applicant shall hold a public review meeting in a publicly accessible location within one
mile of the proposed business site; provided, that if no such place is immediately available, the
applicant may submit a written request to the director proposing an alternate meeting location
and the director may approve said location, in writing. The meeting starting time selected shall
The Auburn City Code is current through Ordinance 6940, passed April 15,2024.
Page 680 of 714
Chapter 18.59 ACC, Development Standards for Marijuana Related Businesses Page 8 of 9
be limited to a weekday evening after 6:00 p.m. or a weekend at any reasonable time and shall
not occur on a national holiday.The meeting shall be held at a location open to the public and
in compliance with the Americans with Disabilities Act(ADA). A portable sign at least 22 inches
by 28 inches in size with minimum two-inch lettering shall be placed at the main entrance of the
building where the meeting will take place at least one hour prior to the meeting. Such sign will
announce the meeting, subject matter of the meeting, and announce that the meeting is open
to the public and that interested persons are invited to attend. This sign shall be removed by
the applicant upon conclusion of the meeting.
F. The applicant shall send by regular mail a written notice announcing the public review
meeting to the director, property owners pursuant to the most current public records of the
King County assessor's office or Pierce County assessor's office within 1,320 feet on all sides of
the property involved in the anticipated application and to all current businesses registered
with the city of Auburn within 1,320 feet on all sides of the property involved in the anticipated
application. At the request of the applicant, and upon payment of the applicable fee, the city
will provide the required mailing lists for property owners and/or registered businesses.
G. Not less than 20 calendar days prior to the public review meeting, the applicant shall post a
notice on the property which is subject of the proposed application.The notice shall be posted
within 50 feet of an adjoining public right-of-way in a manner that can be read from the
right-of-way. The notice shall state that the site may be subject to a proposed marijuana related
business, the type of marijuana related business in sufficient detail for a reasonable person to
ascertain the nature and type of business, the name of the applicant and the applicant's
telephone number and electronic mail address where the applicant can be reached for
additional information.The site shall remain posted until the conclusion of the public review
meeting.
H. At the public review meeting, the applicant shall describe the proposed application to
persons in attendance.The attendees may identify any issues that they believe should be
addressed in the proposed application and recommend that those issues be submitted for city
consideration and analysis.
I. At the public review meeting, the applicant shall take notes of the discussion on the
proposed application.
J. To comply with this section, an applicant shall submit the following information with the
business license application:
The Auburn City Code is current through Ordinance 6940, passed April 15,2024.
Page 681 of 714
Chapter 18.59 ACC, Development Standards for Marijuana Related Businesses Page 9 of 9
1. A copy of the notice sent to surrounding property owners pursuant to subsection F of
this section.
2. A copy of the mailing list used to send out meeting notices pursuant to subsection F of
this section.
3. A written statement and clear photographs containing the information posted on the
property pursuant to subsection G of this section.
4. A notarized affidavit of mailing and posting notices.
5. Copies of written materials and eight-and-one-half-inch by 11-inch size plans presented
at the public review meeting.
6. Typed notes of the meeting, including the meeting date, time, and location, the name
and address of those attending, and a summary of oral and written comments received.
K. If responses to the meeting notice were not received by the applicant and no one attended
the public review meeting or persons in attendance made no comments, the applicant shall
submit evidence as indicated above,with the notes reflecting the absence of comment,
attendance, or both.
L. Failure of a property owner or business owner to receive notice shall not invalidate the
public review meeting proceedings. (Ord. 6642§30,2017.)
The Auburn City Code is current through Ordinance 6940, passed April 15, 2024.
Disclaimer: The city clerk's office has the official version of the Auburn City Code. Users should
contact the city clerk's office for ordinances passed subsequent to the ordinance cited above.
Website: www.auburnwa.g
Hosted by Code Publishing Company.A General Code Company.
The Auburn City Code is current through Ordinance 6940, passed April 15,2024.
Page 682 of 714
Chapter 18.76 ACC, Planned Unit Development District(PUD)- Lakeland Hills South Page 1 of 32
Chapter 18.76
PLANNED UNIT DEVELOPMENT DISTRICT (PUD) - LAKELAND HILLS
SOUTH
Sections:
18.76.010 Purpose.
18.76.020 Process.
18.76.030 Definitions.
18.76.040 Permitted uses.
18.76.045 Uses requiring an administrative use permit.
18.76.046 Marijuana related uses.
18.76.050 Calculation of number of dwelling units.
18.76.060 Development standards.
18.76.070 Design requirements.
18.76.075 Landscaping and screening requirements.
18.76.077 Sign requirements.
18.76.080 Public infrastructure requirements.
18.76.090 Application for approval of major amendment to the PUD.
18.76.100 Phased developments.
18.76.110 Concurrence with subdivision regulations.
18.76.120 Administrative review of major amendments.
18.76.130 Hearing examiner review.
18.76.140 Findings of fact.
18.76.150 City council action.
18.76.160 Site plan approval.
18.76.170 Adjustments to the PUD.
18.76.180 Property owners'association.
18.76.010 Purpose.
The comprehensive plan provides the Lakeland Hills South special area plan is intended to be
consistent with the conditions of approval of the Lakeland Hills South PDD (Pierce County
The Auburn City Code is current through Ordinance 6940, passed April 15,2024.
Page 683 of 714
Chapter 18.76 ACC, Planned Unit Development District(PUD)- Lakeland Hills South Page 2 of 32
Hearings Examiner Case No. Z15-90/UP9-70) as amended.The conditions of approval which
remain applicable are attached to Ordinance No. 5092 as Exhibit A and incorporated herein by
reference.
Auburn has accepted the Lakeland Hills South PUD as an approved PUD.Therefore, this
purpose section shall apply to minor and major amendments to the Lakeland Hills South PUD.
The purpose of a planned unit development(PUD) district is to offer enhanced flexibility to
develop a site through innovative and alternative development standards.A PUD district also
allows for a greater range of residential development scenarios, provides for internal transfers
of density, and may result in more dwelling units than may be realized by using the existing
development standards. In exchange for this enhanced flexibility, the city will require the PUD
to result in a significantly higher quality development, generate more public benefit and be a
more sensitive proposal than would have been the case with the use of standard zoning or
subdivision procedures.
In order for a PUD to be approved it will be the applicant's responsibility to demonstrate, to the
city's satisfaction, that the proposed PUD achieves or is consistent with the following desired
public benefits and expectations in whole or in part:
A. Preservation of Natural Amenities. Preservation of desirable site characteristics such as open
spaces and the protection of sensitive environmental features including steep slopes, rivers,
creeks, wetlands, lakes and scenic views.
