HomeMy WebLinkAboutFinance-Biennial_Budget_07-08
AUBU
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WASHINGTON
CITY OF AUBURN
WASHINGTON
2007-2008 BIENNIAL BUDGET
For Fiscal Years January 1,2007 to December 31,2007
and January 1,2008 to December 31,2008
February 28, 2007
Prepared by Department of Finance
CITY COUNCIL
CITY OFFICIALS
MAYOR
Pete Lewis
JIll'"
Nancy Backus
Gene Cerino
Lynn Norman
Bill Peloza
Sue Singer
Roger Thordarson
DEPARTMENT DIRECTORS
Finance Director
City Attorney
Human Resources Director
Information Services Director
Parks Director
Planning Director
Chief of Public Safety
Public Works Director
Shelley Coleman
Dan Heid
Brenda Heineman
Lorrie Rempher
Daryl Faber
Michael Davolio
Jim Kelly
Dennis Dowdy
Rich Wagner
TABLE OF CONTENTS
2007 - 2008 BIENNIAL BUDGET
T RA N S MITT ALL ETT E R . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 1
The Budget Process....................................................................................................................... ................ 2
2007 - 2008 Biennial Budget Considerations................................................................................................ 3
Our F i sca I Con d it ion ........................................................................................................................ 3
Sign i fi ca nt Budget Mea su res and I nit i at i ves. . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . .
. . . . . . . . . . . . . . . . . . . . . .. 4
Vision 2016.......................................................................................................................... ............ 4
Closing Comments...................................................................................................................... ..... 7
Di st i ngu ish ed Budget Present at ion A wa rd ......................................................................................... 8
SECT ION I: B U DG ET SUM MA R Y ............................................................................................................................. 9
Re ad e r' s G u ide .............................................................................................................................. . . . . . . . . . . . . . .. 9
Fin an ci a 1St ru ct u re of the City Budget........................................................................................................... 1 0
Ge n e ra I F i sca I En v i ro n me n t . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 13
Key Issues Affecting the 2007 - 2008 Budget Process.................................................................................... 14
2007 Bud get Sum m a ry - A II Fun d s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 18
2008 Bud get Sum m a ry - A II Fun d s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 2 0
S t a ffi n g T re n d s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 26
SECT I ON II: P ROC E S S / POL I C I E S . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 31
Bas is of Bud get i n g . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 31
Bud get Pur pas e .............................................................................................................................. . . . . . . . . . . .. 3 5
Budget Process....................................................................................................................... ..................... 35
Bud get S t ru ct u r e .............................................................................................................................. . . . . . . . . . .. 3 6
Com po n e n t s oft h e Bud get ......................................................................................................................... 36
Capital Planning...................................................................................................................... ................... 37
Bud get Pol i c i e s .............................................................................................................................. . . . . . . . . . . . .. 3 8
C i tyw ide Goa I san d S t ra t egi es ...................................................................................................................... 41
2006 Progress 0 n C i tyw ide Goa Is. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 44
2007 - 2008 Budget S t ra t egy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 45
SECT ION III: FIN AN C I ALP LA N ............................................................................................................................. 49
I n t rod u ct ion .............................................................................................................................. . . . . . . . . . . . . . . . .. 49
Analysis of 2007 - 2008 Revenues by Sources for All Funds ........................................................................ 50
Analysis of 2007 - 2008 Budgeted Expenditures for All Funds .....................................................................52
Reve n u e A n a I ys is. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 54
Ge n e ra I Fun d .............................................................................................................................. . .. 54
S peci a I Reve n u e Fun d s ................................................................................................................... 58
Cap ita I P r oj e ct Fun d s ..................................................................................................................... 60
En t e rp ri se Fun d s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 62
I nt e rn a I S e rv i ce Fun d s. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 64
F i d u cia ry Fun d s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 65
P erma n e n t Fun d. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 66
Ge n e ra I Fun d Six - Y ea r Fa reca st ................................................................................................................... 67
Long-Term Debt Obligations and Debt Capacity..........................................................................................70
G en era I Fun d F i s ca I Cap a c i t Y ...................................................................................................................... 72
Wo rki ng Ca pit a I .............................................................................................................................. ........... 74
SECT ION I V : 0 P E RAT I N G B U DG ET. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 7 7
I n t rod u ct ion .............................................................................................................................. . . . . . . . . . . . . . . . .. 7 7
Tot a I Bas e I i neB u d get .............................................................................................................................. . .. 78
Tot a I Ge n e ra I Fun d . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 79
City Co un c i I and Ma yo r .............................................................................................................................. 81
Human Resources, Risk, and Property Management ....................................................................................85
Fin an ce .............................................................................................................................. . . . . . . . . . . . . . . . . . . . . . . ..
89
Le gal. . . .. .............................................................................................................................. . . . . . . . . . . . . . . . . . . . .
. . . 115
P I ann i ng, B u i I ding and Com m un i ty ........................ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . 119
Pub I i c Sa f et y .............................................................................................................................. . . . . . . . . . . . . . . .. 12 7
Pu bl ic Works......................................................................................................................... .................... 139
Parks, Art san d Recrea t ion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 165
I nformation Services...................................................................................................................... ............. 181
SECT ION V: D ET A I LS .............................................................................................................................. . . . . . . . . . . . .. 1 8 5
2007 Revenue by Type - All Funds ........................................................................................................... 186
2007 Expenditure by Object - All Funds.................................................................................................... 188
2008 Revenue by Type - All Funds ........................................................................................................... 190
2008 Expenditure by Object - All Funds.................................................................................................... 192
Ad m in i st rat i ve S t ru ct u re ............................................................................................................................ 195
Cost s by Ad m in i st ra t i ve S t ru ctu re . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 196
Departmental Expenditures by Cost Center: General Fund ........................................................................ 197
SECTION VI: PROGRAM IMPROVEMENTS AS PROPOSED BY CITY DEPARTMENTS............................................ 199
SECTION VII: CAPITAL PLANNING, PROGRAMMING, AND BUDGETING .......................................................... 239
2007 - 2008 Cap ita I Bud get ..................................................................................................................... 240
Capital Facility Items - Transportation Projects ..........................................................................................242
Capital Facility Items - Water Utility Projects .............................................................................................252
Capital Facility Items - Sanitary Sewer Projects...........................................................................................260
Capital Facility Items - Storm Drainage Projects .........................................................................................266
Capital Facility Items - Parks and Recreation Projects ................................................................................. 274
Capital Facility Items - General Municipal & Community Improvement Projects.........................................282
Capital Facility Items - Other Proprietary Projects......................................................................................290
SECTION VIII: APPENDICES
A P pen d i x A: Em pia y ee Pas i t ion C I ass i fi ca t ion S a I a ry S c h ed u Ie. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . 2 99
A P pe n d i x B: Com m un i ty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 307
A P pe n d i xC: G I os sa ry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 321
AUBURN'S VISION FOR THE FUTURE
As a city of regional significance, proud of its small town heritage as well as the diversity of its people and
neighborhoods, Auburn offers an opportunity for people of all ages to enjoy life.
CITY OF AUBURN MISSION STATEMENT
To provide a service-oriented government that meets the needs of our citizens and business community
through efficient and professional management with responsive and accessible leadership.
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CITYOF_ *~~
A~K-8ftN
,;?'..:::;;;i'P WASHIN GTO N
Peter B. Lewis, Mayor
25 West Main Street * Auburn WA 98001-4998 * www.ci.auburn.wa.us * 253-931-3000
February 28, 2007
Citizens of Auburn
c/o City of Auburn
25 West Main
Auburn, Washington 98001
Re: Transmittal of the 2007-2008 Final Biennial Budget
Dear Citizens of Auburn:
It is a pleasure to present the City of Auburn's Final Biennial Budget for 2007-2008. The budget is a policy
guide, operations plan and a communications tool that describes the overall vision of the Council and then
allocates available City resources to a variety of community services and programs. Through the policy set by
City Council it anticipates the basic needs of the City and our citizens' overall quality of life. Information
included herein presents a course of action that facilitates the City's continuing development as a responsible,
efficient and effective government.
The City continues to experience both opportunity and challenge. Past economic slowdowns required us to
take a closer look at our business. Legislative enactments have resulted in limitations in revenue growth over
the past decade. One of the more significant issues the City needs to address in the future is how to deal with
the effects of voter-approved initiatives that limit future growth in revenues. The City has endeavored to
maintain a positive development climate by living within its present revenue and by avoiding such additional
taxes and fees as an employee head tax and local B&O taxes. Still, the basic economic formula remains the
same. City income is divided into thirds with property tax providing one third, sales tax a third, and grants,
fees and other income types some percentage just under one third. Economist's state that because of voter
approved measures, by State law property tax revenues will grow at some figure less than one percent. Sales
tax revenues are forecasted to increase through next year, and fees are at the maximum allowed by our
Council. If income goes up less than the cost of living expenses, then the City must watch all revenues and
expenditures closely.
The continued success of our many established businesses together with a variety of new businesses should
continue to provide support for City services and public facilities in the coming years. Further reduction in
revenues from other sources and the impact of voter-approved initiatives places a priority on preserving as
many programs and services as possible. Local efforts, therefore, will be directed toward Public Safety and
then exploring ways to maintain quality services. A major focus will be towards developing long-range
forecasts of costs associated with City services that are presently supported by general tax revenues to project
the long-term impacts of decreases in revenue. In addition, the City will continue supporting those economic
development efforts that will show an economic benefit to the City in the form of new jobs and sales tax.
In 2006 the City of Auburn also took another step toward implementing the vision for quality, pedestrian
oriented development outlined in the adopted Auburn Downtown Plan. Following a public hearing, the City
Council adopted a Downtown Community Renewal Plan in September. The Community Renewal Plan, which
is authorized by State law, provides the City with another tool in promoting the redevelopment of the Auburn
Downtown, particularly in the vicinity of the transit station. By adopting the Community Renewal Plan the
City will have more flexibility to address impediments to the growth of the Auburn Downtown. Situations
involving obsolete platting, multiple ownerships on a block or underutilization of land contribute to making
AUBURN * MORE THAN YOU IMAGINED
2007-2008 Biennial Budget
Transmittal Letter
the consolidation of property to achieve a larger high quality redevelopment project difficult. The Community
Renewal Plan provides a mechanism to help facilitate development in these situations if necessary.
The City's General Fund continues to be budgeted conservatively. Expenditure budgets are thoroughly reviewed to
maintain levels of service needed by our citizens. A portion of the carryover from prior years has been used to
sustain these service levels. At this time, it is anticipated that revenue and expenditures will have moderate increases
over 2006. The City will still need to utilize reserves to balance the budget. Every effort has been made to maintain
an adequate ending fund balance in anticipation of continuing adverse impacts of economic trends and possible
regulatory change.
The budget includes program improvements that, in most cases, are supported by offsetting revenue. Efforts are being
made to preserve the current programs that have been adopted in previous years.
THE BUDGET PROCESS
The 2007-2008 budget is the culmination of a detailed process involving both City staff and the City Council. Council
has established a Citywide Vision and Goals. The departments, in developing the capital and program areas of the
2007-2008 budget, used this vision. Budget requests were developed jointly by Department Directors and the Mayor,
and presented to Council committees for review. The desire is to maintain essential programs at present levels of
service, develop a workable strategy to achieve Council goals, recommend modifications to meet changes in the City's
circumstances, and continue the responsible financial management of the City's resources.
THE BUDGET DOCUMENT
Auburn's Vision and Mission Statements are highlighted in the budget document. These statements, developed jointly
by the Council and City staff, describe the City's direction and priorities. The statements provide a framework for
action and direct future activities and development within the City.
The 2007-2008 budget format presents the budget as a policy and fiscal planning tool as well as a plan for the wise
commitment of available resources. As in the past, departmental quantitative and qualitative performance objectives
are highlighted throughout the document. These objectives can be found in the Budget Policies (Section II) and by
department in the Operating Budget (Section IV) of this document. Each department section contains three measures
that best show the program performance of their department.
Organization of the budget is intended to focus on the key policy issues involved in its development and present
financial data in meaningful detail while portraying the full scope of the budget and City operations.
This Letter of Transmittal presents an overview, serves as an introduction, and sets forth the policy and strategic
considerations involved in the budget's preparation.
The Budget Summary (Section I) summarizes the 2007-2008 fiscal plan, presenting budget amounts as well as staffing
trends by department.
The Budget Process-Policies (Section II) describes the purpose and process of the budget document. It also presents a
summary of the policies implemented by the budget. This section identifies City issues, goals and planned initiatives. It
includes policies and priorities that were employed in budget development along with funding requirements.
The Financial Plan (Section III) outlines the budget as a financial plan, focusing on and analyzing the budget's financial
data to describe how City operations will be financed and how fiscal resources will be allocated to different functions
and services. This section presents an overall summary of both revenues and expenditures, including a discussion of
General Fund revenue estimates and the basis of these estimates. Also included is a five-year financial forecast of the
General Fund based on the actions and policies of the budget.
The Operating Budget (Section IV) details City operations on a department-by-department, fund-by-fund basis. Each
department includes an organizational chart, mission statement, current year accomplishments, and next year's
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2007-2008 Biennial Budget
Transmittal Letter
objectives. Also included are historical, current and future financial data, staffing and performance measures by
department.
The Details (Section V) depicts a more detailed view of City operations.
Program Improvements (Section VI) discusses the 2007-2008 program improvements that are included in the budget.
The Capital Program (Section VII) summarizes the City's 2007-2008 Capital Facilities Plan. This section provides an
overview of those projects budgeted in 2007 and 2008. For future plans in more detail, see the City's 2007-2012
Capital Facilities Plan published as a separate document.
2007-2008 BIENNIAL BUDGET CONSIDERATIONS
This biennial budget builds upon past experience and past budgets to protect the sound financial condition of the City.
It continues the initiatives of prior years with a priority placed on Public Safety and an array of programs responding
to community needs and instituting modest baseline adjustments that form the basis for maintaining current levels of
service as the community grows through natural expansion and annexation.
Our Fiscal Condition
The budget has been prepared with the objective of maintaining the City's financial condition and facilitating
achievement of Council objectives. The General and Cumulative Reserve Funds include essential balances; other fund
balances continue to be adequate. The Utility Funds have maintained healthy working capital balances needed to
perform extensive upgrades to the systems.
Auburn's growing tax base has offset significant revenue losses that have occurred in the past due to legislated
reductions in industrial sales taxes. A number of commercial and service industry additions currently in progress or in
the planning stages contribute to an economic picture of ongoing development. The addition of new businesses is
anticipated to have positive impacts on available revenue. Several large residential developments are in progress
either within Auburn's city limits or adjacent areas that are within our Urban Growth Boundary and thus in areas of
potential annexation. Future large residential developments include approximately 2,500 units in south Auburn and
570 homes on the West and East Hills.
The City issued $5,160,000 in limited tax general obligation (LTGO) bond debt in 2006 to construct a golf course
clubhouse and complete a mausoleum/niche wall project. In 2005, the City refunded a portion of the 1997 revenue
and 1999 general obligation bonds and effectively reduced the annual interest cost. Refunding utility revenue bonds
were issued in the amount of $2,765,000 and refunding Airport GO bonds were issued in the amount of $1,375,000.
Other unmatured bonds recently issued Include: the 1999 utility revenue bonds, original issue $8,350,000, which will
reach full maturity in 2009; 1999 GO Bonds, original issue of $2,551,600 for the Valley Com 911 center, reaching
maturity in 2015; the 1998 $4,000,000 GO Bond for the library, maturing in 2018; and the 1997 utility revenue bonds
in the amount of $5,000,000 maturing in 2016. The utility bonds enabled continued development of infrastructure
necessary for the City to provide utilities for growth and wholesale water to other communities in need of service, as
well as to meet domestic water treatment standards and storm water treatment system requirements. Revenues from
utility sales will be used to repay related bond debt. The Airport limited tax general obligation bond was issued for
the construction of enclosed hangars and other improvements at the airport. All of the rental hangars were pre-leased
prior to breaking ground. The City also participated jointly with four other cities in the construction of the Valley
Communications Center and is responsible for 200/0 of the general obligation debt associated with the facility. The
City enjoys an outstanding bond rating and a solid reputation within the financial community. Again, a fiscally
responsible budget is proposed for 2007-2008 to anticipate substantial unknowns in revenue stability.
Sales tax revenue has been projected at $16,912,600 in 2007, including the Criminal Justice distribution, which is an
increase of 6.20/0 over 2006 budgeted sales tax revenue. The City has seen a steady increase in sales tax receipts over
the past few of years, due to retail and new construction.
Longer-term economic growth projections for the City continue to be positive, although reason for caution remains.
The regional economy has been robust since the recovery of the recent recession. To ensure stability and continuing
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2007-2008 Biennial Budget
Transmittal Letter
economic security, the City has maintained adequate reserves. In accordance with this strategy, the Cumulative
Reserve Fund is budgeted at $4.6 million in 2007, and the General Fund 2007 fund balance is budgeted at $5.3
million. Additionally, an insurance reserve of $2.5 million is maintained to meet litigation claims and $2.5 million for
the City's obligations for health care and pension costs of firefighter LEOFF 1 retirees.
Significant Budget Measures and Initiatives
Careful financial planning and management allows the City to continue meeting its goals through implementation of a
coordinated strategy by:
1. Limiting new staff and reviewing replacement staff for essential need, and limiting staff and new programs
unless staff or program can fully support such growth either through new revenue generation or specific cost
reductions.
2. Applying the fiscal capacity of the City to meet potential future needs.
3. Using fund balance or working capital to finance capital equipment that maintains or enhances
productivity.
4. Controlling optional, discretionary expenses.
5. Providing adequate training, technology and tools to enhance productivity.
6. Maintaining a baseline of funding which continues to deliver high quality municipal services with
special attention to:
a) Continuing support of growth management.
b) Supporting effective law, safety and justice services.
c) Delivering a diversity of recreational and cultural programs.
7. Providing staff support and funding for street maintenance, repair and improvements to meet
planning requirements and benefit from available funding opportunities.
8. Enhancing the capacity of infrastructure where funding opportunities exist by assigning priority to
providing necessary matching funds.
9. Continuing operation of the City's enterprise functions on a business basis.
10. Exploring all opportunities for economic development that will provide a return to the City of
Auburn.
11. Exploring all opportunities for additional services that can be supplied by the City for a fee that will
result in a net positive revenue to the City, including any required personnel to deliver the service.
Budget Status
Since effective fiscal planning is carried out on a multi-year basis, this budget should be viewed in the context of past
budgets. Responsible fiscal management and the City's current revenue levels have enabled the City to support a
baseline General Fund budget that responds to the City's need to provide quality community services at reasonable
levels. The 2007 budget allocates $139,547,991, and the 2008 budget allocates $126,620,600 among all budget
functions and funds. General Fund revenue is anticipated to remain stable from $49,563,600 as budgeted for 2007,
to $49,900,900 in 2008 and anticipates that reserves will be reduced from previous high levels as revenues level off.
A strong financial position is not the only objective of responsible city government. The Council has developed the
future vision of the City.
VISION 2016
The goals set the overall direction for the City and priorities for program support and development. The 2007-2008
budget allocates the City's resources to achieve citywide goals. This program is facilitated by the budget and
administered by the Mayor. As such, the goals set the direction of activity for the various departments throughout the
year. A ten year plan called "Vision 2016" was developed by the Mayor and City Council during the 2006 Council
Retreat. Overall goals to guide development and implementation of the 2007-2008 departmental objectives are
presented as follows:
Encourage Economic Development
· Complete gateway projects
· Development of the RobertsonNalley Drive-in properties
· Rezone both ends of 124th on Lea Hill to commercial, adding additional areas of Lea Hill upon annexation
Page 4
2007-2008 Biennial Budget
Transmittal Letter
· Build out I St. Corridor with appropriate buffers
· Development of Emerald Downs area
· Complete A/B St. corridor and develop adjacent areas
· Development of Airport area, including runway extension, new commercial area and new entrances on B St. & D
St. Develop/improve Multicare site
· Develop environmental building, commercial and technology in the Green Zone adjacent to the Auburn
Environmental Park (AEP), including rezone
· Development of Golden Triangle area
· Redevelopment of C St. SW and 15th St. SW properties
· Rezone area south of SuperMall to commercial
· Create Auburn Way South Redevelopment Plan
· Rezone and redevelop "A" St. SE corridor to commercial to include professional and service oriented businesses
· Muckleshoot Indian Tribe's economic development area
· Provide fiber optic corridor throughout the downtown, beginning with the AEP Green Zone
· Market Auburn as the regional entertainment center
· Add commercial zoning to industrial areas
· Develop criteria for reviewing City-owned properties
Improve Designated Urban Center
· Improve B St. plaza
· Encourage development of neighborhood west of C St. corridor by extending sky bridge across C St.
. Revitalize and redevelop urban center with extended areas
. Create medical/hospital zone
· Complete City Hall Plaza
· Review zoning codes within Urban Center to allow increased development/density
· Continue efforts to make Auburn's Urban Center more pedestrian friendly
· Improve and expand public parking opportunities
Plan Future City Development
· Complete Thomas annexation
· Annex D St. (Stuck) neighborhood
· Annex West Hill and Lea Hill
· Complete Pierce County annexations
· Relocate M & 0 facility
· Rezone D St. by West Main to residential
Provide for Public Safety
· Develop Public Safety communications center at GSA
. Build new fire station
. Improve lighting for pedestrian safety
· Ensure that Auburn is a safe and secure place to live or have a business
· Improve animal control
· Provide adequate funding sources for public safety
· Relocate Emergency Operations Center
Complete Public Works Projects
· Complete I St. Corridor from 40th St. to 277th St.
· Add Perimeter Rd. to Ellingson as a new truck route
· Add haul route from R St. to Ellingson
. Pursue street bond to bring all arterials to at least 700/0 condition index rating
· Rebuild Cross Town Connector Bridge over train yard
· Complete M St. Underpass
· Continued commitment to SOS Program
Page 5
2007-2008 Biennial Budget
Transmittal Letter
Actively Support Regional Transportation Improvements
· Increase SR 167 to four lanes each side
· Complete SR 167 /SR 18 interchange
· Complete SR 164 improvements
· Complete link road from SR 164 to SR 18
Enhance Quality of Life
· Complete Green River Trail
· Develop Olson Creek complex from Olson Farm to the newly named Golf Course at Olson Creek
· Restore Mill Creek
· Develop Auburn Environmental Park
. Develop espresso/juice bar and possible bike/skate shop on Interurban Trail (seasonal concessions)
. Restore White Lake
· Proactively work with BNSF to encourage buffer zones at rail yard
· Build south end trail loop and horse trail
. Preserve former Carnegie Library and former post office
. Pursue opportunities for indoor and outdoor soccer facilities
· Institute inner-city shuttle service
· Develop one-stop multi-service center
· Complete connections from downtown to the Interurban and White River Trails
· Continue efforts to partner with, fund and enhance human services
· Encourage public art on downtown buildings
· Consider an Auburn Housing Authority
· Include the area on Auburn Way South from F St. to 12th St. in Les Gave Community Campus
Encourage Sense of Community
· Promote continuous community outreach by involving citizens and business in their City government
· Continue to seek opportunities to partner and work with the Muckleshoot Indian Tribe
· New Post Office
· Promote stability in neighborhoods and the downtown
· Integrate public efforts with efforts of service clubs and faith community
. Develop Community Center at Les Gave Park
· Work toward unification of new communities with centralized communication and outreach to bring them into
the existing community
· Promote pride in Auburn - "It's More Than You Imagined"
Miscellaneous
Endangered Species Act
The City is represented on various WRIA (Watershed Resources Inventory Area) 9 (Green River) committees, and staff
is also working with the WRIA 10 (White River) work group. The City continues to review development applications,
policies and projects to ensure that damage to fish habitat is minimized and opportunities for enhancement are
undertaken. An ESA (Endangered Species Act)/Sensitive Areas Coordinator was hired to be responsible for
coordinating and implementing efforts to respond to ESA issues and concerns.
Revenues and Potential Annexation Costs
The City will continue to evaluate the impact on total resources as a result of annexations and is committed to work
with King County toward solutions for the ongoing expansions of the Lea Hill and West Hill Potential Annexation
Areas to ensure that urban infrastructure requirements accompany urban development.
Page 6
2007-2008 Biennial Budget
Transmittal Letter
Water Supply
The City has completed its years-long, intensive effort to characterize and model the hydrogeology underlying the city.
This work has been at the center of the process necessary to pursue additional water rights for the City's water utility.
Partnering Opportunities
The City will continue to pursue opportunities to partner with the Muckleshoot Tribe, school districts, railroads,
service organizations, private enterprises and the religious community to plan, develop and improve the Auburn area
for the benefit of all concerned.
CLOSING COMMENTS
As Mayor, and as a citizen of Auburn, I am proud of the City's accomplishments. The City Council has established a
vision for Auburn's future. Building a bridge to that vision is our challenge as we move into the 21st Century-and
continuing dialogue with Auburn's citizens and businesses is a firm foundation for that bridge.
The 2007-2008 budget for the City of Auburn represents a balanced approach to planning for Auburn's future. It
continues a reasonable level of service while maintaining the financial integrity of the City. The increase in residential
development and an increasing population are placing greater demands upon City services. Increases in programs
must be managed carefully and brought on only as revenues become available. Every opportunity to increase revenue
from sales tax must be explored and careful consideration given to each possibility. The City, businesses and individual
citizens must work hand-in-hand for all of us to succeed.
The City is presenting a conservative, balanced budget that meets the basic service requirements for Auburn's citizens
and businesses. The objective, as always, is to provide a reasonable level of service to the Auburn community within
the framework of fiscal integrity and sound financial management.
Auburn is a special place to live, a home of over 48,000 people who still believe it is a small town. This is a challenge
for all of us, and we will find solutions that make sense for Auburn by working together as we have always done.
Sincerely,
\f3~-~
Peter B. Lewis
Mayor
Page 7
2007-2008 Biennial Budget
Transmittal Letter
(f(I
G
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Auburn
Washington
~
~/~
Executive Director
For the Fiscal Year Beginning
January 1, 2006
President
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished
Budget Presentation Award to City of Auburn, Washington for its annual budget for the fiscal year beginning January
1, 2006. In order to receive this award, a governmental unit must publish a budget document that meets program
criteria as a policy document, as an operations guide, as a financial plan, and as a communications device.
The award is valid for one year only. We believe our current budget continues to conform to program requirements,
and we are submitting it to GFOA to determine its eligibility for another award.
Page 8
2007-2008 Biennial Budget
Section 1: Budget Summary
SECTION I: BUDGET SUMMARY
This section summarizes the 2007-2008 biennial budget and provides comparisons to previous years
revenues and expenditures. The section begins with a Readers Guide which provides the reader with the
general layout of the budget document; 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. This
section continues with summarized budget data which shows 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 Ill.
Readers 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 nine 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 major changes and upcoming issues that effected policy when
preparing the current 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, Operation Budget - The operating budget is organized by department with each tab
representing the divisions assigned to one of the City's eight directors. See the following table "Summary of
Financial Structure" 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.
Section VI, Program Improvements - Presents, in detail, each program improvement (increase in personnel
or program expansion) contained in the current budget.
Section VII, Capital Budget - Briefly discusses each capital project authorized by the current budget and
impacts on future operating budgets.
Section VIII, Appendices - Includes employee salary schedules, "About Auburn" information, and a glossary
of terms.
Page 9
2007-2008 Biennial Budget
Section 1: 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 to' or 'transfer from'.
The City of Auburn budget is organized in a hierarchy of levels, each of which is defined below:
Fund
A fund is an accounting entity used to record the revenues and expenditures of a
governmental unit which is designated for the purpose of carrying on specific activities or
attaining certain objectives. For example Fund 102 , the Arterial Street Fund, is designated
for the purpose of maintaining the arterial streets within the City.
Department
Department designates a major department of the City operations, e.g., Public Works or
Parks and Recreation.
Program
A specific distinguishable line of work performed by the department, for the purpose of
accomplishing a function for which government is responsible. For example, "Traffic
Control" is included within the Street Funds.
Object
The appropriation unit (object of expenditure) is the level of detail used in the budget to
sort and summarize objects of expenditure according to the type of goods or services
being purchased, e.g., salaries, supplies.
FUND DESCRIPTIONS
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, parks and recreation, planning and economic development, general
administration of the City, and any other activity for which another type of fund is not required.
Special Revenue Funds - Special Revenue Funds are used to account for revenues which are legally or
administratively restricted for special purposes. These funds receive revenues from a variety of sources,
including Federal and State grants, taxes, and service fees. These revenues are dedicated to carrying out the
purposes of the individual special revenue fund. The City currently has ten Special Revenue Funds.
Examples of restricted revenues that must be spent on specific purposes are federal and state grants for
transportation, community development block grants, forfeited drug funds, business improvement
assessments, hotel/motel tax and mitigation fees.
Debt Service Funds - Debt Service Funds account for resources used to repay the principal and interest on
general purpose long-term debt not serviced by the enterprise funds. These funds do not include
contractual obligations accounted for in the individual funds.
Capital Project Funds - Capital Project Funds pay for major improvements and construction. Revenues for
capital funds consist of 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 two Capital
Project Funds.
Page 10
2007-2008 Biennial Budget
Section 1: Budget Summary
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 Endowed Care.
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, or contracts for services. The City maintains eight
Enterprise Funds to account for the operations of Water, Sewer, Storm, Solid Waste, Airport, Cemetery,
Commercial Retail and the Golf Course.
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 three Internal Service funds to account for information
services, fleet management and self-insurance activities.
Fiduciary Funds - Fiduciary, or Trust Funds, are used to account for assets held by the City in a trustee
capacity and cannot be used to support the City's own programs. These include pension trust, investment
trust, private-purpose trust, and agency funds. The City's pension trust fund is the Fire Relief and Pension
Fund and is budgeted on the accrual basis of accounting where revenues are recognized when earned and
expenses are recorded when incurred. The City's agency fund is custodial in nature and is not budgeted.
The City does not have any investment trust funds or private purpose trust funds.
Page 11
2007-2008 Biennial Budget
Section 1: Budget Summary
SUMMARY of FINANCIAL STRUCTURE
Fund Responsibility Budget Description
001 General Fund
Mayor & Council Mayor Mayor & Council costs
Human Resources HR Director General government employment, safety, court and building maintenance
Finance Finance Director General government finance costs
City Attorney City Attorney General government legal costs
Planning Planning Director Planning, building permits and social service
Police Chief of Public Safety Direct police department costs
Fire Chief of Public Safety Direct fire department & EMS costs
Public Works Public Works Director General engineering costs
Parks & Recreation Parks Director Park maintenance, recreational programs, arts and senior programs
Streets Public Works Director Street maintenance costs
Non-Departmental Finance Director Citywide expenditures, fund transfers, fund balance & one-time expenditures
Special Revenue Funds
102 Arterial Street Public Works Director MVFT and grants for Arterial Street projects
103 Local Street Public Works Director Property Tax Levy Lift for Local Street projects
104 Hotel/Motel Tax Finance Director Lodging tax for promotion of tourism
117 Drug Forfeiture Chief of Public Safety Forfeited drug money used for drug enforcement
118 Justice Assistance Grant Finance Director Police overtime
119 Housing/Commt'y Development Planning Director Community Development Block Grants (CDBG)
120 Recreational Trails Parks Director Dedicated funds for recreational trails
121 Business Improvement Area Planning Director Financial activity of the downtown area
122 Cumulative Reserve Finance Director Governmental reserves
124 Mitigation Fees Finance Director Collection of mitigation & impact fees
125 Special Parks Projects Finance Director Donations and related expenditures
Debt Service Funds
229 1998 Library Bond Finance Director Principal & Interest, 1998 bonds
249 LID Guarantee Finance Director Reserves for security of LID's
Capital Projects Funds
321 Municipal Parks Parks Director Capital projects at municipal parks
328 Capital Improvements Finance Director Capital improvements - citywide projects
Enterprise Funds
430 Water Public Works Director Operating fund for water utility
431 Sewer Public Works Director Operating fund for sewer utility
432 Storm Drainage Public Works Director Operating fund for storm water utility
434 Solid Waste Finance Director Operating fund for solid waste utility
435 Airport Finance Director Operating fund for municipal airport
436 Cemetery Parks Director Operating fund for municipal cemetery
437 Golf Course Parks Director Operating fund for municipal golf course
438 Commercial Retail Planning Director Operating fund for commercial retail
Internal Service Funds
501 Insurance Finance Director Self-insurance reserves
518 Information Services IS Director Operating fund for information services
550 Equipment Rental Public Works Director Operating fund for equipment rental
FiduciarylTrust Funds
611 Fire Pension Finance Director Pension fund for firemen's retirement system
Permanent Funds
701 Cemetery Endowment Finance Director Long-term reserves for cemetery operations
All funds listed are appropriated.
Page 12
2007-2008 Biennial Budget
Section 1: 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, framework has been developed in response to multi-year fiscal pressures.
General Fund
Auburn's economy is generally cyclical following the economic cycles of the surrounding region. However,
the economic down periods in the cycles have generally been less severe for Auburn than for other
municipalities in the region due to the relatively stable nature of Auburn's economy. Auburn's economy
has grown much faster than the State of Washington as a whole over the past decade, and its basic
industries have been somewhat insulated from the economic downturns.
Economic cycles are not the only determinants of revenues for municipal budgeting. Even with an up
sloping economy, laws that determine who pays taxes and how much they pay can also have a major
impact. The Washington State Legislature has adopted several pieces of legislation, which have limited the
ability of local governments to increase revenues and future taxing ability. Although Auburn's economy
remains strong these exemptions have impacted Auburn's revenues substantially. Although inflation is
controlled these altered revenue sources are having, and will continue to have, a substantial impact on
Auburn's budget.
Other significant concerns for the future are the demand for services. In particular, public safety services
will increase dramatically with continued development and potential annexations. Strong residential
construction continues, including the Lakeland PUD which has seen a significant expansion that continues
today. Due to mandatory sentencing guidelines required by the State, we have experienced over a 5000/0
increase in the care and custody of prisoners in the past few years. Alternatives to incarceration are being
used, such as increasing the Home Monitoring Program and utilizing drug and alcohol rehabilitation
programs. These programs appear to be having a positive effect on incarceration costs.
The General Fund must be budgeted and monitored very carefully. Passage of voter approved initiatives
and other pending voter initiatives, can negatively impact the general fund. Due to strong fiscal
management in previous years, available reserves are sufficient to maintain the current levels of service
provided another down turn in the economy is neither deep nor long.
Current and Potential Legislative Action
There have been several legislative actions at the state level that have permanently reduced sales tax
revenues for the City of Auburn. This legislation and other pending legislation, including federal
legislation, are summarized below, along with potential impacts on Auburn's revenue.
Sales Tax Exemption on Purchase and Lease of Manufacturing Equipment, Retooling of Manufacturing
Equipment, and General Research and Development (1995)
Legislation was passed to exempt the purchase and lease of manufacturing equipment from state and local
sales taxes. The next year further legislation was enacted exempting sales taxes on research and
development and on the retooling of manufacturing equipment. The impact of this legislation had been
offset by a local strong economy and low unemployment rates. Current sales tax revenues are
anticipated to grow in spite of past legislative effects.
Initiative 695
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
Page 13
2007-2008 Biennial Budget
Section 1: Budget Summary
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 20/0 of total General Fund revenues. During 2000, State funding was
provided to assist in 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
One of the largest losses to City revenue is due to 1-747 which limits property tax increases to the lesser of
10/0 or inflation. 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. If this ruling is upheld by a
higher court it would change the 10/0 property tax limitation. The allowed increase would be the lesser of
six percent or an increase in the implicit price deflator (IPD) for July.
Initiative 776
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. The loss to the City street
program is approximately $450,000 annually.
Streamlined Sales and Use Tax (SST)
In 2003, the Legislature enacted Senate Bill 5783 to adopt several provisions of the Streamlined Sales and
Use Tax Agreement. The agreement attempts to create a Sales Tax collection system that is uniform across
all States. Unfortunately, Washington State will need to change from a point of sale collection process to
a point of delivery collection process. Analysis done on this has shown the City of Auburn could lose up
to $1.2 million per year.
Key Issues Affecting the 2007-2008 Budget Process
As is the case with most cities, one of the major issues is the funding of our streets transportation system.
While the City has enjoyed an increase in population growth and commercial and residential construction
projects, the ability to provide ongoing preservation and maintenance of our street system becomes more
difficult, due to the sizable investment needed on an ongoing basis. 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. Transit stations have been constructed in valley
downtown areas to help alleviate transportation gridlock on our highways. The City placed a proposition
on the November 2004 ballot asking voters to increase the property tax levy lid for six years. This
proposition was successful and the additional funds are being used to support a local street improvement
program.
The City's fiscal planning effort over the past several years has included efforts to accumulate reserves
necessary for the City to weather a moderate recession. The increased revenues of the past few years
should allow the Cumulative Reserve Fund to be maintained at around the $4.8 million dollar level in the
near future to hedge the City against continued revenue loss.
Page 14
2007-2008 Biennial Budget
Section 1: Budget Summary
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 48,000 people within its incorporated
limits, and another 45,000 to 50,000 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. According to the King County Assessor's Office the City's
total assessed valuation for tax roll 2007 is $5,765,027,710.
In 2006, the City employed 463.25 people (on a full-time equivalency basis) providing a full-range of
municipal services. These services include: police and fire protection, municipal court services, parks, arts &
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 other 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 Community College is located outside the City limits, but
within Auburn's water and sewer service area. 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 train/bus station located in the City of Auburn.
Retailing has also become a significant factor in Auburn's economy. Auburn has been a center for
automotive sales for many years. Currently in 2006, automotive sales represent 19.40/0 of total sales tax
collections. In previous years the City has experienced tremendous growth in the sale of wholesale durable
goods, which currently represents 13.20/0 of total sales tax collection. Growth surrounding the SuperMall
continues. Two of the major sources of sales tax in 2006 are from construction at 14.30/0 and services at
17.40/0 of total sales tax collections.
New home construction continues at a brisk pace. Major developments are in the planning stages and
include Kersey 3 near Lakeland with 400 homes; Robertson Properties on the current drive-in theater site,
which will include a mix of retail, office and housing.
Other Funds
The most significant issue for the proprietary funds (which account for the activities of the City utilities,
cemetery, golf course, and airport) over the past several years has been ensuring that these entities are self-
sufficient and needed capital projects are accomplished.
The Water Fund working capital has increased to pay for planned future capital needs. Wholesaling water
to neighboring communities is an important part of the water utility. The City fully supplies water to a
neighboring city in addition to supplementing the supply of water for three other jurisdictions. The Water
utility increase will take effect January 1, 2007.
The Sanitary Sewer Fund has completed a major construction project in 2006 along Auburn Way South.
Working Capital has been reduced as major capital construction projects are completed. Sewer rates are
evaluated to be sure future capital and operational costs are covered. A rate increase will take effect
January 1, 2007.
Page 15
2007-2008 Biennial Budget
Section 1: Budget Summary
The Storm Drainage Fund has completed significant capital projects during the last several years and has
many projects proposed in the 07-08 budget. The storm drainage utility will continue retrofitting two
public storm drainage facilities, responding to the Endangered Species Act (ESA) listing of Puget Sound
Chinook salmon and updating the Storm drainage model to improve coordination with development
applications. A rate increase will take effect January 1,2007.
The Golf Course Fund has reduced working capital while providing facility improvements and upgrades
over the past several years, primarily related to storm drainage problems. Greens fees were increased
regularly over the last few years to cover the cost of operations. The 2006 budget provided for
construction of a new Clubhouse, which will include a restaurant. The majority of the Clubhouse
construction will take place in 2007.
Page 16
2007-2008 Biennial Budget
Section 1: Budget Summary
Overview of Summary Section
The tables and graphs on the following pages reflect summarized budget information for 2007 and 2008.
Please keep in mind that the information presented here is intended for summary purposes only. For more
detailed budget information, refer to Sections IV through VII of this budget document as well as the Capital
Facilities Plan.
Tables and Graphs in Order of Presentation
· 2007 Budget Summary, All Funds (Table)
. 2007 Budgeted Revenues & Expenditures by Fund, % of Total (Graph)
· 2008 Budget Summary, All Funds (Table)
. 2008 Budgeted Revenues & Expenditures by Fund, % of Total (Graph)
· Comparative Budget Summary, 2005-2008 - All Funds (Table)
· 2007 & 2008 Budgeted Revenue - All Funds (Graph)
· 2007 & 2008 Budgeted Expenditures - All Funds (Graph)
· Comparative Budget Summary, 2005-2008 - General Fund (Table)
. 2007 & 2008 Budgeted Revenue - General Fund (Graph)
· 2007 & 2008 Budgeted Expenditures - General Fund (Graph)
· Staffing Trends, 2000-2008 (Graph)
· Position Allocation by Funding Source, 2004-2008 (Table)
· Position Allocation by Department, 2004-2008 (Table)
Page 17
2007-2008 Biennial Budget
Section 1: Budget Summary
2007 BUDGET SUMMARY - ALL FUNDS
Beginning 2007 2007 Ending
Fund Fund Balance Resources Expenditures Fund Balance
GENERAL FUND $ 10,712,125 $ 49,563,600 $ 54,987,600 $ 5,288,125
Arterial Street 578,247 5,377,100 5,436,700 518,647
Local Street 46,520 1,195,000 1,200,000 41,520
0 Hotel/Motel Tax 40,717 61,000 70,000 31,717
z Drug Forfeiture 542,245 215,000 259,500 497,745
::l
u.
w Justice Assistance 6,295 29,000 29,000 6,295
::l
z
w Housing & Community Development 10,937 509,800 520,737 -
>
w
a: Recreational Trails 24,724 5,900 30,624
....J -
<(
U Business Improvement Area 101 53,500 53,500 101
w
8:; Cumulative Reserve 5,567,883 180,000 1,151,900 4,595,983
Mitigation Fees 3,036,295 770,000 895,000 2,911 ,295
Parks & Recreation Special Projects 41, 154 - 41,154 -
w 1998 Library Bond 25,956 318,200 306,500 37,656
u
:> LID #346
a: - - - -
~
I- LID #347 - - - -
m
w
0 LID Guarantee 51,900 2,500 11 ,000 43,400
~~
I-~ Municipal Park Construction 938,371 4,528,800 5,223,800 243,371
0:(3
<(a: Capital Improvements 8,887,103 2,600,000 4,107,000 7,380,103
Uo..
Water 8,646,492 8,680,000 9,588,700 7,737,792
0 Sewer 11,588,450 16,490,000 21,565,000 6,513,450
z Storm Drainage 5,482,520 4,432,200 7,359,500 2,555,220
::l
u.
~ Solid Waste 2,729,068 9,731,000 10,042,900 2,417,168
a: Airport 544,837 1,200,100 1,202,600 542,337
0..
a:
w
I- Cemetery 659,757 868,500 946,600 581,657
z
w
Golf Course 3,836,208 1,465,300 5,188,1 00 113,408
Commercial Retail 227,917 63,100 88,900 202,117
....J Insurance 2,623,799 72,000 140,000 2,555,799
<(WV'l
z~o
a:>z I nformation Services 2,094,554 4,312,900 4,297,500 2,109,954
wa:::l
~~u. Equipment Rental 5,369,173 3,252,600 4,359,300 4,262,473
>-
a:V'l
~o
uZ Fire Pension 2,762,764 175,000 405,000 2,532,764
::l::l
ou.
G: Agency Disbursement - - - -
I-
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w V'l
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a:u.
w Cemetery Endowment 1,444,925 120,000 70,500 1,494,425
0..
TOTAL BUDGET $ 78,521,037 $ 116,272,100 $ 139,547,991 $ 55,245,146
Page 18
2007-2008 Biennial Budget
Section 1: Budget Summary
Budgeted Revenues by Fund - 2007
Internal Service
Funds
6.60/0
Other Mise. Funds
0.30/0
Enterprise Funds
36. g%
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- --- ]
General Fund
42.60/0
Capital Projects
6.1 0/0
Debt Service
0.30/0
Special Revenue
Funds
7.20/0
Budgeted Expenditures by Fund - 2007
Internal Service
Funds
6.30/0
Other Mise. Funds
0.30/0
Enterprise Funds
40.1 0/0
General Fund
39.40/0
Capital Projects
6.70/0
Debt Service
0.20/0
Special Revenue
Funds
6.90/0
Page 19
2007-2008 Biennial Budget
Section 1: Budget Summary
2008 BUDGET SUMMARY - ALL FUNDS
Beginning 2008 2008 Ending
Fund Fund Balance Resources Expenditures Fund Balance
GENERAL FUND $ 10,288,125 $ 49,900,900 $ 55,928,400 $ 4,260,625
Arterial Street 518,647 3,627,300 3,638,400 507,547
Local Street 41,520 1,205,000 1,200,000 46,520
0 Hotel/Motel Tax 31,717 63,000 75,000 19,717
z Drug Forfeiture 497,745 215,000 181,200 531,545
::l
u.
W Justice Assistance 6,295 29,000 29,000 6,295
::l
z
W Housing & Community Development - 409,800 409,800 -
>
W
c! Recreational Trails 30,624 5,900 36,524
-J -
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G Business Improvement Area 101 53,500 53,500 101
W
e; Cumulative Reserve 4,595,983 200,000 - 4,795,983
Mitigation Fees 2,911,295 520,000 909,000 2,522,295
Parks & Recreation Special Projects - - - -
W 1998 Library Bond 37,656 318,900 307,200 49,356
u
~ LID #346 - - - -
~
I- LID #347 - - - -
co
W
a LID Guarantee 43,400 2,400 11 ,000 34,800
~~
I-~ Municipal Park Construction 243,371 5,550,000 5,500,000 293,371
0::(3
<(c! Capital Improvements 7,380,103 2,600,000 2,887,000 7,093,103
UO-
Water 7,737,792 8,836,000 9,850,400 6,723,392
0 Sewer 6,513,450 13,640,000 16,229,600 3,923,850
z Storm Drainage 2,555,220 4,422,000 4,812,300 2,164,920
::l
u.
