HomeMy WebLinkAbout04-15-2019 SPECIAL CITY COUNCIL AGENDA2Special City Council Meeting
April 15, 2019 - 6:00 P M
City Hall Council Chambers
A GE NDA
I .C AL L T O O RD E R
A .Roll Call
I I .D IS C US S I O N IT E M S
A .Council Priorities for Budgeting
I I I .AD J O URNM E NT
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 1 of 46
AGENDA BILL APPROVAL FORM
Agenda Subject:
Council Priorities for Budgeting
Date:
April 8, 2019
Department:
Finance
Attachments:
Cos t Center Budgets
Goals
Funds by Type
Budget Impact:
Administrativ e Recommendation:
Background Summary:
Continue new revenue option discussion.
Rev iewed by Council Committees:
Councilmember:Staff:Coleman
Meeting Date:April 15, 2019 Item Number:DI.A
Page 2 of 46
2019 General Fund Amended Budget by Cost Center
78,326,565
2019
Cost Center Description Budget
11.511.600 Council 477,143
11.513.100 Mayor 672,936
subtotal 1,150,079
12.513.100 Administration - Administration 802,148
12.525.100 Administration - Emergency Management 296,134
12.558.100 Administration - Economic Development 1,050,566
12.565.100 Homeless 505,000
subtotal 2,653,848
13.512.500 HR - Municipal Court 2,879,221
13.516.100 HR - Personnel 1,451,096
13.516.710 HR - Civil Service 155,735
13.517.900 HR - Wellness 20,000
subtotal 4,506,052
14.514.100 Finance - Administration 627,540
14.514.230 Finance - Budgeting & Accounting 2,001,287
14.514.240 Finance - Utilities 904,313
subtotal 3,533,140
15.514.300 Legal - City Clerk 904,678
15.515.100 Legal - Administration 987,256
15.515.210 Legal - Prosecution / Criminal 904,016
subtotal 2,795,950
17.524.200 CD - Building & Permits (Includes Code Enforcement)2,424,522
17.554.200 CD - Environmental Services 197,282
17.557.200 Community Services 477,381
17.558.100 CD - Administration (Includes Business Licensing)841,547
17.558.600 CD - Planning 1,570,385
17.562.100 Human Services 608,092
17.566.100 Administration (liquor profits and excise tax)22,000
subtotal 6,141,209
20.523.600 SCORE 5,001,000
21.521.100 Police - Administration 7,077,409
21.521.200 Police - Patrol 14,316,978
21.521.210 Police - Special Investigations Unit 4,378,989
21.521.230 Police - Community Programs 1,460,377
21.521.300 Police - Records 1,350,668
21.523.600 Police - Jail 20,000
21.539.300 Police - Animal Control 230,058
subtotal 28,834,479
E:\Finance\2019 Cost Center Budgets.xlsx (Sheet1)4/8/2019 1:59 PM
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2019 General Fund Amended Budget by Cost Center
2019
Cost Center Description Budget
32.532.200 Public Works - Engineering:
Public Works Administration 678,000
Transportation Management 948,000
Traffic Signal Maintenance 755,000
Development/Permitting/ROW Mgmt Services 904,000
Capital Project/Survey Services 783,425
subtotal - Engineering 4,068,425
42.543.100 Streets - Administration 608,565
42.542.300 Streets - Maintenance & Operations:
Street Maintenance Crew 1,386,048
Vegetation Management Crew 554,420
Materials & Supplies for Street Maintenance 667,300
Electricity for Street Lights and Signals 825,139
subtotal - Streets 4,041,472
Subtotal - Public Works 8,109,897
33.573.201 Parks - Cultural Arts 558,679
33.573.901 Parks - Special Events 684,622
33.574.100 Parks - Administration 1,560,211
33.574.210 Parks - Senior Center 1,007,230
33.574.220 Parks - Recreation Administration 1,627,772
33.574.240 Parks - Recreation Programs 769,200
33.574.500 Parks - Facility Rentals 126,700
33.575.280 Parks - Theater 710,225
33.575.300 Parks - Museum (Farm & Museum)502,070
33.576.100 Parks - Facilities 3,442,136
33.576.600 Parks - Golf Maintenance & Operations 862,728
33.576.601 Parks - Taxes 73,400
33.576.610 Parks - Golf Administration 426,788
33.576.680 Parks - Golf Pro Shop 610,640
subtotal 12,962,401
E:\Finance\2019 Cost Center Budgets.xlsx (Sheet1)4/8/2019 1:59 PM
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2019 General Fund Amended Budget by Cost Center
2019
Cost Center Description Budget
98.513.100 Executive - Administration 66,200
98.514.100 Finance - Administration 81,600
98.517.210 LEOFF Medical and Long-Term Care 777,900
98.517.910 Firemen's Pension Insurance 78,900
98.521.100 Police - Administration 48,400
98.522.200 Fire Suppression 24,700
98.522.210 Fire Relief/Pension 263,800
98.522.220 Fire Retiree Medical 327,600
98.532.200 Engineering/Plans & Service 18,200
98.539.300 AVHS Sheltering and Licensing Services 474,100
98.539.300 Contra Account (underexpenditures)(1,500,000)
98.589.900 Non Departmental Contingencies 1,425,000
98.597.100 Operating Transfers Out (see below)552,110
subtotal 2,638,510
Operating Transfers Out:
T/F to F276 for Golf and Cemetery debt service 374,100
T/F to F518 for IT Support Lead, Finance Department (FIN.0015)7,110
T/F to F560 for HR 600 rotary mower for Golf Course (GLF.0036)71,300
T/F to F568 for automatic vehicle locator system (BA#1)22,500
T/F to F518 for cyber security management system (BA#1)35,500
T/F to F518 for CRM system (BA#1)41,600
552,110
E:\Finance\2019 Cost Center Budgets.xlsx (Sheet1)4/8/2019 1:59 PM
Page 5 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
MAYOR AND CITY COUNCIL
Department Overview
The Mayor and City Council comprise the legislative body representing the citizens of Auburn and
are responsible for developing legislative policies of the City. Guidelines promulgated by the Council
in the form of ordinances and resolutions are transmitted to the Mayor for implementation, follow-up
and evaluation. The City Council works to develop the City’s goals and visioning for the future, as
well as budgeting, which gives purpose and direction to City programs and initiatives.
The Mayor is Auburn's Chief Executive Officer and the Department of Administration is located in the
Mayor’s Office. The City’s nine Department Directors report directly to the Mayor: the Director of
Administration, the City Attorney, the Chief of Police, the Director of Community Development, the
Director of Public Works, the Director of Human Resources & Risk Management, the Director of
Finance, the Director of Innovation & Technology and the Director of Parks, Arts & Recreation who
work with the Mayor in providing programs, services and quality of life throughout the Auburn
community.
Continue work throughout the
region to address poverty and
homeles s ness in our community.
Auburn has actively participated in
local and regional homelessness
prevention and crisis response.
Opened the Ray of Hope
Resource Center and Sundown
overnight shelter in partnership
with Valley Cities and the Auburn
Food Bank.
Implement programs to celebrate
One Auburn and the many diverse
communities, populations,
ethnicities and backgrounds
represented.
Working with diverse populations
in Auburn around healthy living
goals.
Continue the community building
activities within our culturally
divers e groups in Auburn via
health, safety and policy
initiatives.
Auburn passed an Inclusive City
resolution in 2017 affirming that all
are welc ome in Auburn.
Continue to build stronger
programs to address behavioral
health ac c ess to residents.
Worked with the Muckleshoot
Indian Tribe on the First Food
Program.
Continue to have regular meetings
with City staff, Mayor, Council and
tribal leaders to coordinate on
numerous shared topics of
interest.
Reduce reliance on property tax
by increasing the number of
busines s es in Auburn, therefore
increasing sale tax revenues.
In 2017-2018, Auburn added over
300 new businesses to strengthen
Auburn’s economic base.
Auburn will continue to work on
the strategic goals outlined in the
10 year Ec onomic Development
Plan to increase Auburn’s sales
tax base and foster a business-
friendly environment.
Continue to strengthen
communication and partnerships
with t he Muckleshoot Indian Tribe
on shared goals and foster a more
engaged relationship with Pierce
County partners.
Increase joint planning and
activities with the Muckleshoot
Indian Tribe (MIT) and work toward
shared economic development
goals on Auburn Way South.
Address the root causes of
homelessness identified in the
One Table regional task force
(affordable housing, behavioral
health, child welfare, criminal
justice and employment) and
continue the crisis response for
unsheltered individuals in Auburn.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
95 Page 6 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
Support development of
underdeveloped properties in
Auburn.
Auburn has redeveloped many
properties in the downtown core
and development will continue as
planned.
The next area of focus will be
Auburn Way South.