B. Pedestrian-Oriented Communities. Use of traffic management and design techniques to
reduce traffic congestion and increase the potential use of alternative modes of travel such as
mass transit, pedestrian and bicycle traffic.
C. Land Use Efficiencies. Provide efficient and effective use of land, open space and public
facilities that result in lower development cost and make housing more affordable.
D. Implementation of the Comprehensive Plan. Provide development that is consistent with the
goals and policies of the comprehensive plan. PUDs may also allow fora small amount of
development from other comprehensive plan designations if determined to be appropriate for
the PUD and its surroundings.
The Auburn City Code is current through Ordinance 6940, passed April 15,2024.
Page 684 of 714
Chapter 18.76 ACC, Planned Unit Development District(PUD)- Lakeland Hills South Page 3 of 32
E. Enhanced Design Features. Provide building and structural designs that complement
surrounding land uses and their environment. Design standards should reflect quality site
planning, landscaping and building architecture.
F. Creation of Public Amenities. Enhance parks and open spaces consistent with the
comprehensive park plan and nonmotorized plan.
G. Affordable Housing. Provide affordable housing options in accordance with Auburn's
comprehensive plan. (Ord. 5092§ 1, 1998.)
18.76.020 Process.
The approval process for major amendments to the Lakeland Hills South PUD is three steps.
The first step is a recommendation by the hearing examiner and final approval of the PUD or
major amendment by the city council using the process applicable to a rezone, Chapter 18.68
ACC. The second step is the approval of either a preliminary plat, a site plan, or a combination
of both.Where a preliminary plat has been proposed, the third step is the approval of a final
plat by the city council. Step two may be combined with step one.
A. Step One- PUD Major Amendment Approval. Approval of a major amendment to the Lakeland
Hills South PUD shall be applied by the rezone process as specified in Chapter 18.68 ACC.
Generally, a major amendment will be required because a specific proposal within a planning
area necessitates an amendment. For the proposal triggering the need for the major
amendment, the major amendment shall establish the land uses, density, number and types of
dwelling units, number and distribution of lots/units, any modification of plat development
standards, general street layout, street right-of-way widths, whether streets are public or
private, the amount, type, and location of open space and park land, phasing plans if any, and
the responsibilities of the owner/developer. If there is no specific proposal, the major
amendment shall establish these parameters to the extent possible. Application for PUD major
amendment approval shall be in accordance with ACC 18.76.090.
B. Step Two - Preliminary Plat/Site Plan Approval. For those major amendments to the Lakeland
Hills South PUD that consist of only single-family or duplex platted lots, a preliminary plat may
be filed pursuant to Chapter 17.06 ACC. For all other uses, a site plan must be approved by the
director of planning pursuant to ACC 18.76.160. Preliminary plat and site plan approval must be
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concurrent if a PUD requires both approvals. Preliminary plat/site plan applications may be for
all or a portion of a planning area. Applications for a site plan shall be in accordance with ACC
18.76.160.
C. Step Three-Final Plat Approval. Final plats shall be approved pursuant to Chapter 17.10 ACC.
(Ord. 5092§ 1, 1998.)
18.76.030 Definitions.
For the purposes of this chapter:
A. "Community center/recreation facilities" means a building with associated amenities
intended or designed to be used for community meetings and recreation and may include
facilities within and adjacent to the building for offices, kitchen, storage space, bathrooms, sales
and information, swimming pools, sportcourts, tennis courts, playgrounds, and an outdoor
amphitheater.
B. "Density" means the maximum number of dwelling units per acre allowed within a given
area.
C. "Department"shall refer to the city of Auburn department of planning and development.
D. "Gross area"(also referred to as"gross acreage" or"gross useable area") shall be defined as
all of the area within the boundaries of the entire PUD site including all public and private
parcels, rights-of-way, open spaces, common areas, and dedications.
E. Lot Types. These definitions apply to dwellings on fee simple lots:
1. "Detached lots" are lots on which the structure on the lot is set back from all the lot
lines.
2. "Zero setback lots"are lots on which the structure on the lot does not have a setback
from one of the interior side lot lines and is not attached to another structure on an
adjoining lot.The structure is set back from all remaining lot lines.
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3. "Semi-attached lots"are lots on which the structure on the lot does not have a setback
from one of the interior side lot lines and is attached to another structure on an adjoining
lot. The structure is set back from all remaining lot lines.
4. "Attached lots"are lots on which the structure on the lot does not have a setback from
either of the interior side lot lines and is attached to another structure on both adjoining
lots. The structure is set back from all remaining lot lines.
F. "Net area" (also referred to as"net acreage"or"net usable area") shall be defined as the
gross area minus the area designated as nonbuildable areas and nonresidential uses.
G. "Nonbuildable areas" include slopes that exceed 25 percent measured between each
25-foot contour line, wetlands delineated pursuant to the definition of"wetlands"contained
within ACC 16.06.030, or floodways as defined by ACC 15.68.100(Z). Slopes, wetlands, or
floodways that are allowed to be modified by the city may be considered buildable. Wetland
buffers are not considered nonbuildable areas. Nonbuildable areas for each planning area will
be determined following the completion of mining for the planning area pursuant to Pierce
County Permit UP9-70 as it may be amended.
H. "Official Lakeland plan map" is the final development plan for Lakeland attached to the
ordinance codified in this chapter as Exhibit"B-REV" as amended by Ordinance No. 5546 and
legally described in Exhibit"C." Exhibits"B-REV" and "C"are incorporated herein by reference.
Exhibit"B"approved in Ordinance No. 5092 is no longer effective. It is replaced by Exhibit
"B-REV."
I. "Open space" may include such features as landscaped areas, held in common ownership by
a homeowners' association and part of a landscape plan common to the entire PUD, passive
and active recreation uses, natural features, environmental amenities such as wetlands and
their buffers, and storm water facilities that incorporate any or all of the above identified
features. Open space areas shall be required to be enhanced if not already an existing amenity.
Areas intended to be left in their natural state, including but not limited to wetlands and their
buffers and steep slopes, shall be considered an existing amenity. The open space must be a
permanent, integral, and functional amenity that is for the common good and enjoyment of the
residents of the entire PUD and not just to an individual lot or resident. Landscaped areas,
private parks, and improvements within open space areas shall be maintained by the
homeowners' association. Open space for the Lakeland Hills South special area plan is shown
on the official Lakeland plan map and shall be provided in accordance with the First
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Amendment to Lakeland Annexation and Utilities Agreement as adopted by City Council
Resolution No. 2955.