~ Solid Waste 2,417,168 10,073,600 10,406,000 2,084,768
~ Airport 542,337 3,500,800 3,516,200 526,937
0-
c!
W
I- Cemetery 581,657 891,500 779,800 693,357
z
W
Golf Course 113,408 1,788,400 1,774,600 127,208
Commercial Retail 202,117 45,300 93,200 154,217
-J Insurance 2,555,799 74,000 140,000 2,489,799
<(WVI
z~a
c!>z Information Services 2,109,954 4,245,800 4,229,900 2,125,854
Wc!::l
~~u. Equipment Rental 4,262,473 3,361,700 3,170,600 4,453,573
>-
c!VI
~a
uz Fire Pension 2,532,764 176,000 418,000 2,290,764
::l::l
au.
u::: Agency Disbursement - - - -
I-
Z
W VI
za
<(z
~::l
c!u.
W Cemetery Endowment 1,494,425 120,000 70,500 1,543,925
0-
TOTAL BUDGET $ 60,245,146 $ 115,875,800 $ 126,620,600 $ 49,500,346
Page 20
2007-2008 Biennial Budget
Section 1: Budget Summary
Budgeted Revenues by Fund - 2008
Internal Service
Funds
6.60/0
Other Mise. Funds
0.30/0
General Fund
43.1 0/0
Enterprise Funds
37.30/0
~r ----=___
I . --------
~
~
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~~._~---~//
Capital Projects
7.00/0
Debt Service
0.30/0
Special Revenue
Funds
5.50/0
Budgeted Expenditures by Fund - 2008
Internal Service
Funds
6.00/0
Other Mise. Funds
0.40/0
General Fund
44.20/0
Enterprise Funds
37.50/0
~. - -_C~
~~"..." 1
" ...... )
----~~; .. ,.~~---~
Capital Projects
6.60/0
Debt Service
0.30/0
Special Revenue
Funds
5.1 0/0
Page 21
2007-2008 Biennial Budget Section 1: Budget Summary
Budget Summary
ALL FUNDS
2006
2005 2006 Estimated 2007 2008
Actua I Adj. Budget Actual Budget Budget
REVENUES
Taxes 41,467.852 40.282.000 41.870.100 42.567.500 44.042.800
Licenses & Permits 2.227.963 1.612.000 1.690.700 1.721.000 1.795.000
Intergovernmental 7.138.598 11.605,400 6.134.700 10.101.600 8.575.600
Charges for Services 36.231.954 40.028.200 40,440.300 43.006.300 43.850.800
Fines & Forfeitures 779.061 852.500 749.700 746.000 771.000
Other Revenue 13.353.282 6.843.1 00 7.198.800 8.674.800 6.629.000
Total Revenues 101.198.710 101.223.200 98.084.300 106.817.200 105.664.200
EXPENDITURES
Salaries & Wages 29.101.572 32.949.600 31. 730.500 34.819.100 36.517.200
Personnel Benefits 7.830.559 9.807.600 9.151.700 10.685.900 11.161. 900
Supplies 2.634.189 3.375.900 3.222.100 3,453.500 3,438.300
Other Services & Charges 20.795,414 25,449.000 23.318,400 26.087.691 26.827.900
Intergov't Services & Charges 20.939.118 11.684.500 12.081,456 12.678.300 13.013,400
Interfund Payments for Services 3.134.826 6.871.600 6.878.700 7.339.100 7.371.200
Debt Service 12.799.800 2.836.900 2.792.100 2.948.700 3.396,400
Capital Outlay 18.731,404 40.501.120 25,449.020 34.555.800 21.157.700
Total Expenditures 115.966.882 133,476.220 114.623.976 132.568.091 122.884.000
OTHER FINANCING SOURCES (USES)
Debt Proceeds & Capital Leases 4.500.000 5.200.000 5.000.000
Intergovt'l Loan Proceeds 2.049.036 2.000.000 2.142.300
Proceeds from Sale of Fixed Assets 811.603 1.800.000 1.800.000
Transfers In 12.395.004 10.835.644 9.699.044 6.979.900 3.736.600
Transfers Out (12.395.004) (10.835.644) (9.699.044) (6.979.900) (3.736.600)
Contributed Capital 7.857.855 4.535.000 3.235.000 2,475.000 1,475.000
Total Financing Sources (Uses) 10.718,494 12.835.000 12.377.300 2,475.000 6,475.000
Net Change in Fund Balance (4.049.678) (19,418.020) (4.162.376) (23.275.891) (10.744.800)
Fund Balances - Beginning 86.733.090 82.683,400 82.683,412 78.521.036 60.245.146
Fund Balances - Ending 82.683,412 63.265.380 78.521.036 55.245.145 49.500.346
Note: Contributed Capital consists of contributions from outside developers, system development charges
and area assessments.
Page 22
2007-2008 Biennial Budget
Section 1: Budget Summary
2007 / 2008 Budgeted Revenue - All Funds
Transfers In
Fines & Forfeitures
Charges for Services
I ntergovernmenta I
Licenses & Permits
Other
I I I I
_I 1020071
I I .2008
~ I
I I
I
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I I
Taxes
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aO
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Thousands
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2007 / 2008 Budgeted Expenditures - All Funds
Transfers Out
Capital Outlay
Debt Service
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I ntergov't Services
Other Services
Supplies
Salaries & Benefits
r.." 0
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Thousands
Page 23
2007-2008 Biennial Budget Section 1: Budget Summary
Budget Summary
GENERAL FUND
2006
2005 2006 Esti mated 2007 2008
Actual Adj. Budget Actual Budget Budget
REVENUES
Taxes:
Property 13.131.388 13,700,000 15,277.1 00 14,700,000 15,200,000
Sales & Use 16,333.169 16,150,000 16.150,000 17.162,600 17,680,000
Uti Iity 1. 792.136 1. 790,500 1. 790,500 1,868,800 1,906,200
Business 5,349,713 5.125,000 5.125,000 5,416,600 5,525.1 00
Excise 1.074,465 1.116,500 1.116,500 1.006,500 1,006,500
Licenses & Permits 2,227,963 1.612,000 1.690,700 1.721.000 1. 795,000
Intergovernmental 2,667,764 3,443,700 3,454,600 3,212,500 3,336,500
Charges for Services 2,379,987 2.146,000 2,289,700 2,011 ,500 2,012,500
Fines & Forfeitures 777,241 852,500 749,700 746,000 771.000
Other Revenue 1,491. 765 1,080,300 1.11 0,600 701.1 00 651.100
Total Revenues 47,225,590 47,016,500 48,754,400 48,546,600 49,883,900
EXPENDITURES
Salaries & Wages 22,957,249 25,386,300 24,584,400 24,293,400 25.194,400
Personnel Benefits 6,052,144 7,348,300 6,836,600 10,217,200 10,591.100
Supplies 1.163,799 1.539,800 1,456,800 1,454,300 1,426,700
Other Services & Charges 6,604,588 9.101.800 7,938,700 8,852,200 8,954,500
I ntergov't Services & Charges 2.106,054 2,697.1 00 2,714.100 2,867,800 2,993,900
I nterfund Payments for Services 2,867,720 4,563,500 4,563,500 5,049,500 4,962,200
Debt Service 126,930 250,900 250,900 250,900 250,500
Capital Outlay 1.882,417 647,000 455,500 576,800 115,000
Total Expenditures 43,760,901 51.534,700 48,800,500 53,562,100 54,488,300
OTHER FINANCING SOURCES (USES)
Debt Proceeds & Capital Leases
Intergovt'l Loan Proceeds
Transfers In 532,800 60,000 60,000 1.017,000 17,000
Transfers Out (8,764,510) (5,816,600) (5,240,600) (1.425,500) (1.440.1 00)
Proceeds from Sale of Fixed Assets 3,595
Contributed Capital
Total Financing Sources (Uses) (8,228,115) (5,756,600) (5,180,600) (408,500) (1.423.1 00)
Net Change in Fund Balance (4,763,426) (10,274,800) (5,226,700) (5,424,000) (6,027,500)
Fund Balances - Beginning 20,702,250 15,938,825 15,938,825 10,712.125 10,2 88.125 ~'{
Fund Balances - Ending 15,938,825 5,664,025 10,712.125 5,288.125 4,260,625
~1:$5 million was added to the 2008 beginning fund balance to estimate one time revenue and unspent
2007 budget.
Page 24
2007-2008 Biennial Budget
Section 1: Budget Summary
2007 / 2008 Budgeted Revenue - General Fund
Transfers In
Other Revenue
Fines & Forfeitures
Charges for Services
Intergovernmental
Licenses & Permits
Taxes
D
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Thousands
2007 / 2008 Budgeted Expenditures - General Fund
Transfers Out
Capital Outlay
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Interfund Payments
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Other Services
Supplies
Salaries & Benefits
.- I 020071
p .2008
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Thousands
Page 25
2007-2008 Biennial Budget
Section 1: Budget Summary
Staffing Trends
The opposite page presents the current and past staffing as allocated by funding to the various City
departments. The second table presents departmental staffing on the basis of the City's administrative
structure.
As can be seen, the City's staffing has steadily increased over the last five years. This increase is due to
continued development and increased population. As the population of Auburn increases, so does the
demand for additional staffing in areas directly affected. The two areas that are most affected are public
safety and some administrative service functions. In public safety, increased staffing is needed not only to
keep up with increased call demand, but also to maintain the City's existing level of service in police and
fire. With the increase in population and police officers, comes the increased caseload for the court, having
an impact on both the court and legal department. The 2006 budget added 1.0 Court Clerk; the 2007
budget adds 1.0 Assistant City Attorney and .5 Probation Counselor.
As the City progresses into the age of technology, there is also a need for additional staff in information
services. In 2005, Information Services became a separate department adding 3.5 positions, funded wholly
by decreases in existing contract/consulting expenses, in order to increase efficiency. The 2007 budget will
add 2.0 positions: 1.0 Network Administrator and 1.0 Desktop Support Specialist. The 2008 budget will
add an additional 1.0 position for Desktop Support. The other major staff increase has been in the Public
Works department. With the significant increase in both commercial and residential development, Auburn
is not alone in trying to keep up with new infrastructure needed to meet additional demands. The 2007
budget will add 1.0 Utility Technician, which will support Water, Sewer, and Storm. Two additional
positions will be added to Public Works in the 2007 budget; 1.0 Water Resources Technician, and 1.0
Maintenance Worker II for a street sweeper position. With the City taking over operations at the Golf
Course, 2.5 positions will also be necessary; 1.0 Golf Pro/Supervisor, 1.0 Assistant Golf Pro/Golf Specialist,
and .50 Accounting Assistant. The cost of these new positions has been offset, in most cases, by new
revenue sources and/or a reduction in costs. For 2007 the total increase over the 2006 staffing is 13.0
FTE's. As seen in the following graph, the number of employees per 1,000 citizens has been reduced in
recent years. This is due in part to revenue restrictions, and to improved operations.
Population vs Staff levels 2000-2008
500
400
C
0 300
:E
0
0.. 200
UJ
l-
Ll.. 100
12.0
0
9.0 0
c: c
0
~ ";::;
6.0 Q) co
0.. "3
C c-
o 0
3.0 .;::; 0..
.~
0..
o
0.0
2000 2001 2002 2003 2004 2005 2006 2007 2008
I I FTE 424 428 438
~Staff/Pop 10.1 9.7 9.8
447 448
9.9 9.7
457 463
9.6 9.5
476
9.4
481
9.3
Page 26
2007-2008 Biennial Budget
Section 1: Budget Summary
POSITION ALLOCATION BY FUNDING 06-07 07 -08
Department 2004 2005 2006 2007 2008 Changes Changes
Mayor 4.00 3.20 3.20 3.20 3.20 0.00 0.00
Human Resources 5.75 5.67 12.82 12.93 12.93 0.11 0.00
Municipal Court 13.00 14.00 15.20 16.70 16.70 1.50 0.00
Finance 11.28 6.98 8.88 7.77 7.77 -1.11 0.00
Legal 11.50 11.50 11.49 11.99 11.99 0.50 0.00
Planning 30.35 32.35 26.00 26.00 26.00 0.00 0.00
Police 115.00 117.00 117.10 115.90 115.90 -1.20 0.00
Fire 81.00 82.00 82.00 50.82 50.82 -31.18 0.00
Emergency Medical Services 0.00 0.00 0.00 31.68 31.68 31.68 0.00
PW Engineering 22.79 21.44 19.81 20.56 20.56 0.75 0.00
Parks & Rec. 36.27 35.27 35.02 34.52 34.52 -0.50 0.00
PW Street 14.02 11.00 11.52 11.52 11.52 0.00 0.00
Non Dept 0.00 0.00 0.00 3.00 3.00 3.00 0.00
Sub-Total General Fund 344.96 340.41 343.04 346.59 346.59 3.55 0.00
Water 30.44 31.08 30.09 31.18 32.68 1.09 1.50
Sewer 18.81 20.30 18.81 20.56 21.56 1.75 1.00
Storm Drainage 19.99 22.05 19.59 23.56 24.56 3.97 1.00
Solid Waste 6.91 6.55 6.24 6.37 6.37 0.13 0.00
Airport 0.16 0.16 0.16 0.16 0.16 0.00 0.00
Cemetery 7.55 6.39 6.33 6.57 6.57 0.24 0.00
Golf Course 6.10 6.09 5.96 8.45 8.45 2.49 0.00
Communications 0.00 5.80 7.80 6.30 6.80 -1.50 0.50
Information Services 0.00 3.07 11.10 13.00 14.00 1.90 1.00
Equip. Rental 8.93 9.16 7.75 7.13 7.13 -0.62 0.00
Other Funds 4.15 5.44 6.38 6.38 6.38 0.00 0.00
Sub-Total Other Funds 103.04 116.09 120.21 129.66 134.66 9.45 5.00
TOT AL FTE's 448.0 456.50 463.25 476.25 481.25 13.00 5.00
Page 27
2007-2008 Biennial Budget
Section 1: Budget Summary
POSITION ALLOCATION BY DEPARTMENT 06-07 07 -08
Department 2004 2005 2006 2007 2008 Changes Changes
Mayor 4.0 8.5 10.50 10.50 10.50 0.00 0.00
Human Resources 7.0 7.0 15.00 15.00 15.00 0.00 0.00
Municipal Court 13.0 14.0 15.00 15.50 15.50 0.50 0.00
Finance 28.0 21.0 23.00 23.00 23.00 0.00 0.00
Legal 13.0 13.0 13.00 14.00 14.00 1.00 0.00
Planning 31.0 32.0 25.00 25.00 25.00 0.00 0.00
Police 115.0 117.0 118.00 119.00 119.00 1.00 0.00
Fire 81.0 82.0 82.00 44.00 44.00 -38.00 0.00
EMS 0.0 0.0 0.00 38.00 38.00 38.00 0.00
PW Engineering 49.0 48.0 48.00 48.00 48.00 0.00 0.00
Parks & Rec. 37.0 36.00 35.75 35.75 35.75 0.00 0.00
PW Street 13.0 11.0 11.00 11 .00 11.00 0.00 0.00
Dept 98 0.0 0.0 0.00 3.00 3.00 3.00 0.00
Sub-Total General Fund 391.0 389.5 396.25 401.75 401.75 5.50 0.00
Water 16.0 16.0 16.00 17.00 19.00 1.00 2.00
Sewer 6.0 8.0 8.00 8.00 9.00 0.00 1.00
Storm Drainage 7.0 9.0 9.00 11 .00 12.00 2.00 1.00
Solid Waste 2.0 2.0 2.00 2.00 2.00 0.00 0.00
Airport 3.0 0.0 0.00 0.00 0.00 0.00 0.00
Cemetery 7.0 6.0 6.00 6.00 6.00 0.00 0.00
Golf Course 6.0 6.0 6.00 8.50 8.50 2.50 0.00
Info Services 0.0 10.0 11 .00 13.00 14.00 2.00 1.00
Equip. Rental 10.0 10.0 9.00 9.00 9.00 0.00 0.00
Sub-Total Other Funds 57.0 67.0 67.00 74.50 79.50 7.50 5.00
TOT AL FTE's 448.0 456.50 463.25 476.25 481.25 13.00 5.00
Does not include seven elected Council positions
Changes in 2006 through 2007 Budget (FTE - Full-Time Equivalent)
Positions listed below reflect changes made after the adoption of the 2006 budget.
Mayor/Communications & Community Relations
1.0 FTE was moved from the Parks department to Communications & Community Relations as a
Communications Support Coordinator. This division reports to the Mayor and is budgeted in Fund
518, the Information Services Fund.
Human Resources/Planning
7.0 FTE's from Planning were moved to Human Resources to reorganize the Property Management
division.
Municipal Court
.5 FTE Probation Counselor was added in 2007.
Finance
1.0 FTE Accounting Assistant was moved from Parks to the Finance department.
1.0 FTE for a Utility Billing Coordinator was added in the 2006 mid-year budget amendment.
Legal
1.0 FTE Assistant City Attorney was added in 2007.
Police/Equipment Rental
1.0 FTE was moved from Equipment Rental to the Police department during 2006.
Page 28
2007-2008 Biennial Budget
Section 1: Budget Summary
1.0 FTE Emergency Preparedness Manager was added in 2007.
Fire
The department was split into two to account for Emergency Medical Services.
Parks
2.0 FTE's were moved from Parks; 1.0 FTE to Communications for a Communications Support
Coordinator and 1.0 FTE to Finance for an Accounting Specialist. One .50 FTE was increased to .75.
Two FTE's were added in 2006; .5 FTE to the Senior Center for a Senior Center Assistant and 1.0 FTE
to the Recreation division for a Program Assistant.
Non-Departmental (Dept 98)
3.0 FTE's were added to the Final budget for 2007.
Water
1.0 FTE Utility Technician was added for 2007. This position will support Water, Sewer and Storm.
Storm
2.0 FTE's were added in the 2007 budget; 1.0 FTE for a Water Resources Technician and 1.0 FTE for a
Maintenance Worker II-Street Sweeper position.
Golf Course
2.5 FTE's were added in the 2007 budget for more efficient golf course operations. 1.0 FTE for a Golf
Pro/Coordinator, 1.0 FTE for an Assistant Pro/Golf Specialist and .5 FTE for an Accounting Assistant.
Information Services
2.0 FTE's were added in 2007; 1.0 FTE for a Network Administrator and 1.0 FTE for Desktop Support.
Changes from the 2007 to 2008 Budget (FTE - Full-Time Equivalent)
Water
2.0 FTE's were added to the 2008 budget for a Maintenance Worker I to implement a water main
cleaning program.
Sewer
1.0 FTE was added to the 2008 budget for a Maintenance Worker II to maintain pump stations.
Storm
1.0 FTE was added to the 2008 budget for a Maintenance Worker II to maintain storm ponds.
Information Services
1.0 FTE was added to the 2008 budget for Desktop Support, which will provide support for increasing
technologies throughout the City.
Page 29
2007-2008 Biennial Budget
Section 1: Budget Summary
*
*
*
*
* MORE THAN YOU IMAGINED
Page 30
2007-2008 Biennial Budget
Section II: Process/Pol icies
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. Since 1998, the City has had an
elected Judge. This position is also elected at large and serves a four-year term. 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 is true of 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. This time savings allows
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. This 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 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.
Page 31
2007-2008 Biennial Budget
Section II: Process/Pol icies
Steps in the Budget Process
Policy/Strategy Phase
Mayo r & Co uncil update the
vision forthe City. Goals,
policies and/or mission
statements are set to
acco mplish the visio n
Mayor & Finance Director meet
to discuss budget prio rities
Needs Assessment Phase
Department
directors prepare
estimates of
expenditures for next
tm years
Estimates
submitted to
Finance for
review &
compilation
Mayo r revieV\S
budget """'"
requests
Pro perty Tax
Levy
Established
Review/Development Phase
P reli mi nary Budget
prepared & filed with
City Clerk
City Clerk publishes
notice of Preliminary
Budget & public
hearing
Copies of Preliminary
Budget are made
available to the public
Revisions/Adjustments made
to Preliminary Budget, resulting
in the Final Budget
City Clerk publishes
notice of public hearing
on Final Budget
Final public budget
hearing priorto
Council adoption
Adoption/Implementation Phase
Council adopts
final balanced ~
budget
Budget document
finalized
Final Budget
Document becomes
available to the public
Page 32
2007-2008 Biennial Budget
2006-2008 Budget Calendar
2006
Jul
Mar Apr May Jun
Mayor and Council budget retreat to update the
vision for the City.
Mayor and Finance director meet to discuss
budget priorities.
Aug
Section II: Process/Pol icies
Sep Oct
Nov Dee
Budget instructions and forms are distributed to
departments.
Department Directors complete budget and
return to Finance.
Departments review budgets, goals, and
accomplishments with the Finance Director.
Departments review budgets, goals, and
accomplishments with the Mayor.
Finance department prepares preliminary
revenue forecasts.
Department budgets are adjusted based on the
Mayor's recommendations.
Notice of public budget hearing #1 is published.
Department budgets are reviewed by
Planning/Community & Public Works
Committees.
Revenue forecast is finalized.
Preliminary CFP and SEPA check list to Planning
(Planning Commission, SEPA, State Overview)
~
S
[0
Department budgets are reviewed by Finance &
Municipal Services Committees.
Hold public budget hearing #1 with revenue
presentation.
Preliminary budget is filed with the City Clerk,
distributed to City Council and made available to
the public.
Public notice of preliminary budget filing and of
public hearing #2 is published.
Public budget hearing #2.
Council/Mayor Work Session on budget
recommendations.
Property tax levy is set by ordinance.
Budget and CFP are adopted by ordinance.
8
S
110/20 )
&27
8
8
S
112104 )
Page 33
2007-2008 Biennial Budget
2007 -2008 Budget Calendar
Budget Process
2007
Final budget published and distributed.
Instruction packet for Mid-biennial review and
modification distributed to Departments.
Mar
Apr May Jun
Jul
Aug
Sep
Section II: Process/Pol icies
Oct
Nov
Dec
8
Departments review budgets and prepare Budget
modifications.
Department Directors return budget modification
requests to Finance.
Departments review budget modifications with
the Mayor.
Preliminary CFP and SEPA check list to Planning
(Planning Commission, SEPA, State Overview)
Budget modifications adjusted based on Mayor's
recommendations.
Department budget modification requests are
reviewed by Planning/Community & Public
Works Committees.
Department budget modification requests are
reviewed by Finance & Municipal Services
Committees.
Notice of public budget hearing #1 on proposed
budget modification is published.
Proposed budget modification is filed with the
City Clerk, distributed to City Council and made
available to the public.
Public budget hearing #1.
Notice of public budget hearing #2 is published.
Public budget hearing #2 is held and Property tax
levy is set by ordinance.
Council/Mayor Work Session on budget
recommendations.
CFP Amendment and Mid-biennial budget
modification are adopted by ordinance.
2008
8
S
8
S
S
8
8
S
8
112/03 )
Mayor and Council budget retreat to update the
vision for the City.
Mid year Budget Amendment is adopted by
ordinance.
8
Year-end Budget Amendment is adopted by
ordinance.
8
Page 34
2007-2008 Biennial Budget
Section II: Process/Pol icies
Budget Purpose
The City of Auburn's budget seeks to achieve four basic purposes:
A Policy Tool
The City's budget process is conducted in a manner that allows the City's policy officials to comprehensively review the
direction of the City and to redirect its activities by means of the allocation of financial resources. On this basis, the
budget sets policies for the following year. This budget also facilitates the evaluation of City programs by providing a
means to examine both the financial activities and the progress towards performance objectives of City departments
over time.
An Operations Guide
This budget provides financial control by setting forth both legislative and administrative guidance to City employees
regarding the character and scope of their activities. This direction is set forth in both summary and detail form in the
various products of the budget process.
A Financial Plan
This budget outlines the manner in which the financial resources of the City will be managed during the budget
process. This allocation of resources is based on both the current needs and on a longer-term view of the
development of City programs. The budget takes into account unforeseen contingencies and provides for periodic
adjustments.
As 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 odd numbered year, with a retreat for the City Council and Mayor
who meet to review the Vision and Mission Statement as well as the previous year's goals and objectives. At that
retreat, Council and Mayor discuss such issues as staffing, emerging topics and program priorities. Then, during the
summer departments develop their budgets and objectives that are described in the operating budget for biennium.
These objectives include capital projects scheduled for construction in the Capital Facilities Plan (CFP). Generally, most
departments use a "bottom-up" approach to budgeting, with divisions or other administrative units developing their
objectives along with identifying their fiscal requirements. These divisional budgets are then modified for integration
into department objectives and budget proposal.
During the summer, these tentative budget proposals are submitted to the Mayor. At the same time the Finance
Department develops a tentative revenue projection for the following budget cycle. The Mayor and Finance Director
along with each department director review the budget in detail. On the basis of this process, the Mayor formulates
his recommended budget for the following year.
In September, the City Council holds a public hearing to solicit comments from the general public regarding issues for
the City to consider during its review of the budget. This hearing is held early in the process in order to afford the
public an opportunity to comment before the budget takes a formal shape. At the same time the Mayor is reviewing
the department proposals, the departments present their budget proposals in detail to appropriate committees of the
Cou nci I.
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2007-2008 Biennial Budget
Section II: Process/Pol icies
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 a second public hearing on
the preliminary budget and conducts workshops to examine the budget in detail. 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, usually occurs in early December.
The entire process is coordinated, as needed, in regular meetings of the City department heads, chaired by the Mayor.
Various Council committees are consulted continually through the year as potential issues surface and new program
ideas incubate.
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, on the City's financial management and accounting
system at a very detailed line item level. Computerized reports may be generated at any time and at various levels of
detail. Departments can also access these budgets at any time on a read-only inquiry basis to compare actual revenue
and expenditures to their budgets. This computerized budget becomes the accounting system that controls
expenditures after adoption of the final budget.
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
Cou nci I.
Final Budget
The Final Budget is issued as a formal published document as modified by the City Council. It is this document which
is formally filed as the Final Budget.
Programs
While the budget proposals of the administration are developed in concert with the fiscal proposals in the budget, the
budget documents themselves only summarize the individual objectives and performance measures. Generally, these
programs are not finalized until the budget is in final form since the budget will determine the actual activities
undertaken by each department.
Components of the Budget
The budget consists of three parts: operating budget, program improvements, and capital budget.
Operating Budget
The operating budget consists of departmental budget proposals, which would be sufficient to maintain the objectives
set by the departments to meet Council goals.
Program Improvements
Program improvements consist of new initiatives or substantial changes to existing programs.
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2007-2008 Biennial Budget
Section II: Process/Pol icies
Capital Budget
The capital budget authorizes and provides the basis of control of expenditures for the acquisition of significant city
assets and construction of capital facilities.
Separation of the budget into these three components separates key policy issues in order to facilitate their
consideration. The policy officials can examine the level at which existing programs should be funded, what program
improvements should be made and at what level of funding.
Capital Planning
The Capital Facilities Plan (CFP) was originally adopted as an element of the City Comprehensive Plan that provides
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 by a monthly reporting system
consisting of monthly reports to the Mayor from the department heads on the progress of departmental objectives
and performance measures. The reports are then summarized into a monthly report by the Mayor to Council. In
addition, each department prepares detailed quarterly and annual reports on their goals and performance measures.
Implementation of the budget is further monitored by the oversight activities of various City Council committees,
which meet twice monthly to not only consider proposals before the City Council, but also to review the activities of
the various City departments. Both the report function of the Finance Department and the oversight function of the
Finance Committee of the Council include the status of the fiscal management policies of the budget.
The financial aspects of the budget are monitored in periodic reports issued by the Finance Department comparing
actual expenditures and revenues with the budget. In these reports, financial data can be presented at a higher level of
detail than the final budget. These reports include an analysis of the City's financial condition.
From time to time it becomes necessary to modify the adopted budget. The procedure for amending the budget
depends upon the type of change that is needed. One type of change does not affect the "bottom line" total for a
department or a fund. These changes, mainly transfers from one line-item to another within a department's operating
budget or changes between divisions within a department may be effected by the Mayor and the Finance Director
with written request from the department director.
The second type of budget amendment brings about a change in the total appropriation for a department or fund.
Examples of these changes include but are not limited to the following: the acceptance of additional grant money, an
adjustment to reflect increased revenues such as tax receipts, the appropriation of additional funding if expenditures
are projected to exceed budgeted amounts, and re-appropriation of monies from one fund to another when deemed
necessary. These changes require council approval in the form of an ordinance. The status of the budget is
comprehensively analyzed during the mid-biennial review and periodically through each year to identify any needed
adjustments. All requests for amendments are first filed with the Finance Department.
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2007-2008 Biennial Budget
Section II: Process/Pol icies
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; Le., 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 2006)
Capital Facilities Plan 2007-2012
Community Development Block Grant Consolidated Plan
Update
SCHEDULED ACTIONS (2007-2008)
Comprehensive Plan Update
Capital Facilities Plan Update
Comprehensive Transportation Plan Update including
non-Motorized plan
Parks, Arts & Recreation Plan Update
FUNDING PROGRAM
Biennial City Budget
Community Development Consolidated Plan
Capital Facilities Plan
Page 38
2007-2008 Biennial Budget
Section II: Process/Pol icies
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, which 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, Council and Finance Committee, monitor
progress against this analysis. The development of the Comprehensive Annual Financial Report (CAFR) is also an
important part of the analysis process. The financial management policies result from combining the above analysis
with Generally Accepted Accounting Principles (GAAP).
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.
Operating Policies
1. The City should accept ongoing service obligations in new areas of programming only when adequate
funding is available.
2. Indirect administrative costs associated with the operation of funds should be identified and charged against
the operation of those funds.
3. The City's role in social service funding shall continue to be supplemental (addressing special or unique local
needs) to the basic responsibilities of regional agencies.
4. The City shall continue to advocate that the responsibility for funding basic social service needs rests with
regional (or broader) agencies that have access to a broader basis of funding and can more appropriately
address needs on a regional basis.
Budgeting, Accounting, and Financial Reporting Policies
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 and shall provide current financial data on
request.
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2007-2008 Biennial Budget
Section II: Process/Pol icies
3. The State Auditor will annually perform a financial and compliance audit of the City's financial statements.
Their opinions will be contained in the City's Comprehensive Annual Financial Report (CAFR), and the State
Auditor's Report.
4. As an additional independent confirmation of the quality of the City's financial reporting, the City will
annually seek to obtain the Government Finance Officers Association Certificate of Achievement for
Excellence in Financial Reporting and the Distinguished Budget Presentation Award. The Budget and CAFR
will be presented in a way designed to communicate with citizens about the financial affairs of the City.
5. 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.
6. 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.
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 as a result 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 by rate income
from new users.
Revenue Policies
1. The City will seek to avoid dependence on temporary or unstable revenues to fund mainstream municipal
services.
2. The City should avoid dependence on federal revenues to fund ongoing mainstream municipal services.
3. General Fund services should be supported by user fees to the extent appropriate for the character of the
service and its user.
4. 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.
5. Revenue estimates for budget purposes should be conservative yet realistic.
Reserve Policies
1. The City will maintain a Cumulative Reserve Fund to provide counter-cyclical balance, to protect the City
from unforeseen contingencies and to allow an accumulation of resources to finance foreseeable general
governmental capital projects.
2. Each enterprise fund and the General Fund should maintain adequate fund balances or working capital to
meet unexpected contingencies. The General Fund balance is to be maintained at a level sufficient to meet
the cash flow needs of the fund without borrowing. A $1,000,000 minimum working capital balance will be
maintained in each utility fund. Other enterprise funds should maintain working capital balances of 200/0 of
their operating and capital expenses.
Cash Management and Investment Policies
1. The City investment practices will be developed in accordance with Municipal Treasurers' Association
standards.
2. Ongoing operations of City government shall be funded from ongoing revenues. An appropriate Tax
Anticipation Note or Revenue Anticipation Note may support funds experiencing temporary cash deficits
due to cash flow. Interfund loans may be provided at interest rates determined by current outside
investments. Such loans should be paid back during the fiscal year.
Capital Budget Policies
1. The burden for financing capital should be borne by the primary beneficiaries of the facility.
2. Long-term borrowing for capital facilities should be considered an appropriate method of financing large
facilities that benefit more than one generation of users.
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2007-2008 Biennial Budget
Section II: Process/Pol icies
3. 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 will be updated biennially and be financially
constrained for the appropriated budget period.
4. 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. The budget will provide for the adequate maintenance
and orderly replacement of capital and equipment from current revenues where possible.
5. The City will strive to rely on a strong 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.
Debt Pol icies
1. General Obligation (GO) Bond debt should be scheduled for repayment on the basis of the entire
outstanding debt not just the individual issue; in a manner which seeks to reduce fluctuation in the total tax
rate.
2. The City will strive to improve its bond ratings by improving its financial stability.
3. The City shall employ competent financial advisors and bond attorneys for all large bond issues.
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 2007-2008 Budget allocates City's resources through the development of
departmental objectives. The department objectives are designed to implement the city-wide strategies which in turn
work toward the citywide goals. These goals are designed to implement the Vision adopted by Council. The strategies
coordinated by this budget are developed by Council and administered by the Mayor.
The City Council and Mayor set the direction for the City by establishing Vision 2016 which looks ahead and envisions
what the City should look like in 10 years. The 2007-2008 budget implements the vision that the City Council and
Mayor developed.
Citywide Goals and Strategies
I. Provide for Public Safety
1. Develop Public Safety communications center at GSA (Lead Departments: Police and Planning)
2. Build new fire station (Lead Department: Fire)
3. Improve lighting for pedestrian safety (Lead Departments: Public Works and Planning)
4. Ensure that Auburn is a safe place to live or have a business (Lead Departments: Police and Fire)
5. Improve animal control (Lead Department: Police)
6. Provide adequate funding sources for public safety (Lead Department: Finance)
7. Relocate Emergency Operations Center (Lead Department: Mayor)
II. Encourage a Sense of Community
8. Promote continuous community outreach by involving citizens and business in their City Government (Lead
Departments: All)
9. Continue to seek opportunities to partner and work with the Muckleshoot Indian Tribe (Lead Departments:
All)
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2007-2008 Biennial Budget
Section II: Process/Pol icies
10. New Post Office (Lead Departments: Mayor and Planning)
11. Promote stability in neighborhoods and the downtown area (Lead Department: Planning)
12. Integrate public efforts with the efforts of service clubs and the faith community (Lead Department:
Planning)
13. Develop a Community Center at Les Gave Park (Lead Department: Parks)
14. Work toward unification of new communities with centralized communication and outreach to bring them
into the existing community (Lead Departments: Planning and Mayor, Multimedia)
15. Promote pride in Auburn-"It's More Than You Imagined" (Lead Departments: All)
III. Encourage Economic Development
16. Complete Gateway projects (Lead Departments: Planning and Public Works)
17. Development of the RobertsonNalley Drive-In properties (Lead Department: Planning, Economic
Development)
18. Rezone both ends of 124th on Lea Hill to commercial, adding additional areas of Lea Hill upon annexation
(Lead Department: Planning)
19. Build out I Street Corridor with appropriate buffers (Lead Department: Planning)
20. Development of Emerald Downs area (Lead Department: Planning, Economic Development)
21. Complete A/B Corridor and develop adjacent areas (Lead Department: Public Works)
22. Develop the Airport area, including runway extension, new commercial area and new entrances on B Street
& D Street (Lead Department: Finance, Public Works, and Planning)
23. Develop/improve Multicare site (Lead Department: Planning)
24. Develop environmental building, commercial and technology in the Green Zone adjacent to Auburn
Environmental Park (AEP), including rezone (Lead Departments: Planning, Public Works, and Parks)
25. Development of the Golden Triangle area (Lead Department: Planning, Economic Development)
26. Redevelopment of C Street SW and 15th Street SW properties (Lead Department: Planning)
27. Rezone area south of the SuperMall to commercial (Lead Department: Planning, Economic Development)
28. Create Auburn Way South Redevelopment Plan (Lead Department: Planning)
29. Rezone and redevelop "A" Street SE corridor to commercial to include professional and service oriented
businesses (Lead Department: Planning)
30. Muckleshoot Tribe economic development area (Lead Department: Planning, Economic Development)
31. Provide fiber optic corridor through downtown, beginning with the AEP Green zone (Lead Department:
Information Services)
32. Market Auburn as the regional entertainment center (Lead Department: Planning, Economic Development)
33. Add commercial zoning to industrial areas (Lead Department: Planning)
34. Develop criteria for reviewing City owned properties (Lead Department: Planning)
IV. Improve Designated Urban Center
35. Improve B Street Plaza (Lead Departments: Parks and Planning)
36. Encourage development of neighborhood west of C Street corridor by extending sky bridge across C Street
(Lead Departments: Public Works and Planning, Economic Development)
37. Revitalize and redevelop urban center with extended areas (Lead Department: Planning)
38. Create medical/hospital zone (Lead Department: Planning)
39. Complete City Hall Plaza (Lead Department: Planning)
40. Review zoning codes within Urban Center to allow increased development/density (Lead Department:
Planning)
41. Continue efforts to make Auburn's Urban Center more pedestrian friendly (Lead Departments: Public Works
and Planning, Economic Development)
42. Improve and expand public parking opportunities (Lead Departments: Public Works and Planning,
Economic Development)
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2007-2008 Biennial Budget
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V. Complete Public Works Projects
43. Complete I Street Corridor from 40th to 277th Street (Lead Department: Public Works)
44. Add Perimeter Road to Ellingson as new truck route (Lead Department: Public Works)
45. Add haul route from R Street to Ellingson (Lead Department: Public Works)
46. Pursue street bond to bring all arterials to at least 700/0 condition index rating (Lead Department: Public
Works, Finance)
47. Rebuild Cross Street Connector Bridge over train yard (Lead Department: Public Works)
48. Complete M Street Underpass (Lead Department: Public Works)
49. Continued commitment to SOS program (Lead Department: Public Works)
VI. Plan Future City Development
50. Complete Thomas annexation (Lead Department: Planning)
51. Annex D Street (Stuck) neighborhood (Lead Department: Planning)
52. Annex Lea and West Hill (Lead Department: Planning)
53. Complete Pierce County annexations (Lead Department: Planning)
54. Relocate M&O facility (Lead Department: Public Works)
55. Rezone D Street by West Main to residential (Lead Department: Planning)
VII. Actively Support Regional Transportation Improvements
56. Increase SR 167 to four lanes each side (Lead Departments: Public Works, Planning and Mayor)
57. Complete SR 167/SR 18 interchange (Lead Departments: Public Works, Planning and Mayor)
58. Complete SR 164 improvements (Lead Departments: Public Works, Planning and Mayor)
59. Complete link road from SR 164 to SR 18 (Lead Departments: Public Works, Planning and Mayor)
VI. Enhance Quality of Life
60. Complete Green River Trail (Lead Department: Parks)
61. Develop Olson Creek complex from Olson Farm to newly named Golf Course at Olson Creek (Lead
Department: Parks)
62. Restore Mill Creek (Lead Departments: Planning, Public Works and Parks)
63. Develop Auburn Environmental Park (Lead Departments: Planning, Public Works and Parks)
64. Develop seasonal concession espresso/juice bar and possible bike/skate shop on Interurban Trail (Lead
Department: Parks)
65. Restore White Lake (Lead Departments: Public Works and Planning)
66. Proactively work with BNSF to encourage buffer zones at rail yard (Lead Department: Mayor)
67. Build south end trail loop and horse trail (Lead Departments: Public Works and Parks)
68. Preserve former Carnegie library and former post office (Lead Department: Planning)
69. Pursue opportunities for indoor and outdoor soccer facilities (Lead Department: Parks)
70. Institute inner city shuttle service (Lead Department: Public Works)
71. Develop one-stop multi-service center (Lead Department: Planning)
72. Complete connections from downtown to the Interurban and White River Trails (Lead Departments: Parks
and Public Works)
73. Continue efforts to partner with, fund and enhance human services (Lead Department: Planning)
74. Encourage public art on downtown buildings (Lead Departments: Parks and Planning)
75. Consider an Auburn Housing Authority (Lead Department: Mayor)
76. Include the area on Auburn Way South from F Street to 12th Street in Les Gave Community Campus (Lead
Departments: Parks and Planning)
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2007-2008 Biennial Budget
Section II: Process/Pol icies
2006 Progress on Citywide Goals:
I. Provide for Public Safety
Accomplishments
· Proceeded with a program to evaluate fire station needs and continued work on a site approved by Council
. Completed lighting improvements in the downtown area
· Police reduced crime through community programs educating citizens on reducing crimes
in their neighborhood and have maintained a response time of less than four minutes to all serious incidents
· Continued to fund and research alternatives for funding sources to provide for Public Safety
II. Encourage a Sense of Community
Accompl ishments
. Citizens have many opportunities to become involved including council meetings and various committees
· The City organized volunteers to help with the Tribe's Canoe Trip in 2006. Staff continues to work with and
cooperate in multiple agreements with the Muckleshoot Tribe
. Continued to fund Neighborhood Revitalization Plan and made major strides in helping to bring about
redevelopment of downtown Auburn
III. Encourage Economic Development
Accomplishments
· The first Gateway has been completed and three sites are being evaluated for the next project
· Adopted the Environmental Park (EP) District and associated rezone to encourage compatible development in the
proximity of the Auburn Environmental Park
· Developed fiber communications infrastructure plan
IV. Improve Designated Urban Center
Accomplishments
· Continued pedestrian friendly crosswalk improvement assessments of the City
· Continued efforts to provide opportunities for remodeling, new construction and high-density housing in the
designated Urban Center
V. Complete Public Works Projects
Accomplishments
· Provided support to the Save Our Streets program which is expected to complete over $1 million in local street
projects in 2006
· Began construction of the C Street SW trail to Pacific as well as the West Main Street & Pedestrian trail from the
Transit Center to the Interurban trail
· Completed A Street SE loop for improved access to the Transit Center.
· Completed Phase I of the Intelligent Transportation System including the Traffic Management Center
· Completed Auburn Way South safety improvements
. Completed Terminal Park pedestrian & storm drainage improvements
. Completed C Street NE and Auburn-Black Diamond Road reconstruction
Page 44
2007-2008 Biennial Budget
Section II: Process/Pol icies
VI. Plan Future City Development
Accomplishments
· Completed the Master Plan, early stage project design for Auburn Environmental Park
· Undertook implementation of Economic Development Strategies
· Continued to annex areas under limits established by the Growth Management Act
VII. Actively Support Regional Transportation Improvements
Accomplishments
· Continued Tri-Party Agreement with WSDOT and Muckleshoot Tribe for safety improvements to SR 164 and link
road from SR 18 to SR 164
· Continued to support the proposed Regional Transportation Improvement District (RTID) package in preparation
for the Fall 2007 ballot for voter approval
VI. Enhance Quality of Life
Accomplishments
· Provided greater opportunity for citizens in need of human service agency services to use those services in a more
coordinated manner
· Redesigned Game Farm Wilderness Campground
· Expanded Outdoor Cinema Series
. Completed Lakeland Park #3
. Construction of a new Golf Clubhouse will be completed late in 2007
2007 -2008 Budget Strategy
The 2007-2008 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 expenses to support the position, and reviewing replacement staff for essential need. Limiting 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 expenses
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:
a. Continuing support of growth management
b. Maintaining effective law and justice services
c. Providing continued public safety
d. Supporting a diversity of recreational and cultural programs
e. Maintaining existing facilities
7. Provide staff support and funding for street maintenance repairs and improvements to meet planning
requirements and benefit from available funding opportunities
Page 45
2007-2008 Biennial Budget
Section II: Process/Pol icies
8. Enhancing the capacity of the infrastructure where funding opportunities exist by giving priority to providing
necessary matching funds
9. Continuing operation of the City's enterprise functions on a business basis
10. Exploring all opportunities for economic development that will provide a return to the City of Auburn
Use of Budget Tools
This budget uses a variety of tools to implement these objectives:
Financial Measures
The City of Auburn 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. During a long period of economic growth,
revenue increases allowed both the opportunity to fund additional programs and to set aside reserves. When new
programs are added, each is closely evaluated to ensure that it can be supported over the long run after a growth cycle
ends. 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 for both building revenues for major capital needs and to
provide a counter-cyclical balance.
Interest rates are being raised slowly in the face of economic growth. However, it is anticipated that the development
of residential construction will continue due to current low interest rates, but at a slower rate than the past two years.
The need for services has and will continue to be substantial, particularly Police and Fire 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.
The City also maintains an insurance reserve to supplement its on-going insurance program to provide for the City's
obligation for lifetime health care for LEOFF 1 police and fire personnel, and to maintain independence in the
insurance market. The Insurance Fund reserve is approximately $2.5 million in both 2007 and 2008, and no
additional contributions were budgeted for the next biennium.
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 will protect the City's ability to
maintain and enhance quality of life and on programs that meet the continuing public safety needs of our
neighborhoods. These needs will be funded by the appropriate use of the existing capacity of City programs.