Continue to strengthen
partnerships to maintain affordable
housing stock.
Auburn has worked locally and
regionally to maintain and add
affordable housing in Auburn.
Auburn added 1,000 units of
affordable housing in 2017-2018.
Auburn will participate in South
King County Regional Affordable
Housing Coalition in order to
maintain and possibly increase
Auburn’s affordable housing
inventory.
Continue to increase market
awareness of Auburn as a great
place to live, work and do
business.
Auburn developed and has
implemented a 10 year Economic
Development Strategic Plan.
Continue to represent citizens of
Auburn at the city, regional, state
and federal level.
Auburn maintains membership in
AWC, NLC, SCA, PSRC and
numerous committees to
represent Auburn's interests.
Auburn will maintain membership
in AWC, NLC, SCA, PSRC and
numerous committees to
represent Auburn's interests as
well as participation in regional
coalitions to foster strong
representation.
Continue to create transparency
and public engagement for
residents to access their local
government.
Auburn has activated a robust
Open Data portal and numerous
initiatives to increase access and
engagement: community picnics
and the Civics Academy.
Through staff training and platform
improvements, Auburn will
continue to increase transparency,
efficiency, engagement and
access to the City’s data to show
our accountability to residents.
Enhance local spending
opportunities by creating a ‘Buy
Local’ program.
Auburn has launched the Buy
Local website connected to the
business license database to
create a searchable local
business benefit.
Continue supporting patronage
and utilization of local businesses
via the online database, marketing
efforts and business retention and
engagement.
Continue to support and invest in
economic development
opportunities throughout the City.
Auburn's 10 year strategic plan for
economic development calls for
increased marketing, staff and
resources.
Support and encourage the
involvement of the Auburn Junior
City Council.
The Junior City Council continued
their work to support and promote
youth focused policies in Auburn.
Continue to support and
encourage the involvement of the
Auburn Junior City Council.
Improve community health through
partnerships created via the Blue
Ribbon Committee for a Healthy
Auburn.
The Blue Ribbon committee
developed the READY (Real
Emergency Aid Depends on You)
program, worked to increase free
immunizations for school aged
children, helped create the First
Food Program with the
Muckelshoot Indian Tribe, and
developed several multicultural
groups that are focused on healthy
living.
The Blue Ribbon Committee will
expand their work in Auburn with a
continued focus on behavioral
health, veterans initiatives, healthy
living choices for all ages and
community programs.
Support Veterans and their
families by increasing available
services in Auburn.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
96 Page 7 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
ADMINISTRATION DEPARTMENT
Mission Statement
The Administration Department exists to coordinate, and ensure that the priorities of the Mayor and
the City Council are addressed and implemented throughout the City organization for the benefit of
its residents.
Department Overview
The Administration Department was created within the General Fund in January 2014 and
consolidated several services that had previously been performed by other departments.
•Emergency Management - Provides full-cycle emergency management services within the
City, including mitigation, preparedness, response, and recovery.
•Community and Human Services - Initiates and supports relevant services to meet the
essential needs of the residents of Auburn including safe neighborhoods, human services,
housing programs, veterans outreach, and cultural programs. This division also manages
the Community Development Block Grant in Fund 119.
•Economic Development - Supports a vibrant, vital economy for the City of Auburn, our local
region and the State of Washington through collaborative partnering among private sector
employers, research partners, and programmed workforce development.
•Multimedia - Oversees the City's media staff and programs, directs the efforts of the public
relations/media relations and acts in the role of City spokesperson when needed; assists
departments in public involvement using the City's information communications programs,
and oversees the City's communications, marketing and public relations programs.
•Facilities - Provides a broad range of services to internal departments, including building
maintenance, safety, security, custodial, space planning, construction, facility renovation,
energy management, and management of the Graffiti Abatement program.
Emergency Management Division
Provide targeted disaster
preparedness information to
Auburn res idents, licensed
businesses, and all private care
facilities each year.
This ongoing goal has been met.
We provide preparedness
information in a variety of venues
and methods to the public.
Provide targeted disaster
preparedness information to
Auburn res idents, businesses,
private care facilities each year.
Continue Community Emergency
Response Team (CERT) Training.
We met this goal by teaching at
least three CERT classes per
year.
Continue Community Emergency
Response Team (CERT) training
by providing at least 3 classes per
year.
Conduct review of the City staff
identified as EOC personnel and
consider the depth for each EOC
position listed in the
Comprehensive Emergency
Management Plan (CEMP).
Completed. We periodically
conduct this review of EOC staff to
ensure t hat we have the right
people assigned to EOC duties.
Over the two year period as a
result we've replaced or filled 12
positions in the EOC.
Fully implement WebEOC
software for EOC and DOC usage
during event s and emergencies.
This should be compatible, and
backed up with, Active Operating
Picture (AOP) software.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
101 Page 8 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
Conduct at least 2 exercises or
EOC training programs each year
for all City staff identified as EOC
personnel.
We achieve this each year with
multiple training opportunities, and
one large s c ale exercise annually,
such as "Cascadia Rising."
Provide ongoing, section specific
training for each of the EOC
sections along with one exercise
per year.
Provide basic emergency
management training for City
elected officials and directors
regarding how they can support an
EOC activation, major incident, or
event.
We provided one training session
for elected officials and attempted
to provide one for directors in
2017. Will continue to try and
provide training for directors in
2018.
Replace aging EOC equipment
that is key to EOC operations,
many s y stems are reaching the
end of their lifecycle and may fail
at the wrong time.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
102 Page 9 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
Community & Human Services Divisions
Continue to coordinate and
improve the access of programs
and services for veterans and their
families who make Auburn and
south King County their
Veteran status screening question
added to Housing Repair intake,
improving referral efficiency for
VSHSL funded programs.
Community resource
Streamline process for
interpretation services.
home.map created to support better
resource referral for all Auburn
residents.
Update Community Resource
brochure.
Continue to find ways to reach out
to Auburn’s diverse communities
and involve them in the community
at large, i.e. development of a
cultural connections program.
Translation of Community Picnic
postcard outreach materials into
Spanish and offering of interpreter
services at picnics.
Utilize data resources to create
more strategic communication
plans.
Continue to maintain and develop
Auburn's Sister City program,
focusing on business, educational
and cultural exchanges.
Continue to develop a housing
coalition to address and
strategically plan for the
transitional and affordable housing
goals of the City in partnership
with the King County Housing
Authority.
Auburn has taken a lead role in
the effort to establish a housing
coalition with SKC cities. This
group will meet twice more in 2018
to decide whether to put forth an
interlocal agreement to councils
by the end of the year.
Participate in and support
creation of a South King County
Housing Coalition.
Work with City Council to
implement Specific, Measurable,
Attainable, Relevant, and Time-
bound (SMART) goals.
The City Council developed three
strategic goals: digital parity, living
wage jobs and affordable housing.
Develop an integrated referral and
communications source for human
services in the City of Auburn.
The human services components
in Auburn have been centralized
and are now more efficient.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
104 Page 10 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
Work with all involved groups
within Auburn to address the issue
of homelessness and its impacts
on the family structure, in addition
to the support and representation
of larger regional efforts.
Auburn has been involved in
multiple regional efforts to address
and prevent homelessness. Staff
will be bringing the Auburn Task
Force on Homelessness back
together in June to share updates
and progress towards Task Force
goals, discuss the regional efforts
at play, and ensure that groups
working within Auburn on this
issue are connected to each
other.
Continue to engage in regional
efforts to address and prevent
homelessness.
Work to develop a short-term
diversion center to alleviate the
burden of service on emergency
responders (Police, Fire, etc.) and
the hospital in addressing mental
disability and substance abuse.
This effort was undertaken by the
Valley Regional Fire Authority and
is currently operational.
Work to develop short-term and
long-term strategies to provide
wraparound services to individuals
and families experiencing
homelessness.
Auburn funds multiple human
service providers that provide
wraparound services to individuals
and families experiencing
homelessness. In order to access
our county's housing resources,
people experiencing
homelessness must have an
intake and assessment completed
through one of the 5 county
Regional Access Point (RAP)
sites.
Develop action plan based on
Auburn Mayor’s Task Force on
Homelessness recommendations.
Action plan was developed in 2016
and stakeholders are making
progress on 75% of current plan.
The City of Auburn will continue to
work with stakeholders locally and
in the region to address the
issues.
Work to increase City staff
engagement with neighborhoods
through the use of email
distribution lists, social media and
neighborhood meetings.
Civics Academy was created and
grew (participants and staff
involved) along with Community
Picnics. More use of email
distributions to share info and
opportunities.
Increase accessibility of Civics
Academy potentially by recording,
subtitling, etc.
Work more closely with other
departments on strategic
outreach.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
105 Page 11 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
Economic Development Division
Reaffirm target business sectors.Complete: Manufacturer,
Distribution, Office, Retail.