J. "Planning area" refers to the areas referred to as residential, senior, commercial, community
center, school, and park/open space on the official Lakeland plan map.
K. "Private street" means any access easement, tract or street which is not a public street.
Driveways which are not part of an access easement, tract or street shall not be considered a
street.
L. "Public street" includes all streets, highways, freeways, avenues, lanes, courts, places or
other public rights-of-way in the city held in public ownership and intended to be open as a
matter of right to public vehicular traffic.
M. "Senior housing and services" means living accommodations where at least one member of
the household is age 55 or over and all members of the household are at least 18 years of age.
Dwelling units may consist of independent living units comprised of attached and detached
single-family and multifamily dwellings where elderly individuals or families provide rooms,
meals, personal care, supervision of self-administered medication, recreational activities,
financial services, and transportation, and may include Alzheimer's care and health care
facilities. For the purposes of this chapter, Alzheimer's care facilities which have no more than
one congregate kitchen and dining area will be considered one dwelling unit. (Ord. 6287§2, 2010;
Ord. 5553 § 1,2001; Ord. 5092§ 1, 1998.)
18.76.040 Permitted uses.
A. Residential.
1. Housing concepts of all types limited only by the density allowed in the official Lakeland
plan map. Examples include the following:
a. Single-family detached homes;
b. Condominiums, apartments, and townhouses;
c. Customary accessory uses and structures common to single-family homes or
multifamily dwellings;
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d. Home occupations authorized by and subject to the standards of Chapter 18.60
ACC;
e. Storage or parking of recreational vehicles for residents of the individual
development;
f. Nonresidential or municipal uses such as schools, churches, libraries, police, parks
or fire facilities as authorized in the PUD;
g. Home-based daycare;
h. Community centers/recreation facilities;
i. Senior housing and services.
2. Parks.
B. Nonresidential. Uses permitted outright by Chapter 18.26 ACC as authorized in the
development plan, except those uses requiring an administrative use permit under ACC
18.76.045. (Ord. 6269§25,2009; Ord. 5777§ 1,2003; Ord. 5092§ 1, 1998.)
18.76.045 Uses requiring an administrative use permit.
A. The following uses may be permitted throughout the PUD as specifically authorized by the
development plan and when an administrative use permit has been issued pursuant to the
provisions of Chapter 18.64 ACC:
1. Civic, social and fraternal clubs;
2. Mini-daycare and daycare centers;
3. Preschools or nursery schools;
4. Religious institutions;
5. Utility substations;
6. Municipal services:
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a. Police;
b. Fire;
c. Library.
B. The following uses may be permitted in areas of the PUD with a comprehensive plan
designation of"Light Commercial"as specifically authorized by the development plan and when
an administrative use permit has been issued pursuant to the provisions of Chapter 18.64 ACC:
1. Automobile service stations;
2. Drive-through facilities, including banks and restaurants;
3. Brew pubs. (Ord.6269§37, 2009.)
18.76.046 Marijuana related uses.
All marijuana related businesses and marijuana cooperatives shall not be permitted in any
residential or nonresidential portion of the planned unit development. (Ord. 6642§29,2017.)
18.76.050 Calculation of number of dwelling units.
The maximum number of dwelling units allowed in a planning area is calculated in the following
manner:
A. Nonbuildable areas and land set aside for nonresidential land uses are subtracted from the
gross area of the site to determine the net usable area of the site. For the purposes of this
section, nonbuildable areas do not include public or private streets or driveways within a
planning area.
B. The number of acres of the net usable area of the planning area is multiplied by the
residential densities allowed in the official Lakeland plan map to produce the maximum
number of dwelling units. Any fractions may be rounded up to the nearest whole number as
long as the densities as outlined in subsection C of this section are not exceeded.
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C. Residential densities within each planning area allowed by the official Lakeland plan map
are as follows:
Allowable Residential Densities
Lakeland Hills South Maximum Number
Comprehensive Plan of Dwelling Units
Map Designation Per Acre
Single-family 6 units per acre
Moderate density 14 units per acre
residential
High density residential 19 units per acre
(Ord. 5092§ 1, 1998.)
18.76.060 Development standards.
The following development standards will apply for each development within the planning
areas shown on the official Lakeland plan map. Except where modified by these standards, all
standards of the Auburn City Code apply. Front yard setbacks are measured from the edge of
the right-of-way for lots fronting on public streets and from the face of the curb, or the
midpoint if a rolled curb is used, for private streets.
A. Single-Family Planning Areas. Single-family planning areas are those planning areas with a
permitted density of one to four and two to six dwelling units per acre. Within these planning
areas, the following development standards apply:
1. Single-Family Detached - One (SFD-1).
a. Minimum lot area: 7,000 square feet.
b. Minimum lot width: 65 feet.
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c. Minimum lot depth: 100 feet.
d. Building footprint coverage: 55 percent.
e. Minimum Yard Setbacks.
i. Front: 10 feet to porch, 15 feet to residence, 20 feet to garage;
ii. Side: five feet;
iii. Side, street: 10 feet;
iv. Rear: 20 feet;
v. Accessory structures and alley-loaded garages shall meet all the required
setbacks of the zone with the exception that the rear yard setback may be reduced
to five feet.
f. Maximum Building Height.
i. Main building: 30 feet;
ii. Accessory buildings: 24 feet.
2. Single-Family Detached -Two (SFD-2).
a. Minimum lot area: 5,400 square feet.
b. Minimum lot width: 60 feet.
c. Minimum lot depth: 90 feet.
d. Building footprint coverage: 55 percent.
e. Minimum Yard Setbacks.
i. Front: 10 feet to porch, 15 feet to residence, 20 feet to garage;
ii. Side, interior: five feet;
iii. Side, street: 10 feet;
iv. Rear: 20 feet;
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v. Accessory structures and alley-loaded garages shall meet all the required
setbacks of the zone with the exception that the rear yard setback may be reduced
to five feet.
f. Maximum Building Height.
i. Main building: 30 feet;
ii. Accessory buildings: 24 feet.
3. Single-Family Detached -Three (SFD-3).
a. Minimum lot area: 4,250 square feet.
b. Minimum lot width: 50 feet.
c. Minimum lot depth: 85 feet.
d. Building footprint coverage: 55 percent.
e. Minimum Yard Setbacks.
i. Front: 10 feet to porch, 15 feet to residence, 18 feet to garage;
ii. Side, interior: five feet;
iii. Side, street: 10 feet;
iv. Rear: 15 feet;
v. Accessory structures and alley-loaded garages shall meet all the required
setbacks of the zone with the exception that the rear yard setback may be reduced
to five feet.
f. Maximum Building Height.
i. Main building: 30 feet;
ii. Accessory buildings: 24 feet.