Capital Budget
The Capital Improvement Fund is used to accumulate funds to finance large projects that could not otherwise be done
in one year from General Fund revenues. Projects include major improvements, acquisition of new municipal facilities,
and Downtown Revitalization. The fund is budgeted for $4.1 million of expenditures in 2007. 2008 is budgeted for
Page 46
2007-2008 Biennial Budget
Section II: Process/Pol icies
almost $2.9 million in expenditures with an ending fund balance over $7 million for future projects identified in the
Capital Facilities Plan.
General Fund Priorities
City General Fund revenues are forecasted conservatively but realistically because of anticipated voter approved
initiatives. Salary, benefits and contractual services will be increased in accordance with union contracts. Revenue
estimates are conservative and are mainly based on the 2006 revenue 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 of 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 required matching funds for street improvements
10. Seek out additional sources of revenue for street improvement and construction
11. Fund continuing public safety needs; especially increases in prisoner custody
Many of these priorities are implemented in the development and review of the baseline budget proposals of various
departments.
Proprietary Fund Priorities
The budget priorities in the Proprietary Funds are a continuation of past budget priorities, which have generally placed
these funds on a sound, self-supporting basis.
1. Continue operation of the funds on a self-supporting basis
2. Maintain the fiscal capacity of the utilities with appropriate measures
3. Implement programs and rates to encourage resource conservation, particularly in water usage
4. Maintain orderly development of capital facilities to meet needs
5. Continue measures to enhance productivity and maintain new facilities as they come on line
6. Continue programs that encourage greater recycling of our waste materials
7. Focus on capital projects that deal effectively with the City's growth
Other Funds Budget Priorities
Fiduciary funds will be managed in a manner that continues to provide for their long-term obligations. The Insurance
Fund will provide for insurance independence if needed. Debt service funds will continue to retire debt as
appropriate. No additional funds will be added to the LID Guarantee Fund, as the fund is currently considered
adequate.
Page 47
2007-2008 Biennial Budget
Section II: Process/Pol icies
*
*
*
*
* MORE THAN YOU IMAGINED
Page 48
2007-2008 Biennial Budget
Section III: Financial Plan
SECTION III: FINANCIAL PLAN
Introduction
The National Advisory Council on State and Local Budgeting (NACSLB) endorses the forecasting of revenue and
expenditures in their Recommended Budget Practices. This section of the budget provides a combined view of both
past and anticipated future revenue and expenditures for all funds. A detailed revenue analysis is presented for each
fund type. The plan focuses analysis on revenue sources in order to inform users of this document on how the City
funds services it provides to its citizens. A table, graph and explanation of major changes is 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 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
chapter 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 future. The development and allocation of these resources is accomplished on the basis of the foregoing
policies, goals and objectives addressing the requirements and needs of the City of Auburn. While the other sections
of this document will present the budget in detail, this section provides an overview of the budget as a Financial Plan.
As such, this section will focus 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 2007-
2008 are summarized under Section VII, Capital Budget in this document, the entire 2007-2012 Capital Facilities Plan
(CFP) is outlined, in detail, in a separate document.
Page 49
2007-2008 Biennial Budget
Section III: Financial Plan
Analysis of 2007-2008 Revenues by Source for All Funds
The graph below presents the total new revenues that are anticipated to be available to support City programs
during 2007 and 2008. The table shows the revenue by source of funds from 2005-2008. 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.
$9,000,000
02007 Budget
.2008 Budget
$45,000,000
$ 36,000,000
$27,000,000
$18,000,000
$0
Tax es
Charges for Intergov Miscellaneous Licenses &
Svcs Permits
Fines and Transfers In Other Sources
Penalties
Total All Funds 2005 2006 2006 2007 2008
Revenues Actual Adj Budget Est Actual Budget Budget
Taxes $ 41,467,852 $ 40,282,000 $ 41,870,100 $ 42,567,500 $ 44,042,800
Charges for Svcs 36,231,954 40,028,200 40,440,300 42,937,200 43,817,500
Intergov 7,138,598 11,605,400 6,134,700 10,101,600 8,575,600
Miscellaneous 7,097,155 6,843,100 7,198,800 6,322,200 6,437,300
Licenses & Permits 2,227,963 1,612,000 1,690,700 1,721,000 1,795,000
Fines and Penalties 779,061 852,500 749,700 746,000 771,000
Transfers In 12,395,002 10,835,644 9,699,044 6,979,900 3,736,600
Other Sources 16,974,624 12,835,000 12,377,300 4,896,700 6,700,000
Total Revenues & Other
Financing Sources 124,312,209 124,893,844 120,160,644 116,272,100 115,875,800
Beginning Fund Balance 86,733,090 82,683,400 82,683,412 78,521,037 60,245,146
TOTAL AVAILABLE RESOURCES $211,045,299 $207,577,244 $202,844,056 $194,793,137 $176,120,946
Page 50
2007-2008 Biennial Budget
Section III: Financial Plan
Tax Revenue
The largest source of revenue to the City has been taxes collected from businesses and citizens. New initiatives
have limited the City's ability to collect taxes that were available or limited the amount they can be increased.
These funds are estimated to be surpassed by service revenue in 2007 due to initiatives limiting the collection of
taxes by the City. Tax revenue constitutes 36.60/0 of total new revenue in 2007 and 380/0 in 2008. Almost all of
these funds are received in the General Fund to support the ongoing operations of the City. Other tax receipts
are in funds that are restricted for defined construction and infrastructure.
Charges for Services
In 2007 Charges for Services will be the largest source of revenue for the City. Charges for Services include user
fees for utility services, recreational, planning and building activities and constitute 36.90/0 in 2007 and 37.80/0 in
2008 of total new revenue. These charges are primarily collected in the enterprise funds for services provided as
stand alone business type activities. Service revenue is also charged to other funds by the Information Services
Internal Service fund (IS) to recoup the cost of the technology services and hardware provided to other City
departments.
Intergovernmental Revenue
Intergovernmental revenue is primarily Federal and State grants, along with other governmental contributions,
and is 8.70/0 in 2007 and 7.40/0 in 2008 of new revenue. This revenue type funds the construction of street
projects and grants have been budgeted for the Park Construction fund to provide for synthetic turf on the Game
Farm Park soccer field and for development of Olson Farm and the Auburn Environmental Park.
Miscellaneous Revenue
Miscellaneous revenue includes interest, rents and leases, and Equipment Rental Internal Service fund revenue.
The Equipment Rental fund holds City vehicles as an asset and collects annual costs from departments in order to
provide for maintenance and replacement of these vehicles.
License and Permit Revenue
Permit revenue is dependent on the economy as most of this revenue comes from new construction activity. The
2007-2008 budget is based on the economy and construction of new homes being stable. If the economy and/or
construction slow, this revenue source may need to be adjusted downward.
Fines and Penalties
This revenue source has been and is projected to be relatively stable. It includes false alarms, traffic and parking
fi n e s .
Other Revenue
Other revenue sources include bonds, contributions, and donations and accounts for 4.20/0 in 2007 and 5.80/0 in
2008 of total new revenue. The 2008 budget includes $5 million in bond for construction of the Auburn
Community Center at Les Gave Park. Also included under other sources are system development charges in the
utility funds. Transfers have been separated in this table as to show actual new revenue.
Page 51
2007-2008 Biennial Budget
Section III: Financial Plan
Analysis of 2007-2008 Budgeted Expenditures for All Funds
The following graph presents the 2007 and 2008 budgeted expenditures of the City by object.
$9,000,000
02007 Budget
.2008 Budget
$45,000,000
$36,000,000
$27,000,000
$18,000,000
$0
~..
~-
Salaries
Benefits
Supplies
Services &
Charges
Intergov
Capital
Debt
Interfund
Payments
Total Baseline Budget 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget Budget
Salaries $ 29,101,572 $ 32,949,600 $ 31,730,500 $ 34,819,100 $ 36,517,200
Benefits 7,830,559 9,807,600 9,151,700 10,685,900 11 ,161, 900
Supplies 2,634,189 3,375,900 3,222,100 3,453,500 3,438,300
Services & Charges 20,795,414 25,449,000 23,318,400 26,087,691 26,827,900
lntergov 23,226,924 22,520,144 21,780,500 19,658,200 16,750,000
Capital 18,731,404 40,501 ,120 25,449,020 34,555,800 21,157,700
Debt 12,799,800 2,836,900 2,792,100 2,948,700 3,396,400
lnterfund Payments 3,134,826 6,871,600 6,878,700 7,339,100 7,371,200
Other Uses 10,107,198 0 0 0 0
Designated Fund Balance 4,240,589 3,867,245 4,324,247 4,227,522 3,677,122
Undesignated Fund Balance 78,442,824 59,398,135 74,196,789 51,017,624 45,823,224
ALL FUNDS TOTAL $211,045,299 $207,577,244 $202,844,056 $194,793,137 $176,120,946
Page 52
2007-2008 Biennial Budget
Section III: Financial Plan
Salaries and Benefits
Salaries and Benefits are budgeted at $45.5 million in 2007 and $47.7 million in 2008. Salaries and benefits
have grown 6.40/0 over the 2006 adjusted budget due to an increase in staffing and cost of living increases.
Services and Charges
The City contracts for professional services as needed. Some examples of these costs include legal expenses,
appraisals, surveys and consulting services. Other categories in this object include communications, travel,
advertising, rentals, insurance, repairs and maintenance and utility charges.
Intergovernmental Charges
Transfers between funds are budgeted at $6.9 million in 2007 and $ 3.7 million in 2008. Transfers include
payments to other funds for debt service, capital construction, downtown revitalization, and street project
funding. Intergovernmental expenditures also reflect the contractual cost for sewerage to Metro, who provides
sewage treatment for Auburn and much of the region.
Capital Outlay
Approximately $34.5 million has been allocated for capital improvement and projects for 2007 and $21.1
million in 2008. Most of the capital expenses are budgeted in the Utility Funds. The remaining capital
expenditures are primarily in the Arterial and Local Street construction funds. These categories fluctuate from
year to year and are dependent on available funding from grants, loans, one-time revenues, and service fees.
Interfund Payments
Payments to the Internal Service funds are budgeted at approximately $7.3 million in 2007 and 2008. These are
charges paid for equipment repair and replacement as well as technology software, hardware and services.
Other Uses
The charges in 2005 are an offset to developer contributions in the Enterprise funds. These charges are not
known in advance and therefore not budgeted in subsequent years.
Page 53
2007-2008 Biennial Budget
Section III: Financial Plan
REVENUE ANALYSIS
GENERAL FUND
The City's General Fund receives a wide variety of revenue. This section of the budget will discuss the key factors
that affect revenue for the next year.
General Fund Revenue
By Funding Source
2004 2005 2006 2007 2008
Actual Actual Est Actual Budget Budget
Beginning Fund Balances:
Designated/Reserved $ 564,900 $ 424,625 $ 529,025 $ 529,025 $ 572,300
Undesignated 17,931,595 20,277,625 15,409,800 10,183,100 9,715,825
Total Fund Balances 18,496,495 20,702,250 15,938,825 10,712,125 10,288,125
Taxes:
Property Taxes 12,680,361 13,131,388 13,700,000 14,700,000 15,200,000
Sales Tax 15,248,624 16,111,106 16,620,000 16,912,600 17,420,000
Other Tax 7,991,932 8,438,377 9,139,100 8,541,900 8,697,800
Licenses & Permits 2,248,576 2,227,963 1,690,700 1,721,000 1,795,000
Intergovernmental 2,205,984 2,667,764 3,454,600 3,212,500 3,336,500
Charges for Service 2,211,571 2,379,987 2,289,700 2,011,500 2,012,500
Fines 845,721 777,241 749,700 746,000 771,000
Miscellaneous 853,406 978,452 1,110,600 701,100 651,100
Other 2,099,936 1,049,708 60,000 1,017,000 17,000
Total General Fund $ 64,882,605 $ 68,464,236 $ 64,753,225 $ 60,275,725 $ 60,189,025
Page 54
2007-2008 Biennial Budget
Section III: Financial Plan
General Fund Tax Revenue
Current estimates indicate that the City will receive approximately $39.4 million in tax revenue during 2006.
Revenues from taxes are anticipated to increase in 2007 to an estimated $40.1 million. The increase over previous
years is related to sales tax revenue, mostly from continued auto and home sales due to low interest rates. It is
expected that economic growth will continue to improve. Low interest rates have sustained the housing market in
the region. New construction is ongoing, but a slowdown is expected as interest rates edge up. The higher cost of
borrowing will have a negative impact on new home sales. Voter initiatives have had a significant financial impact
on General Fund revenue. Revenue budgeted for the next biennium is based on the assumption that the economy
will continue to grow. If growth does not occur, revenues may have to be adjusted downward.
Property Taxes
Over the past several years voters of the State of Washington have changed the property tax levying process through
referenda and initiatives. Referendum 47, passed in 1997, changed the 1060/0 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 1060/0 limit. In 2001, the citizens voted on and passed Initiative 747 (1-747),
which limits the increase in property taxes to the lesser of 10/0 or inflation. New construction, annexations and
refund levies are additional. 1-747 has been overturned but discussions as to what this will mean in the future are still
ongoing. At this time, the 2007 preliminary projected levy rate is $2.72. This includes a 20/0 lid lift approved by
Auburn citizens to provide levy revenue restricted to local street improvements which is receipted into a special
revenue fund-Local Street Fund 103. Legislation has significantly impacted the City as labor contracts increase at an
average rate of 30/0 and the tax authority that assists in the payment of those contracts is limited to 10/0. The assessed
property values for 2007 collections are anticipated to increase approximately 60/0. Property taxes constitute about
29.60/0 of total General Fund revenue budgeted for 2007.
Sales Tax
The City tax rate is 10/0 (of which the County receives a 150/0 share) on all retail sales. This leaves a net rate of .850/0
for the City. Sales tax receipts have fluctuated in Auburn because, historically, a large proportion of the receipts have
been derived from construction and auto sales. A 3.20/0 increase is projected for 2006 sales tax revenue over the
original budget based on actual receipts received year-to-date. A moderate increase is anticipated for both 2007 and
2008 based on an expanding economy and increased population. Should construction slow, the City may have to
reevaluate budgeted sales tax revenue and adjust accordingly. Sales tax remains the largest single source of General
Fund revenue for the City and in 2007 will constitute 42.10/0 of tax revenue and 34.10/0 of total budgeted revenue.
Other Taxes
This category includes utility taxes, which are taxes applied to utilities providing services in the City, including City-
owned and private utilities. 290/0 of utility tax revenue is derived from electric services. Utility taxes, as a whole,
have been considered to be very stable from year-to-year, not only in the amount received, but also in terms of
consistent growth rates. Interfund utility taxes are charged at 60/0 on the four major City utilities: Water, Sewer,
Storm, and Solid Waste.
Page 55
2007-2008 Biennial Budget
Section III: Financial Plan
Other General Fund Revenue
Licenses and Permits
License and permit activities are user fees that are derived from various regulatory activities of the City. The bulk of
this revenue is derived from building permit activities. Since this activity is dependent on new construction, it can
fluctuate greatly depending on the economy, interest rates and available land. New construction has been strong for
the past few years and is expected to continue, but at a slower rate as interest rates increase. Licenses and permits are
projected to be approximately 3.60/0 of 2007 and 2008 budgeted revenue.
Intergovernmental
Various state-shared tax revenues, including liquor taxes and liquor profits, dominate this category. All of these
revenues are provided on the basis of a state prescribed formula that is based on population. As such, these revenues
tend to be rather predictable and constitute 6.60/0 of total new revenue in 2007 and 2008. However, since grants
are also included in this category, the total amount is variable. State shared revenues have been flat in recent years,
largely due to a change in sharing of revenue based on crime rates, and new city incorporations. Revenue received
from the Muckleshoot Tribe is based on the profits from the Casino. Every year the City negotiates with the
Muckleshoot Tribe for the amount to be received. Late in 2005 the State began distributing Motor Vehicle Fuel Tax
(MVFT) directly to the General Fund making it appear as though revenue has grown. A portion of the MVFT funds
are being transferred out to street funds through operating transfers.
Charges for Services
This category consists of user fees that are derived from a variety of activities. Revenue from recreational services
tends to gradually increase with community growth and demand. Recreational fees support about 500/0 of the costs
of the related services. Arts revenue is similar to grants, and additional revenue may be received, but expenses would
offset such revenue. Another relatively large type of fee category is a plan check fee derived from the review of
private construction plans. Plan checks are likely to hold steady in 2007 as they follow new construction and
permitting activity. Charges for services constitute 4.1 % of total 2007 revenue.
Page 56
2007-2008 Biennial Budget
Section III: Financial Plan
General Fund Revenue
Licenses, Permits, I ntergov, Service
$4,000,000
$3,000,000
$2,000,000 ~
$1,000,000
$-
2004 2005
*
~
2006
2007
2008
~ Licenses & Permits -&-Intergovernmental -~-Charges for Service
Fines and Forfeits
Fines and forfeits consist mainly of fines from law enforcement related activities. In recent years this has been a fairly
consistent source of revenue and has not increased significantly. This revenue has been conservatively budgeted for
2007 - 2008.
Miscellaneous and Other Sources
Miscellaneous revenue consists primarily of interest revenue on idle treasurer's cash and investments. Estimated 2006
revenue has increased over budget due to rising interest rates. Miscellaneous sources of revenue were reduced in
2007 - 2008 due to a decrease in fund balance resulting in less interest income. 2004 and 2005 "Other" revenue
reflected the transfer-in of Motor Vehicle Fuel tax which is now deposited directly into the General Fund and funding
for land acquisition. 2007 includes a transfer-in from the Equipment Rental fund of $1 million. Transfers can vary
widely from year to year.
General Fund Revenue
Fines, Misc., Other
$2,500,000
$-
$2,000,000
$1,500,000
$1,000,000
$500,000
2004
2005 2006 2007
I~Fines -&-Miscellaneous ~Other I
2008
Page 57
2007-2008 Biennial Budget
Section III: Financial Plan
SPECIAL REVENUE FUNDS
The City has 11 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
2004 2005 2006 2007 2008
Actual Actual Est Actual Budget Budget
Beginning Fund Balances $ 9,776,845 $ 10,612,069 $ 8,967,038 $ 9,895,118 $ 8,633,927
Taxes 93,804 289,299 611 ,000 613,000 925,000
Intergovernmental 2,491,518 4,158,458 2,037,1 00 3,699,200 2,082,100
Charges for Services 1,114,920 1,491,069 720,000 720,000 470,000
Miscellaneous 1,693,167 761,024 841,900 492,400 512,400
Other Sources 926,558 1,623,485 4,655,300 2,871,700 2,339,000
Total Revenue $ 16,096,812 $ 18,935,404 $ 17,832,338 $ 18,291,418 $ 14,962,427
$3,000,000
Special Revenue Funds
Intergovernmental and Operating Transfers not Included
$2,000,000
$-
$1,000,000
2004
2005
2006
2007
2008
~Taxes -Charges for Services -&-Miscellaneous
Taxes
The main tax in the Special Revenue funds is a portion of property tax collected by a citizen approved Levy Lid Lift.
This revenue is placed in the Local Street Fund-103 and is restricted to the improvement of local streets. Another tax
collected is the Business Improvement Assessment (BIA). The City levies a tax on all businesses within the downtown
core area. Retail businesses are levied $0.15 per square foot and service businesses are levied $0.05 per square foot,
up to a maximum of one thousand square feet. These funds then provide the resources that enable the Auburn
Downtown Association to promote the central business area. There are approximately 288,800 square feet of
service businesses and 238,100 square feet of retail space assessed annually. The Hotel/Motel Excise Tax is another
source of revenue for this group of funds. Levied at 20/0 of the charges for lodging at hotels, motels and campgrounds
these funds are used to offset the cost of tourism promotion. 2007-2008 revenues have been budgeted to reflect
anticipated collections. Other taxes which may support activities in Special Revenue funds include Real Estate Excise
Page 58
2007-2008 Biennial Budget
Section III: Financial Plan
Tax (REET) and Motor Vehicle Fuel Tax (MVFT). However, these funds are receipted into other funds and are
accounted for in Special Revenue funds as a transfer in under Other Sources. See discussion below of "Other Sources".
Charges for Service
The only Special Revenue Fund that collects revenue in the form of "Charges for Services" is the Mitigation Fee fund.
This revenue consists of miscellaneous service fees and mitigation fees paid by developers. In 2004 and 2005 revenue
increased above budget due to new construction. 2006-2008 are budgeted conservatively as this revenue source
fluctuates based on local economic conditions.
Miscellaneous
Miscellaneous revenue consists primarily of interest income. Interest income for 2007 is expected to be lower than
2006 levels due to a reduction in fund balance. 2004 saw a significant increase due to a one time contribution of
$1.3 million from a new grocery distribution center.
$5,000,000
Special Revenue Funds
Other Sources and Inter overnmental
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$-
2004
2005 2006 2007
I ~ Other Sources -Intergovernmental I
2008
Other Sources
This category includes interfund operating transfers into the Arterial Street Fund and the Local Street Fund. Transfers
in 2006 increased over 2005 by approximately $ 3 million. The increase was due, in part, to an increase in motor
vehicle fuel tax from the General Fund and traffic impact fees from the Mitigation fund to the Arterial Street Fund.
Also in 2006, $900,000 was transferred from the General Fund to the Cumulative Reserve Fund. Most of the
budgeted transfers will be for the continued support of Arterial and Local Street projects identified in the
Transportation Improvement Plan.
Intergovernmental
This funding source has traditionally been the largest of all categories in the Special Revenue Funds.
Intergovernmental revenues are grants, entitlements, shared revenues and payments provided by one government to
another. These funds include Federal, State and Local grants, State entitlements, and other contributions and
donations. A majority of this funding is passed through the Washington State Department of Transportation
(WSDOT) for Arterial Street projects. Fluctuations from year-to-year for this source of revenue can be directly related
to project activity since a majority of this revenue is received on a reimbursement basis. The Arterial Street fund is
anticipating approximately $3 million of state and federal funding for 2007. Major projects include "A" Street NW,
Phase I, the Urban Area Transportation System Management (TSM), Citywide Intelligent Transportation System (ITS),
and West Main Streetscape.
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2007-2008 Biennial Budget
Section III: Financial Plan
CAPITAL PROJECT FUNDS
The City maintains two capital project funds, the Municipal Park Construction Fund and the Capital Improvement
Fund. Major non-proprietary capital acquisitions and construction are budgeted in these funds separately from
operations.
Taxes
The City is authorized to levy Real Estate Excise Tax (REET) up to V20/0 on all real property sales transactions within
the City. The City of Auburn levies the allowable V20/0. Revenues from this tax must be used for financing capital
facilities specified in the City's Capital Facility Plan.
REET is divided into quarter percents. Both the first and second 1/40/0 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 1/40/0 may be used to purchase park and recreational facilities, law enforcement facilities, fire protection
facilities, trails, libraries, and administrative and judicial facilities. Due to strong construction activity and low interest
rates, this revenue source has exceeded expectations. In 2004 and 2005 revenue was higher than originally
anticipated, as construction activity increased throughout this period. 2005 tax revenue was budgeted cautiously as
interest rates rose. 2006 through 2008 are budgeted higher based on anticipated development. However, as interest
rates increase housing sales are expected to slow so the City will continue to budget REET conservatively.
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2007-2008 Biennial Budget
Section III: Financial Plan
Intergovernmental
The parks construction fund anticipates the receipt of $2.5 million in grant revenue for 2007 to complete major park
projects. These projects include Game Farm Soccer field improvements, Veteran's Park Memorial Building, and Olson
Farm restoration.
Other Funding Sources
Other funding sources consist of interfund operating transfers in from other funds. These transfers are used to fund
the capital projects to be determined by Council. In 2004 there were limited transfers, as these revenues are required
in the General Fund for continued operation. The increase in 2005 reflects the increased use of the Parks
Construction Fund for funding the Parks capital projects, and a $5.3 million transfer in to support the purchase of the
Justice Center. The 2007 budget includes $870,000 REET transfer in for park construction and a $500,000 transfer
in for downtown redevelopment.
Capital Project Funds Revenue
$550,000
$440,000
$330,000
$220,000
$110,000
$-
II
II
R
II
.
2004
2005
2006
2007
2008
~Charges for Service
~Miscellaneous
Charges for Services
Portions of all adult team sport fees are put into the capital facility program in the Parks Construction Fund-321.
These funds are then used to construct park facilities to benefit the users of the parks and fields. Class revenue has
grown as fees were increased and more classes and leagues are offered.
Miscellaneous
Miscellaneous revenue includes interest earnings on idle fund resources.
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2007-2008 Biennial Budget
Section III: Financial Plan
ENTERPRISE FUNDS
The City presents eight enterprise funds in the budget used for the purpose of accounting for the revenues derived
from services provided. The City enterprise funds include the following services: Water, Sanitary Sewer, Storm
Drainage, Solid Waste, Golf Course, Airport, Commercial Retail and Cemetery. The next table and graph depicts the
amount of revenues received by source.
Enterprise Funds
Revenue By Funding Source
2004 2005 2006 2007 2008
Actual Actual Est Actual Budget Budget
Beg. Working Capital $ 26,713,502 $ 29,755,806 $ 30,784,105 $ 33,715,249 $ 20,663,149
Charges for Services 31,175,338 32,010,886 33,356,000 35,538,500 36,739,900
Other Sources 5,608,896 16,212,681 11 ,317, 144 4,974,500 1,833,500
Miscellaneous 1,482,443 1,598,906 1,802,400 1,684,200 1,717,200
Intergovernmental 812,507 257,976 53,000 733,000 2,907,000
Total Revenue $ 65,792,686 $ 79,836,255 $ 77,312,649 $ 76,645,449 $ 63,860,749
Enterprise Funds Revenue
$ 40,000,000
e ~
. e e
$ 30,000,000
$20,000,000
$10,000,000
$0
2004 2005 2006 2007 2008
~Charges for Services
-Other Sources
Charges for Services
This revenue source represents fees charged by the City's enterprise funds in return for a public service. Over 61.60/0
of the City's enterprise fund charges for service revenue are collected in the sewer and solid waste funds.
Approximately 77.20/0 of the sewer revenues are related to pass through charges from King County for Metro
services, which is for the treatment and disposal of the City of Auburn's sewage. Solid Waste collection is contracted
through Waste Management Disposal Company and Allied Waste Services. Garbage rates are structured in a way that
encourages participation in the recycling program. The utility revenues are directly affected by growth factors and
rate increases. The City normally reviews the fees charged for utilities on an annual basis to ensure the fees charged
cover the costs associated with providing the services. All fees and charges are adopted through the public process of
an ordinance.
The Golf Course charges consist of green fees for the 18-hole championship course. With the completion of the new
clubhouse this fund will also collect for driving range fees, lessons and pro-shop sales. Golf course revenue has risen
Page 62
2007-2008 Biennial Budget
Section III: Financial Plan
slightly over the past few years because of improved marketing plans and renovations of many holes increasing the
number of rounds played during the winter months. The fees were increased to help cover operating costs in 2005.
In 2006 the City issued GO bonds (-$4.7 million) to fund the construction of a new Clubhouse. 2007 and 2008
revenues are anticipated to increase with the new facility and the additional revenue sources it will provide.
Charges for services in the Cemetery fund include lot sales and retail sales for burial related products. The 2005
budget supported two new options for customers by creating designs for a Niche Wall and a Scattering Garden. The
designs were completed in 2005 and construction of a Mausoleum is budgeted in 2006. This is anticipated to
increase revenue in future years.
Other Sources
This revenue source represents the resources available from Public Works Trust Fund loans (PWTF) and developer
contributions. System capital contributions are paid by the developer during the permitting process and are used for
capital improvements. Section VII of this budget summarizes the capital projects budgeted in 2007-2008. For more
detailed information refer to the Capital Facilities Plan published as a separate document. Other contributions
include non cash developer contributions as they build or improve system assets. These contributions cause a peak in
the graph for "other sources" in 2005. The 2006 budget includes $500,000 in General Obligation Bond revenue for
the construction of a Mausoleum and almost $4.7 million for construction of a new Golf Clubhouse.
Enterprise Funds Revenue
$3,000,000
$600,000
$2,400,000
$1,800,000
$1,200,000
$0
2004
2005
2006
2007
2008
- Miscellaneous
-Intergovernmental Revenue
Miscellaneous Revenues
The majority of miscellaneous revenues are comprised of investment income earned on idle cash. This revenue source
has increased in recent years due to rising interest rates. Airport property rentals make up 34.40/0 of the Enterprise
funds miscellaneous revenue. Completion of new hangars, additional ground leases and improved marketing have
increased revenue for the airport. The golf course revenue is anticipated to comprise 11.60/0 of miscellaneous funds in
2007 with the completion of the Clubhouse and its additional new revenue.
Intergovernmental Revenue
This revenue primarily represents grants received in the Airport Fund from the FAA for airport improvements to the
taxiways and maintenance of the facility. The City received a $743,200 FAA grant for airport runway improvements
in 2004. An additional $570,800 is budgeted in 2007 and $2,847,400 in 2008 to fund improvements at the Airport
including taxiway design and construction.
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2007-2008 Biennial Budget
Section III: Financial Plan
INTERNAL SERVICE FUNDS
The City's Internal Service Funds are used to budget for the financing of goods and services provided by one
department of operation to other funds and departments on a cost reimbursement basis. The City has three internal
service funds: Insurance, Equipment Rental and the Information Services Fund.
Internal Service Funds
By Funding Source
2004 2005 2006 2007 2008
Actual Actual Est Actual Budget Budget
Beg. Working Capital $ 6,623,420 $ 7,201,256 $ 9,397,625 $ 10,087,526 $ 8,928,226
Charges for Service 235,664 281,458 4,009,600 4,587,200 4,515,100
Intergovernmental 54,400
Miscellaneous 2,541,337 3,101,527 3,037,400 2,920,300 3,032,500
Other Sources 155,187 2,545,119 54,700 130,000 133,900
Total Revenue $ 9,555,608 $ 13,183,760 $ 16,499,325 $ 17,725,026 $ 16,609,726
Internal Service Funds Fund Revenue
$5,000,000
$1,000,000
$4,000,000
$3,000,000
$2,000,000
$0
2004
2005
~Charges for Service
-&- Miscellaneous
2006
2007
~ Intergovernmental
~Other Sources
2008
Charges for Service
The primary revenue source for charges is from Information Services which was added as an internal service fund in
2005. Allocation of the services began in 2006 explaining the sharp increase in this revenue. Each department is
allocated a portion of the costs for Information and Multimedia services which is then paid into the Internal Service
fund.
Miscellaneous Revenue
The Equipment Rental fund charges the departments for maintenance and replacement costs of City owned vehicles
which is collected in the miscellaneous revenue category. This revenue source also includes Interest revenue which has
been increasing in recent years due to rising interest rates. A slight decrease in interest income is projected for the
Equipment Rental Fund as idle cash will be spent on construction projects.
Other Sources
This category includes gains on the sale of surplused equipment and contributed capital from other funds for
equipment purchases and other improvements at the facility. In 2005 a Transfer In from the General fund was
included to set up the new Information Services Fund. Now costs are being allocated under Charges for Service
which explains the drop in 2006.
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2007-2008 Biennial Budget
Section III: Financial Plan
FIDUCIARY FUNDS
The City has two fiduciary type funds, the Fire Relief and Pension Fund and an unbudgeted Agency Fund for
collection and disbursement of non-City funds.
Fiduciary Funds
By Funding Source
2004 2005 2006 2007 2008
Actual Actual Est Actual Budget Budget
Beginning Fund Balance $ 3,363,764 $ 3,159,962 $ 2,977,264 $ 2,762,764 $ 2,532,764
Miscellaneous 68,982 92,226 120,000 120,000 120,000
Intergovernmental 52,855 52,595 54,000 55,000 56,000
Total Revenue $ 3,485,601 $ 3,304,783 $ 3,151,264 $ 2,937,764 $ 2,708,764
Fiduciary Funds Revenue
$150,000
$125,000
$100,000
$75,000
$50,000 . . . . .
$25,000
$0
2004
2005
2006
2007
2008
~ Miscellaneous
-Intergovernmental
Miscellaneous Revenue
Miscellaneous revenue primarily consists of investment income on idle cash investments which has continued to grow
with the increase in interest rates. Investment income is budgeted conservatively in 2007 and 2008.
Intergovernmental
This revenue is from the fire insurance premium tax that is transferred into the Fire Relief and Pension Fund. The
City receives this revenue from the State and it is allocated based on the number of firefighters employed by the City.
The fund is scheduled for another actuarial evaluation during 2007. The General fund receipts this revenue and then
transfers the funds into the Fire Relief and Pension Fund.
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2007-2008 Biennial Budget
Section III: Financial Plan
PERMANENT FUND
The City has one permanent fund, the Cemetery Endowed Care fund. This fund is used to account for resources that
are legally restricted to the extent that only earnings, and not principal, may be used to support cemetery capital
improvements.
Permanent Fund
By Funding Source
$60,000
$40,000
$20,000
$0
2004
2005
2006
2007
2008
~Charges for Service
- Miscellaneous
Charges for Services
Funds are collected for future services to be provided by the Cemetery. These funds must be held in a permanent
account and are not to be used for any purpose other than the one intended when paid to the City.
Miscellaneous Revenue
Interest revenue is collected on idle cash in this fund. This revenue may be transferred out to the Cemetery fund to be
used for capital projects.
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2007-2008 Biennial Budget
Section III: Financial Plan
General Fund Six-Year Forecast
A six-year forecast of the City's General Fund follows this summary. 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 Revenue and Expenditure Forecast 2007 - 2012
2007 2008 2009 2010 2011 2012
Total Taxes $ 40,154,500 $ 41,317,800 $ 42,951,200 $ 44,408,200 $ 45,835,300 $ 45,835,300
Total Lic & Per 1,721,000 1,795,000 1,399,600 1,407,400 1,485,500 1,485,500
T otallntergovt 3,212,500 3,336,500 3,426,800 3,520,600 3,618,300 3,618,300
Total Chg/Serv 2,011,500 2,012,500 1,969,600 2,028,300 2,088,900 2,088,900
Total Fines 746,000 771,000 786,500 802,200 818,300 818,300
Total Misc Rev 701,100 651,100 715,400 736,800 758,900 758,900
Total Other Rev 1,017,000 17,000 50,000 50,000 50,000 50,000
Total New Revenues $ 49,563,600 $ 49,900,900 $ 51,299,100 $ 52,953,500 $ 54,655,200 $ 54,655,200
Mayor & Council $ 582,600 $ 619,900 $ 624,200 $ 644,800 $ 666,100 $ 686,100
Human Resources 4,212,900 4,334,300 4,391,000 4,535,900 4,685,600 4,826,200
Finance 1,021,100 1,043,500 1,059,200 1,094,200 1,130,300 1,164,200
City Attorney 1,417,800 1,432,000 1,459,900 1,508,100 1,557,900 1,604,600
Planning 3,645,700 3,744,700 3,834,200 3,960,700 4,091,400 4,214,100
Police 18,919,600 19,338,700 19,751,000 20,403,800 21,092,300 21,725,100
Fire 6,844,300 7, 1 00,300 7,447,300 7,693,100 7,947,000 8,185,400
EMS 3,872,400 4,001,100 3,808,100 3,933,800 4,063,600 4,185,500
Public Works 2,706,700 2,716,300 2,759,600 2,850,700 2,944,800 3,033,100
Parks & Rec 5,319,300 5,384,800 5,449,800 5,629,600 5,815,400 5,989,900
Street 2,126,500 2,192,800 2,247,800 2,322,000 2,398,600 2,470,600
Non-Departmental 4,318,700 4,020,000 3,679,700 3,801,100 3,926,500 4,044,300
Total Expenditures $54,987,600 $55,928,400 $56,511,800 $58,377,800 $60,319,500 $62,129,100
New Rev. Balance (5,424,000) (6,027,500) (5,212,700) (5,424,300) (5,664,300) (7,473,900)
Residual/Unused Budget 3,000,000 3,000,000 2,000,000 2,000,000 2,000,000
Revised Fund Bal. ,;': 5,288,125 4,260,625 2,047,925 (1,376,375) (5,040,675) (10,514,575 )
0/0 Fund Balance 8.770/0 7.080/0 3.500/0 -2.410/0 -9.120/0 -20.370/0
T ota) $ 60,275,725 $ 60,189,025 $ 58,559,725 $ 57,001,425 $ 55,278,825 $ 51,614,525
Kev Assumptions:
Inflation Rate 3.00/0
Population Growth Rate 2.00/0
Estimated Personnel Increases 3.0-5.00/0 COLA
Property Tax Increase 1 % , plus new construction
,;': Includes Designated Fund Balance for cash flow purposes and funding
employee leave balances at retirement.
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2007-2008 Biennial Budget
Section III: Financial Plan
$ 80,000,000
$-
$60,000,000
$40,000,000
$20,000,000
$ (20,000,000)
2007
2008
2009
2010
2011
2012
.Total New Revenues
D Total Expenditures
D Revised Fund Bal. ~':
Revenues and expenditures are projected on the basis of assumed economic relationships. Revenues are forecast on
the basis of future economic and demographic factors with little dependence on past trends. Expenditures are
forecast based on past trends modified by present and future conditions. Future conditions are based upon a series
of complex assumptions. This model has been used to test a large range of assumptions and policy options in the
course of developing budget recommendations.
The General Fund Revenue and Expenditure forecast reflects a moderate set of assumptions regarding revenues and
expenditures. The Auburn economy is cyclical and the City enjoyed a strong economy in the past few years due to
low unemployment coupled with significant retail and housing development. Some revenue losses from the recent
legislative exemptions have been offset by the gains in economic development. However, decreases in the stock
market, higher unemployment rates, and unfunded mandates by state and federal government for criminal justice,
human services and the war on terrorism have all had a significant impact on the General Fund budget. Continued
moderate economic growth is reflected in the revenue forecasts through 2012. Property assessed values have
increased steadily during the past 10 years at an average of 6.00/0. 2007 and 2008 increases in assessed valuation are
anticipated to be approximately 60/0. In the past, the forecast has relied on increases in assessed value for forecasting.
However, with recent legislation and initiative activity, this forecast is relying on a 1 % increase for property taxes
plus an average factor for new construction. While estimated revenue growth has decreased over the past years,
expenditures involving public safety and public services are expected to increase at a greater rate. New commercial
development, several large residential developments, and new annexations are a few of the areas expected to
increase the demand for public services. Based on the current trends, it is anticipated that fund balances will continue
to decrease over the next few years as revenues subside and expenditures increase. It is necessary to reflect non-
departmental costs so that estimated ending fund balances are not overstated. Expenditures in this area generally
represent one-time payments or transfers for capital projects, employee retirements or debt service. The Finance
Department will continue to study revenue options and enhancements to offset the decline in future revenues.
Residual budget is unused budget rolled forward to be utilized in the subsequent year.
Forecasting models have been used to assist in fiscal planning for quite some time. Models have allowed analysis of
alternative actions in funding programs during the development of the budget. The model accents the continuing
need to control the per capita rate of expenditures reflected in the preceding pages. Continued caution will be
required to anticipate and manage the effects of current and future legislative actions to avoid service reductions for
budgetary reasons.
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2007-2008 Biennial Budget
Section III: Financial Plan
If current trends continue, fund balance will decrease to 3.50/0 by the end of 2009. Revenue has been estimated
realistically based on anticipated economic growth, planned annexations, and considering the affects of voter
initiatives. Should growth remain slower than anticipated the adverse affect on fund balance may be greater than
predicted. Revenues from property taxes are increased at 1 % plus the addition of new construction and annexations.
Initiative 747 went before the voters in November 2001 and passed. The initiative limits the increase in property
taxes to the lesser of 1 % or inflation. Assessed valuation for the City is expected to grow by the rate of 60/0.
However, since the City may not increase property taxes greater than 10/0, it is anticipated that the levy rate will
decrease as assessed value increases. This initiative has been overturned by the Supreme Court but discussion on the
decision continues. Voters passed the "Save Our Streets" (SOS) levy in November 2004. This is a six-year levy lift for
property taxes and all revenue gained from this measure will be dedicated to improve local streets and will not offset
the erosion of fund balances in the General Fund.
This analysis reflects the position of the City if no adjustments are made on the expenditure side and other revenue
does not grow at a rate necessary to offset the slower growth rate from property taxes. The City is addressing the
long-term revenue short fall through concerted efforts with other jurisdictions. At this time, however, the exact
adjustments that will be necessary are unknown.
As mentioned, the City has taken into account the statewide initiative in forecasting property taxes. The issue that
develops when property tax increases are held to 1 % is that costs are not. Costs such as employee benefits,
negotiated labor contracts, services and supplies continue to increase at a greater rate. Fuel, professional services,
and healthcare costs are good examples. The shortfall then has to be made up by increases in sales tax collection and
population growth. The City has been able to maintain the existing level of service, in light of legislative action,
because the economy is growing at rates sufficient to offset the limits placed on property taxes. Sales tax revenue
needs to grow at a rate that will make up the revenues lost from property tax declines. If not, the City will then
have to make some different choices in the delivery of basic levels of services.
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2007-2008 Biennial Budget
Section III: Financial Plan
Long-Term Debt Obligations and Debt Capacity
Like private citizens, municipalities must sometimes borrow funds to pay for large purchases like capital equipment
and capital projects. As in the private world, the ability to borrow depends upon the borrower's ability to pay the
loan back, as indicated by means of credit ratings, 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 expense. Debt incurred by a 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.
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 payoff 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. The City has a LID Guarantee
Fund; a reserve fund that guarantees LID Bonds. The City's outstanding LID Bond debt currently amounts to
$112,853.
L.I.D. Bonds
Year Principal Interest Total
2007 $ 19,500 $ 7,690 $ 27,190
2008 19,500 6,367 25,867
2009 19,500 5,045 24,545
2010 18,118 3,723 21,841
2011 + 36,236 3,723 39,959
Totals $ 112,853 $ 26,549 $ 139,400
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 2.5010 of the value of taxable property. Up to 1.5010 may be
authorized by City Council without a vote and are referred to as Councilmanic Bonds; however, any indebtedness
available without a vote is proportionately reduced by any indebtedness with a vote in excess of 1010. The City may
also levy, with a vote of the people, up to SOlo 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 7.5010 of the value of property.
The City debt obligations are well within the statutory limits for debt capacity. The following chart summarizes the
City's current debt obligations by type of debt and legal limit. The City issued $5,160,000 of general obligation debt
in 2006 to provide funds for the design and construction of a new Golf Course clubhouse and improvements at the
Cemetery. The City has also issued $1.655 million in general obligation debt in 1999 to pay the construction cost of
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2007-2008 Biennial Budget
Section III: Financial Plan
hangars at the Auburn Airport. Additional GO debt includes a bond issue from the Valley Communications Center
Development Authority in 2000 and construction of the library in 1998. The City is contracted to pay 20010 of the
ValleyCom debt service over a 15-year period. The City currently has an A1 rating from Moody's.
General Obligation Bond Debt
(In Thousands)
Without With Util ity Open Space
a Vote a Vote Pu rposes & Parks
1.50010 1.00010 2.50010 2.50010 Total
Bonding Capacity $86,475 $57,650 $144,126 $144,126 $432,377
Bonds Outstanding 11,210 - - - 11,210
Net Capacity $75,265 $57,650 $144,126 $144,126 $421,167
Revenue Bonds
The City has approximately $5.9 million of principal in utility revenue bonds outstanding that are being repaid by
revenues from utility funds. All proceeds from the sale of bonds were used to improve and extend the existing
municipal water and storm water systems. The water utility has used some of the bond proceeds to assist in the
construction of facilities necessary to sell water to several neighboring communities thus increasing revenues. Other
facilities constructed include reservoirs, wells, corrosion control facilities and water lines. The Storm Drainage Fund
was created in 1988 and began collecting fees with the intent of creating infrastructure. The bond proceeds, along
with working capital, were used for central storm drainage improvements identified in the plan.
In 2005 the City refunded $2,855,000 of the 1997 revenue bonds in order to lower the interest rate. It is estimated
the present value savings will be $154,607.
The City has established a coverage ratio of 1.25 for the utility revenue bonds, where the net utility operating
revenues will exceed 1.25 times the maximum annual utility revenue bond debt service cost. The annual debt service
payment is paid from the utility user or system development fees. Moody's has rated utility revenue bonds A1.
The following debt payment schedules are for all outstanding debt including utility revenue bonds.
Revenue Bonds General Obligation Bonds
Year Principal Interest Total Pri nci pal Interest Total
2007 $ 1 , 175,000 $ 277,393 $ 1,452,393 $ 560,000 $ 527,964 $ 1,087,964
2008 1,235,000 217,418 1,452,418 597,000 499,944 1,096,944
2009 1,295,000 158,218 1,453,218 625,000 469,878 1,094,878
2010 275,000 95,088 370,088 669,000 439,857 1,1 08,857
2011+ 1 ,925,000 313,688 2,238,688 8,759,000 2,699,259 11 ,458,259
Total $5,905,000 $1,061,803 $ 6,966,803 $11,210,000 $4,636,901 $15,846,901
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2007-2008 Biennial Budget
Section III: Financial Plan
Public Works Trust Fund Loan Debt
Year Principal Interest Total
2007 $ 578,991 $ 63,210 $ 642,201
2008 666,491 59,273 725,763
2009 666,491 54,898 721,389
2010 666,491 50,523 717,014
2011 630,912 46, 148 677,061
2012+ 6,644,034 240,343 6,884,378
Total $ 9,853,409 $ 514,395 $ 10,367,805
General Fund Fiscal Capacity
The City utilizes a range of strategies to maintain its fiscal security. Several of the financial policies are based on this
strategy. First, the City maintains fund balances sufficient to meet the General Fund cash flow needs and estimated
employee retirement cash outs for the current year. This amounts to about 7010 to 100/0 of the General Fund. In
good economic times, this fund balance can be budgeted higher than when the economy takes a turn for the worse.