New business development,
relocation, and recruitment.
Ongoing: Dave & Busters;
Cascade Gasket; SpaceFlight
Industries; Robertson Property
Group; 2 mixed-use projects south
of City Hall.
Implement ongoing, short-term
and mid-term strategies specific to
business development, relocation
and recruitment.
Business retention, expansion,
and outreach.
Ongoing: Mayor Business Visits;
IPZ/Incubator Activities.
Implement ongoing, short-term
and mid-term strategies specific to
business development/support.
Business assistance through
education and training.
Ongoing: Workshops via Business
Incubator.
Implement ongoing, short-term
and mid-term strategies specific
to business assistance.
Ongoing: Continued partnership
with Chamber for 3No Networking
activities.
Implement ongoing, short-term
and mid-term strategies specific to
business outreach and
network ing.
Develop workforce development
partners.
Ongoing: Green River; Skills;
Orion; Cities & Schools program.
Implement ongoing, short-term
and mid-term strategies as
outlined in the Economic
Development Strategic Plan.
Establish sustainable branding
and strong reputation of place by
creating synergy within Auburn
A rea Chamber, Auburn Downtown
Association, Auburn Tourism
Board and Lodging Tax Advisory
Board.
Ongoing: All committees and
boards are active and meeting
regularly.
Implement ongoing, short-term
and mid-term strategies as
outlined in the Economic
Development Strategic Plan.
Implement goals as outlined in the
Ten-Year Economic Development
Strategic Plan.
Ongoing: Year-one update
presented to City Council March
2018. All strategies reported as on
track.
Implement ongoing, short-term
and mid-term strategies as
outlined in the Economic
Development Strategic Plan.
Expand opportunities for
networking and outreach to
businesses.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
107 Page 12 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
Support and expand the
development of the Innovation
Partnership Zone.
Implement ongoing, short-term
and mid-term strategies as
outlined in the Economic
Development Strategic Plan.
Expand the role of tourism and
real estate as part of the
Economic Development Division.
Complete: Hired Tourism
Coordinator Sept 2016,
Transitioned Real Estate Services
from Facilities to Economic
Development in April 2016 .
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
Ongoing: Creation and
implementation of a small
business incubator. Efforts to
s trengt hen the IPZ Mayor's Task
Force.
Formalize Economic Development
and Real Estate Staff roles and
responsibilities, as well as policies
and procedures . Structure
Economic Development
Department to provide the
capacity to implement their
strategic plan.
Implement all ongoing, short-term
and mid-term strategies as
outlined under "Delivery, Product,
Plac e, and Messaging" in the 10-
Year Strategic Plan.
108 Page 13 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
HUMAN RESOURCES AND RISK MANAGEMENT DEPARTMENT
Mission Statement
To provide service and support that meets the needs of our customers by effectively planning and
responding to all human resources and risk management related activities using value-added tools,
processes, and services.
Department Overview
The Human Resources and Risk Management Department develops and administers personnel
policies, recruits applicants for employment, assists in selecting and hiring employees, makes
recommendations to the compensation package (including benefits), and negotiates and administers
labor agreements. The department also represents the City in administrative hearings, develops and
conducts management training programs, monitors compliance with applicable state and federal
laws and regulations, assists in the management of the Court by negotiating and monitoring the
Public Defense contract and acting as a liaison between the City administration and the King County
District Court, oversees risk management programs, and develops, implements, and ensures
compliance with the City’s safety program.
Negotiate Teamsters Collective
Bargaining Agreement (CBA) in
the best interests of the City and
employ ees , as well as the
reopener language for the four
CBAs that had reopener language
due to the Affordable Care Act.
Successfully negotiated reopener
language for the Police Officer,
Sergeant, Commander, and Non-
Commissioned CBAs in regards to
provisions related to the Affordable
Care Act.
Negotiate Police Officer, Sergeant,
Commander, and Non-
Commissioned CBAs in the best
interes ts of the City and
employees.
Successfully negotiated the
Teamsters CBA.
Continue to develop the City’s
Wellness Program and receive the
WellCity Award, which will provide
a 2% reduc tion in healthcare
premiums.
The City received the WellCity
Award in both 2017 and 2018,
resulting in a 2% reduction in
healthc are premiums.
Continue to develop the City’s
Wellness Program and receive the
WellCity Award, which will provide
a 2% reduc t ion in healthcare
premiums.
Continue to explore healthcare
options with the best coverage for
employees while maintaining the
most reasonable cost.
Human Resources works closely
with our benefit brokers to explore
the City's options regarding quality
c overage t hat is reasonably
priced.
Continue to explore healthcare
options with the best coverage for
employees while maintaining the
most reasonable cost.
Continue efforts to recruit and
retain qualified employees.
For the 2017-2018 cycle, Human
Resources is projecting to
complete the processes for
approximately 140 recruitments
and promotions.
Continue efforts to recruit and
retain qualified employees.
Successfully renegotiate a
successor agreement with the
Public Defender to extend the
c urrent contract.
Completed effective January 1,
2017.
Successfully renegotiate a
successor agreement with the
Public Defender to extend the
c urrent contract.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
127 Page 14 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
Provide citywide training on critical
administrative policies and
proc edures.
In 2017, Human Resources
provided mandatory sexual
haras s ment training for all City
staff and supervisors.
Provide citywide training on critical
administrative policies and
proc edures.
In 2018, Human Resources
conducted mandatory policy
training for staff and supervisors.
Continue to provide training on
performance management as well
as t he City’s Core Competency of
Communication and Customer
Service.
Human Resources provided
training on the performance
management process,
emphasizing the City's Core
Competencies.
Develop and implement
supervisory and management
trainings for City staff.
Continue to develop a Civil Service
Diversity Outreach program to
support the recruitment and
development of a diverse and
qualified pool of Police Officers.
In August 2017, Human
Resources officially launched the
Civil Service Diversity Outreach
program, which resulted in 67% of
newly hired Police Officers coming
from diverse backgrounds.
Continue the Civil Service Diversity
Outreach program to further
support the recruitment and
development of a diverse and
qualified pool of Police Officers.
Implement the new 12-month
onboarding process emphasizing
the City’s Core Values and Team
Auburn approach.
In 2017, Human Resources kicked
off the new hire onboarding
program, which was designed to
assist new hires in understanding
the City's Core Values and City
processes.
Continue to provide a 12-month
onboarding process to emphasize
the City's Core Values and Team
Auburn approach.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
128 Page 15 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
FINANCE DEPARTMENT
Mission Statement
The Finance Department is dedicated to providing outstanding customer service to meet the needs
of citizens and City departments by providing timely and accurate financial information, safeguarding
financial assets, and performing our duties ethically and with the greatest integrity.
Department Overview
Major responsibilities include: financial and budgetary policy development, long-term financing and
cash management, the functions of utility billing and customer service, payroll, purchasing, and
accounts payable and receivable. The department prepares a comprehensive annual financial report
and a biennial budget document. Other duties include providing analytical support, accounting and
budgeting advice to departments, overseeing the six-year Capital Facility Plan (CFP), and overseeing
the Solid Waste services contract.
In coordination with the Public
Works Department, evaluate rate
structure options for water and
s tormwater utility rates based on
the results of the recently
completed cost of service
analyses.
Performed a review of utility rates
in conjunction with a cost of
service study and rate design
evaluat ion to be implemented
effective January 1, 2019.
Prepare the 2016 and 2017
Comprehensive Annual Financial
Reports (CAFRs) and submit
doc umentation to the GFOA
award program to receive the
Certificate of Achievement for
Excellence in Financial Reporting.
Prepared the 2016 and 2017
Comprehensive Annual Financial
Reports (CAFRs), submitted
doc umentat ion to the GFOA
award program, and received the
Certificate of Achievement for
Excellence in Financial Reporting.
Prepare the 2018 and 2019
Comprehensive Annual Financial
Reports (CAFRs) and submit
doc ument at ion to the GFOA
award program to receive the
Certificate of Achievement for
Excellence in Financial Reporting.
Implemented Governmental
Accounting Standards Board
(GASB) pronouncements 72, 73,
76, 77, 79, and 82.
Implement emerging GASB
pronouncements.
Complete the 2017-2018 final
budget and submit documentation
to the Government Finance
Officers Association (GFOA) for
the Distinguished Budget
Presentation Award.
Completed the 2017-2018 final
budget, submitted documentation
to Government Finance Officers
A ss oc iation (GFOA) and received
the Distinguished Budget
Presentation Award.
Complete the 2019-2020 final
budget and submit documentation
to the Government Finance
Officers Association (GFOA) for
the Distinguished Budget
Presentation Award.
Work with the Public Works
Department to complete the
implementation of an automated
metering technology, generally
referred to as the Water Utility
Meter and Billing System
Improvement project.