B. Moderate Density. The moderate density planning areas are those planning areas with a
permitted density of two to 14 dwelling units per acre.Within these planning areas, the
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following development standards apply in addition to those identified in subsection A of this
section:
1. Single-Family Detached - Four(SFD-4).
a. Minimum lot area: 3,375 square feet.
b. Minimum lot width: 45 feet.
c. Minimum lot depth: 65 feet.
d. Building footprint coverage: 55 percent.
e. Minimum Yard Setbacks.
i. Front: 10 feet to porch, 15 feet to residence, 18 feet to garage;
ii. Side, interior: five feet;
iii. Side, street: 10 feet;
iv. Rear: 15 feet;
v. Accessory structures and alley-loaded garages shall meet all the required
setbacks of the zone with the exception that the rear yard setback may be reduced
to five feet.
f. Maximum Building Height.
i. Main building: 30 feet;
ii. Accessory buildings: 24 feet.
2. Single-Family Detached - Five (SFD-5).
a. Minimum lot area: 2,730 square feet.
b. Minimum lot width: 40 feet.
c. Building footprint coverage: 55 percent.
d. Minimum Yard Setbacks.
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i. Front: 10 feet to porch, 15 feet to residence, 18 feet to garage;
ii. Side, interior: three feet;
iii. Side, street: six feet;
iv. Rear: 10 feet;
v. Accessory structures and alley-loaded garages shall meet all the required
setbacks of the zone with the exception that the rear yard setback may be reduced
to five feet.
e. Maximum Building Height.
i. Main building: 30 feet;
ii. Accessory buildings: 24 feet.
3. Multifamily or Small Lot Detached - One (MFA-1).
a. Minimum lot area: 2,400 square feet.
b. Minimum site area per dwelling unit: 2,400 square feet.
c. Minimum lot width: 35 feet if detached; 20 feet if attached.
d. Building footprint coverage: 60 percent.
e. Minimum Yard Setbacks.
i. Front: 10 feet to porch, 15 feet to residence, 18 feet to garage;
ii. Side, interior: five feet, except zero feet when attached and three feet if
detached single-family;
iii. Side, street: 10 feet or six feet if detached single-family;
iv. Rear: 10 feet;
v. Accessory structures and alley-loaded garages shall meet all the required
setbacks of the zone with the exception that the rear yard setback may be reduced
to five feet.
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f. Maximum Building Height.
i. Main building: 30 feet;
ii. Accessory buildings: 24 feet.
C. High Density. The high density planning areas are those with a permitted density of 12 to 19
dwelling units per acre. Within these planning areas, the following development standards
apply:
1. Multifamily-Two (MFA-2).
a. Minimum lot area: 1,800 square feet.
b. Minimum site area per dwelling unit: 1,800 square feet.
c. Minimum lot width: 20 feet.
d. Building footprint coverage: 60 percent.
e. Minimum Yard Setbacks.
i. Front: 10 feet to porch, 15 feet to residence, 18 feet to garage;
ii. Side, interior: five feet, except zero feet when attached;
iii. Side, street: 10 feet;
iv. Rear: 10 feet;
v. Accessory structures and alley-loaded garages shall meet all the required
setbacks of the zone with the exception that the rear yard setback may be reduced
to five feet.
f. Maximum Building Height.
i. Main building: 30 feet;
ii. Accessory buildings: 24 feet.
D. Public. As required by Chapter 18.40 ACC, P-1 Public Use District.
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E. Commercial. As required by Chapter 18.26 ACC, Light Commercial District, except that the
required setbacks from streets may be averaged and that multifamily units shall be permitted
outright.The number and location of multifamily units shall be governed by ACC 18.76.170(A).
F. No recreational vehicle (RV) parking spaces will be required for multifamily complexes if
there are perpetual restrictive covenants or a similar instrument recorded against the property
that do not allow recreational vehicles to be parked in a multifamily complex. The language of
the restrictive covenants precluding the RVs shall be approved by the city of Auburn and shall
be recorded by the applicant prior to any certificates of occupancy issued by the city of Auburn
for the subject multifamily structure. An original recorded copy shall be provided to the city of
Auburn. Any subsequent amendments to the approved covenants regarding RV parking must
be approved by the city of Auburn and recorded.Any recreational vehicles within a multifamily
complex that are in violation of this covenant shall be considered a violation of this title and will
be subject to the provisions of Chapter 1.25 ACC, Civil Penalties for Violations. The
owner/manager and/or homeowners'association responsible for the multifamily complex will
be the party responsible for complying with Chapter 1.25 ACC. (Ord. 5777§ 1,2003; Ord. 5534§ 1,
2001; Ord. 5397§ 1,2000; Ord. 5364§ 1,2000; Ord. 5092§ 1, 1998.)
18.76.070 Design requirements.
A. Open Space. The Lakeland Hills South PUD will provide a minimum of 153 acres of open
space in addition to public parks requirements.The open space is shown on the official
Lakeland plan map.
B. PUD Perimeters. Setbacks from the perimeter of the PUD shall correspond to the
requirements of the adjoining zoning districts.The city may determine a reduced setback is
sufficient due to the use of natural topography, earth berms, existing and proposed foliage, and
other features such as roadways, wetlands or natural waterways that would otherwise provide
sufficient buffering of adjoining parcels. Sight distance conflicts shall be avoided for motorized
and nonmotorized traffic.
C. Pedestrian Movement. A planning area shall provide public pedestrian access, which may
require appropriate easements, to parks, schools or uses that may attract a significant number
of pedestrians. Sidewalks or pedestrian ways must connect the required pedestrian system to
existing pedestrian systems on adjacent developments if adequate safety and security,which
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may include lighting, can be maintained. Convenient, barrier free, pedestrian access to transit
stops, when applicable, shall be provided.
D. Architectural Design Guidelines. The purpose of this section is to provide design guidelines
that will be utilized to insure the creation of high quality development that is internally
consistent and harmonious throughout the PUD. The following design guidelines are suggested
as a means to create a high quality, pedestrian-oriented community.
1. All residential buildings shall be designed and constructed to minimize visual intrusions
into windows and private spaces of adjoining developments.
2. Within single-family planning areas, all buildings shall be designed and constructed
consistent with approvals granted pursuant to the Auburn City Code.