This balance serves as the first line of defense against a sudden and significant economic downturn. However,
revenues are forecast moderately. This not only provides protection from needing to rely on the fund balance, it has
provided a higher fund balance than originally budgeted, augmenting reserves. The City has a Cumulative Reserve
Fund for two purposes. First, it allows the City to build funds for needed capital projects without having to rely
exclusively on debt. Secondly, it provides long-term stability to City finances as a counter-cyclical balance. Money is
put aside in good years (from higher than budgeted reserves), allowing the City a reserve to draw on in years of
economic decline. The City also maintains two special purpose reserve funds to adequately meet specific and
significant potential contingencies: 1) an insurance fund to augment regular insurance coverage and to provide for
independence and/or stability, and 2) a guarantee fund to adequately secure the City's LID program.
Finally, the City has reserved an amount of taxing and other revenue capacities for worse case circumstances. These
capacities are:
User Fees
There are several categories of user fees that could be increased to capture a larger share of associated costs.
B&O Tax
The City has the ability, but has chosen not to levy a Business and Occupation Tax on gross business receipts.
This authority applied conservatively would yield about $1,000,000 per year. At higher rates, as much as
$2,000,000 per year could be realistically achieved.
Business Licensing
Some jurisdictions have used business licensing as a means of generating additional revenues. A very
aggressive program could yield as much as $750,000 per year.
Utility Tax
The City can legally charge up to a 6010 Utility Tax. The city currently charges a 5010 Utility tax on electric,
natural gas, and telephone. At the higher rate, as much as $900,000 in additional revenue could be received.
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Section III: Financial Plan
Fund Balance Trends
Following is the fund balance trend for the City's governmental, fiduciary and permanent funds from 2005 through
2008.
Fund Balance 2005-2008
General Fund Spec. Rev. Captial Project Fire Relief & Pension Cern. Endowed Care
Actual:
2005 15,938,824 8,967,038 13,111,274 2,977,264 1,389,925
Est Actual:
2006 10,712,125 9,895,118 9,825,474 2,762,764 1,444,925
Budget:
2007 5,288,125 8,633,927 7,623,474 2,532,764 1,494,425
2008 4,260,625 8,466,527 7,386,474 2,290,764 1,543,925
Fund Balance
City of Auburn: 2005-2008
$18,000,000
$9,000,000
$15,000,000
$12,000,000
$ 6,000,000
$ 3,000,000
$0
General Fund
Spec. Rev.
Captial Project
Fire Relief &
Pension
Cem. Endowed
Care
o 2005
o 2006
Ii] 2007
. 2008
The General Fund's ending balance decreases significantly from the 2005 actual amount to 2006 budget because of
large transfers out. During 2005, $5,300,000 was transferred out of the General Fund into the Capital
Improvements fund for the Justice Center. Also, over $1.2 million was moved to the Information Services fund as
the department became a new Internal Service fund. Fund balance is budgeted to decrease 50.6010 from 2006 to
2007 mainly due to transfers out. In 2006, transfers out include $900,000 excess fund balance that was moved to
the Cumulative Reserve fund and $ 3,000,000 to the Capital Improvement projects fund for potential property
acquisitions. The 20.5010 decrease in fund balance from 2007 to 2008 is due to the City's policy of budgeting
revenues conservatively.
Page 73
2007-2008 Biennial Budget
Section III: Financial Plan
Special Revenue fund balance decreased 12.7010 from 2006 to 2007 primarily due to a $1,151,900 budgeted transfer
out from the Cumulative Reserve fund in 2007 to the Parks Construction fund as a grant match for the Auburn
Environmental Park.
Capital Projects funds have decreased as projects have been completed. A 22.4010 decrease in fund balance is
budgeted in 2007 due mainly from increased capital outlay in the Municipal Park Construction fund and a $620,000
increase in building maintenance and improvement projects.
Debt Service fund balances are not presented on the chart because budgeted fund balance from 2006-2008 are held
steady at approximately $80,000.
Working Capital 2000-2008
Proprietary Funds
Water Sewer Storm Solid Waste Ai rpo rt Cemetery Golf Course Comm Retail Equip Rental Info Services
Actual:
2000 3,435,343 7,295,016 4,742,243 3,497,725 357,868 340,948 166,079 3,3 70,140
2001 2,666,189 8,127,088 4,183,961 3,410,540 260,890 329,044 199,754 $ 3,863,699
2002 5,464,177 9,081,382 4,410,775 3,675,900 157,253 335,524 316,305 3,671,788
2003 7,215,032 10,368,678 4,567,828 3,435,938 298,836 392,475 243,357 191,358 3,907,419
2004 8,554,976 11,903,336 5,111,165 3,289,301 334,315 425,945 90,114 46,655 4,508,076
2005 8,387,092 12,279,506 5,755,120 2,886,668 463,237 473,557 264,908 274,017 5,149,373 1,554,454
Est Actual:
2006 8,646,492 11 ,588,450 5,482,520 2,729,068 544,837 659,757 3,836,208 227,917 5,369,173 2,094,554
Budget:
2007 7,737,792 6,513,450 2,555,220 2,417,168 542,337 581,657 113,408 202,117 4,262,473 2,109,954
2008 6,723,392 3,923,850 2,164,920 2,084,768 526,937 693,357 127,208 154,217 4,453,573 2,125,854
Proprietary Funds - Working Capital
City of Auburn: 2006-2008
$12.000.000
$9.000.000
$6.000.000
$3.000.000
$0
g t .f!} .b ~ J p p &
s "'J P ~ J & j g
:0 <;.... .Q "'J
-0 8 }; .Q
"'J ~
o 2006 ~ 2007 . 2008
Proprietary funds are managed on a different basis than are general governmental services. The amount of expenses
required for ongoing operation depends on the amount of activity that will be done next year. Si nce such activity
Page 74
2007-2008 Biennial Budget
Section III: Financial Plan
provides new income to the fund directly in the form of charges for service, there is additional revenue to support
those additional expenses. Therefore, the management of these funds is not focused on line items of revenue and
expenses, but rather the "bottom line" of whether expenses are supported by revenue. This is measured by the
working capital in each fund. In simple terms, "working capital" is similar to fund balance and is the result of all
transactions during the year. An increase in working capital indicates that expenses are less than earnings.
Since a city cannot make a profit, unlike private sector enterprises, working capital should not grow or decline and
expenses and revenues should balance. However, working capital should accumulate to a level sufficient for at least
three purposes:
Provide a cushion or a contingency for unforeseen needs and emergencies.
Provide adequate security for long-term debt.
Allow for a capital development program to reduce the need for borrowing.
The trend for working capital in each of the City's proprietary funds is found on the following page. It should be
noted that data for 2006-2008 are budget figures while the data for previous years are actual figures.
The Water Fund continues with an aggressive capital program. Public Works Trust Funds funded 90010 of the
corrosion control facility in 2004 and funded the recoating of three reservoirs in 2002. A portion of the 1997
Revenue Bonds was refunded during 2005 in order to achieve a lower interest rate. Using historical cost of service
studies the Water fund increased rates on January 1, 2006. Another rate increase is scheduled for January 1, 2007.
Working capital is budgeted to decrease in 2007 and 2008 as capital projects are completed.
Storm fund ending working capital has been increasing since 2001 in anticipation of funding capital improvement
projects. 2007 and 2008 reflect significant decreases in working capital as scheduled projects are completed. Storm
rates increased in 2006 and will again on January 1,2007.
The Sewer Fund increased rates in January 2000, 2001, 2002 and 2003 at 3010 each year. This increase was used to
build up capital for upcoming projects. As the projects have been completed the decreases are reflected in the ending
working capital. Sewer rates will increase in 2007 and 2008 to reflect costs in providing services. Ending working
capital is estimated to decrease in 2007 and 2008 as major projects are completed.
The City entered into a contract for garbage disposal services beginning January 2002. Rates are set to recover the
cost of the service and encourage recycling efforts. Increasing costs in contracted services has caused a decrease in
Solid Waste's working capital in recent years. In the past there has been adequate fund balance so rates have not
been increased for residential customers. Rates are presented to council during the 4th quarter each year and the
decision is made to increase rates if necessary. Because of the decrease in working capital and there has been no rate
increase for residential customers since 2002, a rate increase is scheduled for February 2007.
Equipment Rental rates increased in 2003 when an analysis of the fund revealed capital replacement was being under
funded. A three-year increase in rates, charged to other City departments, replaced the under funding of the capital
replacement component of the equipment rental rates. 2005 was the last year that the shortfall was collected from
other City departments. A slight decrease in ending working capital is projected for 2007 as funds will be used to
complete a new vehicle bay and storage area.
The Golf Course has had ongoing course improvements that have increased capital costs but improvements to the
course are being noted with increased admissions. Studies were completed in 2005 on the feasibility of building a
Clubhouse and Restaurant at the Golf Course. Construction for the Clubhouse began in 2006 funded by bond
proceeds that are reflected in ending working capital. The majority of capital expenses will occur in 2007 resulting in
a 97010 decrease in working capital. A 120/0 increase in working capital is budgeted for 2008 with new revenues from
the clubhouse.
Page 75
2007-2008 Biennial Budget
Section III: Financial Plan
The Airport entered into several long-term land leases in 2001 that has resulted in private development and increased
revenue from the leases. Since 2004 the City has contracted the Airport to an outside manager. Working capital has
shown modest increases and has been held steady to provide funding for future Airport improvements.
The Cemetery is working on the Mausoleum and Niche Wall project. Landscaping and irrigation improvements are
ongoing. In 2006 GO Bonds were issued to fund this project. This increases the ending working capital in 2006 and
will decrease 12010 in 2007 as the project is completed.
The Commercial Retail fund was established in 2003 for the improvement, leasing and management of approximately
14,000 square feet of commercial space in the Auburn Station. The fund accounts for revenue and expenses to
redevelop downtown through the creation of retail, office and educational space. Over 7,000 square feet of space has
been leased in 2006 with the goal of leasing the additional space for a coffee shop or restaurant to support activities of
other tenants at the station. Decreases in working capital in 2007-2008 are an indication of rental revenue being
budgeted conservatively.
Information Services became an Internal Service fund in 2005. Charges to departments cover the full cost of operations
and replacement of equipment. Working capital is expected to increase in 2007 and 2008 as replacement funds are
accumulated.
Page 76
2007-2008 Biennial Budget
Section IV: Operating Budget
SECTION IV: OPERATING BUDGET
Introduction
This section of the budget details the City's baseline budget. As such, department or fund delineates a complete
discussion of City operations. This section also takes a detailed look at departments and divisions by providing both
quantitative and qualitative performance measures. This enhanced presentation is designed to focus more attention on
the results and direction of City services rather than on line-item allocations.
The format of this section has been designed to present the information in an administrative structure beginning with
the City Council and Mayor, followed by all funds for which each Department Director is responsible. For example,
the Public Works Department will include budgets for Engineering and Street divisions in the General Fund as well as
Transportation, Equipment Rental, and Utility Funds.
Sections representing administrative departments are presented in the following order:
Department Organizational Chart
Each organizational chart identifies the authorized staff positions in the 2007-2008 biennial budgets.
The charts specifically identify each division that reports to the Department head. Each employee has
a "home" department/division/fund, but may perform work for another department/division/fund.
This system is intended to identify all authorized permanent staff positions.
Department or Division Mission Statement
Each functional department has created its own mission statement that directs objective setting
toward achieving the Citywide Vision.
Department Overview
A description of the programs the department/division(s) are responsible for accomplishing.
Accomplishments and Objectives
A summary of the progress each department or division made on their objectives during 2006,
including general operations and obligation of the fund, and the objectives that the department will
undertake in 2007-2008.
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 govern 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 changes due to
department additions or reorganizations.
Performance Measures
Each department has provided three performance measures that best show the results of their
mission and or objectives.
Page 77
2007-2008 Biennial Budget
Section IV: Operating Budget
Total Baseline Budget 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget Budget
Salaries & Wages 29,101,572 32,949,600 31,730,500 34,819,100 36,517,200
Personnel Benefits 7,830,559 9,807,600 9,151,700 10,685,900 11 ,161,900
Supplies 2,634,189 3,375,900 3,222,100 3,453,500 3,438,300
Services & Charges 20,795,414 25,449,000 23,318,400 26,087,691 26,827,900
Intergovernmental 23,226,924 22,520,144 21,780,500 19,658,200 16,750,000
Capital Outlays 18,731,404 40,501,120 25,449,020 34,555,800 21,157,700
Debt Service: Principal 12,075,568 2,082,100 2,037,100 2,075,000 2,599,300
Debt Service: Interest 724,232 754,800 755,000 873,700 797,100
Interfund Payments for Services 3,134,826 6,871,600 6,878,700 7,339,100 7,371,200
Other Uses 10,107,198 0 0 0 0
Designated Fund Balance 4,240,589 3,867,245 4,324,247 4,227,522 3,677,122
Undesignated Fund Balance 78,442,824 59,398,135 74,196,789 51,017,624 45,823,224
ALL FUNDS TOTAL $211,045,299 $207,577,244 $202,844,056 $194,793,137 $176,120,946
Debt Service
2.1 0/0
2007 T etal Baseline Expenditures
Interfund Payments for
Services
5.3 0/0
Capital Outlays
24.60/0
Intergovernmental
14.1 0/0
Services & Charges
18.70/0
Debt Service
2.70/0
2008 T etal Baseline Expenditures
Interfund Payments for
Services
5.80/0
Capital Outlays
16.80/0
Intergovernmental
13.20/0
Services & Charges
21.20/0
Page 78
Salaries & Wages
25.00/0
Personnel Benefits
7.70/0
Supplies
2.50/0
Salaries & Wages
28.80/0
Personnel Benefits
8.80/0
Supplies
2.70/0
2007-2008 Biennial Budget
Section IV: Operating Budget
001 Total General Fund 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget Budget
Salaries & Wages 22,957,249 25,386,300 24,584,400 26,557,000 27,566,1 00
Personnel Benefits 6,052,144 7,348,300 6,836,600 7,953,600 8,219,400
Supplies 1,163,799 1,539,800 1,456,800 1,454,300 1,426,700
Services & Charges 6,604,588 9,101,800 7,938,700 8,982,200 9,088,400
Intergovernmental 10,870,565 8,513,700 7,954,700 4,163,300 4,300,100
Capital Outlays 1,882,417 647,000 455,500 576,800 115,000
Debt Service: Principal 0 153,000 153,000 160,000 167,000
Debt Service: Interest 126,930 97,900 97,900 90,900 83,500
Interfund Payments for Services 2,867,719 4,563,500 4,563,500 5,049,500 4,962,200
Designated Fund Balance 529,025 529,025 529,025 572,300 425,900
Undesignated Fund Balance 15,409,800 5,135,000 10,183,1 00 4,715,825 3,834,725
GENERAL FUND TOTAL $68,464,236 $63,015,325 $64,753,225 $60,275,725 $60,189,025
Capital Outlays
1.00/0
Intergovernmental
7.60/0
Services & Charges
16.30/0
Supplies
2.60/0
Debt Service
0.40/0
Capital Outlays
0.20/0
Intergovernmental
7.70/0
Services & Charges
16.30/0
Supplies
2.60/0
2007 General Fund Expenditures
Debt Service
0.50/0
Interfund Payments for
Services
9.20/0
Salaries & Wages
48.30/0
Personnel Benefits
14.50/0
2008 General Fund Expenditures
Interfund Payments for
Services
8.80/0
Salaries & Wages
49.30/0
Personnel Benefits
14.70/0
Page 79
2007-2008 Biennial Budget
Section IV: Operating Budget
CITY OF
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Page 80
2007-2008 Biennial Budget
Section IV: Operating Budget
CITY COUNCIL AND MAYOR
DEPARTMENT OVERVIEW
The department consists of the City's elected officials, staff and the Communications & Community Relations Division.
The Council, the legislative body representing the citizens of Auburn, is charged with responsibility for developing
policies that guide legislative affairs 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 Council develops goals
and provides a budget, which gives purpose and direction to City programs and initiatives.
The Mayor, as Auburn's Chief Executive Officer, sees that all laws and ordinances are faithfully enforced and has
general supervision of the administration of City government and all City interests. In this role the Mayor assists the
Council in developing City policy and translating Council goals and policies into specific administrative objectives.
Under the direction of the Mayor, eight department directors -- the City Attorney, Chief of Public Safety, Director of
Public Works, Director of Planning, Building & Community, Director of Human Resources, Risk & Property
Management, Director of Finance, Director of Information Services and Director of Parks, Arts & Recreation -- carry
out the necessary activities of the City.
The Communications & Community Relations Division is responsible for managing the City's communications and
community relations programs, including the City website, Intranet, GA TV, newsletter, mailroom, all City publications
and press releases; coordination of media/photo coverage of City events, activities and meetings; City participation in
events, serving as liaison with community groups/committees; coordination of logistics for meetings, public forums,
open houses, tours, etc.; maintaining a consistent City image on all forms of City media and communications;
coordination of citizen surveys and Sister City activities.
2006 ACCOMPLISHMENTS
· Continued work on the environmental park (enhanced wetlands) project
· Completed plan and funding strategy with community buy in for Les Gave Community Campus
· Provided greater opportunity for citizens in need of human service agency services to use those services in a more
coordinated manner
· Continued Tri-Party Agreement with WSDOT and the Muckleshoot Indian Tribe for safety improvements to SR
164 and a link road from SR 18 to SR 164
· Began Airport master planning process
· Continued Golf Course Clubhouse planning process
· Continued to develop our partnership and agreements between the City and the Muckleshoot Indian Tribe
· Expanded the City website for community use
· Worked toward becoming a 'wireless city'
· Increased public participation in city arts, parks and area beautification
· Continued efforts to improve quality of life for Auburn citizens
· Continued efforts to provide opportunities for remodeling, new construction and high-density housing in the
designated Urban Center
· Continued support for a new and remodeled Post Office
· Continued to pursue focused economic development to bring the businesses our community wants and needs to
the specific locations we want them in to help reduce the property tax burden for Auburn citizens
· Continued fire station relocation planning
· Continued outreach to the neighborhoods and to specific populations
· Continued to encourage neighborhood meetings
· Participated in annual Clean Sweep program
Page 81
2007-2008 Biennial Budget
Section IV: Operating Budget
2007 & 2008 OBJECTIVES
· Build a new fire station
· Improve lighting for pedestrian safety
· Ensure that Auburn is a safe and secure place to live or have a business
· Provide adequate funding sources for public safety
· Relocate Emergency Operations Center
· Promote continuous community outreach by involving citizens and business in their City government
· Continue to seek opportunities to partner and work with the Muckleshoot Indian Tribe
· Complete gateway projects
· Rezone and redevelop A Street SE corridor to commercial to include professional and service oriented businesses
· Market Auburn as the regional entertainment center
· Improve B Street Plaza
· Create a medical/hospital zone
· Complete City Hall Plaza
· Develop Olson Creek complex from Olson Farm to the newly named Golf Course at Olson Creek
· Develop Auburn Environmental Park
· Institute inner city shuttle service
· Develop one-stop multi-service center
· Encourage public art on downtown buildings
· Continue to plan and study funding strategy for Les Gave Community Campus
Page 82
2007-2008 Biennial Budget Section IV: Operating Budget
Department Budget
001/11 Council/Mayor 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget Budget
Salaries & Wages 335,712 316,300 316,300 335,1 00 355,600
Personnel Benefits 62,880 75,300 75,300 83,400 88,400
Supplies 7,181 9,700 9,700 11 ,000 15,000
Services & Charges 70,909 76,800 76,800 105,600 119,700
Intergovernmental 0 0 0 0 0
Capital Outlays 0 0 0 0 0
Interfund Payments for Services 31,594 43,100 43,1 00 47,500 41,200
DEPARTMENT TOTAL $508,276 $521,200 $521,200 $582,600 $619,900
Department Employees
001 Council-Elected
2004
2005
2006
2007
2008
Councilmember
TOTAL COUNCIL
7.00
7.00
7.00
7.00
7.00
7.00
7.00
7.00
7.00
7.00
001 Mayor FTE's 2004 2005 2006 2007 2008
Mayor-Elected 1.00 1.00 1.00 1.00 1.00
Mayor FTE's 3.00 3.00 3.00 3.00 3.00
Communication FTE's ~': 0.00 4.50 6.50 6.50 6.50
TOT AL MAYOR FTE's 4.00 8.50 10.50 10.50 10.50
~': Communications & Community Relations Division was created in 2005 and
reports to the Mayor.
1.0 FTE - Communications Assistant was added the beginning of 2006
1.0 FTE was moved from Parks to become the Communications Support Coordinator
in 2006
Full Time Equivalent (FTE)
Page 83
2007-2008 Biennial Budget
Section IV: Operating Budget
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Page 84
2007-2008 Biennial Budget
Section IV: Operating Budget
HUMAN RESOURCES, RISK, AND PROPERTY 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, risk and property management related activities, using value-added tools, processes and services.
DEPARTMENT OVERVIEW
The Human Resources Department develops and administers personnel policies, recruits applicants for employment,
assists in selecting and hiring employees, administers the compensation system and makes recommendations in
employee compensation (including benefits), 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 Court personnel while
functioning under the direction of the Judge. Oversees risk and property management programs, and ensures
compliance with the City's safety program.
2006 ACCOMPLISHMENTS
· Created a volunteer database to better utilize specific skills and resources available to the City
· Researched and made recommendations concerning the establishment of a centralized Property Management
Program for all City facilities
· Obtained certification by Washington State to become a certified drug and alcohol assessment agency
· Assisted court in developing and implementing a mental health treatment release program
· Researched and recommended probation tracking software to update present system and support workload
· Reduced industrial insurance costs by reducing workplace injuries
· Improved management and reduced on-the-job time loss related to injuries/illness by timely reporting
· Improved department efficiencies and customer service through timely processing of internal forms
· Updated safety and health policies and procedures
2007 & 2008 OBJECTIVES
· Centralize the recruiting and hiring process for temporary employees to mirror regular employee hiring process
· Update delivery method for non-interactive portion of our new hire orientation to a narrated, PowerPoint
presentation, available on disk
· Negotiate and implement six collective bargaining agreements, covering 2007-2009
· Implement a process that informs Directors of their liability claims in a more timely manner, thus effecting
necessary changes to reduce exposure
· Analyze and develop risk management benchmarking and performance measures to reduce City exposure and
associated costs
· Train court clerks on updated BRIO/Database Warehouse software in order to move from manual to electronic
reporting through the State Judicial Information System (J IS)
· Develop macros and scripts to minimize key strokes for documenting court proceedings, thus saving court clerks'
time
· Develop a centralized access control program for all City-occupied facilities to enhance the security of those
facilities through the use of key control policies and procedures, accurate tracking of keys issued, and standardized
door hardware
Page 85
2007-2008 Biennial Budget Section IV: Operating Budget
Department Budget
001/13 Human Resources 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget Budget
Salaries & Wages 1,111,179 1,639,900 1,542,800 1,793,800 1,895,400
Personnel Benefits 239,760 444,000 376,700 527,800 558,300
Supplies 17,067 144,600 104,900 96,400 96,100
Services & Charges 636,145 1,403,700 1,303,800 1,471,100 1,501,200
Intergovernmental 0 0 0 0 0
Capital Outlays 4,973 5,000 5,000 15,000 0
Interfund Payments for Services 52,438 247,100 247,100 308,800 283,300
DEPARTMENT TOTAL $2,061,562 $3,884,300 $3,580,300 $4,212,900 $4,334,300
Department Employees
001 Human Resources FTE's 2004 2005 2006 2007 2008
Judge-Elected 1.00 1.00 1.00 1.00 1.00
Human Resources FTE's 6.00 6.00 6.00 6.00 6.00
Court/Probation FTE's 13.00 14.00 15.00 15.50 15.50
Property Management FTE's ,'# 0.00 0.00 8.00 8.00 8.00
TOTAL HUMAN RESOURCES FTE's 20.00 21.00 30.00 30.50 30.50
-;': Property Management division was moved from Planning to Human Resources in 2006
1.0 FTE was moved from Planning to become the Facilities Manager in 2006
Full Time Equivalent (FTE)
Page 86
2007-2008 Biennial Budget
Section IV: Operating Budget
PERFORMANCE MEASURES - HUMAN RESOURCES, RISK, AND PROPERTY MANAGEMENT
DEPARTMENT
Worker's Compensation Statistics
Preventing workplace injuries is the best way to reduce industrial insurance costs. Time loss is one of the major
factors that affect industrial insurance rates. Getting employees back to work as soon as possible after an injury
helps reduce our premiums. 2006 estimated time loss is significantly less than 2005 due to the type and severity of
injuries experienced in 2005.
525
25 57
115 115
~----y50.
700
350
175
"f
o
2005
2006 Est
o L&I Claims
2007 Goal
2008 Goal
. Time Loss (Days)
Family Medical Leave Act (FMLA) Notification
The City is responsible for notifying the employee of Family Medical Leave Act (FMLA) upon learning of the
qualifying incident to meet legal compliance. The more timely the notification, the better the City can
manage/minimize time loss for both work related and non-work related injuries/illness.
1000/0
750/0
500/0
250/0
00/0
2005
2006 Est
2007 Goal
2008 Goal
I 0 HR notified in 2 Days . HR sends letter in 2 Days
Pay Increase Paperwork Processed Within Two Weeks
The Human Resources department is responsible for initiating the paperwork for employee pay increases. This goal
focuses on improving the process to ensure paperwork is received by the supervisors no later than two weeks prior
to the effective date and pay increases are processed in a timely manner.
Pay Increase Paperwork Processed Within 2 Weeks
100.00/0
96.00/0
75.00/0
50.00/0
25.00/0
0.00/0
2005
97.20/0
97.70/0
98.00/0
2006 Est
2007 Goal
2008 Goal
Page 87
2007-2008 Biennial Budget
Section IV: Operating Budget
CITY OF
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Page 88
2007-2008 Biennial Budget
Section IV: Operating Budget
FINANCE DEPARTMENT
MISSION STATEMENT
The Finance Department supports City efforts by providing quality financial services.
DEPARTMENT OVERVIEW
Major responsibilities include: financial and budgetary policy development; long-term financing and cash
management; the functions of utility billing, payroll, and accounts payable. The department prepares a
comprehensive annual financial report and a biennial budget document. Other duties include providing analytical
support, accounting and budget advice to departments and overseeing contracted services of solid waste and Airport
management.
2006 ACCOMPLISHMENTS
· Prepared 2006 Final Budget and 2007-2008 Preliminary Budget consistent with best practices in budgeting
· Submitted the 2006 document to Governmental Finance Officers Association (GFOA) and received the
Distinguished Budget Presentation Award for 2006
· Began a biennial budget process vs. annual
· Prepared 2005 Comprehensive Annual Financial Report (CAFR) and submitted document to GFOA to receive the
Certificate of Achievement for Excellence in Financial Reporting
· Updated the six-year Capital Facilities Plan and Revenue Manual
· Conducted a rate study for the Solid Waste Utility
· Prepared for monthly utility billing
· Implemented internet-based system to assist escrow companies in the preparation of closing cost statements
· Improved department level of customer service and efficiency by tracking total Utility calls, Day Sales Outstanding
and Average Invoices processed
· Improved business process for establishing new utility accounts
· Streamlined Utility process using Total Quality Management concept
· Issued bonds for Golf Course Clubhouse and Cemetery improvements
· Provided financial plan for the Regional Fire Authority planning committee including Fire Benefit Charge analysis
· Began process allowing for online utility payments
2007 & 2008 OBJECTIVES
· Complete the 2007-2008 Final Budget and submit document to GFOA for Distinguished Budget Presentation
Award
· Prepare the 2006 and 2007 Comprehensive Annual Financial Reports (CAFR) and submit documents to GFOA
award program to receive the Certificate of Achievement for Excellence in Financial Reporting
· Update the six-year Capital Facilities Plan as part of the Comprehensive Plan
· Update and expand the 2007 and 2008 Revenue Manuals
· Prepare popular report for year-end financial summary
· Continue to track performance measures to improve efficiency and effectiveness in providing customer service
· Prepare the Preliminary 2009-2010 Biennial Budget consistent with best practices in budgeting
· Implement monthly billings for utilities
· Purchase and implement automated time card system
· Develop policies and procedures based on the outcome of Total Quality Management (TQM) process
· Begin Solid Waste Services to the Lea Hill Annexed area
· Begin using position budgeting software for improved budgeting of salaries and benefits
Page 89
2007-2008 Biennial Budget Section IV: Operating Budget
Department Budget
001/14 Finance 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget Budget
Salaries & Wages 401,159 453,000 453,000 498,000 515,900
Personnel Benefits 88,180 130,100 111 , 1 00 148,300 153,500
Supplies 7,674 13,200 12,300 12,300 12,300
Services & Charges 133,383 258,600 259,500 253,700 254,900
Intergovernmental 0 0 0 0 0
Capital Outlays 0 0 0 0 0
Interfund Payments for Services 16,035 96,000 96,000 108,800 106,900
DEPARTMENT TOTAL $646,431 $950,900 $931,900 $1,021,100 $1,043,500
Department Employees
001 Finance FTE's 2004 2005 2006 2007 2008
Finance FTE's 21.00 21.00 23.00 23.00 23.00
Information Services FTE's -;': 7.00 0.00 0.00 0.00 0.00
TOT AL FINANCE FTE's 28.00 21.00 23.00 23.00 23.00
-;': Information Services was moved from Finance and became a department in 2005
1.0 position was moved from Parks to Finance in 2006
Added 1.0 FTE-Utility Billing Coodinator in 2006
Full Time Equivalent (FTE)
Page 90
2007-2008 Biennial Budget
Section IV: Operating Budget
PERFORMANCE MEASURES - FINANCE DEPARTMENT
Total Utility Department Calls
The Utility billing division began receiving detailed statistical information on the number of phone calls into & out
of the department in April 2004. These calls are logged by the hour and extension number & include the length of
the call. Using this information, management can determine both individual and department performance, billing
cycle relationships to peak hours or days in a month, and staff time spent on telephone calls. In the future,
management can develop minimum standards for individual performance such as number of calls in a day or the
minutes per call that should not be exceeded. Training can then be structured to increase the level of customer
service and efficiency. In 2007, we are implementing an on-line bill payment option and believe this will reduce
the number of calls staff takes for processing payments.
30,000 I
20,000
Utility Department Calls
40,000
10,000
o
2005
2006 Est
2007 Goal
2008 Goal
Days Sales Outstanding
"Days Sales Outstanding" is the City's average collection period, based on a 58 day billing cycle, for all its utilities.
It is an important financial indicator because it shows the age, in terms of days, of an organization's accounts
receivable and the average time it takes to turn receivables into cash. It provides insight into the changes that occur
within the City's receivable balance.
Day Sales Outstanding
80.00
60.00
40.00
20.00
2005
2006 Est
2007 Goal
2008 Goal
Average Invoices Processed - Per Month Per FTE Employee
This measurement is typically improved by reducing the number of invoices that have to be handled more than
once. Thus, staff is constantly looking for ways to speed up the invoice approval process. This statistic is used to
track the productivity of the accounts payable employees, and to insure staffing is at proper levels to meet the City's
ongoing legal disbursement commitments.
Average Invoices Processed
3,000
2,250
1 ,500
750
~
2005
2006 Est
2007 Goal
2008 Goal
Page 91
2007-2008 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 retiring employees are also budgeted
in this department.
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.
2006 ACCOMPLISHMENTS
· Continued to fund LEOFF retiree medical and long-term care expenses
· Continued to fund retirement payoffs
· Funded debt service for Valley Com and Library debt
· Continued to fund engineering costs related to the Endangered Species Act
· Continued to provide funding for general citywide services
· Provided funding for construction of Gateway program
· Provided funding for Downtown Revitalization projects
· Continued to support Neighborhood Improvement Plan
· Funded Way Finding Signage program
· Financially supported the Local and Arterial Street funds
2007 & 2008 OBJECTIVES
· Continue to fund LEOFF retiree medical and long-term care expenses
· Continue to fund retirement payoffs
· Continue to fund engineering costs related to the Endangered Species Act
· Continue to provide funding for general citywide services
· Provide funding for construction of Gateway projects and Downtown Revitalization projects
· Continue to support Neighborhood Improvement Plan
· Fund debt payment for Valley Com and Library
· Financially support the Local and Arterial Street funds
Page 92
2007-2008 Biennial Budget Section IV: Operating Budget
Department Budget
001/98 Non-Departmental 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget Budget
Salaries & Wages 36,092 495,600 574,600 1,026,600 966,100
Personnel Benefits 516,473 799,100 753,1 00 872,300 852,700
Supplies 99 78,600 78,600 0 0
Services & Charges 609,395 807,200 657,200 585,400 544,500
Intergovernmental 8,764,510 5,816,600 5,740,600 1,295,500 1,306,200
Capital Outlays 987,308 365,000 265,000 288,000 100,000
Debt Service: Principal 0 153,000 153,000 160,000 167,000
Debt Service: Interest 126,930 97,900 97,900 90,900 83,500
Interfund Payments for Services 108 0 0 0 0
Designated Fund Balance 529,025 529,025 529,025 572,300 425,900
Undesignated Fund Balance 15,409,800 5,135,000 5,183,1 00 4,715,825 3,834,725
DEPARTMENT TOTAL $26,979,740 $14,277,025 $14,032,125 $9,606,825 $8,280,625
Department Employees
001 Nondepartmental FTE's
2004
2005
2006
2007
2008
Nondept FTE's
TOTAL NONDEPT FTE's
0.00
0.00
0.00
0.00
0.00
0.00
3.00
3.00
3.00
3.00
Full Time Equivalent (FTE)
Page 93
2007-2008 Biennial Budget
Section IV: Operating Budget
SPECIAL REVENUE FUNDS
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are legally restricted.
The Finance department is responsible for the budget in the following special revenue funds:
Fund 104
Hotel/Motel Tax Fund was created in 2001 to collect revenues to support tourism activities in Auburn.
Fund 118
The Local Law Enforcement Block Grant (LLEBG) Fund accounts for money received from the Federal government
that can only be used for criminal justice purposes.
Fund 122
The Cumulative Reserve Fund accumulates excess reserves for counter-cyclical purposes, capital purposes, and as a
"Rainy Day" fund.
Fund 124
Mitigation Fees Fund accounts for fees paid by developers toward the cost of future improvements to City
infrastructure, which are required to provide for additional demands generated by new development.
Fund 125
Parks and Recreation Special Projects Fund accounts for donations and related expenses to fund special programs
within the parks and recreational program.
2006 ACCOMPLISHMENTS
· Continued to collect, monitor and distribute legally restricted revenue sources
· Utilized grant options and maintained accountability of grant funds
· Administered use of mitigation fees to provide for City Infrastructure improvements
· Maintained Cumulative Reserve fund to provide stability during economic downturns and capital purposes
2007 & 2008 OBJECTIVES
· Continue to collect, monitor and distribute legally restricted revenue sources
· Utilize grant options and maintain accountability of grant funds
· Administer use of mitigation fees to provide for City Infrastructure improvements
· Maintain Cumulative Reserve fund to provide stability during economic downturns and capital purposes
Page 94
2007-2008 Biennial Budget Section IV: Operating Budget
Special Revenue Funds
104 Hotel Motel Tax 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget 8 udget
Revenue
Beginning Fund Balance 14,077 41,417 41,417 40,717 31,717
Hotel Motel Tax 60,890 50,000 58,000 60,000 62,000
Investment Income 1,039 500 1,800 1,000 1 ,000
Transfers In 0 25,000 0 0 0
Total Revenue $76,006 $116,917 $101,217 $101,717 $94,717
Expenditures
Services & Charges 34,589 75,500 60,500 70,000 75,000
Undesignated Fund Balance 41,417 41,417 40,717 31,717 19,717
Total Expenditures $76,006 $116,917 $10t217 $101,717 $94,717
118 Justice Assistance Grant 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual 8 udget 8 udget
Revenue
Beginning Fund Balance 6,328 6,295 6,295 6,295 6,295
Bureau of Justice Assistance 40,402 26,300 26,300 26,300 26,300
Investment Income 165 100 100 100 100
Transfer In 1,700 2,600 2,600 2,600 2,600
Total Revenue $48,595 $ 35,295 $ 35,295 $35,295 $ 35,295
Expenditures
Salaries & Wages 42,300 29,000 29,000 29,000 29,000
Undesignated Fund Balance 6,295 6,295 6,295 6,295 6,295
Total Expenditures $48,595 $ 35,295 $ 35,295 $ 35,295 $ 35,295
Page 95
2007-2008 Biennial Budget Section IV: Operating Budget
Special Revenue Funds
122 Cumulative Reserve 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget 8 udget
Revenue
Beginning Fund Balance 4,387,519 4,507,883 4,507,883 5,567,883 4,595,983
Investment Income 120,364 160,000 160,000 180,000 200,000
Transfer In 0 900,000 900,000 0 0
Total Revenue $4,507,883 $ 5,567,883 $ 5,567,883 $5,747,883 $4,795,983
Expenditures
Transfer Out-321 0 0 0 1,151,900 0
Undesignated Fund Balance 4,507,883 5,567,883 5,567,883 4,595,983 4,795,983
Total Expenditures $4,507,883 $ 5,567,883 $ 5,567,883 $5,747,883 $4,795,983
124 Mitigation Fees 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget 8 udget
Revenue
Designated Beginning Fund Balance 1,361,296 2,530,128 2,530,128 2,638,129 2,443,129
Undesignated Beginning Fund Balance 505,349 298,167 298,167 398,166 468,166
Transportation Impact Fee 937,865 310,600 250,000 250,000 250,000
School Impact Fee 23,325 20,000 20,000 20,000 20,000
Fire Impact Fees 0 0 150,000 150,000 0
Fire Mitigation 238,982 100,000 100,000 100,000 0
Traffic Mitigation 189,357 100,000 200,000 200,000 200,000
lakeland Traffic Mitigation 101,540 0 0 0 0
Investment Income 79,094 30,000 80,000 50,000 50,000
Total Revenue $ 3,436,808 $ 3,388,895 $ 3,628,295 $ 3,806,295 $3,431,295
Expenditures
Transfer Out 608,513 592,000 592,000 895,000 909,000
Designated Fund Balance 2,530,128 2,181,127 2,638,129 2,443,129 1,984,129
Undesignated Fund Balance 298,167 615,768 398,166 468,166 538,166
Total Expenditures $ 3,436,808 $ 3,388,895 $ 3,628,295 $ 3,806,295 $3,431,295
Page 96
2007-2008 Biennial Budget Section IV: Operating Budget
Special Revenue Funds
125 Parks & Recreation 2005 2006 2006 2007 2008
Special Projects Actual Adj Budget Est Actual Budget 8 udget
Revenue
Beginning Fund Balance 45,181 46,154 46,154 41 , 154 0
Contributions & Donations 20,901 20,000 20,000 0 0
Total Revenue $66,082 $66,154 $66,154 $41,154 $0
Expenditures
Supplies 7,023 5,000 5,000 5,000 0
Services & Charges 12,905 20,000 20,000 36,154
Undesignated Fund Balance 46,154 41 ,154 41 , 154 0 0
Total Expenditures $66,082 $66,154 $66,154 $41,154 $0
Page 97
2007-2008 Biennial Budget
Section IV: Operating Budget
DEBT SERVICE FUNDS
Debt Service Funds account for payment of outstanding long-term general obligations of the City: The 1998 Limited
Tax General Obligation (LTGO) bond fund and the Local Improvement District (LID) Guarantee fund. The City's LID
Guarantee Fund is used as a source for guaranteeing the redemption and payment of outstanding Local Improvement
District (LID) bonds and interest. Its purpose is to provide adequate security in order to maintain top ratings by bond
raters.
2006 ACCOMPLISHMENTS
· Made timely payment of principal and interest on outstanding debt issues
· Continued accounting for existing Local Improvement District (LID) funds including closing out funds for
completed LIDs
· Coordinated new LIDs with other City departments
2007 & 2008 OBJECTIVES
· Make timely payment of principal and interest on outstanding debt issues
· Continue accounting for existing LID funds including closing out funds for completed LIDs
· Coordinate new LIDs with other City departments
Page 98
2007-2008 Biennial Budget
Section IV: Operating Budget
Debt Service Funds
229 1998 GO Library Bond Debt 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget 8 udget
Revenue
Beginning Fund Balance 6,944 14,256 14,256 25,956 37,656
Investment Income 7,252 0 11,700 11,700 11,700
Transfer In 303,500 305,200 305,200 306,500 307,200
Total Revenue $317,696 $319,456 $331,156 $344,156 $ 356,556
Expenditures
Debt Service Principal 165,000 175,000 175,000 185,000 195,000
Debt Service Interest 138,440 130,200 130,200 121,500 112,200
Undesignated Fund Balance 14,256 14,256 25,956 37,656 49,356
Total Expenditures $317,696 $319,456 $331,156 $344,156 $ 356,556
249 LI D Guarantee 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget 8 udget
Revenue
Beginning Fund Balance 109,036 103,087 103,100 51,900 43,400
Investment Income 4,243 3,500 4,800 2,500 2,400
Total Revenue $113,279 $106,587 $107,900 $54,400 $45,800
Expenditures
Transfer Out 10,000 55,044 55,000 10,000 10,000
Debt Service Interest 179 1,000 1 ,000 1 ,000 1 ,000
Undesignated Fund Balance 103,100 50,543 51,900 43,400 34,800
Total Expenditures $113,279 $106,587 $107,900 $54,400 $45,800
Page 99
2007-2008 Biennial Budget
Section IV: Operating Budget
CAPITAL IMPROVEMENT PROJECTS FUND
The Capital Improvement Fund-328 manages the proceeds of grants, Real Estate Excise Tax (REET), and transfers from
other funds. All funds are used for capital projects or major equipment purchases. The Finance department is
responsible for the budget in this capital fund.
2006 ACCOMPLISHMENTS
· Maintained accounting for Downtown revitalization program
· Transferred out Real Estate Excise Tax to support Local and Arterial Streets programs
· Continued to support public art projects
· Provided funding for traffic and sidewalk programs
· Established funding for facility repair and maintenance
2007 & 2008 OBJECTIVES
· Maintain accounting for Downtown revitalization program
· Transfer out Real Estate Excise Tax (REET) funds to support Local and Arterial Streets programs
· Continue to support public art projects
· Provide funding for traffic and sidewalk programs
· Continue to provide funding for facility repair and maintenance
Page 100
2007-2008 Biennial Budget Section IV: Operating Budget
Capital Projects Fund
328 Capital Improvement Projects 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget Budget
Revenue
Beginning Fund Balance 13,775,871 12,214,903 12,214,903 8,887,103 7,380,103
REET 1 1,748,760 900,000 900,000 900,000 900,000
REET 2 1,748,922 900,000 900,000 900,000 900,000
I nvestment Income 295,282 170,000 170,000 300,000 300,000
Rents leases & Concessions 5,800 0 0 0 0
Contributions & Donations 72,646 0 0 0 0
Sale of Fixed Assets 807,758 1,800,000 1,800,000 0 0
Transfer In 6,057,000 3,830,000 3,830,000 500,000 500,000
Total Revenue $24,512,039 $19,814,903 $19,814,903 $11,487,103 $9,980,103
Expenditures
Unrestricted Capital Outlay 5,523,264 6,505,400 6,274,800 610,000 610,000
REET 1 Justice Center 5,000,000 0 0 0 0
REET 1 Building Maintenance 0 132,000 132,000 752,000 652,000
REET 2 Public Works 0 425,000 595,000 475,000 475,000
Unrestricted Transfer Out 1,529,872 700,000 700,000 0 0
REET 1 Transfer Out 0 240,000 240,000 570,000 250,000
REET 2 Transfer Out 244,000 2,986,000 2,986,000 1,700,000 900,000
Undesignated Fund Balance 12,214,903 8,826,503 8,887,103 7,380,103 7,093,103
Total Expenditures $24,512,039 $19,814,903 $19,814,903 $11,487,103 $9,980,103
Page 101
2007-2008 Biennial Budget
Section IV: Operating Budget
SOLID WASTE UTILITY DIVISION
MISSION STATEMENT
The Solid Waste Division provides environmentally sound and safe disposal of solid and hazardous waste, provides
waste reduction and recycling opportunities to increase public awareness within the City of Auburn.
DEPARTMENT OVERVIEW
The City contracts with Waste Management to do collection and recycling, with City staff responsible for overall
management and billings. The City also has a franchise agreement with Allied Waste in the recently annexed area of
Lea Hill. The City contracts with King County for disposal of solid waste materials. The Solid Waste Utility Division
encourages community participation in Auburn's solid waste programs by proactively managing and monitoring the
daily activities of the solid waste contractors; continually assessing the regulatory and political climate pertaining to
solid and hazardous waste collection and disposal, recycling and waste prevention; and reviewing the adequacy of our
annual level of service to meet community needs.
2006 ACCOMPLISHMENTS
· Maintained the measured rate of residential recycling at 420/0 by volume
· Measured the participation rate in residential recycling and maintained an average of 730/0
· Measured the volume-based rate of shifting from 30-gallon cans to mini and micro cans, as a result of residential
recycling, and maintained at 210/0
· Increased multifamily complexes to 700/0 recycling participation, and created a recycling newsletter for multifamily
and mobile home parks
· Worked with Auburn School District and gave recycling and solid waste presentations to Elementary grade three
and High School and community organizations as requested. Increased PSE "Power Choices" presentations from
one to all four Middle Schools
· Promoted Commercial Recycling using a King County grant and increased participation of recycling to 600/0.