15,000 new AMI meters were
installed or retrofitted. Completed
January 2018.
Implement new automated meter
reading software to provide
enhanced information and
report ing for better customer
service. Conversion and training
for Sensus Analytics software.
Update the six-year Capital
Facilities Plan as part of the
Comprehensive Plan.
Updated the six-year Capital
Facilities Plan (CFP) as part of the
Comprehensive Plan.
Update the six-year Capital
Facilities Plan as part of the
Comprehensive Plan.
Work with the Washington State
Auditor’s Office for successful
audit engagements.
Worked with the Washington
State Auditor’s Office for
successful audit engagement.
Work with Washington State
Auditor’s Office for successful
audit engagements.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
135 Page 16 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
Work with utility customers to
encourage increased usage of self-
service payment options (online bill
pay, interactive voice response
phone payments, and recurring
automatic payments).
2017 self service payments =
98,085. Goal for 2018 = 107,000.
Change from bi-monthly water
consumption billing to monthly
consumption billing.
Issue Request for Bids (RFB) for
contracted solid waste services and
enter into a new contract for solid
waste services.
Issued Request for Bids; request
was denied and direction was given
to issue a Request for Proposal
(RFP).
Execute a contract extension with
the current provider through 2021,
issue a request for proposal, and
select a vendor to begin providing
contract solid waste services in
2021. This will bring the entire City
under one contract.
Create and implement an online
new customer application for utility
customers.
Completed in May 2018.
Create new utility bill and change
printing vendor.
Final revisions to the new utility bill
are in process, using the same
vendor due to cost savings.
Redesign a new past-due
statement.
Continue financing of utility capital
projects as needed.
Continued financing of utility capital
projects as needed.
Continue financing of capital
projects as needed.
Continue to review and improve
processes through lean strategies.
Reviewed and improved processes
through lean strategies, including:
Continue to review and improve
processes through lean strategies,
including:
Researched and developed
approach to replace position control
for support departments.
Identified planned enhancements to
budget document and process.
Entered into an agreement with
Auburn Valley Humane Society to
administer pet licensing.
Completed a payroll process
mapping exercise.
Enhanced Accounts Receivable
invoicing and collection enforcement
process through information content
sharing and active account
management.
In coordination with Innovation &
Technology and the Parks, Arts and
Recreation Department,
implemented new Theater point of
sale and ticketing system.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
Researched and developed
approach to multi-year capital
budgeting.
Implement new approach to
position control, multi-year capital
budgeting, and other enhancements
with the adoption of the 2019-2020
budget. Include new "Budget-in-
Brief" with statistics and other
information.
Continue to enhance format for
quarterly report. Work to add
higher-level summaries with
highlights and associated graphics.
Develop a Popular Annual Financial
Report (PAFR).
136 Page 17 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
Implement electronic archiving of
accounts payable records, cash
receipts, and bank reconciliation;
integrate with Eden when
appropriate.
On hold for future years.
Technology to make this "lean" is
not in place at this time.
Expand to Accounts Payable and
cash receipting transactions.
Review and revise current utility
processes established in
administrative policies and City
code.
Add tenants as a "bill to" rather
than opening and closing tenant
accounts.
Administer economic development
incentives when exercised by
developers.
Administered economic
development incentives when
exercised by developers.
Administer economic development
incentives when exercised by
developers.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
137 Page 18 of 46
Page 19 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
NON-DEPARTMENTAL
Department Overview
Non-Departmental accounts are used to reflect the General Fund’s ending fund balance, prior year
adjustments, the transfer of money between funds, and one-time transactions. Estimated costs for the
General Fund portion of retiring employees are budgeted in this department as are Law Enforcement Officer
and Fire Fighter (LEOFF 1) Other Post-Employment Benefit (OPEB) requirements and long-term debt
payments.
During the course of the year, anticipated expenditures will be transferred from the beginning fund balance
while revenues will be added. The ending fund balance reflects the target figure for the ending balance.
Since the budget will be adopted before the actual current-year ending figure is known, the amount has
been estimated.
Continue to fund Law Enforcement
Officer and Fire Fighter (LEOFF 1)
ret iree medical and long-term care
expenditures.
Continued to fund Law
Enforcement Officer and Fire
Fighter (LEOFF 1) retiree medical
and long-term care expenditures.
Continue to fund Law Enforcement
Officer and Fire Fighter (LEOFF 1)
ret iree medical and long-term care
expenditures.
Continue to fund retirement
payouts.
Continued to fund retirement
payouts.
Continue to fund retirement
payouts.
Continue to provide funding for
general Citywide services.
Continued to provide funding for
general Citywide services.
Continue to provide funding for
general Citywide services.
Continue to fund the City’s share
of the Auburn Valley Humane
Soc iety (AVHS) operations.
Continued to fund the City's share
of the Auburn Valley Humane
Soc iety (AVHS) operations. In
2018, the City entered into an
agreement with the AVHS to
administer the Pet Licensing
Program.
Continue to fund the City's share
of the Auburn Valley Humane
Soc iety (AVHS) operations and
the Pet Licensing Program.
Fund debt payments for the
Library, Golf Course, and
Cemetery.
Funded debt payments for the
Library, Golf Course, and
Cemet ery. The outstanding debt
associated with the Library
reached final maturity in 2018.
Fund debt payments for the Golf
Course and Cemetery.
Provide funds for Citywide program
improvements.
Provided funds for Citywide
program improvements.
Provide funds for Citywide program
improvements.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
140 Page 20 of 46
Page 21 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
LEGAL DEPARTMENT
Mission Statement
The mission of the Legal Department is to provide accurate and timely legal advice and information
to the City, represent the City in all civil and criminal litigation, and provide timely and accurate
customer service.
Department Overview
This department consists of the Civil Division, the Prosecution Division, and the City Clerk’s Office.
The Civil Division represents the City in all civil litigation. It prepares ordinances, resolutions,
petitions, contracts, leases, easements, deeds, notices and other legal documents, and provides
pragmatic, impartial, and timely legal advice to the City.
The Prosecution Division prosecutes misdemeanor and gross misdemeanor criminal cases in the
King County District Court.
The City Clerk’s Office is responsible for codifying ordinances, preparing City Council and other
board and commission agendas and minutes, and attending Council and other committee meetings.
The City Clerk’s Office monitors various legal matters; acts as a central repository for all municipal
records; processes claims for damages, requests for public records and public information, and
passport applications.
Work with other departments to
identify non-archival paper records
eligible for destruction after being
imaged for inclusion in the
Laserfiche Electronic Records
Management System.
Performed initial work to establish
scanning standards for images.
Continued to purge records eligible
for des truction.
Implement Laserfiche Records
Management workflows for
disposition authority numbers.
Develop and refine prosecution
strategies, including standard
dispositional recommendations, to
approac h c ases in the District
Court and to enhance prosecution
effectiveness.
Ongoing. Monthly court meetings.Continue to develop and refine
prosecution strategies, including
standard dispositional
recommendations, to approach
cases in the District Court and to
enhance prosecution
effectiveness.
Continue working with local and
regional service providers to
assemble a support network to
address needs of victims of
domestic violence, including
pursuit of the one-stop concept.
Ongoing. Forged relationships
with domestic violence community
advocates and service providers.
Continue to forge relationships
with domestic violence community
advocates and service providers.
Work with the Mayor, City Council
and City departments to
proactively develop recommended
language for updating and
amending ordinances and City
code sections.
Ongoing. Each new ordinance
and amendment to the City code
includes a review of the existing
language and language to be
included for legal sufficiency.
Review and revise templates as
necessary.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
171 Page 22 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
Continue to work with the Mayor
and City staff, as well as the
regional and State participants, to
develop strategies for legislative
bills to enhance the ability of
Auburn and other cities in the
State to carry out their municipal
responsibilities.
Ongoing. We participate in
Washington State Association for
Munic ipal Attorneys (WSAMA)
legislative committee activities and
work with the Association of
Washington Cities (AWC) to
review and evaluate proposed
legislation.
Ongoing.
Continue to work with the court
and public defender (and defense
bar) to better handle caseload
management and streamline court
processes to improve public
access to the courts and
adjudication of cases.
Ongoing. Meet with court, public
defender and internally to discuss
st rategies and alternatives.
Ongoing.
Work with the IT Department
(Innovation and Technology) and
other departments of the City to
facilitate convenient access to
ordinances, resolutions and other
public records via the City’s
website.
Worked with the IT Department to
ensure implementation of
sc heduled upgrades to Laserfiche
records management software.
Work with the IT Department and
other departments of the City to
fac ilitate convenient access to
ordinances, resolutions and other
public records via the City’s
website.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
172 Page 23 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
COMMUNITY DEVELOPMENT SERVICES DEPARTMENT
Mission Statement
To serve the Auburn community by providing consistent, high quality customer service, and
implementing City Council goals in land use planning, protection of the environment, and building
safety and efficiency.