3. Multifamily buildings within the moderate density planning areas shall incorporate
design elements that are reflective of single-family housing.These design elements may
include the use of pitched roof systems, limits on length of buildings and building massing,
a limited number of entrances as viewed from any particular elevation, varied setbacks to
avoid massing of buildings along setback lines of arterial and collector streets, and a
combination of landscaping and fences within setbacks to create private space.
4. Multifamily buildings within the high density planning areas shall also incorporate
design elements such as roof treatments and building articulation intended to minimize
building mass to insure compatibility with adjoining lower density development, parking
shall be clustered in locations that minimize visibility from public streets, or screened with
berms and landscaping, solid waste and outdoor storage facilities shall be limited to
enclosures that are architecturally compatible with the primary building, and pool and
recreation areas shall be located away from property lines of adjoining lower density
residential development.
5. Buildings located along the Lakeland Hills Parkway linear park or which front other
public parks shall incorporate landscape features that compliment the design of the public
park, in accordance with the approved master landscaping plan referenced in ACC
18.76.075.
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6. Prior to or concurrent with the submittal of a commercial or nonresidential site plan, a
design plan that incorporates the following elements shall be submitted to the planning
director for review and approval:
a. A consistent design theme compatible with the balance of the PUD.
b. Exterior facades shall be softened by modulation, landscaping adjacent to
buildings, and varied roof lines.
c. Buildings on the pads shall be designed to be compatible with the design of the
commercial structure.
d. Rooftop equipment visible from adjoining development shall be designed such that
it appears as an architectural feature and similar to the building with regard to color
and/or texture.The equipment shall be arranged or screened in a manner to minimize
visibility from adjoining development or public rights-of-way.
e. One or more buildings, such as buildings on pads, should be located adjacent to
the street frontage with parking located to the"rear" of the building.
f. Truck loading areas should be screened from adjacent properties and streets.
g. Trash disposal areas should be enclosed.
E. Fences. Fences shall comply with the regulations of Chapter 18.31 ACC except on those lots
that have two street frontages and abut Lakeland Hills Way, Evergreen Way, Lakeland Hills
Loop, 62nd Street SE, Lakeland Hills Parkway or other future arterial streets. In such cases a
six-foot-high fence may then encroach into the yard setback abutting the aforementioned
streets subject to the following: if a six-foot-high fence is proposed, it must be for all or a
majority of the street frontage the subject lots abut. Individual six-foot-high fences on
independent lots will not be permitted in the required setback area.A five-foot width of
landscaping is required between the fence and the back edge of the abutting sidewalk. The
homeowners' association shall perpetually maintain the fence and the landscaping and the
developer shall provide evidence of such perpetual maintenance.The fence and landscaping
shall be installed prior to the occupancy of the home on the associated lot.The planning
director shall approve of the fence material, landscaping and evidence of the homeowner's
maintenance.
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All fences shall be consistent with the sight distance requirements contained in Section 2.14,
Intersection Design Elements of the Design and Construction Standards Manual, as may be
amended. (Ord. 5777 § 1, 2003; Ord.5364§ 1,2000; Ord. 5092§ 1, 1998.)
18.76.075 Landscaping and screening requirements.
A. Within 120 days of the effective date of the ordinance codified in this chapter, a master
landscape plan shall be submitted to the city planning director for review and approval.The
master landscape plan shall designate the scope of the plan, plat material references, types of
landscaping including screens and buffers, and regulations by planning area.
B. The purpose and goal of the master landscape plan is to achieve a harmonious and
consistent appearance within the PUD area, including that of a well-planned residential area
and a theme that carries into the nonresidential areas. Consideration of transitional areas and
boundaries between different uses will be important. The city of Auburn landscape code shall
be used as a guideline in the development of the plan, although ACC 18.50.060(L) shall not
apply.
C. Until the master landscape plan in subsection A of this section is approved by the city
planning director, the city of Auburn landscape code (excluding ACC 18.50.060(L)) shall apply to
new development applications submitted to the city. The city planning director may approve
variances from the code for specific submittals. (Ord. 5092§ 1, 1998.)
18.76.077 Sign requirements.
A. Within 120 days of the effective date of the ordinance codified in this chapter, a master sign
plan must be submitted to the city planning director for review and approval.The master sign
plan shall designate the location and design elements, the use of common elements, the size
and scale of each type of sign, and the quality of materials to be used. The master sign plan
shall include the design elements intended for various monuments, including major entrance
monuments planned for major intersections, which may be similar in size and scale to the
major entrance monuments located at the intersection of Lakeland Hills Boulevard and A
Street, and secondary entrance monuments similar in size and scale to that planned for
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Lakeland Hills Way and Evergreen Way. The sign on the monuments shall be designed in
accordance with Chapter 18.56 ACC, however, the size of monument signs shall be governed by
the master sign plan. In addition, the master sign plan shall include the typical uses and
approximate location of temporary directional signs, model home signs, and A-boards.
B. Except as modified by this section, the requirements of Chapter 18.56 ACC shall be
applicable throughout the PUD until such time as the city approves the master sign plan. Upon
approval of a master sign plan, it shall control. Within each preliminary plat or site plan within
the single-family, moderate density, and high density planning areas, the following signs shall
also be permitted outright:
1. On-site directional signs.
2. Model home signs.
3. Monument signs at all plat entrances.
C. The signs referenced in subsection B of this section shall be designed and constructed
consistent with the examples shown on Exhibit D, attached to Ordinance No. 5092, and of the
size and scale of similar signs constructed within the King County portion of Auburn. In
addition, entrance monument signs shall be designed and constructed to be low in scale and
set in a landscaped bed. Monument signs shall be located on property that is held in common
by the homeowners'association, and the homeowners' association shall be responsible for
maintenance of the sign and landscaping on a private easement.
D. Within the commercial and nonresidential planning areas, signs shall be subject to Chapter
18.56 ACC except as follows:
1. Commercial areas within the PUD shall be limited to one pylon sign within each parcel.
All other signs shall be monument style or wall mounted.
2. Nonresidential development within the PUD shall be limited to monument or wall
mounted signs, except in subsection (D)(1) of this section.
3. Prior to or concurrent with the submittal of a site plan for development within a
nonresidential area, a commercial sign master plan must be submitted to the planning
director for review and approval.The commercial sign master plan shall include a
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coordinated sign theme that is compatible with surrounding development. (Ord. 5092§ 1,
1998.)
18.76.080 Public infrastructure requirements.
The applicant for the PUD must provide all necessary public facilities to include, as a minimum,
the following:
A. Dedication of Public Utilities. Public utilities being provided by the city must be dedicated to
the city unless allowed to be private by the city.