Identified that many businesses recycle with other vendors. Found these numbers are not available, and would
raise the participation even higher
· Maintained assessment of route checks within one day and 950/0 response within ten days
· Continued to provide citizens with recycling ability at all City facilities
· Maintained recycling at all City special events and in parks in conjunction with the Parks department
· Maintained the total diversion rate at 140/0
· Began negotiations to deliver services in the Lakeland Hills area
· Reduced rise in garbage collected by promoting recycling
· Provided Natural Yard Card materials to the Riverside, Chinook and Lakeland Hills neighborhoods through
workshops and postcard mailings
2007 & 2008 OBJECTIVES
· Maintain the measured rate of residential recycling at 450/0 by volume
· Measure the participation rate in residential recycling and maintain an average of 750/0
· Measure the volume-based rate of shifting from 30-gallon cans to mini and micro cans, as a result of residential
recycling, and maintain at 210/0
· Maintain multifamily complexes to 700/0 recycling participation
· Work with Auburn School District and give recycling and solid waste presentations to grades three
· Assist King County in implementing green schools in Auburn School District
· Promote Commercial Recycling and maintain a recycling participation rate of 600/0
· Maintain assessment of route checks within one day and 950/0 response within ten days
Page 102
2007-2008 Biennial Budget
Section IV: Operating Budget
2007 & 2008 OBJECTIVES (cont.)
· Continue to provide citizens with recycling ability at all City facilities
· Maintain recycling at all City special events and in parks in conjunction with the Parks department
· Maintain the total diversion rate at 140/0
· Continue negotiations to deliver services in the Pierce County area
· Reduce rise in garbage collected by promoting recycling
Page 103
2007-2008 Biennial Budget
Section IV: Operating Budget
SOLID WASTE FUND
2007-2008 WORKING CAPITAL BUDGET
2005 2006 2006 2007 2008
Item Actual Adj. Budget Est. Actual Budget Budget
Operating Budget
Operating Revenue
343.750 Garbage Service 7,829,368 8,352,000 8,147,000 8,730,000 9,050,000
343.770 Household Haz. Waste 216,363 288,300 288,300 297,000 306,000
343.780&90 Refuse, City, Excise Tax 527,695 530,000 530,000 567,000 588,000
Total Operating Revenue 8,573,426 9,170,300 8,965,300 9,594,000 9,944,000
Operating Expense
537.000.10 Salaries and Wages (337,304) (354,300) (354,300) (362,800) (409,900)
537.000.20 Personnel Benefits (73,065) (102,200) (102,200) (109,100) (123,300)
537.000.30 Supplies (21,428) (25,000) (25,000) (21,900) (21,900)
537.000.40 Services & Charges (8,339,411) (8,693,700) (8,366,000) (9,100,000) (9,406,800)
537.000.50 Intergovernmental (212,053) (288,300) (288,300) (297,000) (306,000)
537.000.90 Interfund Payments for Services (104,094) (97,600) (97,600) (152,100) (138,100)
537.000.00 Depreciation & Amortization (34,372) (30,300) (40,200) (42,000) (44,000)
Total Operating Expenses (9,121,727) (9,591,400) (9,273,600) (10,084,900) (10,450,000)
Operating Income (Loss) (548,301) (421,100) (308,300) (490,900) (506,000)
Non Operating Revenue (Exp)
361.110 Investment Income 70,295 56,700 56,700 70,000 70,000
337.000 Interlocal Grants 54,999 60,700 53,000 67,000 59,600
537.800.80 Interest Expense 0 0 0 0 0
Total Non Oper. Rev (Exp) 125,294 117,400 109,700 137,000 129,600
Net Income (Loss) (423,007) (303,700) (198,600) (353,900) (376,400)
Add/Deduct Items Not
Affecting Working Capital \\IJ /C)
535.801.00 Depreciation & Amortization 34,372 30,300 40,200 42,000 44,000
Net W/C From Operations (388,635) (273,400) (158,400) (311,900) (332,400)
Other Resources and Uses Budget
Resources Other Than Operations
397.100 Transfer In 15,000 800 800 0 0
399.000 Other Sources (2,462) 0 0 0 0
Total Resources 12,538 800 800 0 0
Uses Other Than Operations
590.100. Other Uses 0 0 0 0 0
590.100.64 Inc in Fixed Assets-Equipment (26,536) 0 0 0 0
Total Uses (26,536) 0 0 0 0
Net Change in W/C (402,633) (272,600) (157,600) (311,900) (332,400)
Beginning W/C 1/1 3,289,301 2,886,668 2,886,668 2,729,068 2,417,168
Ending W/C 12/31 2,886,668 2,614,068 2,729,068 2,417,168 2,084,768
Net Change in W/C $ (402,633) $ (272,600) $ (157 ,600) $ (311,900) $ (332,400)
Page 104
2007-2008 Biennial Budget
Section IV: Operating Budget
PERFORMANCE MEASURES - SOLID WASTE FUND
Tons of Garbage Collected
The City of Auburn garbage tonnage is increasing in line with the State wide tonnage increases. An increase in
recycling diversion slows the growth of the garbage increases.
Tons of Garba e Collected
75,000
56,250
56,440
37,500
18,750
0
2005
67,000
59,381
63,000
2006 Est
2007 Est
2008 Est
Tons of Recycling/Yard Waste Collected
We anticipate an increase in recycling by promoting "all-in-one" recycling opportunities to citizens. Business
outreach may increase 2006 tonnage.
Tons of Recycling Collected
13,000
9,750 I 9,788
6,500
3,250 I
o .
2005
11 ,7 00
11,300
10,098
2006 Est
2007 Goal
2008 Goal
Residential Recycling Participation Percentage
Anticipated Increase in future years is due to "all-in-one" recycling implementation in November 2004, which
would simplify the recycling process for residents.
1 000/0
7 5 0/0
7 3 0/0
500/0
250/0
00/0
2005
Residential Recycling Percentage
770/0
780/0
790/0
2006 Est
2007 Goal
2008 Goal
Page 1 05
2007-2008 Biennial Budget
Section IV: Operating Budget
AIRPORT FUND
VISION
To identify, analyze, develop and implement, value added Airport systems solutions and services.
MISSION
To provide the citizens and users a quality aviation facility with needed services and products in a safe and secure
environment.
DEPARTMENT OVERVIEW
The Airport provides hangar and tie-down facilities, which will accommodate 370 aircraft. In addition, it leases space
to Auburn Flight Service, Inc., an aircraft sale, charter, airplane rental and pilot training facility. Auburn Flight Service
has expanded the space formerly leased by other tenants and now offers a full range of aircraft maintenance services.
The City contracts with an Airport manager to manage aircraft tie-downs, hangers and facility leases, as well as the
management, maintenance, and operation of the fuel facility.
2006 ACCOMPLISHMENTS
· Continued crack sealing/repair of asphalt, re-striping of apron and taxiways
· Continued campaign concerning the value of the Airport to citizens and the surrounding area
· Advertised regionally to promote the use of Auburn Airport as an alternative to Boeing, Renton and Tacoma
· Completed the Minimum Standards for commercial operators doing business or desiring to do business at the
Airport
· Completed RFP's for south-end development for Class-A office structure and a Gateway to the Airport
· Pursued State and Federal grant opportunities for Airport development and improvements
· Tested hangar headers and establish priority replacement of the hangar headers that are failing
· Continued an aggressive position on the GPS Instrument Approach for improved safety and increased utilization of
the Airport
· Increased Airport security
· Continued to increase services available at the Airport
· Continued the enforcement of rules and regulations compliance among Airport users
· Developed Business Plan for the Airport
2007 & 2008 OBJECTIVES
· Implement Business Plan
· Continue campaign concerning the value of the Airport to citizens and surrounding area
· Advertise regionally to promote the use of Auburn Airport as an alternative to Boeing, Renton and Tacoma
· Pursue State and Federal grant opportunities for Airport development and improvements
· Continue replacement of the hangar headers that are failing
· Increase Airport security
· Continue to increase services available at the Airport
· Continue enforcement of rules and regulations compliance among Airport users
· Promote jet fuel installation
· Promote and install auto traffic lane from aviation drop to south end of Airport
· Pursue additional land adjacent to Airport
· Complete perimeter fencing
· Install Airport information signs on Hwy 167, Hwy 18 and, if possible, 1-5
Page 106
2007-2008 Biennial Budget
Section IV: Operating Budget
AIRPORT FUND
2007-2008 WORKING CAPITAL BUDGET
2005 2006 2006 2007 2008
Item Actual Adj. Budget Est. Actual Budget Budget
Operating Budget
Operating Revenue
341.930 Airport Security Service 9,021 8,000 8,000 9,500 9,500
362.501 Property Leases 153,149 143,300 143,300 149,900 152,900
362.502 Tie Down & Hangar Rent 402,088 417, 1 00 417, 1 00 411,000 431,600
344/362 Flowage Fee & Other 28,380 28,400 28,400 28,400 28,400
Total Operating Revenue 592,638 596,800 596,800 598,800 622,400
Operating Expense
546.000.10 Salaries and Wages (14,752) (16,300) (16,300) (17,200) (17, 700)
546.000.20 Personnel Benefits (2,971) (4,700) (4,700) (5,000) (5,100)
546.000.30 Supplies (1,530) 0 0 (2,000) (2,000)
546.000.40 Services & Charges (338,278) (359,400) (344,400) (352,100) (358,900)
546.800.01 Depreciation & Amortization (285,620) (297,600) (256,000) (260,000) (265,000)
Total Operating Expenses ( 643 , 151 ) (678,000) (621,400) (636,300) (648,700)
Operating Income (Loss) (50,513) (81,200) (24,600) (37,500) (26,300)
Non Operating Revenue (Exp)
361.110 Investment Income 17,219 12,000 24,000 26,000 26,000
369.900 Miscellaneous Revenue (Expense) 26,248 4,000 4,000 4,500 5,000
395.100 Gain/Loss Sale of Fixed Assets 250 0 0 0 0
546.100.80 Debt Service Interest (68,284) (82,800) (82,800) (33,400) (32,1 00)
Total Non Oper. Rev (Exp) (24,567) (66,800) (54,800) (2,900) (1 , 1 00 )
Net Income (Loss) (75,080) (148,000) (79,400) (40,400) (27,400)
Add/Deduct Items Not
Affecting Working Capital \\IJ /C)
535.801.00 Depreciation & Amortization 285,620 297,600 256,000 260,000 265,000
Net W/C From Operations 210,540 149,600 176,600 219,600 237,600
Other Resources and Uses Budget
Resources Other Than Operations
333.201 Federal Aviation Grant 5,370 172,000 0 563,300 2,839,900
334. ~':~':~': State Grant 0 8,500 0 7,500 7,500
399.000 Other Sources 13,222 0 0 0 0
Total Resources 18,592 180,500 0 570,800 2,847,400
Uses Other Than Operations
590.100.05 Net Change in Restricted Assets (19,347) 0 0 0 0
590.100.64 Inc in Fixed Assets-Equipment 0 0 0 0 0
590.100.65 Inc in Fixed Assets-Construction (20,862) (341,000) (50,000) (742,900) (3,040,400)
590.100.70 Debt Service Principal (60,000) (45,000) (45,000) (50,000) (60,000)
Total Uses (100,209) (386,000) (95,000) (792,900) (3,100,400)
Net Change in W/C 128,923 (55,900) 81,600 (2,500) (15,400)
Beginning W/C 1/1 334,314 463,237 463,237 544,837 542,337
Ending W/C 12/31 463,237 407,337 544,837 542,337 526,937
Net Change in W/C $ 128,923 $ (55,900) $ 81,600 $ (2,500) $ (15,400)
Page 107
2007-2008 Biennial Budget
Section IV: Operating Budget
INSURANCE
The Insurance Fund is maintained to pay unemployment insurance claims and to pay for property and liability losses
which either falls below the City's deductible level or for which the City has no coverage.
In recent years, there has been a rapid increase in insurance premiums coupled with the decrease in coverage that has
caused the City to continually re-evaluate its insurance program. The City decided to build its insurance reserve to a
level sufficient to supplement existing insurance. The City currently meets its insurance needs by participating in the
Washington Cities Insurance Authority's Insurance Pool (WCIA). Interest earnings have been sufficient to cover the
annual cost of operations.
2006 ACCOMPLISHMENTS
· Evaluated cost saving measures while maintaining quality insurance coverage
· Continued to maintain adequate reserves to meet uninsured costs
· Evaluated policies and procedures to help control loss issues
2007 & 2008 OBJECTIVES
· Evaluate cost saving measures while maintaining quality insurance coverage
· Continue to maintain adequate reserves to meet uninsured costs
· Evaluate policies and procedures to help control loss issues
Page 108
2007-2008 Biennial Budget
Section IV: Operating Budget
INSURANCE FUND
2007-2008 WORKING CAPITAL BUDGET
2005 2006 2006 2007 2008
Item Actual Adj. Budget Est. Actual Budget Budget
Operating Budget
Operating Revenue
361.110 Investment Income 70,120 40,000 70,000 72,000 74,000
369.400 Miscellaneous Revenue 0 0 0 0 0
Total Operating Revenue 70,120 40,000 70,000 72,000 74,000
Operating Expense
517.700.20 Personnel Benefits (67,317) (132,000) (132,000) (132,000) (132,000)
517.700.40 Services & Charges (2,184 ) (8,000) (8,000) (8,000) (8,000)
Total Operating Expenses (69,501) (140,000) (140,000) (140,000) (140,000)
Operating Income (Loss) 619 (100,000) (70,000) (68,000) (66,000)
Net Change in W/C 619 (100,000) (70,000) (68,000) (66,000)
Beginning W/C 1/1 2,693,180 2,693,799 2,693,799 2,623,799 2,555,799
Ending W/C 12/31 2,693,799 2,593,799 2,623,799 2,555,799 2,489,799
Net Change in W/C $ 619 $ (100,000) $ (70,000) $ (68,000) $ (66,000)
Page 109
2007-2008 Biennial Budget
Section IV: Operating Budget
FIDUCIARY FUNDS
Fiduciary funds are used to report assets held in a trustee or agency capacity for others and cannot be used to support
the City's own programs. The City has two fiduciary funds. Fund 611-Fire Relief and Pension Fund provides a pension
for eligible firefighters. Fund 651-Agency Fund accounts for resources held in a purely custodial capacity; this fund is
not budgeted.
2006 ACCOMPLISHMENTS
· Continued to provide pension benefits to eligible firefighters
· Maximized interest earnings to support the Fire Relief and Pension Fund
· Provided accountability for custodial funds
2007 & 2008 OBJECTIVES
· Continue to provide pension benefits to eligible firefighters
· Maximize interest earnings to support the Fire Relief and Pension Fund
· Provide accountability for custodial funds
Page 110
2007-2008 Biennial Budget Section IV: Operating Budget
Fiduciary Fund
611 Fire Relief & Pension 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget 8 udget
Revenue
Beginning Fund Balance 3,159,962 2,977,264 2,977,264 2,762,764 2,532,764
Investment Income 92,226 120,000 120,000 120,000 120,000
Transfer In 52,595 54,000 54,000 55,000 56,000
Total Revenue $3,304,783 $3,151,264 $3,151,264 $2,937,764 $2,708,764
Expenditures
Salaries & Wages 123,554 133,600 133,600 145,800 146,900
Personnel Benefits 161,207 209,700 209,700 210,700 221,1 00
Services & Charges 42,758 45,200 45,200 48,500 50,000
Undesignated Ending Fund Balance 2,977,264 2,762,764 2,762,764 2,532,764 2,290,764
Total Expenditures $3,304,783 $3,151,264 $3,151,264 $ 2,937,764 $2,708,764
Page 111
2007-2008 Biennial Budget
Section IV: Operating Budget
PERMANENT FUNDS
Permanent funds are used to report resources that are legally restricted to the extent that only earnings, and not
principal, may be used for purposes that support City's programs. The City has one permanent fund; Fund 701-
Cemetery Endowed Fund accounts for non-expendable investments held by the City's trustee. The interest earned on
investments can only be used for preservation and capital projects at the cemetery.
2006 ACCOMPLISHMENTS
· Transferred interest earnings to pay for debt service on GO bonds sold for construction project
· Provided accountability for resources held in trust by the City
· Continued to maximize interest earnings
2007 & 2008 OBJECTIVES
· Transfer interest earnings to pay for debt service on bonds sold for construction project
· Provide accountability for resources held in trust by the City
· Continue to maximize interest earnings
Page 112
2007-2008 Biennial Budget Section IV: Operating Budget
Permanent Fund
701 Cemetery Endowed Care 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget 8 udget
Revenue
Beginning Reserved Fund Balance 1,111,727 1,157,093 1,157,093 1 , 15 7,093 1,212,093
Unreserved Fund Balance 222,020 232,832 232,832 287,832 282,332
Charges for Goods and Services 45,366 40,000 40,000 55,000 55,000
Investment Income 40,812 18,000 60,000 65,000 65,000
Total Revenue $1,419,925 $1,447,925 $1,489,925 $1,564,925 $1,614,425
Expenditures
Intergovernmental 30,000 90,000 45,000 70,500 70,500
Designated Ending Fund Balance 1,181,436 1 , 15 7,093 1,157,093 1,212,093 1,267,093
Undesignated Ending Fund Balance 208,489 200,832 287,832 282,332 276,832
Total Expenditures $1,419,925 $1,447,925 $1,489,925 $1,564,925 $1,614,425
Page 113
2007-2008 Biennial Budget
Section IV: Operating Budget
CITY OF
*
*
*
*
* MORE THAN YOU IMAGINED
Page 114
2007-2008 Biennial Budget
Section IV: Operating Budget
LEGAL DEPARTMENT
MISSION STATEMENT
The mission of the legal department is to provide accurate and timely legal advice and information to the City;
represent the City with great tenacity and integrity in all civil and criminal litigation; and provide considerate and
thoughtful customer service to other departments and the public, both individually and as a whole.
DEPARTMENT OVERVIEW
This department consists of the Legal Department and the City Clerk's office. The Legal Department represents the
City in all litigation, including civil and criminal misdemeanor cases. The department prepares ordinances, resolutions,
petitions, contracts, leases, easements, deeds, notices and other legal documents; provides legal counsel and advice to
the City. The department responds to citizen inquiries concerning City matters, and prosecutes criminal cases in
Auburn Municipal Court. Prosecutes and/or defends all civil actions brought by or against the City. Responsibilities of
the City Clerk Division include monitoring various legal matters; issuing pet licenses; acting as a central repository for
all municipal records; processing insurance claims and requests for public information; ordinance codification, City
Council agendas and minutes, and LEOFF Board agendas and minutes.
2006 ACCOMPLISHMENTS
· Worked with the Police Department and Municipal Court to develop procedures to enhance effective pursuit of
prosecution cases
· Worked 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 the adjudication of cases
· Developed internal prosecution strategies, such as standard dispositional recommendations and approaches to
cases in the Municipal Court, to enhance prosecution effectiveness
· Worked with local and regional service providers to assemble a support network to address needs of victims of
domestic violence
· Worked with the Mayor and the City's Intergovernmental Services Coordinator, as well as regional and state
participants to develop strategies for legislative bills to enhance the ability of Auburn and cities in the State to
carry out their municipal responsibilities
· Developed and proposed new ordinances, for adoption by the City Council, to address the on-going needs of the
City and its citizens
· Continued working with attorneys and city clerks from neighboring cities to address regional and statewide
municipal issues
· Worked with regional governmental agencies and organizations to identify statewide processes to improve
processing of public records
· Continued level of customer service by responding to Public disclosure requests within five business days
· Enhanced department efficiency in handling Civil Forfeiture cases
· Received grant from the Secretary of State to microfilm permanent and essential public records
· Worked with regional governmental agencies and organizations on implementation of Public Records Act Model
Rules
2007 & 2008 OBJECTIVES
· Implement Agenda Manager program to provide faster agenda preparation and improve work flow
· Work with Information Services and Communications staff to investigate feasibility of web casting Council meetings
· Continue level of customer service by responding to public disclosure requests within five business days
· Work with City Departments to develop procedures to enhance effective representation of legal issues on the City's
behalf
Page 115
2007-2008 Biennial Budget
Section IV: Operating Budget
2007 & 2008 OBJECTIVES (cont.)
· Develop prosecution strategies, including standard dispositional recommendations, to approach cases in the
Municipal Court and to enhance prosecution effectiveness
· Work with local and regional service providers to assemble a support network to address needs of victims of
domestic violence, including pursuit of the one-stop concept
· Work with the Mayor and the City's Intergovernmental Services Coordinator, as well as regional and state
participants to develop strategies for legislative bills to enhance the ability of Auburn and cities in the State to carry
out their municipal responsibilities
· Continue working 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
· Work with the Police Department, attorneys and law enforcement agencies of neighboring communities to address
regional criminal justice and law enforcement needs
· Develop and propose new ordinances, for adoption by the City Council, to address the on-going needs of the City
and its citizens
· Continue working with attorneys and city clerks from neighboring cities to address regional and statewide municipal
issues
Page 116
2007-2008 Biennial Budget Section IV: Operating Budget
Department Budget
001/15 Legal 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget Budget
Salaries & Wages 611 ,695 750,1 00 750,100 776,900 816,500
Personnel Benefits 137,354 217,400 184,400 232,900 244,700
Supplies 11,242 10,400 7,400 16,900 12,600
Services & Charges 148,777 193,000 146,000 178,200 178,000
Intergovernmental 62,316 77,200 77,200 77,200 81,200
Capital Outlays 0 0 0 0 0
Interfund Payments for Services 73,487 82,500 82,500 135,700 99,000
DEPARTMENT TOTAL $1,044,871 $1,330,600 $1,247,600 $1,417,800 $1,432,000
Department Employees
001 Legal FTE's
2004
2005
2006
2007
2008
Legal FTE's
TOTAL LEGAL FTE's
13.00
13.00
13.00
13.00
13.00
13.00
14.00
14.00
14.00
14.00
1.0 FTE - Assistant City Attorney was added in 2007 Budget
Full Time Equivalent (FTE)
Page 117
2007-2008 Biennial Budget
Section IV: Operating Budget
PERFORMANCE MEASURES - LEGAL DEPARTMENT
Public Disclosure Requests - Responded to Within 5 Business Days
The graph illustrates the number of public disclosure requests received by the City Clerk's office and the number of
those requests responded to within five business days from the receipt of the request. The complexity of the
request or the volume of materials requested may affect the response time.
Public Disclosure Requests
3,000
4,000
2,000
1 ,000
o
2005
2006 Est
2007 Goal
2008 Goal
o # Req uests
. Respond in 5 Days
Ordinances & Resolutions Prepared
Decreases 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.
140
Ordinances & Resolutions Prepared
280
210
70
2005
2006 Est
2007 Goal
2008 Goal
o Ordinances
. Resolutions
Civil Forfeiture Cases
Civil forfeiture cases involve property and assets seized by the police department in relation to criminal activity,
usually narcotic sales. In addition to any criminal prosecution, each seizure requires that a file be opened and
judicial administrative action taken in order to forfeit the seized property to the City. Often the forfeiture of
involved property is the primary form of punishment imposed upon the criminal defendant. This graph illustrates
the number of forfeiture cases handled by the city attorney's office.
150
Civil Forfeiture Cases
188
200
100
50
2005
2006 Est
o Opened
2007 Goal
. Closed
2008 Goal
Page 118
2007-2008 Biennial Budget
Section IV: Operating Budget
PLANNING, BUILDING AND COMMUNITY DEPARTMENT
MISSION STATEMENT
To serve the Auburn community by providing professional services which promote Planning, Building & Community
excellence in community development, support for the disadvantaged, protection of our environment and
information useful to our City Council.
DEPARTMENT OVERVIEW
The Planning, Building and Community Department is responsible for nine of the City's program areas
· Management of the City Comprehensive Plan and Growth Management activities
· Environmental reviews and environmental protection under the State Environmental Policy Act (SEPA) and
under the City's Critical Areas Ordinance
· Coordination of staff development review process and the Hearing Examiner, Planning Commission and City
Council review and decision-making process
· Permit Center operation
· The Building Division handles construction plan reviews and inspections from application submittal to
occupancy. The Division also provides contract inspection services for the Cities of Algona and Enumclaw
· Code Enforcement on zoning and nuisances
· Auburn's Human Services activities, including management/oversight of Community Development Block Grant
(CDBG) and City human services funding, grants and support for City Human Services Committee. The
Department also manages the City's Housing Repair program for lower income households
· Neighborhood planning efforts to strengthen and enhance preservation, investment and sense of community
· Support for the City's economic development efforts, including the acquisition and disposition of public
properties not associated with public works projects
2006 ACCOMPLISHMENTS
· Completed the Master Plan, early stage project design and applied for significant grant funding for the Auburn
Environmental Park
· Adopted the Environmental Park (EP) District and associated rezone to encourage compatible development in
proximity to the Auburn Environmental Park
· Secured grant funding to design new culverts along Mill Creek under 15th Street NW, to re-establish normal flows,
relieve flooding and improve salmon habitat
· Undertook implementation of Economic Development Strategies as adopted by the City Council. Efforts included
the EP District and ordinance amendments allowing commercial uses as of right in industrial/manufacturing zoning
districts
· Continued process of improving services from the One-Stop Permit Center
· Made significant progress in adopting an updated Shoreline Master Program
· Adopted new Sign Code consistent with recent case law
· Organized and supported the Other People's Money (OPM) Committee which has succeeded in bringing millions
of dollars of outside funding into the Auburn community
· Made major strides in helping to bring about the redevelopment of downtown Auburn
· Increased the number of permits and renewals available through on-line services and Business License renewals
were moved on-line for the first time
· Started implementation of archiving for Building Division plans and documents to free up space, and make records
accessible in digital format
· Worked with Water Resource Inventory Area (WRIA) 9 to begin the implementation of the Salmon Habitat Plan
· Secured major funding for replacing a culvert and allowing fish back into Olson Creek
· Continued to annex areas under limits established by the Growth Management Act and consistent with City policy
· Improved code enforcement efficiency
Page 119
2007-2008 Biennial Budget
Section IV: Operating Budget
2006 ACCOMPLISHMENTS (cont.)
· Undertook efforts designed to create a "one-stop" center for human and social services in Auburn. Initiated efforts
leading to an active committee, supplied start-up funding for planning and site selection and began work on
funding strategies
· Undertook a major change in how human services funding applications are reviewed by requiring adherence to
"Results Based Accountability" and support for the planned One Stop Center as a condition of grant approval
· Continued efforts to prepare for additional annexations in Pierce County by working with neighboring
jurisdictions, the County and residents
· Processed numerous amendments to the Comprehensive Plan designed to implement the City's Economic
Development Strategies effort and the Council's vision for growth
· Completed the Wayfinding Plan to design and locate standardized directional signage throughout the City
2007 & 2008 OBJECTIVES
· Undertake on-going neighborhood revitalization efforts through initiation of a third neighborhood planning effort
· Adopt an updated Shoreline Master Program and Ordinance
· Open the "One Stop Center" for social and human services
· Continue to explore and advance opportunities to encourage continued redevelopment downtown
· Complete the Auburn Environmental Park
· Consider design guidelines/site plan review for all new commercial and multi-family development in the City
· Pending the successful outcome of efforts to mitigate financial impact to the City, move forward with annexation
of Lea and West Hills
· Continue efforts aimed at planning for and annexing in the Lake Tapps area
· Continue efforts to bring the Economic Development Strategies plan to fruition
· Continue efforts to support the redevelopment of Downtown through design/ construction of expanded City Hall
Plaza, growth of the Medical District and efforts to redevelop the West Main Street area
· Advance the construction of Sound Transit's Phase II parking garage immediately upon passage of a funding
package by the voters
· Continue efforts to restore Mill and Olson Creeks and natural areas along the Green River
· Move forward with the Wayfinding and Gateway signage efforts
· Fully implement Results-Based-Accountability in funding human services
· Continue permit process improvements to stimulate economic development and position Auburn as an attractive
location for major national retailers
· Continue to implement the neighborhood improvement plan
Page 120
2007-2008 Biennial Budget Section IV: Operating Budget
Department Budget
001/17 Planning, Building 2005 2006 2006 2007 2008
& Community Actual Adj Budget Est Actual Budget Budget
Salaries & Wages 1,742,165 1,811 ,000 1,633,900 1,729,900 1,806,100
Personnel Benefits 395,241 521,200 450,300 516,700 539,600
Supplies 91,138 40,900 29,400 22,500 22,500
Services & Charges 1,121,338 1,312,300 866,800 998,100 1,008,000
Intergovernmental 45,722 90,000 90,000 94,000 97,000
Capital Outlays 388,996 0 0 0 0
Interfund Payments for Services 168,467 258,900 258,900 284,500 271,500
DEPARTMENT TOTAL $3,953,067 $4,034,300 $3,329,300 $3,645,700 $3,744,700
Department Employees
001 Planning & Community FTE's 2004 2005 2006 2007 2008
Planning & Community FTE's 24.00 25.00 25.00 25.00 25.00
Building FTE's -;': 7.00 7.00 0.00 0.00 0.00
TOTAL PLANNING FTE's 31.00 32.00 25.00 25.00 25.00
-;': The Building division was moved under the direction of Human Resources in 2006
Full Time Equivalent (FTE)
Page 121
2007-2008 Biennial Budget
Section IV: Operating Budget
PERFORMANCE MEASURES - PLANNING, BUILDING AND COMMUNITY DEVELOPMENT
Acres Annexed
The Growth Management Act (GMA) was enacted in 1990. The GMA requires that cities adopt Potential Annexation Areas
(PAA) that designates the area the City expects to annex over time. Annexations outside of the PAA are not allowed.
Annexation of property allows the City to better manage growth and implement City standards at the time of development.
Annual variations in acres annexed occur for several reasons including property owner interest in annexation and processing time.
Overall, the measure reflects progress toward annexing what is envisioned to be the eventual City limits established under the
Growth Management Act. To date the City limits consist of 14,890 acres with an additional 4,463 acres within the PAA. The
2008 goal assumes the annexation elections for Lea Hill and West Hill are successful in 2007.
Acres Annexed
4,400
4,250
3,300
2,200
1,100
292
~I
50
~
o
~
o
2005
2006 Est
2007 Goal
2008 Goal
Code Enforcement - Cases Opened & Closed
This performance measure is indicative of the identification and resolution of code enforcement related 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 & resolution of violations by code enforcement
staff, the ability to resolve violations, and the public's increasing awareness of the City's code enforcement services through the
filing of complaints.
1,600
1,200
800
400
o
Cases Opened & Closed
2005
2006 Est
2007 Goal
2008 Goal~"
o Opened
.Closed
SEPA Checklists Completed
The State Environmental Policy Act (SEPA) requires governmental agencies to consider the environmental impacts of a proposal
before making decisions. SEPA checklists are completed for development projects that exceed certain thresholds. (e.g. over a
certain number of lots for a plat, size of building, number of parking spaces, etc). The submittal of SEPA checklists serves as a
measure of development activity in the City and is a measurement of development in the pipeline. The City increased the
number of projects exempt from SEPA to streamline the approval process.
SEPA Checklists Completed
60
45
40
30
38
15
o
2005
2006 Est
2007 Goal
2008 Goal~"
~': The 2008 figures will increase over this amount if the City annexes Lea Hill and/or West Hill.
Page 122
2007-2008 Biennial Budget
Section IV: Operating Budget
SPECIAL REVENUE FUNDS
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are legally restricted.
The Planning, Building & Community department is responsible for the budget in the following special revenue funds:
Fund 119
Community Development Block Grant Fund (CDBG) accounts for the activity from this federal grant revenue.
Fund 121
Business Improvement Area (BIA) Fund accounts for special assessments received from downtown property
owners for downtown promotion and improvements.
2006 ACCOMPLISHMENTS
· Accounted for funds received through the Community Development Block Grant
· Used CDBG grant funds to provide for human services such as emergency housing and community health
· Business Improvement Area funds were used to support the Auburn Downtown Association in promotional efforts
for the downtown property owners
· Undertook major efforts designed to create a "one-stop" center for human and social services in Auburn. Initiated
efforts leading to an active committee, supplied start-up funding for planning and site selection and began work
on funding strategies and seeking grants to allow the project to move forward
· Undertook a major change in how human services are funded by the City requiring adherence to "Results based
Accountability" and support for the planned One Stop Center as a condition of grant approval
· Took over the management and operation of the Housing Repair Program which resulted in an increase in clients
served and an improvement in the quality of service
2007 & 2008 OBJECTIVES
· Complete the neighborhood improvements in the Terminal Park Neighborhood
· Begin neighborhood improvements in the SE Main Street Neighborhood
· Undertake on-going neighborhood revitalization efforts through selection of a third neighborhood
· Open the "One Stop Center" for social and human services
· Seek additional grant funds for human services to offset reductions in the federal CDBG and Byrne grant programs
Page 123
2007-2008 Biennial Budget Section IV: Operating Budget
Special Revenue Funds
119 Housing & Community 2005 2006 2006 2007 2008
Development Actual Adj Budget Est Actual 8 udget Budget
Revenue
Beginning Fund Balance 16,430 10,937 10,937 10,937 0
HCDA Grant 317,216 454,000 454,000 409,800 409,800
HCDA Banked funds 0 75,000 0 100,000 0
Miscellaneous Revenue 6,707 0 0 0 0
Total Revenue $ 340,353 $539,937 $464,937 $520,737 $409,800
Expenditures
Salaries & Wages 25,420 47,400 24,800 40,300 40,300
Personnel Benefits 5,574 13,800 7,200 11,700 11,700
Services & Charges 8,348 149,000 149,000 139,937 139,900
Capital Outlays 290,074 318,800 273,000 328,800 217,900
Undesignated Fund Balance 10,937 10,937 10,937 0 0
Total Expenditures $ 340,353 $539,937 $464,937 $520,737 $409,800
121 Business Improvement Area 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget 8 udget
Revenue
Beginning Fund Balance 31,364 13,1 01 13,101 101 101
Business Improvement Assessment 40,057 50,000 53,000 53,000 53,000
Investment Income 1,024 1 ,000 1 ,000 500 500
Total Revenue $ 72,445 $64,101 $67,101 $53,601 $ 53,601
Expenditures
Supplies 7,844 12,000 5,000 8,000 7,000
Services & Charges 51,500 52,000 62,000 45,500 46,500
Undesignated Fund Balance 13,101 101 101 101 101
Total Expenditures $72,445 $64,101 $67,101 $53,601 $53,601
Page 124
2007-2008 Biennial Budget
Section IV: Operating Budget
COMMERCIAL RETAIL FUND
MISSION STATEMENT
Included in the economic development function of the Planning & Community Development Department is the
improvement of approximately 14,000 square feet of commercial space in the Auburn Station. The Commercial Retail
Fund provides the financial support necessary to implement this function, utilizing public reinvestment in the
downtown as a tool to stimulate private sector initiatives to redevelop downtown through the creation of new retail,
office and residential space.
2006 ACCOMPLISHMENTS
· Included Commercial Retail space into the centralized property management system
· Leased over 7,000 sq. ft. of space
· Discussed private sector master lease with the Council
2007 & 2008 OBJECTIVES
· Improve and lease 2,900 sq. ft. of available space to a coffee shop or restaurant to help support the activities of
Green River Community College (GRCC) and other retail space tenants
· Bring additional consumers to the area in an effort to encourage adjacent residential and retail development
Page 125
2007-2008 Biennial Budget
Section IV: Operating Budget
COMMERCIAL RETAIL FUND
2007-2008 WORKING CAPITAL BUDGET
2005 2006 2006 2007 2008
Item Actual Adj. Budget Est. Actual Budget Budget
Operating Budget
Operating Revenue
343.500 Rents & Leases 58,764 58,700 58,700 51 ,100 33,300
Total Operating Revenue 58,764 58,700 58,700 51 ,100 33,300
Operating Expense
538.900.30 Supplies (1,155) (17,500) (17,500) (2,000) (2,000)
538.900.40 Services & Charges (35,346) (99,300) (99,300) (86,900) (91,200)
538.910.01 Depreciation & Amortization (112,619) (108,000) (108,000) (120,000) (120,000)
Total Operating Expenses (149,120) (224,800) (224,800) (208,900) (213,200)
Operating Income (Loss) (90,356) (166,100) (166,100) (157,800) (179,900)
Non Operating Revenue (Exp)
361.110 Investment Income 8,592 12,000 12,000 12,000 12,000
Total Non Oper. Rev (Exp) 8,592 12,000 12,000 12,000 12,000
Net Income (Loss) (81,764) (154,100) (154,100) (145,800) (167,900)
Add/Deduct Items Not
Affecting Working Capital \\IJ /C)
538.911.01 Depreciation & Amortization 112,619 108,000 108,000 120,000 120,000
Net W/C From Operations 30,855 (46,100) (46,100) (25,800) (47,900)
Other Resources and Uses Budget
Resources Other Than Operations
397.100 Transfer In 200,000 0 0 0 0
399.000 Other Sources 0 0 0 0 0
Total Resources 200,000 0 0 0 0
Uses Other Than Operations
590.100.64 Inc in Fixed Assets-Equipment 0 0 0 0 0
590.100.65 Inc in Fixed Assets-Construction (3,493) 0 0 0 0
Total Uses (3,493) 0 0 0 0
Net Change in W/C 227,362 (46,100) (46,100) (25,800) (47,900)
Beginning W/C 1/1 46,655 274,017 274,017 227,917 202,117
Ending W/C 12/31 274,017 227,917 227,917 202,117 154,217
Net Change in W/C $ 227,362 $ (46,100) $ (46,100) $ (25,800) $ (47,900)
Page 126
2007-2008 Biennial Budget
Section IV: Operating Budget
POLICE DEPARTMENT
VISION
To be a professional law enforcement agency that is trusted, respected and supported by the citizens of Auburn.
MISSION STATEMENT
To provide professional policing to our community that allows our citizens to be safe and enjoy a quality of life.
2006 ACCOMPLISHMENTS
· Provided police services to six reporting districts
· Prepared staffing plan for 2006 in anticipation of increases in population demands within current financial
constraints
· Completed the King County web-based Regional Automated Information Network (RAIN) system
· Moved from analog to digital in-car audio / video recording in order to efficiently capture and retrieve vital audio
/ video evidence
· Continued to look at alternatives toward reducing costs associated with outside jail services
· Reduced crime rate through community programs to educate citizens on reducing crimes in their neighborhood.
· Maintained response time of less than four minutes to all serious incidents
· Worked with members of the prosecutor's office, domestic violence advocates and victims assistance programs to
reduce the cycle of violence
· Implemented the use of Photo Safe Red Light Enforcement and Speed Enforcement within the City of Auburn to
enhance the public safety of our pedestrian and vehicular traffic
2007 & 2008 OBJECTIVES
· Provide professional police services to six reporting districts in order to ensure that Auburn is a safe and secure
place to live and/or have a business
· Prepare workload staffing plans for 2007 and 2008 in anticipation of increases in population demands within
current financial constraints
· Annually review workload staffing plans for 2007 and 2008 in order to efficiently identify enforcement trends &
staffi ng needs
· Expand the use of Photo Safe Red Light Enforcement and Speed Enforcement within the City of Auburn to
enhance the public safety of our pedestrian and vehicular traffic
· Enhance COPPS philosophy (Community Oriented Policing and Problem Solving) by assigning two officers to
aggressively enforce the City's Rental Housing ordinance
· Transition our COPPS philosophy (Community Oriented Policing and Problem Solving) into a more directed
Problem Oriented Policing (POP) philosophy
· Continue to look at alternatives toward reducing costs associated with outside jail services
· Maintain response time of less than four minutes to all Priority One calls
Page 127
2007-2008 Biennial Budget Section IV: Operating Budget
Department Budget
001/21 Police 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget Budget
Salaries & Wages 8,241,731 8,883,200 8,283,200 9,041,000 9,386,100
Personnel Benefits 2,314,694 2,582,500 2,455,500 2,715,400 2,814,000
Supplies 248,627 310,000 311 ,600 350,300 336,900
Services & Charges 1,538,520 2,009,000 1,887,400 2,244,600 2,268,400
Intergovernmental 1,997,420 2,453,000 1,970,000 2,545,600 2,671,800
Capital Outlays 0 48,400 0 179,300 0
Interfund Payments for Services 1,131,293 1,608,700 1,608,700 1,843,400 1,861,500
DEPARTMENT TOTAL $15,472,285 $17,894,800 $16,516,400 $18,919,600 $19,338,700
Department Employees
001 Police FTE's
2004
2005
2006
2007
2008
Police FTE's
TOTAL POLICE FTE's
115.00
115.00
117.00
117.00
118.00
118.00
119.00
119.00
119.00
119.00
1.0 position was moved from Equipment Rental to create a Police Officer in 2006
1.0 FTE - Emergency Preparedness Manager was added in the 2007 budget
Full Time Equivalent (FTE)
Page 128
2007-2008 Biennial Budget
Section IV: Operating Budget
SPECIAL REVENUE FUNDS
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are legally restricted.
The Police department is responsible for the budget in the following special revenue fund:
Fund 117
The Drug Forfeiture Fund accounts for drug money that has been forfeited. The expenditure of funds is restricted
to drug enforcement activity.
2006 ACCOMPLISHMENTS
· Accounted for forfeited drug funds which are used to provide drug enforcement activities
· Provided one detective position to the Tacoma DEA task force
· Increased the capabilities of our narcotics investigators in the field with the addition of Blackberries and laptop
computers
. Added additional investigative capabilities of lab and crime scene investigators with cameras, laptop, and software
for crime scene diagramming
· Provided additional security for drug evidence
2007 & 2008 OBJ ECTIVES
. Continue to provide a detective position to Tacoma DEA task force
· Increase the security of stored seized vehicles by erecting a new fence inside M&O and placement of security
cameras with forfeited assets
. Increase the number of arrests for drug sales by 50/0
· Provide additional investigational abilities by configuring our converted panel truck for crime scene response
processi ng
· Provide additional evidence storage (shelving) for drug evidence in the evidence room
Page 129
2007-2008 Biennial Budget Section IV: Operating Budget
Special Revenue Funds
117 Drug Forfeiture 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget 8 udget
Revenue
Beginning Fund Balance 142,132 558,145 558,145 542,245 497,745
Intergovernmental 0 15,000 0 0 0
Investment Income 13,934 5,000 15,000 15,000 15,000
Confiscated/Forfeited Property 477,715 200,000 200,000 200,000 200,000
Total Revenue $633,781 $ 778,145 $ 773,145 $757,245 $712,745
Expenditures
Salaries & Wages 0 100,800 83,800 75,500 77,900
Personnel Benefits 0 20,500 20,500 27,900 22,700
Supplies 31, 736 21,500 40,000 22,000 21,000
Services & Charges 35,818 98,600 80,100 53,100 53,100
Interfund Payments for Services 0 0 0 0 0
Capital Outlay 0 0 0 74,500 0
Interfund Payments for Services 8,082 6,500 6,500 6,500 6,500
Undesignated Fund Balance 558,145 530,245 542,245 497,745 531,545
Total Expenditures $633,781 $778,145 $ 773,145 $757,245 $712,745
Page 130
2007-2008 Biennial Budget
Section IV: Operating Budget
PERFORMANCE MEASURES - POLICE DEPARTMENT
South King County Cities - Crime Rankings
The 2005 regional crime trend showed a slight increase in crimes per 1,000 citizens. Auburn experienced a slight
reduction in crime compared to our neighboring communities. The Auburn Police Department's goal is to reduce
our regional Part 1 & Part 2 rankings when the 2006, 2007 and 2008 statistics are published in the WASCP annual
reports.
Crimes per 1,000 Citizens
100.0
92.4
75.0
50.0
25.0
0.0
2005
92.0
91.0
90.0
2006 Est
2007 Goal
2008 Goal
Priority One Response Time in Minutes
The department continues to maintain an excellent response time to priority one calls (Life threatening/serious
bodily injury). We will strive to maintain a response time of less than four minutes to all serious incidents.
4.0
Priority One Response Time in Minutes
3.0
3.54
3.52
3.59
3.59
2.0
1.0
~
0.0
2005
2006 Est
2007 Goal
2008 Goal
Domestic Violence Incidents
The City offers various programs that provide assistance to victims of domestic violence. A dedicated full time DV
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. In 2006 we experienced a 2.1 % increase in domestic
violence cases over 2005. We will strive to have a 00/0 increase in 2007 and 2008.
Domestic Violence Incidents
640
618
631
630
630
480
320
160
o
2005
2006 Est
2007 Goal
2008 Goal
Page 131
2007-2008 Biennial Budget
Section IV: Operating Budget
CITY OF
*
*
*
*
* MORE THAN YOU IMAGINED
Page 132
2007-2008 Biennial Budget
Section IV: Operating Budget
FIRE DEPARTMENT
MISSION STATEMENT
With compassion, integrity and professionalism, the Auburn Fire Department will provide customer service of the
highest standard.
DEPARTMENT OVERVIEW
The Fire Department provides services designed to protect the lives and property of the inhabitants of the City
from the adverse effects of fires or exposure to dangerous conditions created by either man or nature. The fire
department is responsible for that part of the fire prevention and control system within the Auburn community
that provides technical rescue, fire extinguishment, fire/arson investigation, hazardous material response, disaster
services and public fire prevention and education activities. Services are also provided to the City of Algona and
King County Fire Protection District 31 via contract. It is estimated that Auburn firefighters will respond to over
8,200 emergency incidents per year in 2007-2008 in addition to their prevention, inspection, training, public
education and maintenance activities. Services are delivered from three fire stations staffed 24 hours a day, located
in the north, south and west areas of the community.