Service Area Overview
Community Development Services is responsible for the following:
•Formulating and recommending comprehensive goals on planning, ensuring compliance with the
Growth Management Act.
•Ensuring compliance with statutory requirements relative to environmental issues.
•Direct preparation and review of environmental impact statements and technical reports;
determining final action on environmental issues.
•Ensuring compliance with adopted building codes.
•Acting as the City’s responsible official for State Environmental Policy Act (SEPA) compliance,
and Shoreline Management Program Manager.
•Ensuring code compliance to Auburn City Code Titles 5, 8, 10, 12, 13, 15, 16, 17, and 18.
•Managing the City’s One Stop Permit Center.
•Providing staff to planning commission, hearing examiner, and planning and development
committees.
•Coordinating with other City departments to ensure City plans and projects are compatible with
the Comprehensive Plan.
•Coordinating with Valley Regional Fire Authority on land use and building permit reviews and
code enforcement.
•Coordinating with other City departments on provision of services to new development.
•Representing the City on regional planning, economic development, and other policy issues.
•Coordinating with other jurisdictions and agencies to resolve regional issues.
•Developing and maintaining the Comprehensive Plan and special purpose plans.
•Providing leadership on public and private annexations.
•Developing and maintaining the zoning ordinance.
•Coordinating Citywide parking management initiatives and administration of the City’s parking
permit program.
•Administration of the City’s permitting software system.
•Management of the City’s business license program.
•Management of the City’s façade improvement program.
Department-wide implementation
of lean.
Process improvements include the
address notification procedure,
issuance of certificate's of
occupancy, business licensing,
permitting checklists,
implementation of electronic
review, and inspection scheduling.
Update of Title 5 (Business
Licenses).
Delayed to 2019.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
177 Page 24 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
Enhanced marketing efforts for the
City’s animal licensing program.
Animal Licensing Services were
transferred over to Auburn Valley
Humane Society.
Coordination of a significant
upgrade to the City’s permit
tracking software inclusive of
migration to the cloud.
The City and the vendor will enter
into a contract in 2018. A
significant portion of the upgrade
will occur in 2018 and will be
completed in 2019.
Implementation of the Airport
Strategic Business Plan.
Completed the following items:
Wayfinding, Partial Temporary Jet
A Fuel, Long Term Rate Study,
Competitive Market Analysis,
Annual Tenant Survey, review of
Capital Program, etc.
Moved to Airport.
Increase awareness of City
Council adopted values and
identify opportunities to ensure
that they are included in broader
City decision making.
Modify City Code so that it
accurately reflects authority of
department or position in decision
making ad accurately reflects
department name and structure.
Provide continuous, timely,
efficient, and high quality land use,
building, and engineering approval
processes that meet or exceed
clients’ expectations.
In 2018, implemented 22 specific
customer service enhancements.
Provide continuous, timely,
efficient, and high quality land use,
building, and engineering approval
processes that meet or exceed
clients’ expectations.
Continue providing support to the
Housing Home Repair program.
Building staff provides home
consultations to more than 100
homeowners annually.
Continue providing support to the
Housing Home Repair program.
Launch a system that allows for
electronic plan submittal,
accommodates web-based
payments, and that supports
electronic permit approval and
issuance.
Acquired Bluebeam software and
by the close of 2017 electronic
submissions and review of civil
engineering plans was complete.
In 2018 the program was deployed
in the areas of Building and
Planning.
Launch an updated permit
software system that allows for
the electronic submission of
paperwork, electronic
issuance/approval, and online
payment and that allows 24/7
engagement with the City.
Deploy strategies that educate
and enforce goals and standards
along designated Impression
Corridors and Gateways.
Code Enforcement has launched a
proactive outreach and
enforcement program focused on
impression corridors aimed
primarily at vegetation, signage,
and building appearance.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
178 Page 25 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
Implement an overhauled civil plan
review process.
Development Engineering
overhauled all civil development
packets and launched electronic
plan review. Engineering Services
updated engineering design
standards.
Expand efforts to further embrace
and utilize adopted
Comprehensive Plan values and
value-based decision making.
Adopted values have been added
to PowerPoint presentations,
affixed to many of the public walls
within City buildings, and are
referenced in developing the
Citywide budget.
Implement updated development
regulations.
Revised the methodology for
calculating density, created a new
open space zone, eliminated the
Environmental Park zone, and
created of administrative
procedures for approving final
plats.
Implement elements of Main
Street Urban Design Plan.
The Main Street Urban Design
Plan was completed in 2017.
Identify funding options for
implementation of the Plan.
Develop and implement the
Auburn Way South Corridor
Improvement Plan.
Coordinated with Economic
Development to invest in an AWS
Corridor Improvement Plan that
includes areas of marketing,
enforcement, outreach and
investments.
Implement Auburn Way South
corridor enhancements and
strategies.
Identify specific population and
employment targets for downtown
Auburn and its designation as a
Regional Growth Center in Puget
Sound Regional Council Vision
2040.
Delayed to 2019 in order to ensure
that the effort is consistent with
PSRC's Vision2050.
Develop a citywide wayfinding plan
with strategies and actions
directed at both non-motorized
and vehicle modes.
This goal was deprioritized.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
179 Page 26 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
Transition floodplain permitting
functions and environmental
mitigation and monitoring
responsibilities from Environmental
Services to Community
Development.
Fully transitioned, with assigned
leads from Planning, Development
Engineering and Building. Three
employees have earned the
certification of Certified Floodplain
Manager.
●
●
Create structure and clarity around
the City's floodplain management
program.
Update the City's floodplain
development regulations.
Support the efforts to implement
the adopted City 10-year
Economic Development Strategic
Plan.
There are 27 areas of the Plan that
are specifically assigned to the
Department. Community
Development and Economic
Development are in the process of
prioritizing actions.
Align City land use regulation and
policy with the City's long range
financial interests.
Distribute funding that supports
downtown businesses to improve
the appearance of their buildings
and property.
Deploy electronic meeting check-
in software and hardware within
the Customer Service Center.
Delayed due to cost and IT
priorities.
Support staff training needs that
ensure permit technicians,
building plan reviewers, building
inspectors, engineers, code
enforcement and management
staff are current with all required
certifications.
Staff continue to become experts
in more fields. Training and
certifications have been gained for
CPTED, noise monitoring,
floodplain management, ICC,
erosion control, traffic safety, and
permit software administration.
Initiate additional outreach,
coordination and enforcement
actions directed at businesses,
apartments, and rental housing
that are violating City Code.
Code Enforcement developed and
launched the Safe Auburn For
Every Resident (SAFER)
multifamily program which has
resulted in more than 150 property
managers becoming credentialed
that represent more than 400
multifamily properties.
Identify strategies and action
items that promote housing
preservation, healthy housing, and
attainable housing.
Identify strategies and action
items that promote broader
access and availability to healthier
food options and healthier
lifestyles.
Work towards incorporating City
business licensing into the
Washington State licensing
program.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
180 Page 27 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
ENVIRONMENTAL SERVICES
The Environmental Services Program is a stand-alone programmatic service within the Community
Development Department. The Environmental Services Program provides program-level support to
City departments on a wide range of sustainability issues, oversees current and future City
environmental assets, manages and implements sustainability programs, projects and initiatives and
educates, informs and engages with Auburn residents and businesses on a wide range of
sustainability issues.
Update the City’s 2010
Greenhouse Gas Inventory.
The Greenhouse Gas Inventory
was updated in 2017.
Create and begin to implement a
climate action plan for the City.
The Climate Action Plan will be
complete in 2018.
Complete the comprehensive
inventory of environmental assets
within the City.
More than 50% of the City's
assets have been mapped and
data input into GIS.
Complete the inventory of
environmental assets.
Continue providing high quality
environmental and sustainability
education and outreach.
Environmental Services continues
to provide daily education as well
as visits to local schools,
arranging
Continue providing high quality
environmental and sustainability
education and outreach.
community restoration projects,
and delivering information and
announcements to the community
via social media.
Develop and deploy sustainability
initiatives such as creation of a
Comprehensive Plan Sustainability
Element.
Major Goals
for 2019-2020
2017-2018
Goals
Progress Towards
2017-2018 Goals
181 Page 28 of 46
Page 29 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
PUBLIC WORKS DEPARTMENT
Mission Statement
Public Works strives to foster and support the quality of life of the community and to promote
vigorous economic development by providing reliable and safe public streets and utilities, and by the
careful management of new infrastructure constructed by the City and new development.