B. Water, Sewer and Drainage Facilities. All water, sanitary sewer and drainage facilities must be
constructed and installed in accordance with applicable city codes and standards, including
design criteria, construction specifications, operational criteria, and approved engineering
submittals.
C. Underground Facilities. All public utilities must be placed underground except those that by
their nature must be on or above ground, such as streets, fire hydrants, power vaults,
telephone pedestals and open watercourses. The applicant is responsible for making the
necessary arrangements with the appropriate entities for the installation of such services.
D. Streets.
1. All streets must be constructed to the city's standards. Variations from minimum
standards for pavement and right-of-way widths or other dimensional or construction
standards may be permitted when special design features of the PUD or topographic
considerations warrant the variation. The applicant must submit a written justification for
any proposed variation along with evidence that the minimal functional requirements of
the proposed street improvements are being met.The city engineer shall review the
proposed variation and shall determine if the minimal functional requirements are being
met and shall make a recommendation to the city council whether the variation should be
approved. The city council shall act upon the request and may require conditions of
approval to ensure the minimal functional requirements are being met.
2. Private streets may be permitted within the PUD, provided they meet the following
criteria:
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a. Use of the private street is limited to those accessing property within the planning
area or immediately adjacent to the planning area and is not needed by non-PUD
residents to travel from one public street to another. The design of the private street
shall be such that it will discourage any through traffic that is not related to the
planning area itself.
b. The minimum pavement width for private streets shall be 28 feet; provided, that
on-street parking is allowed only on one side of the street or 20 feet for alleys. The
roadway section pavement depth for asphalt, crushed rock, and gravel base and the
material specifications of these materials shall be the same as Auburn standards for
public streets.Additional width may be required if determined to be needed to provide
adequate circulation for the residents of the PUD. Factors to be considered include but
are not limited to providing emergency equipment access, preventing conflicts
between pedestrians and vehicle traffic, on-street parking, number of units, the need
for sidewalks and bike paths.The pavement width and construction standards, to
include but not limited to, illumination, signing, storm drainage, curbs, gutters,
channelization, e.g., shall be determined by the city engineer at the time of preliminary
plat or site plan approval. Private streets and/or access tracts and shared driveways
that provide a second or additional access to lots/units shall be constructed to
standards, as determined by the city engineer, considered to be appropriate for the
situation. Factors to be considered include the number of units served, emergency
access and traffic circulation.
c. All sites served by a private street greater than 600 feet in length shall have at least
two access connections to a public street and provide for adequate emergency
equipment access.
d. A legally incorporated property owners' association assumes the responsibility and
cost to repair and maintain the proposed private streets. If the association fails to
maintain the street, the by-laws of the association give the city the right to maintain the
street and charge the cost of the maintenance, including any administrative costs, to
the association members.
e. The by-laws establishing the association must state that if future owners should
request that private streets be changed to public streets,then the owners fully agree
that, before acceptance of such streets by the city, the owners will bear full expense of
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reconstruction or any other action necessary to make the streets substantially
consistent to the requirements of public streets, applicable at that time. (Ord. 6532§ 31,
2014; Ord. 5092§ 1, 1998.)
18.76.090 Application for approval of major amendment to the PUD.
A. Pre-Application Conference Recommended. Prior to filing an application for a major
amendment to the PUD, it is recommended that the applicant shall attend a pre-application
conference with the planning director and other interested department heads, or their
designees, regarding the proposed development. The conference attendees will shall review
the general outlines of the proposal, evidenced schematically by sketch plans and other
documents provided by the applicant.The applicant shia-I4will receive suggestions and
recommendations generated by the conference along with forms and guidelines for preparing
the PUD application.
B. Application Procedure. Following a pro application conference, aApplicants must provide the
planning director seven copies of the following:
1. Application. Forms provided by the department that ask the applicant for the following
information:
a. The name of the proposed PUD or planning area and a general description of the
proposed development requiring the major amendment, including descriptions of
buildings, and other site improvements;
b. A proposed schedule that includes submittal of the site plan, preliminary plat,
proposed phased developments, if any, and target dates for starting construction;
c. Proposed land uses including the type and amount or densities;
d. Number and types of dwelling units in the proposed development requiring the
major amendment;
e. Total amount of open spaces, the designated or proposed use, and the amount of
open space designated for public and private use;
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f. Plans for the perpetual maintenance and preservation of private spaces and private
streets;
g. Any requests for modifications to the street construction standards of the land
division ordinance including substantiating information as to why the modifications are
necessary;
h. The gross acreage of the PUD or planning area, the net usable acreage, and the
acreage of any nonbuildable areas;
i. The name and address of the applicant. All land within the PUD or planning area
shall be under the ownership of the applicant. Applicants are defined as an individual,
partnership, corporation, or groups of individuals, partnerships or corporations; and
j. The name, address, stamp and signature of the professional engineer, professional
architect or professional land surveyor who prepared the site plan.
2. Environmental Checklist. Form and instructions provided by the Department in
accordance with Chapter 16.06 ACC, Environmental Review Procedures.
3. Conceptual Design of Public Facilities. Preliminary engineering plans and studies that
include the following:
a. A general description and location of the proposed improvements necessary to
properly handle the potable water, sanitary sewer, storm water drainage and other
service needs within and adjacent to the proposed PUD.
b. In addition, for any major amendment to the PUD, the following:
i. Anticipated demand capacities for the proposed water distribution, storm
drainage and sanitary sewage systems.
ii. The estimated, tentative horizontal and vertical alignment of all proposed
streets and sidewalks and the estimated grade of any trails.
4. Site Plan.
a. Preparation. The site plan may be prepared by a professional engineer, architect or
professional land surveyor registered or licensed by the state of Washington. They
shall prepare and, by placing their signature and stamp upon the face of the planning
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Chapter 18.76 ACC, Planned Unit Development District(PUD)- Lakeland Hills South Page 24 of 32
documents, certify that all information is portrayed accurately and that the proposed
PUD complies with applicable standards and regulations.
b. Scale and Format. The site plan shall be drawn with reproducible black ink on mylar
or similar material.All geographic information portrayed by the plan shall be accurate,
legible, and drawn to an engineering(decimal) scale.The horizontal scale of a plan
shall be 100 feet or fewer to the inch, except that the location sketch and typical street
cross sections may be drawn to any other appropriate scale. The site plan shall be 24
inches by 36 inches in size. Each sheet shall be numbered consecutively.An index
sheet orienting the other sheets shall be provided. If necessary,the planning director
may authorize a different sheet size or scale.
c. Contents. The site plan must include each of the following:
i. Vicinity Map. A vicinity map sufficient to define the location and boundaries of
the proposed PUD relative to surrounding property, streets and other major
manmade and natural features.
ii. Existing Geographic Features. Except as otherwise specified, the following
existing geographic features shall be drawn lightly in relation to proposed
geographic features and developments:
(A) All existing property lines lying within the proposed PUD and all existing
property lines lying within 100 feet of the PUD.