2006 ACCOMPLISHMENTS
· Reorganized the fire mechanics position to a contractual service with King County Fire Protection District #37
(Kent) at their facility
· Proceeded with the program to evaluate fire station needs and continued design work on the site approved by
Cou nci I
· Reorganized the Fire Department Administration in order to provide for better management and oversight of
growing demands on services within existing budget which included the reassignment of job responsibilities and
program management to create a more efficient workforce
· Successfully lobbied for the necessary changes in Regional Fire Service Protection Authority Legislation to make
it a viable funding alternative for municipal fire departments
· Improved department efficiency by tracking dollar loss value of fire incidents and critically analyzing
effectiveness of fire suppression resources
2007 & 2008 OBJECTIVES
· Continue effort to define improvements to fire station location and current facility design work on specific sites
· Work within Public Safety to evaluate and address areas of service improvements to ensure Auburn is a safe and
secure place to live and do business
· Continue work on alterative funding for fire services to enhance all funding within Public Safety and meet the
growing needs of the community
· Continue identifying efficiencies in regionalizing fire services
· Prepare workload staffing plans for 2007 and 2008 in anticipation of increases in population demands within
current financial constraints
· Prepare workload staffing plans for 2007 and 2008 in anticipation of the potential Lea Hill and West Hill
annexations
· Establish and adopt performance standards for fire services as defined in RCW 35.103
· Maintain turnout time and travel time response in accordance with current legal requirements
Page 133
2007-2008 Biennial Budget Section IV: Operating Budget
Department Budget
001/22 Fire 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget Budget
Salaries & Wages 6,498,280 6,759,400 6,759,400 4,500,400 4,696,900
Personnel Benefits 1,350,305 1,389,800 1,389,800 1,018,900 1,060,000
Supplies 171,260 251,000 249,000 127,900 128,400
Services & Charges 528,573 740,100 692,100 485,1 00 488,900
Intergovernmental 0 75,900 75,900 130,000 133,900
Capital Outlays 21,180 38,500 38,500 6,500 0
Interfund Payments for Services 398,838 870,000 870,000 575,500 592,200
DEPARTMENT TOTAL $8,968,436 $10,124,700 $10,074,700 $6,844,300 $7,100,300
Department Employees
001 Fire FTE's
2004
2005
2006
2007
2008
Fire FTE's
TOTAL FIRE FTE's
81.00
81.00
82.00
82.00
82.00
82.00
44.00
44.00
44.00
44.00
Fire was split into two departments in the 2007 budget to account for Emergency Medical Services
Full Time Equivalent (FTE)
Page 134
2007-2008 Biennial Budget
Section IV: Operating Budget
EMERGENCY MEDICAL SERVICE DEPARTMENT
MISSION STATEMENT
With compassion, integrity and professionalism, the Auburn EMS Department will provide customer service of the
highest standard.
DEPARTMENT OVERVIEW
This department provides Emergency Medical and Rescue services designed to protect the lives and property of the
citizens of the City from the adverse effects of fires, sudden medical emergencies or exposure to dangerous
conditions created by either man or nature. The department is responsible for that part of the King County
emergency medical system within the Auburn community that provides technical rescue, and emergency medical
services. These services are also provided to the City of Algona and King County Fire Protection District 31 via
contract. Auburn firefighters will respond to over 5,500 emergency medical and rescue incidents per year in 2007-
08. Fire personnel will also receive training and education annually to maintain their Emergency Medical
Technician certification as required by King County and the State of Washington. Services are delivered from three
fire stations staffed 24 hours a day, located in the north, south and west areas of the community.
2006 ACCOMPLISHMENTS
· Reorganized the fire mechanics position to a contractual service with King County Fire protection District #37
(Kent) at their facility
· Proceeded with the program to evaluate fire station needs and continued design work on the site approved by
Cou nci I
· Reorganized the department administration in order to provide for better management and oversight of
growing demands on EMS and Rescue services within existing budget which included the reassignment of job
responsibilities and program management to create a more efficient workforce
· Successfully lobbied for the necessary changes in Regional Fire Service Protection Authority Legislation to make
it a viable funding alternative for municipal fire departments
· Improved customer service and efficiency by evaluating and reallocating funding spent on critical infrastructures
and emergency medical services
2007 & 2008 OBJECTIVES
· Continue efforts to define improvements to fire station location and current facility design work on specific sites to
ensure timely services to the community
· Work within Public Safety to evaluate and address areas of service improvements to ensure Auburn is a safe and
secure place to live and do business
· Continue work on alterative funding for EMS services to enhance all funding within Public Safety and meet the
growing needs of the community
· Continue identifying efficiencies in regionalizing fire, rescue and EMS services
· Prepare workload staffing plans for 2007 and 2008 in anticipation of increases in population demands within
current financial constraints
· Prepare workload staffing plans for 2007 and 2008 in anticipation of the potential Lea Hill annexation and West
Hill annexation
· Establish and adopt performance standards for emergency medical and rescue services as defined in RCW 35.103
Page 135
2007-2008 Biennial Budget Section IV: Operating Budget
Department Budget
001/23 Emergency Services 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget Budget
Salaries & Wages 0 0 0 2,523,1 00 2,637,300
Personnel Benefits 0 0 0 576,600 599,800
Supplies 0 0 0 129,700 106,700
Services & Charges 0 0 0 243,300 245,600
Intergovernmental 0 0 0 0 0
Capital Outlays 0 0 0 0 0
Interfund Payments for Services 0 0 0 399,700 411,700
DEPARTMENT TOTAL $0 $0 $0 $3,872,400 $4,001,100
Department Employees
001 EMS FTE's
2004
2005
2006
2007
2008
Emergency Medical Services FTE's
TOTAL FIRE FTE's
0.00
0.00
0.00
0.00
0.00
0.00
38.00
38.00
38.00
38.00
Fire was split into two departments in the 2007 budget to account for Emergency Medical Services
Full Time Equivalent (FTE)
Page 136
2007-2008 Biennial Budget
Section IV: Operating Budget
PERFORMANCE MEASURES - FIRE DEPARTMENT
Dollars in Fire Loss
A recognized standard for measuring fire department effectiveness is the dollar loss value of incidents on an annual
basis. The graph demonstrates annual fire loss statistics based on dollar amounts. Each year we endeavor to reduce
our loss. Fire loss for 2005 was $1,382,630. The 2006 estimate represents a projection based on a loss per day
calculation. Projections for 2007 and 2008 are based on a 60/0 population and call volume increase.
Dollars in Fire Loss
$750,000
$3,000,000
$2,250,000
$1,500,000
$0
2005
2006 Est
2007 Goal
2008 Goal
Critical Infrastructure Maintenance (Fire Stations)
Building maintenance, repairs and improvements are best measured in dollars spent. As our facilities age, we expect
increased expenses to maintain operational capabilities. Additionally, the Homeland Security issue and emergency
preparedness has fire stations designated as "critical" to preparedness. Some grant funding is available but rarely for
the types of improvements or repairs needed.
Critical Insfractructure Maintenance
$75,000
$100,000
$50,000
$25,000
$0
2005
2006 Est
2007 Goal
2008 Goal
Emergency Medical Services
EMS is a core service provided by the fire department to the community. Our effectiveness will be tested as
revenue streams are restricted and requests for services increase. A solid measure of our service effectiveness is
dollars spent from City funds, excluding wages, and call volume increases with no additional resources.
$50,000
Emergency Medical Services
$37,500
$25,000
$12,500
~~
$0
2005
2006 Est
2007 Goal
2008 Goal
Page 137
2007-2008 Biennial Budget
Section IV: Operating Budget
*
*
*
*
* MORE THAN YOU IMAGINED
Page 138
2007-2008 Biennial Budget
Section IV: Operating Budget
PUBLIC WORKS DEPARTMENT
MISSION STATEMENT
Public Works strives to foster and support quality of life of the community and to promote vigorous economic
development through providing reliable and safe public streets and utilities and careful management of new
infrastructure constructed by the City and new development.
DEPARTMENT OVERVIEW
The Public Works Department is functionally divided into the Administrative Services, Engineering & Development
Management, Utility Planning & Management, Equipment Rental, Street, Sewer, Storm, and Water Divisions. The
Department is responsible for review, approval and management of capital improvements for streets and utilities
constructed by new development for public dedication and ownership. The Department manages the City's public
works capital improvement program for design, right-of-way acquisition, construction, operations and maintenance of
city's infrastructure including utilities and public streets. The Department provides survey services, property and Right
of Way records management; and equipment rental and maintenance support for all departments. Public Works is
responsible for administering standards for all city-owned utility and street infrastructure construction quality for
development and land use throughout the City. The Department also manages City-owned utilities to include water,
sewer and storm drainage and associated real property assets.
2006 ACCOMPLISHMENTS
· Pursued short-term improvement funding in 2006 Legislature for SR 164 Study. Obtained preliminary funding to
begin a study of the By-Pass options
· Participated in the SR 167 Corridor Study in preparation for Regional Transportation Improvement District (RTID)
· Continued to support the proposed Regional Transportation Improvement District (RTID) package in preparation
for the Fall 2007 ballot for voter approval
· Started design of the storm water component of Auburn Environmental Park (AEP) to collect & treat downtown
storm drainage
· Started design of the 15th St. NW Culvert Project for Mill Creek
· Began development of a long range program for financing Arterial Street System preservation
· Implemented increases in the traffic impact fees and undertook a study to implement new load fees for heavy
commercial vehicles for the Arterial Street System
· Continued to pursue funding opportunities for non-motorized trails to enhance connectivity to the Interurban
Trail and destination centers
· Continued the design and permitting of A St. NW
· Completed lighting improvements in the Downtown area
· Began construction of the C St. SW Trail to Pacific
· Completed A St. SE Loop for improved access to Transit Station
· Began construction of West Main St. & Pedestrian trail from Transit Center to the Interurban Trail
· Completed Phase I of Intelligent Transportation System including Traffic Management Center
· Continued pedestrian friendly crosswalk improvement assessments of the City
· Completed Auburn Way S. safety improvements
· Completed Terminal Park pedestrian & storm drainage improvements
· Completed C St. NW reconstruction
· Completed Auburn-Black Diamond Road reconstruction
· Completed the 3rd St./Cross St. Improvement project
· Completed the City's first Gateway on West Valley Highway
· Began design of the utility SCADA System
· Application submitted to Ecology for new water rights
· Determined the priority needs for CRW Permit System
Page 139
2007-2008 Biennial Budget
Section IV: Operating Budget
2006 ACCOMPLISHMENTS (cont.)
· Determined if the City will form an LID for improvement of M St. SE and decided the final scope of work for the
project
· Developed a plan to improve the 21st St. Storm Facility for community use and aesthetics
· Determined the implications of FEMA's proposed map updates for the Green River Flood Control Zone District
and a long range plan to respond to secure the City's participation in Nationwide Flood Insurance Program
2007 & 2008 OBJECTIVES
· Design Phase IB of Intelligent Transportation System
· Reconstruct 2nd St SE by Transit Center
· Complete design of 15th St. NW Culvert Project for Mill Creek to seek grant funds for construction
· Determine phased improvement plan for City utilities' SCADA System
· Determine and adopt a long range program to secure financing Arterial Street System preservation
· Provide sufficient resources (training, software support, technical support) to meet the priority needs for CRW
Permit System to assure our utility billing and impact fee collection needs are reliable
· Pursue preliminary engineering study of the By-Pass options for SR 164 with WSDOT
· Continue to support the proposed Regional Transportation Improvement District (RTID) & Sound Transit package
in preparation for the Fall 2007 ballot for voter approval
· Manage the permitting and construction of the new signal on Auburn Way South vicinity of new MIT Bingo Hall
· Seek funding from Legislature on the highest priority projects on SR 164 within City Limits
· Complete consultant study and mitigation plan to support water rights application with Ecology
· Complete implementation of the City Maintenance Management System (Cartegraph)
Page 140
2007-2008 Biennial Budget Section IV: Operating Budget
Department Budget
001/32 Engineering 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget Budget
Salaries & Wages 1,158,865 1,260,400 1,347,400 1,397,700 1,461,200
Personnel Benefits 267,927 363,300 330,600 417,800 436,800
Supplies 49,629 75,400 75,400 68,000 68,1 00
Services & Charges 219,620 297,100 267,100 350,900 371,300
Intergovernmental 180 1 ,000 1 ,000 21 ,000 10,000
Capital Outlays 261,299 162,800 147,000 0 0
Interfund Payments for Services 214,437 460,000 460,000 451,300 368,900
DEPARTMENT TOTAL $2,171,957 $2,620,000 $2,628,500 $2,706,700 $2,716,300
Department Employees
001 Public Works-Engineering FTE's
2004
2005
2006
2007
2008
Engineering FTE's
49.00
48.00
48.00
48.00
48.00
TOTAL PUBLIC WORKS FTE's
49.00
48.00
48.00
48.00
48.00
Full Time Equivalent (FTE)
Page 141
2007-2008 Biennial Budget
Section IV: Operating Budget
STREET DIVISION
MISSION STATEMENT
The Street 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 and the Transportation Section of the Engineering
Division.
The City's Street Division has over 165 centerline miles of roadways to maintain. Some of the key maintenance duties
include pavement patching, crack sealing, roadside vegetation management, snow and ice removal, alley and shoulder
grading, street lighting and traffic markings.
The Transportation Section is responsible for the key administrative and engineering duties including the
Transportation Comprehensive System Planning, traffic signal maintenance and operations, budget management and
regulation of development. They are also responsible for the management of all assets within the public Right of Way
(ROW) as well as the use of them.
2006 ACCOMPLISHMENTS
· Continued to look for ways to improve customer service while sustaining or increasing routine maintenance
programs
· Implemented new sign fabrication equipment and process
· Completed the Traffic Management Center for the Intelligent Transportation System
· Implemented a neighborhood traffic calming program
· Implemented comprehensive weed spraying program for the Right of Way
· Took a proactive approach to the replacement of damaged streetlights
· Continued to implement an annual program to replace deficient existing sidewalks and install new sidewalks were
needed
· Refreshed striping on all classified streets within the City limits
· Continued to maintain streets in fair to good condition by crack sealing to prolong the need for overlays
2007 & 2008 OBJECTIVES
· Continue to look for ways to improve customer service while sustaining or increasing routine maintenance
programs
· Expand the Intelligent Transportation System to S. 277th St. including Auburn Way North and other major arterials
· Establish new funding mechanism and program to maintain the City's classified street system
· Develop a plan to construct a freight route network of streets built to truck standards
· Refresh striping on all classified streets within the City limits
· Develop a schedule to maintain existing crosswalks, stop bars, and other thermo plastic channelization throughout
the City
· Develop a replacement program for ROW trees that are damaging sidewalks, curbs, and roadway
· Continue to maintain streets in fair to good condition by crack sealing to prolong the need of overlays
· Provide transportation data in a usable form on the City's webpage for the public's use including traffic camera
images for drivers to assess the level of congestion on arterials
· Continue to expand the City's neighborhood traffic calming program
Page 142
2007-2008 Biennial Budget Section IV: Operating Budget
Department Budget
001/42 Street 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget Budget
Salaries & Wages 624,982 704,200 617,200 595,700 624,600
Personnel Benefits 177,785 202,800 171,500 176,700 185,500
Supplies 100,110 105,500 105,500 122,000 134,000
Services & Charges 665,922 720,400 670,400 812,500 831,200
Intergovernmental 417 0 0 0 0
Capital Outlays 0 0 0 10,000 0
Interfund Payments for Services 384,049 417,400 417,400 409,600 417,500
DEPARTMENT TOTAL $1,953,265 $2,150,300 $1,982,000 $2,126,500 $2,192,800
Department Employees
001 Public Works-Street FTE's
2004
2005
2006
2007
2008
Street FTE's
13.00
11.00
11.00
11.00
11.00
TOTAL PUBLIC WORKS FTE's
13.00
11.00
11.00
11.00
11.00
Full Time Equivalent (FTE)
Page 143
2007-2008 Biennial Budget
Section IV: Operating Budget
SPECIAL REVENUE FUNDS
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are legally restricted.
The Public Works department is responsible for the budget in the following special revenue funds:
Fund 101
Street Fund-was used to account for the proceeds of motor vehicle gas taxes (MVFT) all of which was transferred
to the General Fund for street construction and maintenance. Beginning in 2005 the gas tax is deposited directly
into the General Fund.
Fund 102
Arterial Street Fund-accounts for all funds used for Arterial Street construction projects including a portion of the
gas tax transferred from the General fund.
Fund 103
Local Street Fund-created in 2005, budgets Levy Lid Lift for Local Street repair.
2006 ACCOMPLISHMENTS
· Continued to look for ways to improve customer service while sustaining or increasing routine maintenance
programs
· Completed construction of the following capital projects:
3rd Street SE/Cross Street SE
A Street Loop
Auburn Way South Safety Improvements
15th Street SW Pavement Preservation
C Street NW ('V'J. Main Street to 3rd Street NW)
· Completed Pavement Condition Rating Survey
· Implemented Year Two of the Save Our Streets program which included a thin overlay on approximately six miles
of local street
· Reconstruction of 'M' Street SE from 29th to 37th Street
· Completed the first annual Arterial Street crack sealing program
2007 & 2008 OBJECTIVES
· Implement year three of the Save Our Street program.
· Complete construction of the following capital projects:
Urban Area Transportation System Management Improvements
Harvey/8th Street NE Capacity Improvement
8th Street NE/R Street NE Traffic Signal
Auburn/Pacific Trail (C Street SW from 15th Street SW to Pacific City Park)
West Main Street Streetscape
Auburn Way South Pedestrian Crossing (near Dogwood)
· Complete the pre-design report for the widening of Kersey Way from Oravetz Road to City limits
· Continue to apply for grants to help fund projects programmed in our six year Transportation Improvement Plan
Page 144
2007-2008 Biennial Budget
Section IV: Operating Budget
Special Revenue Funds
101 City Street
2005
Actual
2006
Adj Budget
2006
Est Actual
2007
Budget
2008
8 udget
Revenue
Beginning Fund Balance 0 0 0 0 0
Motor Vehicle Fuel Tax 516,711 0 0 0 0
Investment Income 198 0 0 0 0
Transfer In 0 0 0 0 0
Total Revenue $516,909 $0 $0 $0 $0
Expenditures
Transfer Out 516,909 0 0 0 0
Undesignated Fund Balance 0 0 0 0 0
Total Expenditures $516,909 $0 $0 $0 $0
Note: MVFT is now deposited directly into the General Fund
102 Arterial Street 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget 8 udget
Revenue
Beginning Fund Balance 4,086,591 792,347 792,347 578,247 518,647
Federal Grants 2,749,198 4,220,600 986,800 3,041,100 1,646,000
State Funds 326,648 1,012,700 66,200 0 0
Motor Vehicle Fuel Tax 197,746 0 0 0 0
Other Governmental Agency 9,119 831,700 503,800 122,000 0
Investment Income 67,200 50,000 25,000 25,000 25,000
Contributions & Donations (1) -49,500 0 300,000 0 0
Intergovernmental PWTF 0 0 142,300 46,700 0
Miscellaneous Revenue 0 800,000 0 0 0
Transfer In 612,000 2,810,300 2,485,300 2,142,300 1,956,300
Total Revenue $7,999,002 $10,517,647 $5,301,747 $5,955,347 $4,145,947
(1) 2005 Refund of prior year contribution for traffic signalization project.
Expenditures
Salaries & Wages 349,552 265,500 265,500 267,600 282,100
Personnel Benefits 82,506 77,000 77,000 80,300 84,700
Capital Outlays 6,774,597 9,951,600 4,352,900 5,001,900 3,181,200
Interfund Payments for Services 0 27,900 27,900 38,400 42,100
Debt Service Principal 0 0 0 47,500 47,500
Debt Service Interest 0 0 200 1 ,000 800
Undesignated Fund Balance 792,347 195,647 578,247 518,647 507,547
Total Expenditures $7,999,002 $10,517,647 $5,301,747 $5,955,347 $4,145,947
Page 145
2007-2008 Biennial Budget Section IV: Operating Budget
Special Revenue Funds
103 Local Street 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget 8 udget
Revenue
Beginning Fund Balance 0 143,640 143,640 46,520 41,520
Property Taxes 188,352 500,000 500,000 500,000 810,000
Investment Income 19,406 50,000 37,700 20,000 20,000
Contributions & Donations 2,173 0 0 0 0
Miscellaneous Revenue 0 0 500 0 0
Transfer In 1,008,785 1,120,000 1,120,000 675,000 375,000
Total Revenue $1,218,716 $1,813,640 $1,801,840 $1,241,520 $1,246,520
Expenditures
Salaries & Wages 38,009 50,800 50,800 52,000 55,400
Personnel Benefits 7,471 14,800 14,800 15,600 16,700
Supplies 865 500 100 500 500
Services & Charges 2,549 200 200 200 200
Miscellaneous 0 0 0 100 100
Capital Outlays 1,026,182 1,694,620 1,683,220 1,124,500 1,119,400
Interfund Payments for Services 0 6,200 6,200 7,100 7,700
Undesignated Fund Balance 143,640 46,520 46,520 41,520 46,520
Total Expenditures $1,218,716 $1,813,640 $1,801,840 $1,241,520 $1,246,520
Page 146
2007-2008 Biennial Budget
Section IV: Operating Budget
WATER UTILITY DIVISION
MISSION STATEMENT
Provide for the efficient, environmentally sound and safe management of 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
recognized standards of today and will continue to in the future by efficiently administering, operating, and
maintaining the water supply system. The utility will also continue to enhance its customer service through public
education and information. A primary responsibility of the utility is implementing the Comprehensive Water Plan.
2006 ACCOMPLISHMENTS
· Continued to implement conservation initiatives
· Completed citywide chlorination initiative
· Selected the consultant and began design of the Supervisory Control and Data Acquisition (SCADA) system
replacement to improve communication between facilities and Maintenance and Operations, enhance worker
safety, and to enhance system security
· Continued development of a water security plan for all water utility assets
· Continued to replace malfunctioning meters with radio read meters
· Continued to replace undersized pipes for fire flow improvements giving consideration to the location of other
transportation and utility projects
· Constructed the Academy Rezone project
· Completed Lakeland Hills Service area rezone
· Began implementation of Facilities Management Software
· Improved customer service and core utility services by tracking and responding appropriately to customer
complaints
· Continued system improvements by monitoring system losses
2007 & 2008 OBJECTIVES
· Completion of the 2007 Comprehensive Water Plan
· Support Downtown vision by offering System Development Charge credits where appropriate for redeveloping
properties that upgrade the water system
· Construction of the Lakeland Hills West (aka Terrace View) Pump Station
· Construction of the East Valley Transmission Pipeline
· Continue to implement conservation initiatives
· Implement new SCADA system to improve communication between facilities and the M&O, enhance worker
safety, and security
· Continue to replace malfunctioning meters with radio read meters
· Continue to replace undersized pipes for fire flow improvements giving consideration to the location of other
transportation and utility projects
· Complete the project for installing blow-off assemblies on dead end lines
· Implementation of Facilities Management Software
· Improve customer service and core utility services by tracking and responding appropriately to customer
complaints
· Continue system improvements by monitoring system losses
· Complete consultant study and mitigation plan to support water rights application with Ecology
Page 147
2007-2008 Biennial Budget
Section IV: Operating Budget
2007 & 2008 OBJECTIVES (cont.)
· Redesign Well 5 pump station
· Design the new Lea Hill Booster Pump Station
· Design Lakehaven Waterline to comply with the water service boundary agreement
· Installation of emergency generation at Well 4 and Lea Hill Intertie Booster Pump station
· Continue development of a water security plan for all water utility assets
· Continue to monitor federal and state water regulations
· Continue to review developer plans to meet city design standards
· Analyze revenue and expenses to determine if rate adjustments are necessary
· Continue coordination with other programs' capital improvement plans
Page 148
2007-2008 Biennial Budget Section IV: Operating Budget
WATER FUND
2007-2008 WORKING CAPITAL BUDGET
2005 2006 2006 2007 2008
Item Actual Adj. Budget Est. Actual Budget Budget
Operating Budget
Operating Revenue
343.400 Water Sales 7,050,313 7,400,000 7,400,000 7,800,000 7,956,000
343.431 Unmetered Water Sales 45,540 15,000 15,000 15,000 15,000
343.433 Water Application 134,853 70,000 70,000 70,000 70,000
359.900 Water Fines 1,820 0 0 0 0
Total Operating Revenue 7,232,526 7,485,000 7,485,000 7,885,000 8,041,000
Operating Expense
534.000.10 Salaries and Wages (1,466,996) (1,680,600) (1,580,600) (1,751,000) (1,926,100)
534.000.20 Personnel Benefits (396,079) (481,700) (442,700) (523,100) (575,700)
534.000.30 Supplies (213,860) (206,200) (206,200) (212,700) (216,800)
534.000.40 Services & Charges (1,954,192) (2,550,800) (2,210,600) (2,754,200) (2,898,700)
534.000.50 Intergovernmental 0 0 0 0 0
534.000.90 Interfund Payments for Services (590,248) (782,900) (782,900) (743,100) (769,600)
534.000.00 Depreciation & Amortization (2,045,831 ) (2,050,000) (2,050,000) (2,070,000) (2,090,000)
Total Operating Expenses (6,667,206) (7,752,200) (7,273,000) (8,054,100) (8,476,900)
Operating Income (Loss) 565,320 (267,200) 212,000 (169,100) (435,900)
Non Operating Revenue (Exp)
361.110 Investment Income 271,589 150,000 400,000 300,000 300,000
369.900 Miscellaneous Revenue (Expense) 23,123 35,000 35,000 35,000 35,000
534.100.80 Debt Service Interest (288,757) (309,700) (309,700) (231 ,500) (196,700)
Total Non Oper. Rev (Exp) 5,955 (124,700) 125,300 103,500 138,300
Net Income (Loss) 571,275 (391,900) 337,300 (65,600) (297,600)
Add/Deduct Items Not
Affecting Working Capital \\IJ /C)
535.801.00 Depreciation & Amortization 2,045,831 2,050,000 2,050,000 2,070,000 2,090,000
Net W/C From Operations 2,617,106 1,658,100 2,387,300 2,004,400 1,792,400
Other Resources and Uses Budget
Resources Other Than Operations
337.069 Interlocal Grants 8,075 0 0 0 0
396.101 Contributed Cap-Sys Dev 526,251 400,000 500,000 450,000 450,000
396.102 Contributed Cap-Area Assmts 11,706 10,000 10,000 10,000 10,000
396.104 Contributed Cap-Outside Dev 1,845,101 0 0 0 0
397.100 Transfer In 0 6,200 6,200 0 0
399.500 Net Change in Restricted Assets 264,149 0 0 0 0
399.000 Other Sources 25,413 0 0 0 0
Total Resources 2,680,695 416,200 516,200 460,000 460,000
Uses Other Than Operations
590.100.00 Other Uses (2,025,396) 0 0 0 0
590.100.11 Inc in Fixed Assets-Salaries/Wages (59,922) (142,200) (72,200) (146,100) (152,600)
590.100.21 Inc in Fixed Assets-Benefits (14,253) (41,300) (21,700) (43,900) (45,800)
597.100.55 Transfer Out (198,600) (143,000) (143,000) (50,000) (50,000)
590.100.63 Inc in Fixed Assets-Improvements (104,237) 0 0 0 0
590.100.64 Inc in Fixed Assets-Equipment (29,946) (18,000) (18,000) (60,000) 0
590.100.65 Inc in Fixed Assets-Construction (1,825,763) (1,720,000) (1,181,600) (2,005,000) (1,727,600)
590.100.70 Debt Service Principal (1,207 ,568) (1,207 ,600) (1,207 ,600) (1,068,100) (1,290,800)
Total Uses (5,465,685) (3,272,100) (2,644,100) (3,373,100) (3,266,800)
Net Change in W/C (167,884) (1, 197,800) 259,400 (908,700) (1,014,400)
Beginning W/C 1/1 8,554,976 8,387,092 8,387,092 8,646,492 7,737,792
Ending W/C 12/31 8,387,092 7,189,292 8,646,492 7,737,792 6,723,392
Net Change in W/C $ (167,884) $ (1, 197 ,800) $ 259,400 $ (908,700) $ (1,014,400)
Page 149
2007-2008 Biennial Budget
Department Employees
Section IV: Operating Budget
430 Water FTE's
2004
2008
Water FTE's
16.00
19.00
TOTAL WATER FTE's
16.00
2005
16.00
16.00
1.0 FTE - Utility Technician was added in the 2007 budget
2.0 FTE's - Maintenance Worker I were added to the 2008 budget
Full Time Equivalent (FTE)
Page 150
2006
16.00
16.00
2007
17.00
17.00
19.00
2007-2008 Biennial Budget
Section IV: Operating Budget
PERFORMANCE MEASURES - WATER FUND
System Losses
A program was developed to minimize losses in the system which include leak detection and meter
testing/replacement. System loss is the amount of water accounted or unaccounted that was not authorized for use
and for which no revenue was collected.
System losses (Millions of Gallons)
45.0
33.8 36.1
22.5
11.3
0.0.
2005
36.0
35.0
35.0
2006 Est
2007 Goal
2008 Goal
Customer Service Complaints per 1,000 Population
This indicator measures the complaint rates experienced by the utility with individual quantification of those related
to customer service and those related to core utility services. This measure is expressed as complaints per 1,000
population.
Customer Service Complaint % per 1,000 Customers
2.00/0
1.50/0
1.00/0
0.300/0
0.300/0
0.250/0
0.250/0
0.50/0
B---iB
CJ
0.00/0
2005
2006 Est
2007 Goal
2008 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.
2251
220 215 215
205
150
75
0
2005 2006 Est 2007 Goal 2008 Goal
Page 151
2007-2008 Biennial Budget
Section IV: Operating Budget
SANITARY SEWER UTILITY DIVISION
MISSION STATEMENT
Provide for efficient, environmentally sound, and safe management of the existing and future sanitary sewer waste
needs of the City of Auburn.
DEPARTMENT OVERVIEW
Some of the key administrative and engineering duties include comprehensive system planning, interaction and
regulation of development, implementing Capital Improvement Projects, and system budget management.
Operational duties include general system maintenance, minor repair and construction, and day-to-day operation.
The City is responsible for the collection and transmission of effluent to King County trunk lines. Auburn contracts
with King County for effluent treatment and disposal.
2006 ACCOMPLISHMENTS
· Completed the construction of the Auburn Way South Phase 1 Replacements, began construction on the Phase 2,
and finished the design of Phase 3; supporting the Council goal of continued coordination with the Muckleshoot
Indian Tribe
· Continued annual pipeline repair and replacement program giving consideration to the location of transportation
and utility projects
· Established program for extending sanitary sewer service into developed regions of the City currently without
service
· Continued contract discussions with King County Wastewater Treatment Division for continued disposal of
sanitary sewer wastes
· Reviewed emergency by-pass pumping capabilities at existing sewage pump stations and recommended
enhancements as necessary
· Selected consultant to design Supervisory Control and Data Acquisition (SCADA) system to improve
communication between facilities and Maintenance and Operations, and enhance worker safety
· Began implementation of Facilities Management Software to help track assets
· Implemented a replacement of manhole covers that were having a negative impact on public roads
2007 & 2008 OBJECTIVES
· Establish a new sanitary sewer boundary with approval of Bonney Lake, Pierce County, and Sumner for the Kersey
Way and North Lake Tapps basins
· Complete construction on the Auburn Way South sanitary sewer replacement program
· Begin a design effort for the construction of the gravity sanitary sewer system to support the development of the
Kersey Way basin, eliminating the need for the proposed pump station
· Update the comprehensive sewer plan
· Develop and implement lift station improvement plans to bring our existing pump stations up to current standards
a nd safety req u i rements
· Design and build a major sewer repair and replacement and a manhole replacement project
· Implement a new Supervisory Control and Data Acquisition (SCADA) system to improve communication between
facilities and the Maintenance and Operations, and enhance worker safety
· Establish baseline assessment of large diameter trunk sewer lines within the Auburn sewer system
· Establish a service contract for the routine maintenance of generators at our sanitary sewer facilities in conjunction
to the contract that exists for routine service of generators elsewhere in the City
Page 152
2007-2008 Biennial Budget Section IV: Operating Budget
SEWER FUND
2007-2008 WORKING CAPITAL BUDGET
2005 2006 2006 2007 2008
Item Actual Adj. Budget Est. Actual Budget Budget
Operating Budget
Operating Revenue
343.500 Services 11,318,110 11 ,000,000 11,500,000 12,300,000 12,600,000
Total OperatinR Revenue 11,318,110 11,000,000 11,500,000 12,300,000 12,600,000
Operating Expense
535.000.10 Salaries and Wages (911 ,61 0) (1,097,200) (1,012,200) (1,132,500) (1,289,700)
535.000.20 Personnel Benefits (245,560) (315,000) (285,000) (335,500) (382,800)
535.000.30 Supplies (42,347) (68,900) (68,900) (85,600) (70,900)
535.000.40 Services & Charges (1,106,199) (1,244,600) (1,169,600) (1,326,300) (1,324,200)
535.000.50 Intergovernmental (8,497,812) (8,578,500) (8,503,500) (9,503,500) (9,703,500)
535.000.90 Interfund Payments for Services (310,785) (540,700) (540,700) (509,800) (511 ,800)
535.000.00 Depreciation & Amortization (838,360) (600,000) (890,000) (976,000) (1,096,000)
Total Operating Expenses (11,952,673) (12,444,900) (12,469,900) (13,869,200) (14,378,900)
Operating Income (Loss) (634,563) (1,444,900) (969,900) (1,569,200) (1,778,900)
Non Operating Revenue (Exp)
361.110 Investment Income 329,230 125,000 350,000 200,000 200,000
379.100 MIT Contributions 1,863,379 3,100,000 1,600,000 2,375,000 225,000
369.900 Miscellaneous Revenue (Expense) 152 0 0 0 0
535.100.80 Debt Service Interest (2,022) (10,800) (10,800) (27,800) (27,200)
Total Non Oper. Rev (Exp) 2,190,739 3,214,200 1,939,200 2,547,200 397,800
Net Income (Loss) 1,556,176 1,769,300 969,300 978,000 (1,381,100)
Add/Deduct Items Not
Affecting Working Capital (W /C)
535.801.00 Depreciation & Amortization 838,360 600,000 890,000 976,000 1,096,000
Net W/C From Operations 2,394,536 2,369,300 1,859,300 1,954,000 (285,100)
Other Resources and Uses Budget
Resources Other Than Operations
391.800 Public works Trust Fund loan 2,049,036 2,000,000 2,000,000 1,000,000 0
396.101 Contributed Cap-Sys Dev 710,984 700,000 550,000 600,000 600,000
396.102 Contributed Cap-Area Assmts 9,716 25,000 25,000 15,000 15,000
396.104 Contributed Cap-Outside Dev 2,454,812 0 0 0 0
397.100 Transfer In 0 77,044 77,044 0 0
399.500 Increase in Restricted Net Assets 2,880,497 0 0 0 0
399.000 Other Sources 238,007 0 0 0 0
Total Resources 8,343,052 2,802,044 2,652,044 1,615,000 615,000
Uses Other Than Operations
590.100. Other Uses (5,861,332) 0 0 0 0
590.100.11 Inc in Fixed Assets-Salaries/Wages (115,697) (124,100) (124,100) (126,800) (132,000)
590.100.21 Inc in Fixed Assets-Benefits (27,223) (36,000) (36,000) (38,000) (39,600)
597.100.55 Transfer Out (157,400) (50,000) (50,000) (50,000) (50,000)
590.100.63 Inc in Fixed Assets-Improvements (60,255) 0 0 0 0
590.100.64 Inc in Fixed Assets-Equipment (59,132) 0 0 (11 0,500) 0
590.100.65 Inc in Fixed Assets-Construction (4,080,379) (7,11 0,900) (4,878,800) (8,205,100) (2,400,000)
590.100.78 Debt Service Principal 0 (113,500) (113,500) (113,600) (297,900)
Total Uses (10,361,418) (7,434,500) (5,202,400) (8,644,000) (2,919,500)
Net Change in W/C 376,170 (2,263,156 ) (691,056) (5,075,000) (2,589,600)
Beginning W/C 1/1 11,903,336 12,279,506 12,279,506 11,588,450 6,513,450
Ending W/C 12/31 12,279,506 10,016,350 11,588,450 6,513,450 3,923,850
Net Change in W/C $ 376.170 $ (2,263,156 ) $ (691,056) $ (5,075.000) $ (2,589,600)
Page 153
2007-2008 Biennial Budget
Department Employees
Section IV: Operating Budget
431 Sewer FTE's
Sewer FTE's
2004
6.00
6.00
TOTAL SEWER FTE's
2005
8.00
8.00
2006
8.00
8.00
2007
8.00
8.00
2008
9.00
9.00
1.0 FTE - Maintenance Worker II was added in the 2008 budget
Full Time Equivalent (FTE)
Page 154
2007-2008 Biennial Budget
Section IV: Operating Budget
PERFORMANCE MEASURES - SEWER FUND
Linear Feet of Sanitary Sewer Pipe Cleaned
Pipe cleaning is conducted using a high-pressure sewer jet to scour & remove debris from the inside of the pipelines.
A plan to clean the entire sewer system in the next five years is being established.
Linear Feet Cleaned rrhousands of Feet)
3001
200
325
340
400
100
o
2005
2006 Est
2007 Goal
2008 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 rrhousands of Feet)
150
240
300
225
75
o
2005
2006 Est
2007 Goal
2008 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.
1,750
Manhole Inspections
3,500 I
2,625
3,000
2,500
875
~~
o
2005
2006 Est
2007 Goal
2008 Goal
Page 155
2007-2008 Biennial Budget
Section IV: Operating Budget
STORM DRAINAGE UTILITY DIVISION
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
Some of the key administrative and engineering duties include comprehensive system planning, compliance with
governmental regulations, interaction and regulation of development applications, development and implementation
of capital improvement projects, and system budget management. Key operational duties include general system
maintenance, minor repair and construction, and day-to-day operation. The City is responsible for the collection,
transmission, treatment, and disposal of surface waters to Mill Creek and the Green and White Rivers.
2006 ACCOMPLISHMENTS
· Continued to update the storm drainage model to improve coordination with development applications and to
prioritize Capital Improvements
· Responded as necessary to the West Nile Virus threat and implemented the response program for public storm
drainage ponds
· Continued the Sense of Community Vision to enhance neighborhoods through capital investment/maintenance
and tree planting by retrofitting storm drainage facilities
· In support of the Auburn Environmental Park project, pre-design of a Detention & Water Quality Facility to serve
the Downtown
· Continued to implement the storm improvements to alleviate storm capacity problems giving consideration to the
location of other transportation and utility projects
· Supervisory Control and Data Acquisition (SCADA) system pre-design to improve communication between
facilities and the Maintenance and Operations, and enhance worker safety
2007 & 2008 OBJECTIVES
· Begin initial implementation requirements of the National Pollution Discharge Elimination System (NPDES) Phase II
permit elements
· Update the City of Auburn Comprehensive Drainage Plan
· Develop storm pump station upgrade program and begin implementation
· Update the Design and Construction standards that apply to the Utility
· Install the West Main Street storm lift station
· Continue to route additional street drainage to the 21st Street infiltration facility
· Continue to update the storm drainage model to improve coordination with development applications and to
prioritize capital improvements
· Begin storm water monitoring program of key facilities
· Continue the Sense of Community Vision to enhance neighborhoods through capital investment/maintenance and
tree planting by retrofitting storm drainage facilities
· Analyze revenue and expenses to determine if rate adjustments are necessary
· Continue to improve system capacity and function by increasing maintenance on storm ponds and ditches and by
increasing debris cleaning on City streets and catch basins
Page 156
2007-2008 Biennial Budget Section IV: Operating Budget
STORM DRAINAGE FUND
2007-2008 WORKING CAPITAL BUDGET
2005 2006 2006 2007 2008
Item Actual Adj. Budget Est. Actual Budget Budget
Operating Budget
Operating Revenue
343.830 Storm Drainage Services 3,144,307 3,674,000 3,674,000 3,757,000 3,832,000
Total Operating Revenue 3,144,307 3,674,000 3,674,000 3,757,000 3,832,000
Operating Expense
535.000.10 Salaries and Wages (1,006,231 ) (1,151,300) (1,151,300) (1,272,200) (1,353,600)
535.000.20 Personnel Benefits (258,850) (328,000) (328,000) (378,500) (403,500)
535.000.30 Supplies (23,692) (58,000) (58,000) (61,500) (60,000)
535.000.40 Services & Charges (552,205) (818,600) (718,600) (754,700) (769,600)
535.000.50 Intergovernmental 0 (10,000) (10,000) (10,000) (10,000)
535.000.90 Interfund Payments for Services (502,080) (786,700) (786,700) (752,700) (818,000)
535.000.00 Depreciation & Amortization (902,363) (898,000) (950,000) (970,000) (990,000)
Total Operating Expenses (3,245,421) (4,050,600) (4,002,600) (4,199,600) (4,404,700)
Operating Income (Loss) (101,114) (376,600) (328,600) (442,600) (572,700)
Non Operating Revenue (Exp)
361.110 Investment Income 175,421 75,000 250,000 180,000 190,000
369.900 Miscellaneous Revenue (Expense) (9,850) 0 0 0 0
535.100.80 Debt Service Interest (99,619) (107 ,400) (107 ,400) (77 ,600) (62,700)
Total Non Oper. Rev (Exp) 65,952 (32,400) 142,600 102,400 127,300
Net Income (Loss) (35,162) (409,000) (186,000) (340,200) (445,400)
Add/Deduct Items Not
Affecting Working Capital \\IJ /C)
535.801.00 Depreciation & Amortization 902,363 898,000 950,000 970,000 990,000
Net W/C From Operations 867,201 489,000 764,000 629,800 544,600
Other Resources and Uses Budget
Resources Other Than Operations
331.156 Direct Federal Grant 0 95,200 0 95,200 0
337.001 Interlocal Grant 189,533 0 0 0 0
396.101 Contributed Cap-Sys Dev 815,968 300,000 550,000 400,000 400,000
396.102 Contributed Cap-Area Assmts 7,844 0 0 0 0
396.104 Contributed Cap-Outside Dev 1,475,473 0 0 0 0
397.100 Transfer In 200,000 2, 1 00 2, 1 00 0 0
399.500 Inc in Restricted Assets 513,620 0 0 0 0
399.610 Inc in Compensated Absences 6,803 0 0 0 0
399.000 Other Sources 0 0 0 0 0
Total Resources 3,209,241 397,300 552,100 495,200 400,000
Uses Other Than Operations
590.100.05 Net Change in Restricted Assets (1,859,657) 0 0 0 0
590. 1 00.11 Inc in Fixed Assets-Salaries/Wages (58,892) (125,900) (80,900) (129,000) (134,400)
590.100.21 Inc in Fixed Assets-Benefits (15,837) (36,600) (24,300) (38,700) (40,400)
597.100.55 Transfer Out (335,200) (163,000) (163,000) (50,000) (50,000)
590.100.61 Inc in Fixed Assets-Land (588,486) 0 0 0 0
590.100.64 Inc in Fixed Assets-Equipment (29,946) (32,000) (32,000) (207,500) (105,000)
590.100.65 Inc in Fixed Assets-Construction (201,469) (1,670,500) (945,500) (3,329,500) (625,200)
590.100.70 Debt Service Principal (343,000) (343,000) (343,000) (297 ,600) (379,900)
Total Uses (3,432,487) (2,371,000) (1,588,700) (4,052,300) (1,334,900)
Net Change in W/C 643,955 (1,484,700) (272,600) (2,927,300) (390,300)
Beginning W/C 1/1 5,111,165 5,755,120 5,755,120 5,482,520 2,555,220
Ending W/C 12/31 5,755,120 4,270,420 5,482,520 2,555,220 2,164,920
Net Change in W/C $ 643,955 $ (1,484,700) $ (272,600) $ (2,927,300) $ (390,300)
Page 157
2007-2008 Biennial Budget
Section IV: Operating Budget
Department Employees
432 Storm FTE's
2004
2005
2006
2007
2008
Storm FTE's
7.00
9.00
9.00
11.00
12.00
TOTAL STORM FTE's
7.00
9.00
9.00
11.00
12.00
2.0 FTE's - Water Resource Technician and Maintenance Worker II were added in the 2007 budget
1.0 FTE - Maintenance Worker II was added in the 2008 budget
Full Time Equivalent (FTE)
Page 158
2007-2008 Biennial Budget
Section IV: Operating Budget
PERFORMANCE MEASURES - STORM DRAINAGE FUND
Tons of Debris Hauled
Keeping city streets swept and catch basins free of debris helps ensure system conveyance capacity.
Tons of Debris Hauled
360
270
307
310
310
310
180
90
o
2005
2006 Est
2007 Goal
2008 Goal
Acres of Storm Drainage Ponds Maintained
Storm drainage ponds are maintained by power mower and hand tools to ensure function and maintain the
aesthetic appearance of the facility.
500
Acres of Ponds Maintained
375
310 320
250 300
125
~
0
2005 2006 Est 2007 Goal 2008 Goal
Linear Feet of Storm Drainage Ditches Maintained
Storm drainage ditch cleaning is performed using heavy equipment (backhoe, dump truck & mower) to remove
debris and re-establish the flow line of storm drainage ditches. This program ensures that the existing ditches are
maintained to provide maximum capacity and collect polluted sediment and vegetation when cleaned.