Service Area Overview
Public Works includes the General Fund divisions Engineering and Streets; the Special Revenue
funds Arterial Street Improvement (102), Local Street Preservation (103), and Arterial Street
Preservation (105); and the Enterprise funds: Water (430 & 460), Sanitary Sewer (431, 433, & 461),
Storm Drainage (432 & 462), Airport (435 & 465) and Equipment Rental (550 & 560). The
department is functionally divided into the Administrative, General Engineering Services,
Transportation Planning & Management, and Utility Planning & Management sections located in the
Customer Service Center.
The service area is responsible for several specific areas and duties, including:
• Review, approval, and management of the construction of capital improvements for streets
and utilities constructed by new development for public dedication and ownership;
• Management of the City’s public works capital improvement program for design, right-of-way
(ROW) acquisition, construction, and operations and maintenance of the City’s infrastructure
including utilities, public streets, and the airport.
• Design, survey, and construction management services, and property and right of way
records management;
• Administering standards for all City-owned utility and street infrastructure improvements for
development and land use throughout the City; and
• Managing short- and long-term planning and assisting with operations for City-owned utilities
(water, sewer, and storm drainage) and associated real property assets.
Continue to pursue at state and
regional levels new revenue
sourc es for the City’s arterial
street preservation.
Participated in the Regional
Transportation Strategy Initiative,
and in the T2040 Update through
PSRC including the Maintenance
& Preservation Taskforce.
Continue to pursue at state and
regional levels new revenue
sourc es for the City’s arterial
street preservation. This may
potentially include a User Fee,
Street Maintenance Utility, or
other options being considered
regionally.
Participate in regional
transportation forums – SCATBd,
RPE C, KCPEC, PSRC, PCTCC
and RAMP on key projects.
Participated in all Regional
Transportation Meetings including
the Regional Transit Committee
(RTC).
Participate in regional
transportation forums – SCATBd,
RPE C, KCPEC, PSRC, PCTCC,
RTC, and RAMP on key projects.
Complete the annual updates to
the 6-year Transportation
Improvement Plan.
Completed in June 2017 and
anticipated to be completed in
Summer 2018.
Complete the annual updates to
the 6-year Transportation
Improvement Plan.
ENGINEERING SERVICES
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
187 Page 30 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
Continue to advocate for legislative
authorization of a Street
Maint enance Utility.
Ongoing. Participated in various
regional forums regarding funding
for s treet preservation.
Continue to coordinate with
adjacent water purveyors on
potent ial future beneficial water
supply options.
Ongoing.
Continue to work with new
developments on funding options
for k ey transportation
improvements.
Ongoing.
Work with the City of Pacific to
complete a corporate boundary
line adjustment along the A Street
SE Corridor for public safety and
continuity of responsibility.
Coordination with City of Pacific is
anticipated to begin in 2018 with
completion in the 2019-2020
budget cycle.
Work with the City of Pacific to
complete a corporate boundary
line adjustment along the A Street
SE Corridor for public safety and
continuity of responsibility.
Continue to apply for grants to
help fund projects programmed in
the 6-y ear Transportation
Improvement Plan.
Applied for numerous grants in
2017 and 2018. Received $8M
and will potentially receive other
awards later in 2018.
Continue to apply for grants to
help fund projects programmed in
the 6-y ear Transportation
Improvement Plan.
Continue to work with other
departments to promote economic
development opportunities.
Ongoing.Continue to work with other
departments to promote economic
development opportunities.
Work with Finance to complete a
rate study for the water, sewer and
st orm drainage systems for
implementation by 2018.
Rate Study is underway and
anticipated to be completed in late
2018.
Improve efforts to maintain local
streets in fair-to-good condition by
crac k sealing and increased grind
and patch operations to prolong
the life of the street and postpone
the need for overlays.
Efforts continued through 2017
and 2018 with several projects
having some form of preservation
completed.
Improve efforts to maintain all
streets in fair-to-good condition by
crac k sealing, grind and patch
operations, overlays, and re-builds
to prolong the life of all streets.
Maintain an average Pavement
Condition Index Rating of 70.
Refresh striping on public roads
and continue to refresh
thermoplastic pavement markings
and legends as needed.
Completed striping on all streets
and completed thermoplastic
pavement marking refresh as
needed.
Refresh striping on public roads
and continue to refresh
thermoplastic pavement markings
and legends as needed.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
188 Page 31 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
STREETS DIVISION
Mission Statement
The Streets Division’s purpose is to provide a safe and efficient transportation system that serves
the present and forecasted needs of the Auburn community.
Department Overview
The transportation system is managed by both the Street Division of Maintenance and Operations
Services and the Transportation Division of Engineering Services within Public Works.
The Streets Division has over 245 centerline miles of roadways to maintain. Some of the key
maintenance duties include pavement patching, crack sealing, snow and ice removal, alley and
shoulder grading, sidewalk maintenance and repair, street lighting, signs, and traffic markings.
Continue to implement a street
sign inventory and minimum
reflectivity level maintenance
program through the use of
approved methods, including the
use of a retroreflectometer.
The City's goal is to inspect 100%
of regulatory/warning signs twice
yearly for reflectivity. Our current
progress is at 50% year to date.
The City's goal is to inspect 100%
of regulatory/warning signs twice
yearly for reflectivity.
Implement an in-house sidewalk
maintenance/repair program to
improve pedestrian safety
t hroughout the City.
M&O is in the process of ordering
equipment and establishing a list
of sidewalks that are in need of
repair.
Utilize new equipment to address
safety issues in a more cost
effective and timely manner.
Continue to support the
implementation of the City’s traffic
calming program through the
plac ement of “speed cushions” or
other appropriate traffic calming
measures as directed by
Engineering Services.
Installed multiple speed cushions
at the direction of Engineering
Services. This is an ongoing goal.
Continue to provide ongoing
support.
Continue to update inventory of
new street light systems.
Ongoing.Continue to update inventory of
new street light systems.
Continue implementing annual
Pothole Patrol program pavement
repairs.
The Street Division has completed
100% of pothole requests year to
date.
Increase frequency of pothole
patrol in order to address known
areas with a high potential of
failure.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
192 Page 32 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
Continue citywide repair or
replacement of damaged and worn
street signs.
The Street Division has completed
approximately 500 street sign
related tasks in 2017 and 2018.
Continue ongoing repair or
replacement of damaged and worn
street signs.
Continue making guardrail repairs
and other roadside safety
improvements.
The Street Division purchased and
used approximately 340 tons of
asphalt and an additional 132 tons
of cold mix in 2017.
Continue to increase grind and
patch operations to postpone the
need for total road surface
replacement.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
193 Page 33 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
POLICE DEPARTMENT
Vision
To be a premier law enforcement agency that is trusted, supported and respected.
Mission Statement
To provide professional law enforcement services to our community.
The Police Department will
continue to enhance our efforts in
the downtown area to address
crime and other quality of life
issues. A problem-solving
approach, along with our
relationships with residents and
business owners, will combine to
make this a success.
Over the last two years, the
Auburn Police Department has
made the downtown core a priority.
The Bicycle Unit is the primary
deployment method when making
a presence downtown and this unit
has increased to four officers.
Bike Officers not only handle calls
for service, but also are able to put
a personal touch on enforcement
efforts in the way of business
owner relationships and getting to
know the frequent offenders.
Continued leadership training for
Sergeants and Commanders is
vitally important. Creating
additional skills and abilities for
leaders to learn the tasks of
coaching, counseling and
motivating officers is required.
Leaders will continue to attend the
21st Century Leadership program
that is conducted at the Criminal
Justice Training Center.
Les Gove Park continues to offer
several services and experiences
to all of the citizens of Auburn.
The new Youth/Teen Center was
completed in 2016 and the Auburn
Police Department continues to be
involved with youth programs that
foster a healthy relationship with
teens in the area. Mentoring and
coaching from Auburn officers is
part of the department’s values of
Courage, Honor, Integrity and
Professionalism. Additionally, the
feeling of safety throughout the
park is something that the Police
Department will always be striving
for through addressing crime and
adherence to City ordinances that
relate to park rules and
regulations.
The Les Gove Park Campus has
become a real city gem and used
by hundreds of Auburn Citizens
each year. Part of making the
park a desirable destination is
creating a feeling of safety for its
users. The Auburn Police
Department has also made this
part of the City a priority with
regard to police presence and
enforcement efforts. Once again,
the Bicycle Unit spends an
enormous amount of time at the
park and has made several arrests
for minor crimes as well as
contacted hundreds of persons
either using the park legitimately or
involved in unwelcomed activity.
The Auburn Police Department will
continue to seek grant funding
from the Washington State
Department of Transportation to
conduct additional Driving Under
the Influence (DUI) emphasis
patrols.
The Auburn Police Department
was successful in obtaining
Washington State Grant Funding
to increase our efforts in Driving
Under the Influence (DUI)
enforcement. This last year, the
department received $8,400 in
funding and deployed officer in
excess 95 hours. Additionally,
163 traffic stops were conducted
where two drivers were arrested
and over 90 infractions issued.