(B) The location of all existing streets within the PUD, both public or private,
including the right-of-way widths, pavement widths and the names.
(C) Existing water features such as rivers, creeks, ponds, wetlands, storm
water detention basins, watercourses, floodplains and areas subject to
inundation or storm water overflow.
(D) Existing contour lines at intervals of five feet for average slopes exceeding
five percent or at intervals of one foot for average slopes not exceeding five
percent. Contour lines shall be labeled at intervals not to exceed two feet and
shall be based upon city datum, e.g., NGVD.
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(E) Location of any existing structures lying within the proposed PUD. Existing
structures to be removed shall be indicated by broken lines, and existing
structures not to be removed shall be indicated by solid lines.
iii. Proposed Improvements. The following proposed geographic features shall be
shown:
(A) The location of any public or private streets and/or storm drainage
facilities.
(B) The general location of the types of uses or densities and general
distribution of lot types.
(C) The boundaries, dimensions and area of public park and common open
space areas.
(D) Identification of all areas proposed to be dedicated for public use,
together with the purpose and any conditions of dedication.
(E) Conceptual plans for pedestrian and bicycle circulation systems.
(F) The treatment proposed for the periphery of the site including setbacks,
fencing, the approximate amount, location, and type of any landscaping. (Ord.
5092§ 1, 1998.)
18.76.100 Phased developments.
A. The applicant may propose a phased development.
B. Any phases being developed in the Lakeland Hills South PUD require a description of each
phase, including the size, uses or densities and schedule for implementing each phase and
corresponding public services. Phased sequences and intervals between scheduled phases
become a condition of the PUD approval.
C. Each phase must be able to stand on its own without reliance upon development of
subsequent phases. (Ord.5092§ 1, 1998.)
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Chapter 18.76 ACC, Planned Unit Development District(PUD)- Lakeland Hills South Page 26 of 32
18.76.110 Concurrence with subdivision regulations.
A. A preliminary plat may be processed concurrently with a major amendment to the PUD or a
site plan.A preliminary plat must be submitted in accordance with ACC Title 17.
B. Approval of a major amendment to the PUD or a preliminary plat application may allow for
the modification of the subdivision construction standards and specifications of Chapter 17.12
ACC. If modifications are proposed the request must be made part of the major amendment or
preliminary plat application. The applicant must also provide substantiating evidence as to why
the modifications are necessary. (Ord. 5092§ 1, 1998.)
18.76.120 Administrative review of major amendments.
A. The planning director shall forward the major amendment to the PUD application and/or
preliminary plat or site plan application, together with copies of any appropriate accompanying
documents, to the director of public works. The director of public works shall review the
application(s) as to the adequacy of the proposed means of sewage disposal and water supply;
the conformance of the proposal to any plans, policies or regulations pertaining to streets,
storm drainage or utilities; and regarding any other issues related to the interests and
responsibilities of the department of public works.
B. The planning director shall solicit the comments of any other appropriate city department,
local utility provider, local school district, and any other appropriate public or private entity,
concerning the proposed major amendment to the PUD. For a major amendment to the PUD or
a PUD processed simultaneously with a preliminary plat, comments received in a timely
manner, as well as any written comments received in response to a notice of public hearing,
shall either be transmitted to the hearing examiner or incorporated into a report prepared by
the planning director and submitted to the hearing examiner, prior to the scheduled public
hearing.
C. The planning director shall approve the site plan if it conforms to the approved PUD, the
submittal requirements of ACC 18.76.160(A), 18.76.060, and other applicable standards. (Ord.
5092§ 1, 1998.)
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Chapter 18.76 ACC, Planned Unit Development District(PUD)- Lakeland Hills South Page 27 of 32
18.76.130 Hearing examiner review.
Pursuant to the provisions of Chapter 2.46 ACC the hearing examiner shall conduct a public
hearing on all requests for a major amendment to a PUD. The examiner's decision shall be in
the form of a recommendation to the city council. (Ord. 6442§29, 2012;Ord. 5092§ 1, 1998.)
18.76.140 Findings of fact.
Applications for a major amendment to a PUD shall only be approved if sufficient findings of
facts are drawn to support the following:
A. Adequate provisions are made for the public health, safety and general welfare and for
open spaces, drainage ways, streets, alleys, other public ways, water supplies, sanitary wastes,
parks, playgrounds, or sites for schools.
B. The proposed major amendment to the PUD is in accordance with the goals, policies and
objectives of the comprehensive plan.
C. The major amendment is consistent with the purpose of this chapter, ACC 18.76.010,
provides for the public benefits required of the development of PUDs and does not result in
only increasing the number of units that would otherwise be attained through a development
using the existing zoning and subdivisions standards.
D. The proposed major amendment to the PUD conforms to the general purposes of other
applicable policies or plans which have been adopted by the city council.
E. The approval of the major amendment will have no more of an adverse impact upon the
surrounding area than the approved Lakeland Hills South PUD as shown on the official
Lakeland plan map. (Ord.5092§ 1, 1998.)
18.76.150 City council action.
A. The city council may affirm, modify, or disaffirm the recommendations of the hearing
examiner in accordance with ACC 2.46.170.
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B. The majority of the city council shall instruct the city attorney to prepare an ordinance
reflecting its decision. The ordinance shall include formal findings of fact and conclusions
supporting the decision. If the decision is for approval with conditions, the conditions shall be
specified in the ordinance. The ordinance shall be recorded in accordance with ACC 18.68.060.
(Ord. 5092§ 1, 1998.)
18.76.160 Site plan approval.
A. Pre-Application Conference Recommended. Prior to filing an application for a site plan
approval, it is recommended thatthe applicant shall attend a pre-application conference with
the planning director and other interested department heads, or their designees, regarding the
proposed development. The conference attendees wills-h-a-I4 review the general outlines of the
proposal, evidenced schematically by sketch plans and other documents provided by the
applicant. The applicant will shall receive suggestions and recommendations generated by the
conference along with forms and guidelines for preparing the site plan application.