Linear Feet of Ditches Maintained
500,000
375,000
250,000
125,000
-
2005
2006 Est
2007 Goal
2008 Goal
Page 159
2007-2008 Biennial Budget
Section IV: Operating Budget
EQUIPMENT RENTAL DIVISION
MISSION STATEMENT
The mission of the Equipment Rental Division is to provide all City departments with a safe and reliable fleet, and the
fleet support services that each department needs to perform its mission.
DEPARTMENT OVERVIEW
Equipment Rental is responsible for maintenance, service, acquisition and disposition of the City's vehicle/equipment
fleet. Central Stores is a component of Equipment Rental and is responsible for procuring, storing, and distributing
supplies and materiel for many City operations. Central Stores also maintains the City's fuel storage and access system.
2006 ACCOMPLISHMENTS
· Continued to review vehicle usage within each division to improve vehicle utilization across all City departments
· Implemented Maintenance and Operations facility upgrades to include compound space utilization and security
· Improved operational efficiency in Equipment Rental by providing additional equipment
· Developed a strategy to improve Central Stores space utilization
· Assisted in the implementation of Facilities Management software as it relates to Equipment Rental and Central
Stores
· Researched additional hybrid vehicle applications to determine most cost effective method to cope with higher
fuel prices
· Continued to keep vehicle life cycles above industry standards
2007 & 2008 OBJECTIVES
· Improve operational and workspace efficiency in Equipment Rental
· Implement asset management software for tracking Equipment Rental vehicle maintenance and Central Stores
inventory
· Continue Maintenance and Operations facility reorganization, improving space utilization and traffic flow
· Continue to improve radio communication infrastructure
· Implement fuel saving initiatives wherever possible
· Provide more training opportunities for Equipment Rental mechanics
· Continue looking for innovative ways to improve vehicle utilization
· Continue to keep vehicle life cycles above industry standards through proactive preventative maintenance
Page 160
2007-2008 Biennial Budget
Section IV: Operating Budget
EQUIPMENT RENTAL FUND
2007-2008 WORKING CAPITAL BUDGET
2005 2006 2006 2007 2008
Item Actual Adj. Budget Est. Actual Budget Budget
Operating Budget
Operating Revenue
348.100 Fuel Sales 281,458 256,700 256,700 354,300 354,300
365.100 Interfund Equipment Rental 1,500,501 1,542,300 1,542,300 1,334,700 1,334,700
365.400 Interfund Building Rental 115, 1 04 115,100 115,100 151,500 151,500
365.600 Interfund Capital Contribution 130,000 0 0 0 0
Total Operating Revenue 2,027,063 1,914,100 1,914,100 1,840,500 1,840,500
Operating Expense
548.000.10 Salaries and Wages (423,282) (444,100) (444,100) (460,400) (473,900)
548.000.20 Personnel Benefits (111,023) (127,700) (127,700) (136,000) (140,000)
548.000.30 Supplies (627,392) (755,400) (748,400) (761,000) (787,500)
548.000.40 Services & Charges (414,827) (459,100) (466,100) (480,000) (497,200)
548.000.90 Interfund Payments for Services (45,442) (40,800) (40,800) (28,900) (31 , 100)
548.680.01 Depreciation & Amortization (807,640) (787 ,000) (828,600) (855,000) (881,000)
Total Operating Expenses (2,429,606) (2,614,100) (2,655,700) (2,721,300) (2,810,700)
Operating Income (Loss) (402,543) (700,000) (741,600) (880,800) (970,200)
Non Operating Revenue (Exp)
361.100 Investment Income 145,108 95,000 190,000 175,000 180,000
369.900 Miscellaneous Revenue (Expense) 115,099 0 0 0 0
395.900 Gain on Sale of Fixed Assets 7,497 0 0 0 0
Total Non Oper. Rev (Exp) 267,704 95,000 190,000 175,000 180,000
Net Income (Loss) (134,839) (605,000) (551,600) (705,800) (790,200)
Add/Deduct Items Not
Affecting Working Capital \\IJ /C)
548.100.01 Depreciation & Amortization 807,640 787,000 828,600 855,000 881,000
548.681.02 Non Cash Gain/Loss (3,570) 0 0 0 0
Net W/C From Operations 669,231 182,000 277,000 149,200 90,800
Other Resources and Uses Budget
Resources Other Than Operations
337.069 Interlocal Grant 54,400 0 0 0 0
365.110 Vehicle Replacement Revenue 980,885 1,045,000 1,045,000 1,107,100 1,207,300
396.108 Non Cash Contribution 98,350 0 0 0 0
397.100 Transfer In 34,500 800 800 130,000 133,900
399.000 Other Sources 11,610 0 0 0 0
Total Resources 1,179,745 1,045,800 1,045,800 1,237,100 1,341,200
Uses Other Than Operations
590.100. Other Uses (41,052) 0 0 0 0
597.000.51 Non Operating Intergovt. Svcs 0 0 0 (130,000) (133,900)
597.100.55 Transfer Out 0 0 0 (1,007,000) (7,000)
590.100.64 Inc in Fixed Assets-Equipment (1,166,627) (1,028,000) (1,028,000) (656,000) (1,1 00,000)
590.100.65 Inc in Fixed Assets-Construction 0 (300,000) (75,000) (700,000) 0
Total Uses (1,207,679) (1,328,000) (1,103,000) (2,493,000) (1,240,900)
Net Change in W/C 641,297 (100,200) 219,800 (1,106,700) 191, 100
Beginning W/C 1/1 4,508,076 5,149,373 5,149,373 5,369,173 4,262,473
Ending W/C 12/31 5,149,373 5,049,173 5,369,173 4,262,473 4,453,573
Net Change in W/C $ 641,297 $ (100,200) $ 219,800 $ (1,106,700) $ 191, 100
Page 161
2007-2008 Biennial Budget
Department Employees
Section IV: Operating Budget
550 Equipment Rental FTE's
Equipment Rental FTE's
TOTAL EQUIPMENT RENTAL FTE's
2004
10.00
10.00
2005
10.00
10.00
2006
9.00
9.00
2007
9.00
9.00
2008
9.00
9.00
1.0 position was moved from Equipment Rental to create a Police Officer in 2006
Full Time Equivalent (FTE)
Page 162
2007-2008 Biennial Budget
Section IV: Operating Budget
PERFORMANCE MEASURES - EQUIPMENT RENTAL FUND
Vehicle Life Cycle Averages
Life cycles are based on industry standards by vehicle type and vehicle use. We have kept our life cycles above
industry standards through proactive preventative maintenance, enabling us to get the most from our vehicles with
the least investment. Industry standard is 6.9 years.
Average Vehicle Life Cycles
12.0
9.0 9.2
6.0
3.0
0.0
2005
7.8
8.3
8.5
2006 Est
2007 Goal
2008 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 Ii fecycles.
Maintenance Services Performed
800
600
600
640
588
603
400
200
~
o
2005
2006 Est
2007 Goal
2008 Goal
Number of Unscheduled Maintenance Services Performed
Unscheduled maintenance are repairs that were not planned. The majority of these repairs take place following a
Preventive Maintenance inspection, thereby preventing a more costly repair due to system failures.
Unscheduled Maintenance Performed
1 ,400
1,212 1,215 1,235 1,260
1,050
700
350
0
2005 2006 Est 2007 Goal 2008 Goal
Page 163
2007-2008 Biennial Budget
Section IV: Operating Budget
CITY OF
*
*
*
*
* MORE THAN YOU IMAGINED
Page 164
2007-2008 Biennial Budget
Section IV: Operating Budget
PARKS, ARTS AND RECREATION DEPARTMENT
MISSION STATEMENT
Auburn Parks and Recreation 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. Parks, recreation programs, arts and cultural activities, senior center services, a museum, cemetery,
golf course, and working with the King County Library System to provide library services are the department's areas of
responsibility. The department works closely with the Auburn School District, Green River Community College, and
other cultural and youth serving agencies in Auburn to provide facilities and services to citizens. We continue to focus
on providing programs and facilities, protecting our environment, and preserving historical and cultural opportunities
in our community.
2006 ACCOMPLISHMENTS
· Completed Master Plan for Fenster Park
· Developed Lakeland Park #3
· Completed design process for Auburn Community Center and Les Gove Community Campus
· Designed/Constructed Veterans Park Field house replacement building.
· Completed lighting project at GSA Park
· Expanded partnership with Parks Foundation
· Redesigned Game Farm Wilderness Campground
· Expanded Outdoor Cinema Series
· Initiated and completed assessment of the condition of existing public art inventory
· Completed Olson Farm stream/orchard improvements
· Continued Green and White River Trail expansion when possible
· Completed design and applied for Game Farm Park Soccer project grants
· Cultural Arts exceeded revenue goals for the 2005-2006 BRAVO! Performing Arts season
· Secured grant funding and sponsorships for BRAVO! series
· Secured cash title-sponsor and media sponsor for outdoor cinema series
2007 & 2008 OBJECTIVES
· Expand before and after school programs
· Complete improvements at Veterans Park
· Develop Synthetic Turf Soccer Fields at Game Farm Park
· Offer additional family oriented Recreation programs
· Expand Recreation program offerings in Lakeland Hills community
· Increase marketing, usage and revenue at Game Farm Wilderness Campground
· Complete computerized irrigation system at four parks
· Complete Fenster Park construction, Phase 1
· Increase BRAVO! revenue by 300/0 by end of 2008-2009
· Create a Public Art policy regarding accession and de-accession of public art works by 2007
· Develop a Cultural Plan to strengthen mission and objectives by 2008
· Renovate and develop downtown theater
Page 165
2007-2008 Biennial Budget Section IV: Operating Budget
Department Budget
001/33 Parks, Arts 2005 2006 2006 2007 2008
& Recreation Actual Adj Budget Est Actual Budget Budget
Salaries & Wages 2,195,387 2,313,200 2,306,500 2,338,800 2,404,400
Personnel Benefits 501,545 622,800 538,300 666,800 686,1 00
Supplies 459,773 500,500 473,000 497,300 494,100
Services & Charges 932,006 1,283,600 1,111,600 1,253,700 1,276,700
Intergovernmental 0 0 0 0 0
Capital Outlays 218,660 27,300 0 78,000 15,000
Interfund Payments for Services 396,973 479,800 479,800 484,700 508,500
DEPARTMENT TOTAL $4,704,344 $5,227,200 $4,909,200 $5,319,300 $5,384,800
Department Employees
001 Parks, Art & Recreation FTE's
2004
2005
2006
2007
2008
Parks FTE's
37.00
36.00
35.75
35.75
35.75
TOTAL PARKS, ART & RECREATION FTE's
37.00
36.00
35.75
35.75
35.75
2.0 FTE's were moved from Parks to Communications division and Finance and 1. 75 FTE's
were added during 2006
Full Time Equivalent (FTE)
Page 166
2007-2008 Biennial Budget
Section IV: Operating Budget
PERFORMANCE MEASURES - PARKS, ARTS & RECREATION DEPARTMENT
Volunteer Hours
The Parks, Arts, and Recreation Department relies on volunteers to be youth sports coaches, museum docents,
senior center hosts, and to serve in a variety of other positions. As participation in department sponsored programs
increases, so does the need for additional volunteers.
Volunteer Hours
50,000
45,500
46,500
47,500
37,500
25,000
12,500
o
2005
2006 Est
2007 Goal
2008 Goal
Classes & Special Events - Number of Participants
Participation in department wide classes and special events continues to grow. A new strategic approach to
marketing recreation services is enhancing our ability to reach new customers.
Participation in Classes & Special Events
150,000
119,000
128,00
112,500
75,000
37,500
o
2005
2006 Est
2007 Goal
2008 Goal
Facility Rentals
The increasing popularity of the Senior Center, Parks and Recreation Administration Building and other Parks
facilities for weddings, reunions, and community events has increased facility revenue.
$160,000
$120,000
$119,50
$80,000
$40,000
$0
2005
Facility Rental Revenue
13 3,00
13 5,00
2006 Est
2007 Goal
2008 Goal
Page 167
2007-2008 Biennial Budget
Section IV: Operating Budget
SPECIAL REVENUE FUNDS
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are legally restricted.
The Parks, Arts & Recreation department is responsible for the budget in the following special revenue fund:
Fund 120
Recreation Trails fund accounts for gas tax funds restricted to trail improvements. Since September 2005 this gas
tax has been deposited directly to the General fund and is transferred to the Recreational Trails fund.
2006 ACCOMPLISHMENTS
· Accounted for Motor Vehicle Fuel tax funds to pay for future trail improvements
2007 & 2008 OBJECTIVES
· Accumulate funds to provide for trail improvements
Page 168
2007-2008 Biennial Budget Section IV: Operating Budget
Special Revenue Fund
120 Recreational Trails 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget 8 udget
Revenue
Beginning Fund Balance 15,802 18,825 18,824 24,724 30,624
Motor Vehicle Fuel Tax 1,418 0 0 0 0
Investment Income 604 400 800 800 800
Transfer In 1,000 5,100 5,100 5,100 5,100
Total Revenue $18,824 $24,325 $ 24, 724 $ 30,624 $ 36,524
Expenditures
Services & Charges 0 0 0 0 0
Undesignated Fund Balance 18,824 24,325 24,724 30,624 36,524
Total Expenditures $18,824 $24,325 $ 24, 724 $ 30,624 $ 36,524
Page 169
2007-2008 Biennial Budget
Section IV: Operating Budget
MUNICIPAL PARK CONSTRUCTION FUND
The Parks Capital Improvement Fund-321 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.
2006 ACCOMPLISHMENTS
· Provided funding for park improvements at Fenster and Lakeland Hills parks, and at Jacobson Tree Farm
· Added playground area to 21st Street Storm
· Added field lighting at GSA Park
2007 & 2008 OBJECTIVES
· Additional field lighting at GSA Park
· Replace ball-field lighting on Brannan Park Fields #3 and #4
· Begin Veterans park memorial building
· Develop natural habitat at Fenster park
· Provide irrigation and play-toy at Lakeland Park
· Provide for funding of Soccer Field improvements at Game Farm Park and at Olson Creek Habitat
· Complete Rotary Park Spray Pool coating
· Provide grant matches for Auburn Environmental Park and Olson Farm
Page 170
2007-2008 Biennial Budget Section IV: Operating Budget
Capital Projects Fund
321 Municipal Park Construction 2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget Budget
Revenue
Beginning Fund Balance 76,149 896,371 896,371 938,371 243,371
Interlocal Grants 0 1,190,000 590,000 2,456,900 250,000
Park Mitigation Fees 0 175,000 0 0 0
Recreational Classes 23,188 25,000 25,000 25,000 25,000
I nvestment Income 16,548 0 25,000 25,000 25,000
Bonds 0 0 0 0 5,000,000
Miscellaneous Revenue 122,437 130,000 15,000 0 0
Transfer In 719,600 740,000 0 2,021,900 250,000
Total Revenue $957,922 $3,156,371 $1,551,371 $5,467,171 $5,793,371
Expenditures
Capital Outlays 61,551 2,583,300 613,000 5,223,800 5,500,000
Undesignated Fund Balance 896,371 573,071 938,371 243,371 293,371
Total Expenditures $957,922 $3,156,371 $1,551,371 $5,467,171 $5,793,371
Page 171
2007-2008 Biennial Budget
Section IV: Operating Budget
CEMETERY DIVISION
MISSION
Mountain View Cemetery shall be a sacred place to comfort and strengthen the community through responsible
stewardship and compassionate ministry.
2006 ACCOMPLISHMENTS
· Upgraded hard copy file storage
· Updated and expand Marketing Program
· Began expansion per updated Master Plan
· Began construction of columbarium
· Constructed and opened new Forest Walk section
· Continued to develop more options in final disposition by tracking trends in interments and inurnments
(ForestWal k)
· Increased revenue from lot sales through advertising and development
2007 & 2008 OBJECTIVES
· Complete construction of Columbarium Building (Chapel of Memories)
· Complete construction of expanded east burial area (800 full size graves and 800 ground cremation plots
· Expand marketing plan for sales of plots and products
· Expand Memorial Day and Veterans Day events
· Complete repairs to the Cascadia Columbarium Wall and to the Mausoleum
Page 172
2007-2008 Biennial Budget
Section IV: Operating Budget
CEMETERY FUND
2007-2008 WORKING CAPITAL BUDGET
2005 2006 2006 2007 2008
Item Actual Adj. Budget Est. Actual Budget Budget
Operating Budget
Operating Revenue
343.601 Setti ngs 33,524 38,000 35,000 40,000 40,000
343.602 Openings and Closings 172,610 170,000 170,000 180,000 180,000
343.603 Recordings 4,475 5,000 5,000 5,200 5,200
343.604 Liners 62,773 70,000 70,000 70,000 70,000
343.605 Resale Settings 2,655 4,800 4,800 4,800 4,800
343.606 Resale Vases 65 0 0 0 0
343.607 Vases 12,772 19,000 15,500 18,000 21,000
343.609 Lot Sales/N iches 247,911 265,000 265,000 300,000 320,000
343.611 Other 28,010 30,000 30,000 33,000 33,000
343.612 Marker Sales 91,653 129,500 100,000 120,000 120,000
343.62 Interest/Penalties 4,698 3,000 3,000 5,000 5,000
Total Operating Revenue 661,146 734,300 698,300 776,000 799,000
Operating Expense
536.000.10 Salaries & Wages (339,158) (363,800) (362,800) (364,400) (377,700)
536.000.20 Personnel Benefits (97,176) (103,600) (103,400) (106,000) (110,000)
536.000.30 Supplies (115,917) (168,300) (128,900) (130,800) (130,800)
536.000.40 Services & Charges (70,888) (99,200) (88,100) (100,900) (101,600)
536.000.90 Interfund Payments for Services (19,099) (9,500) (9,500) (15,000) (19,200)
536.000.00 Depreciation & Amortization (91, 152) (93,1 00) (93,100) (93,100) (103,000)
Total Operating Expenses (733,390) (837,500) (785,800) (810,200) (842,300)
Operating Income (Loss) (72,244) (103,200) (87,500) (34,200) (43,300)
Non Operating Revenue (Exp)
361.110 Investment Income 16,010 12,600 20,600 22,000 22,000
369.900 Miscellaneous Revenue (Expense) 736 0 0 0 0
536.100.81 Debt Service Interest 0 (15,000) (15,000) (25,000) (24,500)
Total Non Oper. Rev (Exp) 16,746 (2,400) 5,600 (3,000) (2,500)
Net Income (Loss) (55,498) (105,600) (81,900) (37,200) (45,800)
Add/Deduct Items Not
Affecting Working Capital \\IJ /C)
536.000.01 Depreciation & Amortization 91, 152 93,1 00 93,100 93,100 103,000
Net W/C From Operations 35,654 (12,500) 11,200 55,900 57,200
Other Resources and Uses Budget
Resources Other Than Operations
397.100 Transfer In 30,000 90,800 45,000 70,500 70,500
382100 GO Bond Proceeds 0 500,000 500,000 0 0
399.000 Other Sources 5,326 0 0 0 0
Total Resources 35,326 590,800 545,000 70,500 70,500
Uses Other Than Operations
590.100.05 Net Change in Restricted Assets 3,707 0 0 0 0
590.100.64 Inc in Fixed Assets-Equipment (6,965) (20,000) (20,000) (24,000) 0
590.100.65 Inc in Fixed Assets-Construction (20, 11 0 ) (498,800) (350,000) (165,000) 0
590.100.71 Debt Service Principal 0 (45,000) 0 (15,500) (16,000)
Total Uses (23,368) (563,800) (370,000) (204,500) (16,000)
Net Change in W/C 47,612 14,500 186,200 (78,1 00) 111,700
Beginning W/C 1/1 425,945 473,557 473,557 659,757 581,657
Ending W/C 12/31 473,557 488,057 659,757 581,657 693,357
Net Change in W/C $ 47,612 $ 14,500 $ 186,200 $ (78,1 00) $ 111,700
Page 173
2007-2008 Biennial Budget
Department Employees
Section IV: Operating Budget
436 Cemetery FTE's
Cemetery FTE's
TOTAL CEMETERY FTE's
2004
7.00
7.00
2005
6.00
6.00
2006
6.00
6.00
2007
6.00
6.00
2008
6.00
6.00
Full Time Equivalent (FTE)
Page 174
2007-2008 Biennial Budget
Section IV: Operating Budget
PERFORMANCE MEASURES - CEMETERY FUND
Interments
Over the past decade, cremation rates continued to rise. This trend necessitated more options for casket burials.
Double depth burial and upright monument plots have proven successful. As development continues, other
options will be explored.
Interments
200
150 171
100
50
0
2005
Inurnments
165
160
150
2006 Est
2007 Goal
2008 Goal
Decreasing number of inurnments has been impacted by the increases in cremation rates for King County, requiring
the Cemetery to look at more options for final disposition. In addition to ground burial and niche inurnment
options, a scattering garden was designed and completed in 2005.
Inurnments
120
114
110
105
100
90
60
30
2005
2006 Est
2007 Goal
2008 Goal
Revenue From Lot Sales
Newly developed property will have to be more creative and supported by local advertising to sustain lot sales.
Development that takes advantage of views and allowing more upright monument space will help sales revenue.
Lot Sale Revenue
$350,000
$280,000
$210,000
$140,000
$70,000
$0
o
o
o
o
\0
~
o
o
o
u)
\0
~
o
o
o
o
o
~
o
o
o
o
C\I
~
2005
2006 Est
2007 Goal
2008 Goal
Page 175
2007-2008 Biennial Budget
Section IV: Operating Budget
GOLF COURSE DIVISION
MISSION STATEMENT
The mission of the Auburn Golf Course is to provide all ages and abilities an affordable, high-quality golf experience.
DEPARTMENT OVERVIEW
The Auburn Golf Course provides golfing services to over 50,000 golfers a year on a challenging 6,200-yard layout.
The course is an enterprise function with greens fee revenue covering all course maintenance, operations expenses, and
capital improvements. Staff continues to make improvements each year to improve the playability, drainage, and
safety of the course.
2006 ACCOMPLISHMENTS
· Continued fairway topdressing
· Updated mowing and construction equipment
· Rebuilt Hole 11 and the second half of Hole 10
· Sold bonds for construction of new clubhouse
· Began construction of new golf clubhouse
· Increased winter rounds played by replacing poor soil and improving drainage
· Increased total revenue and number or rounds played in future years through marketing and course improvements
2007 & 2008 OBJECTIVES
· Complete construction of golf clubhouse and begin operation of Full Service Golf Complex
· Oversee smooth transition to contracted restaurant operation
· Increase tournament help at course by 200/0 in 2007 and an additional 200/0 in 2008
· Expand lesson program by 1000/0 over previous year
· Increase play by 70/0 per year after opening of new clubhouse
Page 176
2007-2008 Biennial Budget
Section IV: Operating Budget
GOLF COURSE FUND
2007-2008 WORKING CAPITAL BUDGET
2005 2006 2006 2007 2008
Item Actual Adj. Budget Est. Actual Budget Budget
Operating Budget
Operating Revenue
347.300 Green Fees 990,847 970,000 970,000 990,000 1,118,700
347.310 Driving Range 0 0 0 45,000 90,000
347.600 Lessons 0 0 0 35,000 62,400
347.910 Pro Shop Sales 0 0 0 56,000 115,400
347.920 Restaurant & Lounge 0 0 0 30,600 62,500
362.100 Power Cart Rental 0 0 0 175,000 178,500
362.200 Rental Income 6,000 5,000 5,000 5,000 5,000
362.400 Banquet Space 0 0 0 14,700 29,900
Total Operating Revenue 996,847 975,000 975,000 1,351,300 1,662,400
Operating Expense
576.600.10 Salaries and Wages (354,590) (373,600) (362,300) (581,900) (611,200)
576.600.20 Personnel Benefits (96,058) (105,200) (108,700) (157,300) (164,400)
576.600.30 Supplies (166,910) (134,000) (192,000 ) (235,500) (239,500)
576.600.40 Services & Charges (256,565) (245,800) (301,000) (209,000) (239,300)
576.600.90 Interfund Payments for Services (14,020) (6,600) (13,700) (12,700) (16,600)
576.600.00 Depreciation & Amortization (144,589) (145,000) (145,000) (170,000) (250,000)
Total Operating Expenses (1,032,732) (1,010,200) (1,122,700) (1,366,400) (1,521,000)
Operating Income (Loss) (35,885) (35,200) (147,700) (15, 1 00) 141,400
Non Operating Revenue (Exp)
361.110 Investment Income 7,512 2,500 8,000 10,000 8,000
369.400 Miscellaneous Revenue (Expense) 33,158 0 0 0 0
395.900 Gain on Sale of Fixed Assets 750 0 0 0 0
576.600.80 Debt Service Interest 0 0 0 (264,000) (256,400)
Total Non Oper. Rev (Exp) 41,420 2,500 8,000 (254,000) (248,400)
Net Income (Loss) 5,535 (32,700) (139,700) (269,100) (107,000)
Add/Deduct Items Not
Affecting Working Capital \\IJ /C)
534.801.01 Depreciation & Amortization 144,589 145,000 145,000 170,000 250,000
Net W/C From Operations 150,124 112,300 5,300 (99,100) 143,000
Other Resources and Uses Budget
Resources Other Than Operations
347.301 Reserved for Capital 47,520 50,000 45,000 50,000 55,000
382.200 GO Bond Proceeds 0 4,000,000 4,700,000 0 0
397.100 Transfer In 51,914 751,800 751,000 54,000 63,000
399.600 Other Sources (1,899) 0 0 0 0
Total Resources 97,535 4,801,800 5,496,000 104,000 118,000
Uses Other Than Operations
590.100.00 Net Change in Restricted Assets (750) 0 0 0 0
590.100.64 Inc in Fixed Assets-Equipment (72,115) (30,000) (30,000) (120,000) (72,000)
590.100.65 Inc in Fixed Assets-Construction 0 ( 4,890,000) (1,900,000) (3,470,000) (30,000)
590.100.70 Debt Service Principal 0 0 0 (137,700) (145,200)
Total Uses (72,865) (4,920,000) (1,930,000) (3,727,700) (247,200)
Net Change in W/C 174,794 (5,900) 3,571,300 (3,722,800) 13,800
Beginning W/C 1/1 90,114 264,908 264,908 3,836,208 113,408
Ending W/C 12/31 264,908 259,008 3,836,208 113,408 127,208
Net Change in W/C $ 174,794 $ (5,900) $ 3,571 ,300 $ (3,722,800) $ 13,800
Page 177
2007-2008 Biennial Budget
Department Employees
Section IV: Operating Budget
437 Golf Course FTE's
Golf Course FTE's
TOTAL GOLF COURSE FTE's
2004
6.00
6.00
2005
6.00
6.00
2006
6.00
6.00
2007
8.50
8.50
2008
8.50
8.50
2.5 FTE's were added in the 2007 budget to support operations at the new Clubhouse
Full Time Equivalent (FTE)
Page 178
2007-2008 Biennial Budget
Section IV: Operating Budget
PERFORMANCE MEASURES - GOLF COURSE FUND
Number of Winter Rounds Played
The Auburn Golf Course has been considered a very wet course during the off-season due to poor drainage and
poor soils. Recent work on the drainage system should increase the number of rounds played during the rainy
months - November to March. 2006 activity should remain stable due to construction on Hole #11.
12,000
Winter Rounds Pia ed
10,500
11 ,000
11 ,500
9,000
10,500
6,000
3,000
o
2005
2006 Est
2007 Goal
2008 Goal
Annual Revenue
Recent improvements in the Golf Course have resulted in increased revenues in 2005. A slight decrease is projected
for 2006 as construction of the clubhouse begins. Future revenue is anticipated to increase significantly with new
revenue sources such as power cart rental, driving range, pro shop sales and restuarant included in the new facility.
Annual Revenue
$1, 800,000
$1,350,000
$450,000
o
o
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o
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$900,000
$0
2005
2006 Est
2007 Goal
2008 Goal
Total Rounds Played Per Year
Drainage improvements from prior years combined with fair weather conditions and an improved marketing plan
increased total rounds played in 2005. Play during 2006 is anticipated to decrease with the construction of the
clubhouse and will increase signifcantly in 2008 after completion of the facility.
60,000
Rou nds Played Per Yea r
45,000
50,20
44,100
45,800
30,000
15,000
o
2005
2006 Est
2007 Goal
2008 Goal
Page 179
2007-2008 Biennial Budget
Section IV: Operating Budget
*
*
*
*
* MORE THAN YOU IMAGINED
Page 180
2007-2008 Biennial Budget
Section IV: Operating Budget
IN FORMATION SERVICES
MISSION STATEMENT
Information Services provides excellent technical services for all internal and external customers.
DEPARTMENT OVERVIEW
The Information Services Department oversees all technology for the City. This includes computers, telephones,
software applications, video conferencing systems, technology in our police and fire vehicles, and City communication
systems. Enterprise Geographic Information Services are provided by the Information Services Department.
2006 ACCOMPLISHMENTS
· Implemented work order and customer request management system to enhance customer service and response
· Researched, recommended and implemented digital video systems in Police vehicles
· Increased e-Gov interactive online services for citizen response such as permitting, business licensing, parks,
recreation and facilities booking and issue reporting
· Continued to enhance technology offerings that will support economic development and internal efficiencies
· Implemented wireless communications network to support city services, public safety and community
development
· Worked with Valley Cities to develop regional standards for technologies such as wireless communications
· Continued to develop the Intelligent Transportation System (ITS)
· Developed fiber communications infrastructure plan to support telemetry, ITS, wireless communications and other
City initiatives
· Continued to improve customer service and efficiency by monitoring data support, voice system support and help
desk requests
2007 & 2008 OBJECTIVES
· Research and recommend fiber infrastructure to support business core beginning with Auburn Environmental Park
· Continue to enhance customer request management and facilities maintenance system to provide more timely and
efficient services
· Complete second phase of Intelligent Transportation System
· Support new Golf Clubhouse and enhanced technology services including automated tee time system and
connectivity to City phone and data systems
· Work with public safety to implement automation of citations and continue to enhance online report generation
· Work with Valley Communications to research, recommend and implement replacement computer aided dispatch
and public safety records management systems
· Continue to work on regional wireless and fiber projects to promote public safety and economic development
opportunities
· Continue to development e-Gov interactive services including over the counter permit issuance and payment,
online utility payments, online job applications and mapping products
Page 181
2007-2008 Biennial Budget
Section IV: Operating Budget
INFORMATION SERVICES FUND
2007-2008 WORKING CAPITAL BUDGET
2005 2006 2006 2007 2008
Item Actual Adj. Budget Est. Actual Budget Budget
Operating Budget
Operating Revenue
348.800 Interfund Operating Charges 0 2,602,000 2,602,000 2,758,500 2,611,900
348.801 Interfund Communications Charges 0 764,400 764,400 1,056,100 1,130,600
348.810 Interfund Equipment Replacement 0 386,500 386,500 418,300 418,300
Total Operating Revenue 0 3,752,900 3,752,900 4,232,900 4,160,800
Operating Expense
518.000.10 Salaries and Wages (477,055) (1,062,800) (997,500) (1,307,600) (1,440,700)
518.000.20 Personnel Benefits (116,246 ) (309,500) (269,500) (383,000) (423,000)
518.000.30 Supplies (208,691 ) (363,800) (270,300) (450,700) (451,700)
518.000.40 Services & Charges (818,930) (1,268,200) (1 , 131 ,000) (1,377,900) (1,517,200)
518.000.90 Interfund Payments for Services 1,326,743 (2,700) (2,700) (23,300) ( 48,300)
518.000.00 Depreciation & Amortization (161,391) (190,000) (190,000) (196,000) (202,000)
Total Operating Expenses (455,570) (3,197,000) (2,861,000) (3,738,500) (4,082,900)
Operating Income (Loss) (455,570) 555,900 891,900 494,400 77,900
Non Operating Revenue (Exp)
361.110 Investment Income 57,874 40,000 75,000 80,000 85,000
369.900 Miscellaneous Revenue (Expense) 0 0 0 0 0
Total Non Oper. Rev (Exp) 57,874 40,000 75,000 80,000 85,000
Net Income (Loss) (397,696) 595,900 966,900 574,400 162,900
Add/Deduct Items Not
Affecting Working Capital \\IJ /C)
518.801.00 Depreciation & Amortization 161,391 190,000 190,000 196,000 202,000
Net W/C From Operations (236,305) 785,900 1,156,900 770,400 364,900
Other Resources and Uses Budget
Resources Other Than Operations
396.106 Contributed Capital-Other Funds 299,800 0 0 0 0
397.100 Transfer In 2,057,700 53,900 53,900 0 0
399.000 Other Sources 22,498 0 0 0 0
Total Resources 2,379,998 53,900 53,900 0 0
Uses Other Than Operations
590.100.05 Net Change in Restricted Assets (299,800) 0 0 0 0
590.100.64 Inc in Fixed Assets-Equipment (289,439) (754,800) (670,700) (755,000) (349,000)
590.100.65 Inc in Fixed Assets-Construction 0 0 0 0 0
Total Uses (589,239) (754,800) (670,700) (755,000) (349,000)
Net Change in W/C 1,554,454 85,000 540,100 15,400 15,900
Beginning W/C 1/1 0 1,554,454 1,554,454 2,094,554 2,109,954
Ending W/C 12/31 1,554,454 1,639,454 2,094,554 2,109,954 2,125,854
Net Change in W/C $ 1 ,554,454 $ 85,000 $ 540,100 $ 15,400 $ 15, 900
Page 182
2007-2008 Biennial Budget
Section IV: Operating Budget
Department Employees
001 Information Services FTE's
2004
2005
2006
2007
2008
Information Services FTE's -;':
0.00
10.00
11 .00
13.00
14.00
TOTAL INFORMATION SERVICES FTE's
0.00
10.00
11.00
13.00
14.00
-;': Information Services became a department in 2005 and set up as an Internal Service Fund
2.0 FTE's - Network Administrator and Desktop Support were added in the 2007 budget
1.0 FTE - Desktop Support was added in the 2008 budget
Full Time Equivalent (FTE)
Page 183
2007-2008 Biennial Budget
Section IV: Operating Budget
PERFORMANCE MEASURES - INFORMATION SERVICES DEPARTMENT
Data Systems Supported
Information Services supports all technology initiatives in the City. Our goal is to provide technology that will
enhance our services and result in efficiencies throughout the City.
750
Data Systems Su orted
1,500
1,125
1,300
1,100
1,200
375
~
o
2005
2006 Est
2007 Goal
2008 Goal
Voice Systems Supported
Information Services researches, recommends and delivers communications systems that enhance our ability to
communicate with citizens, customers and each other.
1,200
Voice Systems Supported
1,150
900
1,100
946
1,000
600
300
o
2005
2006 Est
2007 Goal
2008 Goal
Help Desk Requests
Information Services provides 24/7 support on City computer systems. Requests for service are tracked through our
Help Desk. We strive to respond within 30-minutes during regular business hours of 7am-5pm. Off hours, we
provide assistance as soon as possible for emergent issues.
Help Desk Request
14,000
10,500 11,010
7,000
3,500
O.
2005
13,3 00
12,110
12,900
2006 Est
2007 Goal
2008 Goal
Page 184
2007-2008 Biennial Budget
Section V: Budget Details
SECTION V: BUDGET DETAILS
The following tables, charts and other information is intended to provide further detail and explanation to the
summary budget data presented in other sections of this document.
Tables and Graphs in Order of Presentation
· 2007 Budgeted Revenue by Type, All Funds (Table)
· 2007 Budgeted Expenditures by Object, All Funds (Table)
· 2008 Budgeted Revenue by Type, All Funds (Table)
· 2008 Budgeted Expenditures by Object, All Funds (Table)
· Relationship between Fund and City Structure (Table)
· 2007 & 2008 - Budgeted Expenditures by Administrative Structure (Table)
· 2007 & 2008 - Budgeted Expenditures by Cost Center (Graph)
· 2007 & 2008 - Budgeted Expenditures by Cost Center (Table)
Page 185
2007-2008 Biennial Budget
Section V: Budget Details
2007 Revenue by Type - All Funds
Licenses & Charges for Fines &
Fund Taxes Permits Intergov't Services Forfeitures
GENERAL FUND $ 40,154,500 $ 1, 721,000 $ 3,212,500 $ 2,011,500 $ 746,000
Arterial Street - - 3,163,100 - -
local Street 500,000 - - - -
Hotel/Motel Tax 60,000 - - - -
0
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W Justice Assistance - - 26,300 - -
::::>
z
W Housing & Community Development 509,800
~ - - - -
eX
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e; 53,000 - - - -
Cumulative Reserve - - - - -
Mitigation Fees - - - 720,000 -
Parks & Recreation Special Projects - - - - -
W
J-U 1998 Library Bond - - - - -
ES>
o~ LI D Guarantee - - - - -
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0:(3
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Uo- Capital Improvements 1,800,000 - - - -
Water - - - 7,885,000 -
Sewer - - - 12,300,000 -
0 Storm Drainage 95,200 3,757,000
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ii
0- Airport 420,800 37,900
eX - - -
W
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W - - - -
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Commercial Retail - - - 51 ,100 -
...J Insurance - - - - -
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0-
TOTAL BUDGET $ 42,567,500 $ 1 , 721 ,000 $ 9,951,600 $ 43,006,300 $ 746,000
Page 186
2007-2008 Biennial Budget
Section V: Budget Details
2007 Revenue by Type - All Funds (continued)
Other Interfund Other Financing Beginning Total
Fund Revenue Transfers Sources Fund Balance Resources
GENERAL FUND $ 701, 1 00 $ 1,017,000 $ - $ 10,712,125 $ 60,275,725
Arterial Street 71,700 2,142,300 - 578,247 5,955,347
local Street 20,000 675,000 - 46,520 1,241,520
Hotel/Motel Tax 1,000 - - 40,717 101,717
0
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:)
u.
W Justice Assistance 100 2,600 - 6,295 35,295
:)
z
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~ - - -
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e; 500 - - 101
Cumulative Reserve 180,000 - - 5,567,883 5,747,883
Mitigation Fees 50,000 - - 3,036,295 3,806,295
Parks & Recreation Special Projects - - - 41,154 41,154
W
J-U 1998 Library Bond 11,700 306,500 - 25,956 344,156
ES>
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Uo- Capital Improvements 300,000 500,000 8,887,103 11,487,103
Water 335,000 - 460,000 8,646,492 17,326,492
Sewer 2,575,000 - 1,615,000 11,588,450 28,078,450
0 Storm Drainage 180,000 400,000 5,482,520 9,914,720
z -
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C2
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" - -
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W -
Golf Course 204,700 54,000 - 3,836,208 5,301,508
Commercial Retail 12,000 - - 227,917 291,017
...J Insurance 72,000 - - 2,623,799 2,695,799
<(WVI
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W,,:) - -
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Equipment Rental 2,768,300 130,000 - 5,369,173 8,621,773
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:):)
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J-
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TOTAL BUDGET $ 8,824,800 $ 6,979,900 $ 2,475,000 $ 78,521,037 $ 194,793,137
Page 187
2007-2008 Biennial Budget
Section V: Budget Details
2007 Expenditure by Object - All Funds
(10.20) (30) (40) (50) (60)
Fund Personnel Supplies Services Intergov't Capital
GENERAL FUND $ 34,510,600 $ 1,454,300 $ 8,852,200 $ 4,293,300 $ 576,800
Arterial Street 347,900 5,001,900
Loca I Street 67,600 500 300 1,124,500
;:) Hotel/Motel Tax 70,000
z Drug Forfeiture 103,400 22,000 53,100 74,500
2
w Justice Assistance 29,000
::l
z
~ Housing & Community Development 52,000 139,937 328,800
c:t: Recreational Trails
:<
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8:i Cumulative Reserve
Mitigation Fees
Parks & Recreation Special Projects 5,000 36,154
w 1998 Library Bond
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Uo... Capital Improvements 162,000 1,675,000
Water 2,464,100 212,700 2,754,200 50,000 2,065,000
;:) Sewer 1,632,800 85,600 1,326,300 9,553,500 8,315,600
z Storm Drainage 1,818,400 61,500 754,700 60,000 3,537,000
2
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V)
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0...
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Golf Course 739,200 235,500 209,000 3,590,000
Commercial Retail 2,000 86,900
...J Insurance 132,000 8,000
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z~o
c:t:>z Information Services 1,690,600 450,700 1,377,900 755,000
Wc:t:::l
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0...
TOTAL BUDGET $ 45,505,000 $ 3,453,500 $ 25,957,691 $ 14,461,300 $ 34,555,800
Page 188
2007-2008 Biennial Budget
Section V: Budget Details
2007 Expenditure by Object - All Funds (continued)
(70980) (90) Interfund Ending Total
Fund Debt Svc Interfund Svcs Transfers Fund Balance Budget
GENERAL FUND $ 250,900 $ 5,049,500 $ $ 5,288,125 $ 60,275,725
Arterial Street 48,500 38,400 518,647 5,955,347
Local Street 7,100 41,520 1,241,520
0 Hotel/Motel Tax 31,717 101,717
z Drug Forfeiture 6,500 497,745 757,245
2
W Justice Assistance 6,295 35,295
=>
z
~ Housing & Community Development 520,737
et: Recreational Trails 30,624 30,624
~
8 Business Improvement Area 101 53,601
e; Cumulative Reserve 1,151,900 4,595,983 5,747,883
Mitigation Fees 895,000 2,911,295 3,806,295
Parks & Recreation Special Projects 41,154
W 1998 Library Bond 306,500 37,656 344,156
u
:> LID #346
~
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en
0 LID Guarantee 1 ,000 10,000 43,400 54,400
~~
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uet: Capital Improvements 2,270,000 7,380,103 11,487,103
0-
Water 1,299,600 743,100 7,737,792 17,326,492
0 Sewer 141,400 509,800 6,513,450 28,078,450
z Storm Drainage 375,200 752,700 2,555,220 9,914,720
2
W Solid Waste 152,100 2,417,168 12,460,068
V'l
~ Airport 83,400 542,337 1,744,937
0-
EG
I- Cemetery 40,500 15,000 581,657 1,528,257
~
Golf Course 401,700 12,700 113,408 5,301,508
Commercial Retail 202,117 291,017
-l Insurance 2,555,799 2,695,799
~WV'l
z~o
et:>z Information Services 23,300 2,109,954 6,407,454
Wet:=>
~~u- Equipment Rental 28,900 1,000,000 4,262,473 8,621,773
>-
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uz Fi re Pension 2,532,764 2,937,764
=>=>
ou-
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0
z
2
I-
Z
Z
~
~
EG Cemetery Endowment 1,494,425 1,564,925
0-
TOTAL BUDGET $ 2,948,700 $ 7,339,100 $ 5,326,900 $ 55,245,146 $ 194,793,137
Page 189
2007-2008 Biennial Budget
Section V: Budget Details
2008 Revenue by Type - All Funds
Licenses & Charges for Fines &
Fund Taxes Permits Intergov't Services Forfeitures
GENERAL FUND $ 41,317,800 $ 1,795,000 $ 3,336,500 $ 2,012,500 $ 771,000
Arterial Street 1,646,000
Local Street 810,000
Hotel/Motel Tax 62,000
0
z Drug Forfeiture
2
W Justice Assistance 26,300
~
z
~ Housing & Community Development 409,800
c:L.
~ Recreational Trails
~ Business Improvement Area 53,000
Cumulative Reserve
Mitigation Fees 470,000
Parks & Recreation Special Projects
W 1998 Library Bond
I-U
~>
o~ LID Guarantee
~~
I-~ Municipal Park Construction 250,000 25,000
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ug: Capital Improvements 1,800,000
Water 8,041,000
Sewer 12,600,000
0 Storm Drainage 3,832,000
z
2
W Solid Waste 59,600 9,944,000
V'l
~ Airport 2,847,400 19,900
B:i
I-
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Golf Course 1,504,000
Commercial Retail 33,300
WV'l Insurance
~o
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c:L.~
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Equipment Rental 354,300
>-
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~~
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I-
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~~
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TOTAL BUDGET $ 44,042,800 $ 1,795,000 $ 8,575,600 $ 43,850,800 $ 771,000
Page 190
2007-2008 Biennial Budget
Section V: Budget Details
2008 Revenue by Type - All Funds (continued)
Other Interfund Other Financing Beginning Total
Fund Revenue Transfers Sources Fund Balance Resources
GENERAL FUND $ 651,1 00 $ 17,000 $ $ 10,288,125 $ 60,189,025
Arterial Street 25,000 1,956,300 518,647 4,145,947
Local Street 20,000 375,000 41,520 1,246,520
Hotel/Motel Tax 1,000 31,717 94,717
0
z Drug Forfeiture 215,000 497,745 712,745
2
W Justice Assistance 100 2,600 6,295 35,295
:J
z
~ Housing & Community Development 409,800
0:::
~ Recreational Trails 800 5,100 30,624 36,524
8
Bi Business Improvement Area 500 101 53,601
Cumulative Reserve 200,000 4,595,983 4,795,983
Mitigation Fees 50,000 2,911 ,295 3,431,295
Parks & Recreation Special Projects
W 1998 Library Bond 11,700 307,200 37,656 356,556
I-U
ffi5
o~ LID Guarantee 2,400 43,400 45,800
~~
I-::cl Municipal Park Construction 25,000 250,000 5,000,000 243,371 5,793,371
~~
Uo- Capital Improvements 300,000 500,000 7,380,103 9,980,103
Water 335,000 460,000 7,737,792 16,573,792
Sewe r 425,000 615,000 6,513,450 20,153,450
0 Storm Drainage 190,000 400,000 2,555,220 6,977,220
z
2
W Solid Waste 70,000 2,417,168 12,490,768
VI
02
0- Airport 633,500 542,337 4,043,137
~
I-
3 Cemetery 22,000 70,500 581,657 1,473,157
Golf Course 221,400 63,000 113,408 1,901,808
Commercial Retail 12,000 202,117 247,417
WVI Insurance 74,000 2,555,799 2,629,799
~o
>z Information Services 85,000 2,109,954 6,355,754
O::::J
~LL
Equipment Rental 2,873,500 133,900 4,262,473 7,624,173
>-
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uZ Fire Pension 120,000 56,000 2,532,764 2,708,764
:J:J
OLL
u:: Agency Disbursement
I-
z
20
<(z
~:J
~LL Cemetery Endowment 65,000 1,494,425 1,614,425
0-
TOTAL BUDGET $ 6,629,000 $ 3,736,600 $ 6,475,000 $ 60,245,146 $ 176,120,946
Page 191
2007-2008 Biennial Budget
Section V: Budget Details
2008 Expenditure by Object - All Funds
(10.20) (30) (40) (50) (60)
Fund Personnel Supplies Services lntergov't Capital
GENERAL FUND $ 35,785,500 $ 1,426,700 $ 8,954,500 $ 4,434,000 $ 115,000
Arterial Street 366,800 3,181,200
Loca I Street 72,1 00 500 300 1,119,400
0 Hotel/Motel Tax 75,000
z Drug Forfeiture 100,600 21,000 53,100
2
~ Justice Assistance 29,000
z
~ Housing & Community Development 52,000 139,900 217,900
0:. Recreational Trails
::(
8 Business Improvement Area 7,000 46,500
e; Cumulative Reserve
Mitigation Fees
Parks & Recreation Special Projects
w 1998 Library Bond
I-U
ffi>
o~ LID Guarantee
::(~
I-~ Municipal Park Construction 5,500,000
~o
uo:.