The Auburn Police Department will
continue to seek grant funding
from the Washington State
Department of Transportation to
conduct additional Drive Under the
Influence (DUI) emphasis patrols.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
231 Page 34 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
The Police Department will
continue to pursue the effort of sex
offender contacts and will attempt
to obtain grant funding in this area.
The Auburn Police Department
was again successful in obtaining
sex offender grant funding for the
purpose of monitoring and
checking registered sex offenders
(RSOs) in the City that amounted
to over $51,000. During the last
two years, the department
contacted 615 RSOs. Some of the
total were RSOs that were
checked on more than one time.
Annual checks of the RSOs
created 21 additional charges on
the offenders for violation of the
registration requirements.
The Police Department will
continue to pursue the effort of sex
offender contacts and will attempt
to obtain grant funding in this area.
A position in the Innovation and
Technology (IT) Department was
recently reclassified to conduct
research and development of new
law enforcement-specific
technology. In 2017 and 2018, the
Police Department will seek
improvements utilizing technology
in the areas of, but not limited to:
license plate readers, video
cameras, evidence management
systems and crime scene
technology.
The new IT employee participated
in evidence room management
software research, E-ticketing for
parking enforcement, body worn
cameras and installation of an
additional license plate reader in
patrol vehicles.
In order to improve our crime
fighting efforts and establish
deployment methods, the
department will continue to rely
upon data driven policing to reduce
crime and establish a feeling of
safety throughout the community.
In order to improve and sustain the
Auburn Police Department’s trust
and transparency with the citizens
they serve, Division Commanders
will be assigned as liaisons for
specific identified minority groups
within the City. Their mission will
be to create a working and trusting
relationship with the formal and
informal leaders within these
groups to address issues and
concerns. Acting as a conduit,
the Division Commander will
provide information and answer
questions and concerns about the
operation of the Police
Department.
The Police Department’s efforts to
reach out to the community in an
effort to partner for the purposes of
reducing crime and improving the
quality of life in the city is always
improving. Our Command Staff
has reached out to minority
communities in an effort to be
transparent and identify resources
to assist each other. Command
Staff has participated in most civic
groups in the City and the
relationships that are fostered are
of high importance.
Community outreach and
transparency will continue in the
2019/2020 budget cycle.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
232 Page 35 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
Crime analysis is a vital part of the
Auburn Police Department.
Constantly upgrading and
improving our efforts to collect
data and utilizing the information
to deploy personnel and combat
criminal activity is required. The
Police Department will continue to
improve and find new innovative
ways to use crime data to address
crime in Auburn.
The last two years have witnessed
extensive use of the Crime Analyst
Office. Over the last two years,
regional partners that include the
valley Police Departments, King
County Prosecutor’s Office and
Federal Law Enforcement have
collaborated in an effort to combat
violent crime and crimes involving
firearms. Part of that effort is the
integration of Crime Analyst from
the region to include the Auburn
Police Department Crime Analyst.
Our Analyst is one of the primary
sources of information and
dissemination of that information.
Additionally, the Analyst compiles
and distributes crime data and
analytical work to Auburn Officers
and Detectives. Such data
includes probable cause to arrest
bulletins, crime occurrence and
probability data and sharing of
outside agency crime bulletins.
Crime analysis is a vital part of the
Auburn Police Department. The
Auburn Police Department is
constantly upgrading and
improving our efforts to collect
data and utilize the information to
deploy personnel and combat
criminal activity. The Police
Department will continue to
improve and find new innovative
ways to use crime data to address
crime in Auburn.
The Police Department has an
excellent working relationship with
several landlords and rental
property owners. Although we
have not made connections with
all of them, the annual landlord
trainings seem to glean a healthy
turnout to learn new ideas and
meet the officers in their areas.
The Police Department will build
on this effort and attempt to hold
more trainings throughout each
year to reach a broader base of
landlords and rental property
owners.
The Auburn Police Department has
conducted over five property owner
and rental property ownership
training. This training is vital to
establishing relationships as well
as educating owners and property
owners regarding the property
owner tenant act.
Landlord and rental property
training will continue in the
2019/2020 budget cycle.
The City has developed
community picnics to serve as
venues for existing community
meetings that were held in specific
neighborhoods. Community
picnics are to be held throughout
the summer months of each year
and are based in the same areas
of police patrol districts. The
Auburn Police Department will
play a major role in these picnics
utilizing our Community Response
Team member, Community
Programs, District Patrol
Sergeants and Sector
Commanders.
Since January of 2017, the Auburn
Police Department staff has
participated in yearly community
picnics. Typically, the Chief,
Assistant Chief, one Commander
and the Community Response
team will attend these meetings.
Direction is given to staff to
introduce themselves and solicit
questions regarding neighborhood
issues and crime data. These
picnics have served the department
well as it allows community
engagement outside the confines
of calls for service or investigating
criminal matters.
The Police Department will
continue its efforts to demonstrate
transparency and relationships
with the public. We will establish
this by improved attendance at all
community picnics, citizens
academies and landlord / rental
ownership training.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
233 Page 36 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
In 2020, the Auburn Police
Department will again be applying
for Washington State
Accreditation. The 150 best
practices, as established by the
Washington Association of
Sheriffs and Police Chiefs, will be
measured and proven to receive
the coveted status.
The Auburn Police Department
has been housed in its current
facility for 14 years. Since 2004,
we have increased our employee
count by 38 employees, most of
which are commissioned officers.
This creates a substantial need for
meeting room space, locker room
space, parking, evidence storage
and finally office space. The
department will assist with a
space study to determine the
future needs of the Police
Department that may include a
new public safety building.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
234 Page 37 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
SOUTH CORRECTIONAL ENTITY (SCORE)
The South Correctional Entity (SCORE) consolidated correctional facility was established by the “member
cities” of Auburn, Burien, Des Moines, Federal Way, Renton, SeaTac and Tukwila to provide correctional
services within the jurisdiction of the member cities for the purpose of detaining arrestees and sentenced
offenders in the furtherance of public safety.
Continue to expand and improve
efforts to reduce costs to member
cities by entering contracts for the
housing of inmates from outside
agencies.
SCORE entered or amended
contracts with 27 agencies in
2017 and 16 agencies in 2018.
As future contracts expire in
2019/2020, SCORE will continue
to offer amended contracts or
enter into new contracts that are
in the best interest of the owner
agencies.
SCORE will be working on efforts
to begin replacement of critical
infrastructure that has become
outdated or is at the end of its life
cycle.
Upgraded critical infrastructure,
including control systems that
were nearing end of life.
After determining space allocation,
a remodel will occur in the front
lobby to allow for expanded
administrative space.
Remodeled unused lobby space
for administrative work area.
SCORE will begin to research and
identify an electronic management
system.
SCORE has implemented GovQA
for public records dissemination
and is in the process of
implementing a new payroll
software called Executime.
Expanded outreach and
programming with community
service providers to provide
transition services for inmates at
release.
Earned reaccreditation by the
National Commission on
Correctional Health Care
(NCCHC).
Negotiate new Collective
Bargaining Agreement (CBA) with
represented staff.
Transition to new leadership team
after retirement of the Executive
Director.
Complete the PREA (Prison Rape
Elimination Act) audit which is a
three year process with the next
audit due in August of 2019.
Earn reaccreditation from the
Washington Association of
Sheriffs and Police Chiefs.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
237 Page 38 of 46
Page 39 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
PARKS, ARTS AND RECREATION DEPARTMENT
Mission Statement
The Parks, Arts and Recreation Department is committed to protecting the City of Auburn’s natural
beauty through a vibrant system of parks, open space, and trails while enhancing the quality of life
for our citizens by providing outstanding recreational and cultural opportunities.
Department Overview
The Parks, Arts, and Recreation Department focuses on providing a variety of facilities and
programs for residents of all ages and interests including parks, recreation programs, arts and
cultural activities, senior center services, a museum and historic farm, cemetery, and golf course.
The department works closely with the Auburn School District, Green River College, and other
cultural and youth-serving agencies in Auburn to provide facilities and services to citizens. We
continue to focus on providing programs, community events and facilities, protecting our
environment, and preserving historical and cultural opportunities in our community.
Arts & Events Division
Continue to refine sponsor
opportunities and solicit
sponsorships for major special
events .
Created a partnership with Talk
Radio 570 KVI, KOMO News
Radio and KOMO 4 as the in-kind
media s ponsor for the Veterans
Day Parade. Developed new
sponsor relationships for major
special events and continued on-
going sponsor relations with
returning sponsors.
Continue to refine sponsor
opportunities and seek
sponsorships for major special
events .
Continue to work with community
partners on joint programming for
arts and events.