B. An application shall be required for the site plan approval of any portions of a planning area
except for those designed for detached single-family lots and shall include the following:
1. The ordinance approving the PUD, if previously done.
2. A site plan which shall illustrate the following:
a. Vicinity map;
b. Boundaries and dimensions of the PUD;
c. If partial approval, illustrate the proposal within the boundaries of the entire PUD;
d. Illustrate previous site plan approvals that may have occurred within the PUD;
e. Acreage of proposal;
f. Rights-of-way location and widths, the proposed name of each street or alley and
whether the right-of-way will be dedicated as public or remain private.The designation
of any fire lanes. Where final street grades are likely to exceed 10 percent in elevation
and the estimated tentative grades of such streets;
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g. Adjacent public streets;
h. Easements, existing and proposed including its purpose;
i. Location and size of all existing and proposed utilities including sanitary sewer,
storm drainage, and water lines lying within or adjacent to the PUD or the phase of the
PUD as appropriate;
j. Typical street cross section(s) including any pedestrian facilities;
k. Location of uses;
I. Location of buildings and structures, both existing and proposed, including
setbacks;
m. Location and layout of off-street parking, loading and unloading areas;
n. Location of walls and fences, around the perimeter of the PUD or phase of the PUD,
as appropriate, and an indication of their height and materials;
o. Location of any storage areas or refuse containers;
p. Location and size of signs;
q. Landscaping plan - conceptual;
r. Indication of height of buildings;
s. Proposed architectural treatment of structures;
t. Any covenants not previously approved;
u. Proposed final contour lines at intervals of five feet for average slopes exceeding
five percent, or at intervals of two feet for average slopes not exceeding five percent.
Final contours shall be indicated by solid lines (existing contours which are to be
altered shall be shown by broken lines). Contour lines shall be labeled at intervals not
to exceed 20 feet and shall be based upon city datum, e.g., NGVD. Contour lines
around proposed geographic features shall be drawn tightly around the proposed
features;
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Chapter 18.76 ACC, Planned Unit Development District(PUD)- Lakeland Hills South Page 30 of 32
v. The site plan shall illustrate a north arrow, be properly dimensioned and drawn at a
scale not less than one inch equals 40 feet and on a sheet size 24 by 36 inches, more
sheets may be used if necessary. A reproducible mylar, or similar material, and seven
copies of the site plan shall be submitted at the time of application. An alternative scale
sheet size may be approved by the planning director;
w. The planning director may require the submittal of additional information in order
to thoroughly evaluate the site plan.
3. The site plan application shall be accompanied by a current(within 30 days)title report
which contains:
a. The legal description of the total parcel sought for final site plan approval.
b. Those individuals or corporations holding an ownership interest in said parcel all of
which shall sign the application for final site plan approval.
c. Any easements or restrictions affecting the property with a description of its
purpose and referenced by an auditor's file number and/or recording number.
4. A signed certification that the site plan has been made with the free consent, and in
accordance with the desire of the owner or owners.
C. A site plan shall be reviewed in accordance with the provisions of ACC 18.76.120. The site
plan shall only be approved if it is found to be consistent with and implements the provisions of
the PUD and meets the submittal requirements of subsection A of this section. If necessary
conditions of approval may be imposed to ensure consistency with the approved PUD. (Ord.
5092§ 1, 1998.)
18.76.170 Adjustments to the PUD.
A. The planning director may approve minor adjustments to the approved PUD. Minor
adjustments are defined as changes that do not affect permitted densities within a planning
area, basic character or conditions of the approved PUD or planning area. Adjustments are
considered minor so long as they do not increase or decrease the perimeter boundaries of a
planning area or the number of units indicated for that planning area as shown on the official
Lakeland plan map by more than 10 percent. School sites identified in a PUD may be adjusted
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as a minor amendment by condemnation or in accordance with an agreement executed by the
appropriate school district(s) and the applicant; provided, that if the director determines that
adjustment of schools would create significant park impacts or infrastructure requirements,
they may process the amendment as a major amendment.
Transferring multifamily units into the commercial area at the southwest corner of Lakeland
Hills Way and the Lake Tapps Parkway from a multifamily planning area may be a minor
adjustment. The total number of multifamily units in the commercial area cannot exceed 100.
Minor adjustments approved by the planning director must be in writing within 15 working
days of submittal of the application.The planning director must forward copies of the approved
adjustment to appropriate department heads and the applicant. The applicant may appeal the
director's decision pursuant to ACC 18.70.050. If a minor amendment is approved which affects
the official Lakeland plan map, the map shall be revised. The director shall keep the current
map on file.
B. Adjustments that are not minor as defined in subsection A of this section are considered
major amendments and will be processed in the same manner as a new PUD application. If a
major amendment affecting the official Lakeland plan map is approved, the map and Exhibit B,
attached to Ordinance No. 5092, shall be amended to reflect the change. If a major amendment
changing conditions of approval is adopted, Exhibit A, attached to Ordinance No. 5092, shall be
amended to reflect the change.
C. Any change in the exterior boundaries of the PUD or an increase in the total permitted
dwelling units above 3,408 shall require a rezone.
D. The following approvals require a comprehensive plan amendment:
1. An increase in the total number of permitted dwelling units above 3,408.
2. An increase in the permitted number of high density multifamily dwelling units (i.e.,
more than 850 units).
3. An increase in the acreage permitted for light commercial development(i.e., more than
20 acres).
4. A major amendment to the external boundaries of the medium density or high density
planning areas.
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5. A reduction in required open space (i.e., below 153 acres). (Ord. 5397§ 1,2000; Ord. 5092
§ 1, 1998.)
18.76.180 Property owners' association.
If common open spaces or private streets are deeded to a property owners'association, then
the applicant shall submit a declaration of the covenants and restrictions that create and
govern such an association as part of the site plan or preliminary plat approval. The provisions
must include, but are not limited to, the following:
A. The property owners'association must be established prior to the final plat approval or the
approval of any occupancy permit related to the site plan.
B. Membership must be mandatory for each property owner affected by the common space or
private street and any successive buyer.
C. The association assumes responsibility for liability insurance, local taxes, and the
maintenance of common open spaces, private streets, recreational and other communally
owned facilities. A financial plan shall also be submitted that outlines the anticipated expenses
and revenues needed to implement the plan over a minimum of a 10-year period.
D. Members must pay a pro rata share of the association's cost; the assessment levied by the
association can become a lien on the property. The association must be able to adjust its
assessment fees relative to changed needs and conditions. (Ord. 5092§ 1, 1998.)
The Auburn City Code is current through Ordinance 6940, passed April 15, 2024.
Disclaimer: The city clerk's office has the official version of the Auburn City Code. Users should
contact the city clerk's office for ordinances passed subsequent to the ordinance cited above.
City Website: www.auburnwa.gov
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The Auburn City Code is current through Ordinance 6940, passed April 15,2024.
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