Transitioned the Auburn
International Farmers Market to a
temporary location in Les Gove
P ark (2018) and implemented the
acceptance of Fresh Bucks at the
Market (2017). Worked with Solid
Rock Cruiser to host three
Summer Cruise-In’s at Les Gove
Park at the old Big Daddy’s site.
Continue to work with community
partners on joint programming for
arts and events.
Launched a series of new art
educational classes. Worked with
Artist Trust to host several artist
related workshops. Continued
work with area art non-profits to
collaborate on programming.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
243 Page 40 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
Continue to diversify performing
arts offerings and build a broad
audience base for performing arts
programs.
Transitioned performing arts
ticketing system to ArtsPeople,
making it easier to purchase and
print tickets on-line.
Work toward determining next
steps for Auburn Avenue Theater
operations. Current lease expires
on 12/31/2021.
Develop a comprehensive plan for
the creation of an Auburn Arts &
Culture Center within the Old Post
Office building.
Applied for and received $325,000
in grant funding (5 separate
grants) for Phase 1 renovations of
the Auburn Arts & Culture Center.
Renovate the Historic downtown
Post Office into a new Arts &
Culture Center Development;
develop a comprehensive
operations plan for the building.
Completed restoration of exterior
windows at the Arts & Culture
Center in accordance with
National Historic Landmark
guidelines to maintain the
historical look of the exterior of the
building.
Activated the building during
spring and fall downtown Art
Walks to generate momentum.
Added Auburn Community Players
holiday production and continue to
program the Auburn Ave Theater
with a variety of tribute shows,
comedy, kid-related shows, and
full-scale musical productions.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
Golf Course Division
Increase men’s & ladies’ club
memberships by 5% and
participation in club events by
10%.
Complete Continue course drainage
improvements with sanding
program, aerification, and surface
water removal to improve
playability during shoulder
seasons.
Increase general public & league
play by 5%, outside tournament
play by 5%, and winter play by
10%.
Complete Develop golf course turf nursery to
produce green and tee sod for
course improvement projects.
Develop additional marketing
opportunities and golf menu
specials with Bogey’s Restaurant.
Complete
Increase merchandise sales and
cart rental revenue by 5%.
In Progress Promote the course to local
charities for golf marathon events
during semi annual aerifications.
Expand golf course usage by
offering "foot golf" and "glow ball"
events to generate additional
revenues.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
244 Page 41 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
Expand email database by 5%.Complete
Expand social media marketing
with Costco, Golf Now, and The
Golf Channel.
Complete
Continue to better utilize golf
course tee times – offering text
message, email, and Facebook
specials during slow times.
Complete
Expand Customer Appreciation
tournament series to include a
major northwest amateur event
each year.
In Progress
Expand the junior program to
include participation in PGA Junior
League Golf.
Complete
Rebuild the First and Tenth greens
and their surrounds.
1st Green Complete, 10th Green
in progress
Replace the chemical storage
building.
In Progress
Promote the golf course to local
area golfers by hosting Pro
Amatuer event for the Western
Washington PGA chapter.
Improve guest experience by
offering Golf Genius live scoring
software for tournaments and
leagues.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
Senior Activity Center Division
Identify new in-house
programs/activities for participants
who visit the center daily but are
not engaging in currently offered
programs/activities.
We added a weekly lecture series
“Look Who’s Talking.” Forty-two
lectures were offered in 2017 with
an average of 20 people attending,
Topics change weekly. The series
is so popular, that it has been
continued in 2018.
Apply for funding through the King
County Veterans, Senior, and
Human Services levy for a Social
Worker to be housed at the Senior
Center part or full time. The funds
are available between 2019-2023.
Increase programming for minority
populations by 5%.
Collaborated with Sea Mar to offer
a program focused on providing
social and nutritional services,
outreach, interpretation and
translation for all Latino seniors
residing in the City of Auburn and
surrounding areas.
In 2018, will apply for funding from
King County Veterans, Seniors,
and Human Services Levy. If
received, will hold a series of
diversity, bullying, inclusion
lectures.
Apply for funding through the King
County Veterans, Senior, and
Human Services levy to be used to
increase programs for diverse
populations by an additional 5%.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
245 Page 42 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
Develop new senior fitness and
arts programs to be offered at the
Community and Events Center
during the day.
Senior fitness classes are held at
the Community Center, with the
exception of a class for frailer
participants. Seniors now have
access to a variety of offerings
monthly in fitness classes and the
Fitness Room. Senior
memberships make up 82% of
total fitness memberships.
Staff has worked with Rec staff to
encourage senior center
participants to visit the Makers
Room. Arts staff have come over
to the center to explain what is
available and to invite seniors to
participate.
To develop a data system to better
capture numbers of participants in
different population categories.
This information is needed to
apply for specific funding
opportunities.
Continue to refine sponsor
opportunities and solicit
sponsorships for special events.
Updated sponsorship marketing
materials and distributed to local
businesses involved in serving
seniors.
Follow up with all current and past
sponsors to secure 75% of our
sponsorship packages.
Work as a member of the Blue
Ribbon Committee of Auburn to
explore partnership and funding
opportunities to bring behavioral
health programs to the
participants of the Senior Center.
Senior Center staff serve on the
Blue Ribbon Committee and on
the Behavioral and Mental Health
Sub-Committee. New programs at
the Center in 2017 included a 14-
week program in collaboration with
Multicare, GRC Nursing and
Occupational Therapy students
and a 6-week healthy cooking
class taught by dieticians.
Showed the R.E.A.D.Y. program
to the Senior Center Advisory
Council and facilitated the program
being featured at the 2017
Washington Association of Senior
Centers Conference.
Continue working with Blue Ribbon
Committee and other agencies to
provide additional programs that
will impact the overall health of
Auburn residents, age 50 plus.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
Recreation Division
Increase participation in adult
fitness and wellness programs by
100% over 2016 participation.
Increased participation 67% in
2017 compared to 2016.
Increase awareness and
enrollment by 50% in Makers
Space classes.
Sell an average of 200 fitness
memberships monthly.
Increase use of the Child Care
room to a level that it is at least
80% self-sustaining.
Accomplished. In 2017 we had
319 monthly fitness
memeberships and YTD in 2018
we have sold 267 monthly
memberships.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
246 Page 43 of 46
2019-2020 Biennial Budget Section IV: Operating Budget
Increase percentage of total
registrations made online to 50%.
2017: 31% of registrations were
made on-line generating 50% of
our total revenue.
Increase percentage of total
registrations made online to 60%.
2018 YTD: 46% of registrations
were made on-line generating 71%
of our total revenue.
Average 75 teens participating
each day at The Rec teen center.
Accomplished. Averaging 90
teens per day at the REC Teen
Center.
Secure grant funding or other
sources to support the Rec Riders
program.
Increase participation in youth
athletic programs by 10%.
In 2017 we had 1,640 youth
athletic registrations which was a
10% decrease compared to 2016.
YTD 2018 we have registered 914
youths.
Secure grant funding or other
sources to support the operation
of the REC Teen Center.
Promote a healthy Auburn
community with an AmeriCorps
position in 2017 to coordinate
healthy cooking classes.
Accomplished. We had in 2017
and have in 2018 an AmeriCorp
Volunteer adminstering health and
wellness programs.
Increase the percentage of facility
rental revenue by 10%.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
White River Valley Museum and Mary Olson Farm Division
Using grant funding, renovate the
museum lobby to improve safety
and visibility.
Complete.Build pathways and restore grave
markers at Pioneer Cemetery.
Seek grant funding to renovate the
museum garage into a classroom.
Grant fully funded, work to begin in
late 2018.
Complete renovation of garage into
classroom.
Review an additional 10% of the
artifact collection and remove
items of poor quality or duplicates.
Complete.Review an additional 10% of the
artifact collection and remove
items of poor quality or duplicates.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
247 Page 44 of 46
Page 45 of 46
Operating
Capital
Operating
Capital
Operating
Capital
Operating
Capital
Operating
Capital
Operating
Capital
Operating
Capital
Local Revitalization
Innovation &
Technology Debt Service Funds
Equipment
Rental
Capital Projects Funds
Municipal Parks Construction
Capital Improvements
Business Improvement Area
Cumulative Reserve
Mitigation Fees
Insurance
Workers' Compensation
Facilities
Airport
Drug Forfeiture
Cemetery
Housing/Community Development
Recreational Trails Internal Service Funds
Arterial Street Preservation
Water Fire Pension
Special Revenue Funds
Sewer
Arterial Street Permanent Funds
Storm Drainage
Local Street Cemetery Endowment Care
Hotel/Motel Tax
Solid Waste
Sewer Metro
General Governmental Funds Other Funds
General Fund Fiduciary / Trust FundsEnterprise Funds
Proprietary Funds
FUND TYPES
Page 46 of 46