0... Capital Improvements 162,000 1,575,000
Water 2,700,200 216,800 2,898,700 50,000 1,727,600
0 Sewer 1,844,1 00 70,900 1,324,200 9,753,500 2,400,000
z Storm Drainage 1 ,931 ,900 60,000 769,600 60,000 730,200
2
w Solid Waste 533,200 21 ,900 9,406,800 306,000
VI
;;:: Airport 22,800 2,000 358,900 3,040,400
0...
~
I- Cemetery 487,700 130,800 101,600
~
Golf Course 775,600 239,500 239,300 102,000
Commercial Retail 2,000 91,200
...J Insurance 132,000 8,000
<(WVl
z~o
o:.>z Information Services 1,863,700 451,700 1,517,200 349,000
wo:.~
~~LL Equipment Rental 613,900 787,500 497,200 140,900 1,1 00,000
>-
0:. VI
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uz Fire Pension 368,000 50,000
~~
OLL
u::: Agency Disbursement
I-
z
zo
<(z
~~
~LL Cemetery Endowment 70,500
0...
TOTAL BUDGET $ 47,679,100 $ 3,438,300 $ 26,694,000 $ 14,814,900 $ 21 ,157,700
Page 192
2007-2008 Biennial Budget
Section V: Budget Details
2008 Expenditure by Object - All Funds (continued)
(70980) (90) Interfund Ending T atal
Fund Debt Svc Interfund Svcs Transfers Fund Balance Budget
GENERAL FUND $ 250,500 $ 4,962,200 $ $ 4,260,625 $ 60,189,025
Arterial Street 48,300 42,100 507,547 4,145,947
Loca I Street 7,700 46,520 1,246,520
0 Hotel/Motel Tax 19,717 94,717
z Drug Forfeiture 6,500 531,545 712,745
2
:J Justice Assistance 6,295 35,295
z
~ Housing & Community Development 409,800
0:: Recreational Trails 36,524 36,524
::(
8 Business Improvement Area 101 53,601
Bl Cumulative Reserve 4,795,983 4,795,983
Mitigation Fees 909,000 2,522,295 3,431,295
Parks & Recreation Special Projects
w 1998 Library Bond 307,200 49,356 356,556
I-U
EEl>
o~ LID Guarantee 1,000 10,000 34,800 45,800
::(~
I-~ Municipal Park Construction 293,371 5,793,371
~o
uO::
0- Capital Improvements 1,150,000 7,093,103 9,980,103
Water 1,487,500 769,600 6,723,392 16,573,792
0 Sewer 325,100 511,800 3,923,850 20,153,450
z Storm Drainage 442,600 818,000 2,164,920 6,977,220
2
w Solid Waste 138,1 00 2,084,768 12,490,768
V')
~ Airport 92,100 526,937 4,043,137
0-
t:i
I- Cemetery 40,500 19,200 693,357 1,473,157
~
Golf Course 401,600 16,600 127,208 1,901,808
Commercial Retail 154,217 247,417
--l Insurance 2,489,799 2,629,799
<(WV')
z~o
o::>z Information Services 48,300 2,125,854 6,355,754
wo::~
~~LL Equipment Rental 31 ,1 00 4,453,573 7,624,173
>-
0:: V')
~o
uz Fire Pension 2,290,764 2,708,764
~~
OLL
u:: Agency Disbursement
I-
z
zo
<(z
~~
t:iLL Cemetery Endowment 1,543,925 1,614,425
0-
TOTAL BUDGET $ 3,396,400 $ 7,371,200 $ 2,069,000 $ 49,500,346 $ 176,120,946
Page 193
2007-2008 Biennial Budget
Section V: Budget Details
Relationship between Fund and City Structure
The table below provides a cross-reference of the relationships between individual funds and City structure. City funds
are represented along the horizontal axis of the table while the City structural divisions lie along the vertical axis.
Boxes indicate how money from various City funds is allocated to support distinct City administrative divisions. Only
those administrative divisions with multiple allocations are illustrated.
Solid Golf Info. Equip.
General Water Sewer Storm Waste Ai rport Cemetery Course Svcs. Rental
Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund
Human Resources . . . . . . . .
Finance . . . . . . . . . .
Legal . . . . . .
Engineering . . . . .
Parks & Rec . . . . .
Information Rental . . . . . . . .
Equipment Rental . . . . .
Page 194
2007-2008 Biennial Budget
Section V: Budget Details
Administrative Structure
Perhaps the most common way of viewing the organization of the City is by administrative structure. The opposite
page presents the budget from this perspective.
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 the City 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. The nine departments are:
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. The Communications and Community Relations division provides central administrative services
such as communication, printing and mailing services.
Human Resources
This department provides centralized personnel services to all City services, administers the Auburn Municipal
Court, and provides risk management services throughout the City. Human Resources also includes the Civil
Service Division, which applies to Police and Fire services. Property Management oversight is also provided.
Finance
Provides centralized budgeting and financial reporting services to all City departments. Finance also provides
other central administrative services such as billing of City utilities
City Attorney
Provides centralized legal and City Clerk services to all City Departments
Information Services
Provides oversight for all technology for the City
Line Departments:
Planning and Community Development
Planning and Community Development administers the City's Community Development Block Grant. The
Permitting and Inspections division are also centralized in the Planning department.
Public Safety
Provides all police, fire and emergency medical and hazardous material services including Auburn jail services
Public Works
Includes engineering, all utilities, equipment rental and streets
Parks
Provides recreational services, and maintains park facilities. Parks includes providing senior citizen services and
the management of the Cemetery and Golf Course.
Costs are allocated to the departments on the following page. Expenditures are accounted for on the basis of where
the authority for the expenditure lies rather than by the fund or function.
Page 195
2007-2008 Biennial Budget
Section V: Budget Details
Costs by Administrative Structure
2005 2006 2006 2007 2008
Actual Adj Budget Est Actual Budget Budget
Mayor & Council $ 508,276 $ 521,200 $ 521,200 $ 582,600 $ 619,900
Human Resources 2,061,562 3,884,300 3,580,300 4,212,900 4,334,300
Finance Dept 646,431 950,900 931,900 1,021,100 1,043,500
Solid Waste Utility 9,113,891 9,561,100 9,233,400 10,042,900 10,406,000
Airport 526,024 849,200 543,200 1,202,600 3,516,200
City Attorney 1,044,871 1,330,600 1,247,600 1,417,800 1,432,000
Planning & Community Dev
Planning 3,953,067 4,034,300 3,329,300 3,645,700 3,744,700
Comm Devl Block 329,416 529,000 454,000 520,737 409,800
Commercial Retail 39,993 116,800 116,800 88,900 93,200
Public Safety 15,547,921 18,142,700 16,747,300 19,179,1 00 19,519,900
Fi re Dept 8,968,436 10,124,700 10,074,700 6,844,300 7,100,300
EMS Dept 3,872,400 4,001,1 00
Public Works Dept:
Public Works 2,171,957 2,620,000 2,628,500 2,706,700 2,716,300
Street 1,953,265 2,150,300 1,982,000 2,126,500 2,192,800
Street Construction ~': 8,281,731 12,089,120 6,478,820 6,636,700 4,838,400
Water Utility 10,184,251 9,141,000 8,033,800 9,538,700 9,800,400
Sewer Utility 21,320,353 19,240,200 16,743, 1 00 21,515,000 16,179,600
Storm Drainage Utility 5,549,822 5,468,000 4,585,700 7,309,500 4,762,300
Parks Dept:
Parks & Recreation Op. 4,704,344 5,227,200 4,909,200 5,319,300 5,384,800
Parks Construction 61,551 2,583,300 613,000 5,223,800 5,500,000
Cemetery 665,606 1,323,200 1,077,700 946,600 779,800
Golf Course 961,008 5,785,200 2,907,700 5,188,100 1,774,600
Total Operations 98,593,776 115,672,320 96,739,220 119,141,937 110,149,900
Other Funds:
Non-Departmental 2,276,405 2,796,400 2,579,400 2,893,200 2,579,900
Transfers 12,395,004 10,835,644 10,714,600 6,979,900 3,736,600
Other Special Revenue 156,161 193,500 181,500 193,654 157,500
Debt Service 303,619 306,200 306,200 307,500 308,200
Capital 10,523,264 7,062,400 7,001,800 1,837,000 1,737,000
I nternal Service 3,786,134 7,056,900 6,411,800 7,789,800 7,533,500
Fiduciary/Trust 327,519 388,500 388,500 405,000 418,000
Reserves:
General Fund 15,938,825 5,664,025 10,712,125 5,288,125 4,260,625
Airport W/C 463,237 407,337 544,837 542,337 526,937
Utilities W IC 29,308,386 24,090,130 28,446,530 19,223,630 14,896,930
I nformation Services 1,554,454 1,639,454 2,094,554 2,109,954 2,125,854
Equipment Rental W IC 5,149,373 5,049,172 5,369,172 4,262,473 4,453,573
Cemetery W IC 473,557 488,057 659,757 581,657 693,357
Golf Course W/C 264,908 259,008 3,836,208 113,408 127,208
Commercial Retail W IC 274,017 227,917 227,917 202,117 154,217
Construction Reserves 13,111,274 9,399,574 9,825,474 7,623,474 7,386,474
Other 16,145,386 16,040,706 16,804,462 15,297,971 14,875,171
Total Funds $ 211,045,299 $ 207,577,244 $ 202,844,056 $ 194,793,137 $ 176,120,946
~': Street Construction includes Fund 103 for Local street improvements beginning in 2005.
Page 196
2007-2008 Biennial Budget
Section V: Budget Details
Departmental Expenditures by Cost Center - General Fund
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.
The total public safety budget, which includes Police, Fire, Emergency Medical Services, Court, Probation and Civil
Service, is 550/0 of the General Fund. Police services are 34.40/0 of the General Fund, of which the largest police
program is operations.
The remainder of the General Fund is dispersed among a variety of services. Approximately 9.70/0 is allocated to Parks
(including.70/0 for senior services), about 3.90/0 for street maintenance, 4.90/0 for Public Works engineering, and 6.60/0
for planning, building code administration, permitting and community development.
The pie charts below depict General Fund expenditures for 2007 and 2008 by department and cost center.
General Fund Expenditures by Cost Center
2007
Human Finance
Resources 1.90/0
7.70/0
Mayor/Council
1.10/0
Non-Dept
7.90/0
Streets
3.90/0 Parks
9.70/0
Human Resources
7.70/0
Mayor/Council
1.1 0/0
Non-Dept
70/0
Streets
3.90/0
Legal
2.60/0
Planning
6.60/0
Police
34.40/0
Public Works
4.90/0
Fire/EMS
19.50/0
General Fund Expenditures by Cost Center
2008
Finance
1.90/0
Legal
2.60/0
Planning
6.70/0
Parks
9.60/0
Public Works
4.90/0
Fire/EMS
19.80/0
Page 197
2007-2008 Biennial Budget Section V: Budget Details
General Fund-Cost Center 2005 2006 2006 2007 2008
(includes fund balance) Actual Adj. Budget Est Actual Budget Budget
Mayor & Council:
City Council Operations 186,732 220,100 220,100 237,600 257,500
Mayor 321,544 301,100 301,100 345,000 362,400
Total Mayor & Council 508,276 521,200 521,200 582,600 619,900
Human Resources:
Court 1,000,219 1,309,800 1,207,275 1,402,900 1,471,600
Probation 454,232 617,600 569,290 713,700 736,300
Administration 569,511 773,200 712,662 804,500 790,400
Civil Service Comma 37,600 54,500 50,266 59,900 60,900
Building/Maintenance 1,129,200 1,040,807 1,231,900 1,275,100
Total Human Resources 2,061,562 3,884,300 3,580,300 4,212,900 4,334,300
Finance:
Administration 158,972 268,900 263,480 289,500 296,300
Budget, Accounting, Audit 487,459 682,000 668,420 731,600 747,200
Total Finance 646,431 950,900 931,900 1 ,021 ,100 1,043,500
City Attorney:
City Attorney 750,608 959,600 899,756 1,051,900 1,064,800
City Clerk 294,264 371,000 347,844 365,900 367,200
Total City Attorney 1,044,871 1,330,600 1,247,600 1,417,800 1,432,000
Planning:
Property Management 107,564 1,937,000 1,598,533 1,725,000 1,787,400
Permits & Inspection 896,195 1,391,200 1,148,114 1,268,000 1,291,600
B u i I d i ng/Ma i ntena n ce 1,226,219
Social Services & Health 1,723,090 706,100 582,653 652,700 665,700
Total Planning 3,953,067 4,034,300 3,329,300 3,645,700 3,744,700
Public Safety:
Administration 2,486,156 3,302,200 3,047,867 3,506,500 3,541,700
Operations 6,753,602 7,333,800 6,768,825 7,948,000 8,053,100
Investigation 2,186,951 2,142,500 1,977,487 2,192,800 2,246,700
Comm. Programs Unit 325,701 560,800 517,619 551,900 573,900
Support 588,016 703,300 649,098 758,700 795,100
Jail 3,131,860 3,852,200 3,555,504 3,961,700 4,128,200
Total Police 15,472,286 17,894,800 16,516,400 18,919,600 19,338,700
Fire:
Administration 439,425 1,044,200 1,039,043 703,100 737,400
Fire Suppression 7,063,108 7,516,700 7,479,579 4,855,400 5,044,300
Prevention & Investig. 604,608 61 7,100 614,053 627,500 652,100
Training & Facilities 773,171 834,200 830,080 615,800 630,500
Emergency Medical Services 88,124 112,500 111,944 42,500 36,000
Total Fire 8,968,436 10,124,700 10,074.700 6,844,300 7.100,300
EMS:
Administration 304,800 318,100
Fire Suppression 3,293,300 3,432,600
Prevention & Investig.
Training & Facilities 187,500 186,600
Emergency Medical Services 86,800 63,800
Total Fire 3,872,400 4,001,100
Public Works:
Engineering 2,171,957 2,620,000 2,628,500 2,706,700 2,716,300
Total Public Works 2,171,957 2,620,000 2,628,500 2,706,700 2,716,300
Parks:
Administration 513,294 525,700 493,738 535,300 559,400
Senior Citizen Services 385,617 448,000 420,749 550,000 577,100
Recreation & Facilities 3,322,355 3,649,400 3,427,341 3,790,600 3,795,800
Arts Comm & Museum 483,078 604,100 567,371 443,400 452,500
Total Parks 4,704,344 5,227,200 4,909,200 5,319,300 5,384,800
Streets:
Maintenance & Operations 1,585,183 1,858,800 1,713,354 1,864,800 1,910,100
Administration 368,083 291,500 268,646 261,700 282,700
Total Streets 1,953,265 2,150,300 1,982,000 2,126,500 2.192.800
Non-Departmental:
Transfers & Mise. 8,764,510 8,613,000 8,320,000 4,318,700 4,020,000
Ending Fund Balance 2,276,405 5,664,025 5,712,125 5,288,125 4,260,625
Total Non-Depart. 11 ,040,915 14,277,025 14,032,125 9,606,825 8,280,625
Total General Fund 52,525,411 63,015,325 59,753,225 60,275,725 60,189,025
Page 198
2007 - 2008 Biennial Budget
Section VI: Program Improvements
SECTION VI: PROGRAM IMPROVEMENTS BY CITY DEPARTMENTS
This section of the budget presents, in detail, the program improvements that have been recommended by the Mayor
and City Council during budget deliberations. They are presented in the format originally proposed by the
departments.
These program improvements are presented in a standardized format, which consists of the following:
Title
The name of the improvement as proposed by the department
Priority
The priority assigned by the department for each project (e.g. first priority among all public works proposals, not first
priority among all city improvements)
Cost
Estimated cost by the department to implement the program improvement
Person Responsible
The individual who would be responsible for the improvement's implementation
Department
The Department responsible for implementation
Description
A brief summary of the program improvement
Alternatives
This portion of the proposal describes potential alternatives to the proposed program or improvement to assist in
evaluating the proposal's merits
Advantages of the Proposal
The advantages of the proposal relative to the alternatives
Implications of Denial
A description of what will occur if the proposal is not approved
Resources Required and Source of Funds
A budget or cost distribution of the proposal by line item or source of revenue
The last portion of each proposal (Conclusion) is added after the budget is approved to summarize the manner in
which the proposal was approved.
Page 199
2007 - 2008 Biennial Budget
Section VI: Program Improvements
2007-2008 Program Improvements by Department
The following table lists program improvements that have been included in the 2007-2008 budget. The
recommended levels of funding are indicated on the table.
PROGRAM IMPROVEMENTS
2007 2008
Department FTE New Program Title Costs Costs
GENERAL FUND
1a Police 0.30 Emergency Preparedness Manager 229800 239500
2 Human Resources 0.50 Part Time Probation Counselor 31,,600 32,,600
3a Legal 0.50 Assistant City Attorney 55,,200 52,,400
4 Non Dept 3.00 TBD 2519600 2679900
GF FTE's 4.30 Sub-Total GF FTE'S 361~200 376~400
5 Human Resources Property Manager Vehicle 15,,000 5,,000
6 Police Emergency Preparedness Budget 31" 900 29,,500
7 Police Disaster Supplies 279200 139300
8 Police Taser per Officer program 77,,300 0
9 Police Patrol Sergeant's Vehicle 559000 9,,000
10 Pol ice Detective Vehicle 25,,000 5,,000
11 Police Patrol Vehicle Opticom program 22,,000 0
12 Police Crime Scene Van 15,,000 0
13 Pol ice POP Vehicles-2 509000 8,,000
14 Parks Additional Wildflower site 5,,500 5,,500
15 Parks Riding Mower 60,,000 0
16 Parks Janitorial Service 0 0
17 Parks Scoreboards-Game Farm Park 18,,000 0
18 Parks Senior Center Furniture 0 15,,000
Total General Fund $763~100 $466~700
OTHER FUNDS
1b Multiple Proprietary 0.70 Emergency Preparedness Manager 53,,300 54,,800
19 Golf 2.50 Operations employees 190,,800 262,,000
20 Water 2.00 Maintenance Worker I 0 99,,900
3b Water" Sewer" Storm 0.50 Assistant City Attorney 55,,200 52,,400
21 Water" Sewer" Storm 1.00 Util ities Technician 57,,300 59,,000
22 Multiple Proprietary 1.00 Network Administrator 78,,600 77" 900
23 Multiple Proprietary 2.00 Desktop Support Specialist 689700 1369200
21 Sewer 1.00 Maintenance Worker II w/cdl 0 61,,400
22 Storm" Sewer 1.00 Water Resource Technician 669300 679900
23 Storm 1.00 Maintenance Worker II 599500 619400
24 Storm 1.00 Maintenance Worker II 0 61,,400
Other Funds FTE's 13.70 Sub-Total Other Fund FTE'S 629~700 994~300
25 Fund 321-Parks Olson Farm Grant match 245,,000 250,,000
26 Finance Call Management Software 51,,200 4,,000
27 Water Utility Vehicle for main cleaning 60,,000 10,,000
28 Sewer By-pass pumper 609000 0
29 Sewer Vehicle for Lift Station Specialist 23,,000 6,,200
30 Sewer" Storm Television Camera Crawler 55,,000 0
31 Storm Street Sweeper 165,,000 54,,000
32 Storm ROW Mower 0 105,,000
33 Storm Riding Mower 15,,000 3,,000
34 Cemetery Mausoleum repair 159000 0
35 Cemetery Pick-up Truck 249000 0
36 Information Services SAN Backup Solution 50,,000 0
Total New FTE's 18.00 Total Other Funds $1~392~900 $1~426~500
TOTAL GENERAL AND OTHER FUNDS $2~156~000 $1~893~200
Page 200
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Program Title: Priority #: For Year:
Emergency Preparedness Manager 1 2007
Cost: Contact Person: Department Name:
$76,100 Sara Miller Police
Description of Improvement:
The City needs a person to coordinate emergency preparedness activities to include training, updating the
City plan, and developing/conducting exercises to ensure the plan is operable. This requirement is only
going to increase as additional federal and state requirements are promulgated. Currently the City
contracts for this position. It is important that the Administration has constant vigilance over the City's
state of emergency preparedness, and has ready, constant access to this position. The best way to make
sure that happens is to bring the position in-house. By doing so, the incumbent is always available when
needed, can respond immediately to directions, and provide timely and responsive advice and
recommendations.
Alternatives:
Continue to contract. Add emergency preparedness responsibilities to a current staff member.
Advantages of Approval:
Emergency preparedness planning requires constant management and oversight. Bringing the position in-
house provides that necessary oversight. Contractors come and go. They sometimes do not capture the
intent of the Administration thereby sending the wrong message, wasting time and funds.
Implications of Denial:
Continue to pay relatively the same amount of money to a contractor who mayor may not be there
when needed~ reduce emergency preparedness visibility by adding it to another staff member's set of
responsibilities~ not meet federal/state requirements.
2007 Cost of Improvement
Revenue Source:
General fund $ 22,800
Proprietary funds $ 53,300
Other fund:
Total Revenue: $ 76,100
Expenditures:
Pay GradelStep N07/3
Wages $ 58,500
Benefits (300/0) $ 17,600
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Oth er
Total Cost: $ 76,100
2008 Cost of Improvement
Revenue Source:
General fund $ 23,500
Proprietary funds $ 54,800
Other fund:
Total Revenue: $ 78,300
Expenditures:
Pay GradelStep N07/4
Wages $ 60,200
Benefits (300/0) $ 18,1 00
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Ot her
Total Cost: $ 78,300
Conclusion: The 2007 budget adds 1.0 FTE based in the Police department.
Page 201
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Pro~ram Title: Priority #: I For Year:
Part Time Probation Counselor-.50 FTE 1 2007
Cost: Contact Person: Department Name:
$ 31,600 Greg Bockh Probation/Human Resources
Description of Improvement:
Probation workload now requires add'l staff. The prudent average case per counselor load should be no more than
140 plus~ 1) an increase in UAs collected each month (06 average 346 vs. 03 avg of 159), 2) increase in jail
investigations (06 avg: 31 vs. 03 avg: 22.7) and 3) increases in the number of Pre-Trial cases assigned (06 avg: 34 vs.
03 avg: 8.9). New programs being generated to reduce incarceration costs require staffing. These include day jail,
mental health court and victim panel. The Probation Manager covers 1/3 of a full case load (approx 47), as does the
Probation Assistant (47). Together with 3 FTE counselors, the maximum case load should be no more than 514. The
current case load for probation is 582 and projected to increase to over 600 in the out years. A portion of the cost
of this .5 FTE will be offset by the money received from the State through SB5454~ $17,000 in 2007 and $25,000 in
2008.
Alternatives:
Simply stop taking referrals over a certain number. Curtail some services probation provides. These attempts have
proven to be short lived, as invariably the number of referrals has increased. Increase case loads for all counselors,
thus increasing liability exposure.
Advantages of Approval:
Savings in jail costs without increased liability. Probation could also continue to look for, and manage, additional
alternatives to incarceration, while continuing to operate those already established, thus saving more money in the
future. Reduce back log when employees are on extended absences (vacation/FMLA etc).
Implications of Denial:
Increased jail costs: a conservative estimate of an additional 100 defendants being incarcerated adds approximately
$1.5 million dollars to annual jail costs. Increase in liability exposure as staff attempts to do more with less attention
and time for details.
2007 Cost of Improvement
Revenue Source:
General fund $ 14,600
Proprietary funds
State Funding $ 17,000
Total Revenue: $ 31,600
Expenditures:
Pay GradelStep N05/3
Wages $ 24,300
Benefits (300/0) $ 7,300
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Ot her
Total Cost: $ 31,600
2008 Cost of Improvement
Revenue Source:
General fund $ 7,600
Proprietary funds
State Funding $ 25,000
Total Revenue: $ 32,600
Expenditures:
Pay GradelStep N05/4
Wages $ 25,100
Benefits (300/0) $ 7,500
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Ot her
Total Cost: $ 32,600
Conclusion: The 2007 budget adds .50 FTE to the Court division of the Human Resources department.
Page 202
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
ProRram Title: Priority #: I For Year:
Assistant City Attorney 1 2007
Cost: Contact Person: Department Name:
$110,400 Daniel B. Heid Legal
Description of Improvement:
The requested improvement is for an additional assistant city attorney. This assistant city attorney would
be primarily assigned to address emerging areas of the law and new legal challenges facing the City of
Auburn. Over the last few years, the City has been faced with new areas of legal challenge outside the
typical range of functions of the legal department and the City's need for legal representation.
Alternatives:
If the City were not to hire an additional city attorney, it would have to do what it has had to do in the
past, namely, engage the services of outside legal counsel. While expertise and a value of services could
be acquired in this manner, it is significantly more expensive on a per hour basis.
Advantages of Approval:
Because of the need for quick response and for the City to be on top of these newer legal issues, it would
be an advantage to the City to have an in-house staff member designated to these newer legal issues as
opposed to hiring outside counsel at a more significant cost.
Implications of Denial:
If this program improvement were not approved, the City would need to continue to hire outside legal
counsel for issues that are above and beyond or outside the typical legal response of current staff.
2007 Cost of Improvement
Revenue Source:
General fund $ 55,200
Proprietary funds-Water,
Sewer, Storm $ 55,200
Other fund:
Total Revenue: $ 110,400
Expenditures:
Pay GradelStep n 11/1
Wages $ 78,200
Benefits (300/0) $ 23,500
Supplies
Phone $ 1,200
Cell phone
Computer ($2,500) $ 2,500
Furniture $ 5,000
Vehicle
Other
Total Cost: $ 110,400
2008 Cost of Improvement
Revenue Source:
General fund $ 52,400
Proprietary funds-Water,
Sewer, Storm $ 52,400
Other fund:
Total Revenue: $ 104,800
Expenditures:
Pay GradelStep n 11 12
Wages $ 80,600
Benefits (300/0) $ 24,200
Supplies
Phone
Cell phone
Computer ($ 2,500)
Furniture
Vehicle
Other
Total Cost: $ 104,800
Conclusion: The 2007 budget adds 1.0 FTE to the Legal department. The cost of this FTE has been
allocated to multiple departments based on functions performed.
Page 203
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Program Title: Priority #: I For Year:
Property Management Supervisor Vehicle #1 2007
Cost: Contact Person: Department Name:
$15,000 Mark Ellingson Human Resources/Property Management
Description of Improvement:
Provide a vehicle for the Property Manager for necessary daily travel between City properties.
Alternatives:
City vehicle 6107D, currently being used by Properties staff, is scheduled for replacement in 2007. This
vehicle only has about 31,000 miles on it and would provide the necessary transportation if a new vehicle
is not approved. It could be reassigned to the Property Manager after its replacement has been deployed.
Advantages of Approval:
This vehicle will allow timely travel for routine inspections, and immediate response to employees'
request for on-site management support, emergent situations, and requests for assistance at all City-
occupied locations.
Implications of Denial:
Motor pool vehicles are not always available when needed. The unavailability of a vehicle will impede
mobility and delay the Property Manager's response to emergent and non-emergent situations.
2007 Cost of Improvement
Revenue Source:
General fu nd $ 15,000
Proprietary funds
Other fund:
Total Revenue: $ 15,000
Expenditures:
Pay Grade/Step
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle $ 15,000
Other
Total Cost: $ 15,000
2008 Cost of Improvement
Revenue Source:
General fu nd $ 5,000
Proprietary funds
Other fund:
Total Revenue: $ 5,000
Expenditures:
Pay Grade/Step
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle $ 5,000
Other
Total Cost: $ 5,000
Conclusion: $15,000 has been added to the 2007 General Fund budget to purchase a vehicle for use by
the Property Manager. Replacement costs are budgeted in 2008.
Page 204
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Program Title: Priority #: For Year:
Emergency Preparedness Budget 1 2007/2008
Cost: Contact Person: Department Name:
$ 31 ,900 Sarah Miller Police
Description of Improvement:
Program support costs for Emergency Preparedness Manager. Includes temporary staff support (clerical
pool - 24 hrs per week), supplies, professional services, travel, communications, and miscellaneous budget
items.
Alternatives:
n/a
Advantages of Approval:
Provides the Emergency Preparedness Manager with a budget from which to operate.
Implications of Denial:
Emergency Preparedness Manager will have no budget.
2007 Cost of Improvement
Revenue Source:
General fund $ 31,900
Proprietary funds
Other fund:
Total Revenue: $ 31,900
Expenditures:
Pay GradelStep
Temp Wages $ 14,100
Benefits (150/0) $ 2,200
Supplies $ 1,500
Phone
Cell phone $ 1,400
Computer ($2,500)
Furniture
Vehicle
Other $ 12,700
Total Cost: $ 31,900
2008 Cost of Improvement
Revenue Source:
General fund $ 29,500
Proprietary funds
Other fund:
Total Revenue: $ 29,500
Expenditures:
Pay GradelStep
Temp Wages $ 14,500
Benefits (150/0) $ 2,200
Supplies $ 2,000
Phone
Cell phone $ 1,400
Computer ($2,500)
Furniture
Vehicle
Other $ 9,400
Total Cost: $ 29,500
Conclusion: $31,900 has been added to the Police budget to support Emergency Operatons.
Page 205
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Program Title: Priority #: For Year:
Disaster Supplies 1 2007/2008
Cost: Contact Person: Department Name:
$27,200 Sarah Miller Police
Description of Improvement:
Purchase of emergency food and water supplies for all city employees and council, to provide sustainment
for one full week. Current stockpiles provide supplies for a limited number of employees for only 2 or 3
days. The first year improvement would purchase enough supplies for 3.5 days, the second year
improvement would purchase the additional 3.5 days worth. The supplies need to be rotated every 5
years, so would require budgeting again in 2012 and 2013, assuming no disaster required their use
between now and then. Also purchases individual emergency kits for every employee, to be stored at
their workstation/area, to be used in case of disaster. Provides kits for each city owned vehicle as well.
Alternatives:
Purchase of food/water ($27,200). Purchase of emergency kits ($13,300). Purchase of 3 day supply of
food and water ($13,900).
Advantages of Approval:
Ensures that employees and council will have adequate food and water during a disaster, as well as other
essential emergency supplies. Consolidates purchase for all departments into one central budget item,
eliminatinQ need for each deoartment to budQet for them individuallv.
Implications of Denial:
City will not have the resources to sustain employees and council in case of disaster.
2007 Cost of Improvement
Revenue Source:
General fund $ 27,200
Proprietary funds
Other fund:
Total Revenue: $ 27,200
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Supplies $ 27,200
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Other
Total Cost: $ 27,200
2008 Cost of Improvement
Revenue Source:
General fund $ 13,300
Proprietary funds
Other fund:
Total Revenue: $ 13,300
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Supplies $ 13,300
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Other
Total Cost: $ 13,300
Conclusion: $27,200 has been added to the 2007 Police department budget for the purchase of disaster
supplies.
Page 206
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
ProRram Title: Priority #: I For Year:
T aser per officer program #3 2007
Cost: Contact Person: Department Name:
$77,300 Steve Stocker Police
Description of Improvement:
Purchase the X26 Taser less lethal weapon for each commissioned employee and properly train them to
use the weapon per Taser Internationals training recommendations. The purchase of 70 X26 Tasers,
enough field and training cartridges for the officers, and necessary accessories comes to $77,300 with tax.
Risk Manager Rob Roscoe has been consulted on this program and is in support of it.
Alternatives:
Continue to use the older M26's and continue to have them available for officers to take on shift. We
have a limited number of M26's and not every officer is able to carry the weapon on duty.
Advantages of Approval:
This will reduce officer and suspect injury. Accountability of the Taser weapon will be precise as each
weapon has a serial number to be assigned to the officer.
Implications of Denial:
We will continue to have officers sporadically carrying the older Tasers on the street. Their power mainly
relies on re-chargeable batteries that fail and the weapons continue to have to be replaced.
2007 Cost of Improvement
Revenue Source:
General fund $ 77,300
Proprietary funds
Other fund:
Total Revenue: $ 77,300
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Small Tools $ 77,300
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Other
Total Cost: $ 77,300
2008 Cost of Improvement
Revenue Source:
General fund
Proprietary funds
Other fund:
Total Revenue: $ -
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Other
Total Cost: $ -
Conclusion: $77,300 has been added to the 2007 budget to purchase 70 tasers for the Police
department.
Page 207
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
ProRram Title: Priority #: I For Year:
Additional Patrol Sergeant's Vehicle #1 2007 -2008
Cost: Contact Person: Department Name:
$55,000 Greg Wood Police
Description of Improvement:
The Police Dept proposes adding a second sergeant's vehicle to the patrol inventory. Currently there is
one vehicle assigned to six patrol sergeants. On average, two to three officers are normally assigned to
one vehicle. As a result of one vehicle being operated by so many people, that particular vehicle
experiences a substantial increase in wear and tear. When the last sergeant's vehicle was replaced (2000
Ford Expedition), it had well over 100,000 miles on it. This is significantly higher than most patrol
oriented vehicles.
Alternatives:
The patrol sergeant's vehicle carries specialized equipment and as such, there are no viable alternatives
available. Patrol sergeant's can operate standard patrol vehicles, however they would be without much
of their specialized equipment.
Advantages of Approval:
The patrol sergeants would have a secondary vehicle available to them, fully equipped, which could be
utilized as a primary vehicle for three of the six patrol sergeants. This would also ensure that a fully
equipped sergeant's vehicle is available, even if one is down for service.
Implications of Denial:
The patrol sergeants will continue to utilize one vehicle, which will incur high mileage/idle time and
excessive wear and tear.
2007 Cost of Improvement
Revenue Source:
General fund $ 55,000
Proprietary funds
Other fund:
Total Revenue: $ 55,000
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle $ 55,000
Other
Total Cost: $ 55,000
2008 Cost of Improvement
Revenue Source:
General fund $ 9,000
Proprietary funds
Other fund:
Total Revenue: $ 9,000
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle replacement $ 9,000
Other
Total Cost: $ 9,000
Conclusion: $55,000 has been added to the 2007 Police department budget to purchase a Sergeant's
vehicle. Replacement costs are budgeted in 2008.
Page 208
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
ProRram Title: Priority #: I For Year:
Detective Vehicle #2 2007
Cost: Contact Person: Department Name:
$25,000 Will Lathrop Police
Description of Improvement:
With the reassignment of a Sergeant and being fully staffed in the Property Crimes Unit there will need to
be an additional unmarked vehicle assigned to the unit. Detectives use vehicles constantly to contact
suspects and victims as well as to meet with prosecutors and attend Superior Court.
Alternatives:
Fully staffing the Property Crimes Unit will create a shortage of vehicles for detectives. Detectives already
share cars and will have to begin finding vehicles not assigned to them for use.
Advantages of Approval:
An additional vehicle will reduce the times that detectives will have to borrow a vehicle from a different
division.
Implications of Denial:
Time will be lost by detectives when they need a vehicle and are unable to locate one within the division.
2007 Cost of Improvement
Revenue Source:
General fund $ 25,000
Proprietary funds
Other fund:
Total Revenue: $ 25,000
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle $ 25,000
Other
Total Cost: $ 25,000
2008 Cost of Improvement
Revenue Source:
General fund $ 5,000
Proprietary funds
Other fund:
Total Revenue: $ 5,000
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle replacement $ 5,000
Other
Total Cost: $ 5,000
Conclusion: $25,000 has been added to the 2007 Police department budget to purchase a detective
vehicle. Replacement costs are budgeted in 2008.
Page 209
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
ProRram Title: Priority #: I For Year:
Patrol Vehicle Opticom Program #4 2007
Cost: Contact Person: Department Name:
$22,000 Greg Wood Police
Description of Improvement:
Currently the patrol vehicles are not equipped with traffic signal preemption devices, requiring officers to
visually clear intersections without technological assistance while driving in emergency conditions. The
Police department proposes equipping all of the 22 vehicles assigned to the patrol division with the
Opticom devices in order to enhance the safety and increase the efficiency of emergency vehicle code
response/pursu its.
Alternatives:
Continue to operate the vehicles without the Opticom devices and requiring officers to visually clear
intersections without technological assistance.
Advantages of Approval:
This will enhance the safety to both the officers and the motoring public, and increase the efficiency in
code response by timing signals to coincide with officers entering the intersection.
Implications of Denial:
Officers will continue to operate in emergency conditions without technological assistance.
2007 Cost of Improvement
Revenue Source:
General fund $ 22,000
Proprietary funds
Other fund:
Total Revenue: $ 22,000
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Small tools $ 22,000
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Other
Total Cost: $ 22,000
2008 Cost of Improvement
Revenue Source:
General fund
Proprietary funds
Other fund:
Total Revenue: $ -
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Other
Total Cost: $ -
Conclusion: $22,000 has been added to the 2007 Police department budget to support the Opticom
program.
Page 210
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Program Title: Priority #: For Year:
Crime Scene Van #1 2007
Cost: Contact Person: Department Name:
$15,000 Will Lathrop Police
Description of Improvement:
A seized panel van will be converted to department use as a replacement vehicle to our critical incident
crime scene van. This will allow the department to store all mobile crime scene equipment in the van and
still have adequate space and resources to process evidence from large/serious crime scenes. The larger
van will allow Police to transport more items of evidence to our secure storage. This vehicle will be used
to tow the Meth Team Trailer when needed.
Alternatives:
Continue to use the existing van to transport equipment after loading equipment from the station. Use
the negotiator van to tow the Meth Team Trailer.
Advantages of Approval:
All crime scene equipment would be located in a central place. This would cut down the number of trips
made back to the station for additional equipment. Improved efficiencies for responding to crime scenes
and processing of crime scenes. Funded by seized assets.
Implications of Denial:
Time will continue to be spent loading and unloading the current van and making additional trips to and
from the station.
2007 Cost of Improvement
Revenue Source:
General fund
Proprietary funds
Special Revenue-117 $ 15,000
Total Revenue: $ 15,000
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle $ 15,000
Ot her
Total Cost: $ 15,000
2008 Cost of Improvement
Revenue Source:
General fund
Proprietary funds
Special Revenue-117
Total Revenue: $ -
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Ot her
Total Cost: $ -
Conclusion: $15,000 has been added to the 2007 budget to convert a crime scene van.
Page 211
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
ProRram Title: Priority #: I For Year:
POP Officer Vehicles (2) #2 2007
Cost: Contact Person: Department Name:
$50,000 Will Lathrop Police
Description of Improvement:
Two officers will be assigned to work as Problem Oriented Policing officers as part of the Special
Investigations Unit. POP officers will be directed to address on-going problems within the city and will be
specifically assigned to work rental properties and neighborhood issues. Officers will work generally in
unmarked police vehicles and occasionally will use marked units to address specific problems.
Alternatives:
Without assigned vehicles POP officers could use detective cars after hours and marked units from patrol
when unmarked vehicles are not available.
Advantages of Approval:
POP officers will have assigned vehicles that allow them to plan their day and work independent of patrol
and detectives.
Implications of Denial:
POP officers will spend the beginning of each day locating a vehicle to use.
2007 Cost of Improvement
Revenue Source:
General fund
Proprietary funds
Other fund: 117 $ 50,000
Total Revenue: $ 50,000
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle $ 50,000
Other
Total Cost: $ 50,000
2008 Cost of Improvement
Revenue Source:
General fund
Proprietary funds
Other fund: 117 $ 8,000
Total Revenue: $ 8,000
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle replacement $ 8,000
Other
Total Cost: $ 8,000
Conclusion: $50,000 has been added to the 2007 Police department budget for the purchase of 2 POP
Officer vehicles. Replacement costs are budgeted in 2008.
Page 212
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
ProRram Title: Priority #: I For Year:
Additional Wildflower Site 7 2007 and 2008
Cost: Contact Person: Department Name:
$5,500 Mike Miller Park Facilities
Description of Improvement:
Add wildflower sites to areas around the City. One site will be selected in 2007 and another in 2008.
Alternatives:
Continue with current level.
Advantages of Approval:
Increase the number of Wild Flower sites.
Implications of Denial:
Same level of driver aggravation as they head off to work and on to the freeway system.
2007 Cost of Improvement
Revenue Source:
General fund $ 5,500
Proprietary funds
Other fund:
Total Revenue: $ 5,500
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Supplies $ 5,500
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Other
Total Cost: $ 5,500
2008 Cost of Improvement
Revenue Source:
General fund $ 5,500
Proprietary funds
Other fund:
Total Revenue: $ 5,500
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Supplies $ 5,500
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Other
Total Cost: $ 5,500
Conclusion: $5,500 has been added to the Parks-facilities budget in 2007 and 2008 to create additional
wildflower sites around the City.
Page 213
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
ProRram Title: Priority #: I For Year:
Purchase Riding Mower 6 2007
Cost: Contact Person: Department Name:
$60,000 Mike Miller Park Facilities
Description of Improvement:
Replace large riding mower (10 foot cutting width) with new one. Original mower was purchased in
1993.
Alternatives:
Continue using mower past its recommended useful life.
Advantages of Approval:
Cut down on maintenance costs. With fewer breakdowns both operator and mechanic can increase their
productivity time.
Implications of Denial:
Continue to make repairs as needed and be less efficient with time spent bringing mower back to shop to
be repa ired.
2007 Cost of Improvement
Revenue Source:
General fund $ 60,000
Proprietary funds
Other fund:
Total Revenue: $ 60,000
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Other-equipment $ 60,000
Total Cost: $ 60,000
2008 Cost of Improvement
Revenue Source:
General fund
Proprietary funds
Other fund:
Total Revenue: $ -
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Other-equipment
Total Cost: $ -
Conclusion: $60,000 has been added to the 2007 Parks facilities budget to purchase a riding mower.
Page 214
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
ProRram Title: Priority #: I For Year:
Janitorial Service 9 2007 and 2008
Cost: Contact Person: Department Name:
$0 Mike Miller Park Facilities
Description of Improvement:
Eliminate two Seasonal Labor positions ($11,700 wages and $1,800 benefits) and reduce janitorial supply
budget by $10,000 in order to contract with a janitorial company to clean and lock up 11 restroom
buildings from April 1- November 30. This would free up time spent training and supervising seasonal
employees that work until 11 :00 pm, this is always the most difficult shift to fill and to find someone who
will do a "professional" job. Eliminate the risk of having a seasonal employees out in the Parks late at
night. The savings of $23,500 would offset the cost of hiring the janitorial service.
Alternatives:
Continue using seasonal employees.
Advantages of Approval:
Reduce time spent on training and supervising and increase safety. The janitorial company will send out 2
crews of 2 in a crew which will produce a better quality of service.
Implications of Denial:
Continue to use up time training and supervising.
2007 Cost of Improvement
Revenue Source:
General fund $ 23,500
Proprietary funds
Decrease in temp exp $ (23,500)
Total Revenue: $ -
Expenditures:
Pay GradelStep
Wages $ (23,500)
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Contract $ 23,500
Total Cost: $ -
2008 Cost of Improvement
Revenue Source:
General fund $ 23,500
Proprietary funds
Decrease in temp exp $ (23,500)
Total Revenue: $ -
Expenditures:
Pay GradelStep
Wages $ (23,500)
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Contract $ 23,500
Total Cost: $ -
Conclusion: Zero budget impact. The City will enter into contracted Janitorial Services in 2007
eliminating the need for 2.0 seasonal staff.
Page 215
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
ProRram Title: Priority #: I For Year:
2 Scoreboards at Game Farm Park 2007
Cost: Contact Person: Department Name:
$18,000 Petty Parks, Arts & Recreation
Description of Improvement:
Purchase of two (2) new scoreboards for Fields 1 & 4 at Game Farm Park. The current scoreboards on
these two fields have been in place since 1988 and are no longer working. The City replaced the
scoreboards on Fields 2 & 3 in 2006.
Alternatives:
Seek sponsorships to pay for up to 1/2 of the cost of each scoreboard.
Advantages of Approval:
Would put new scoreboards on all four fields. Game Farm Park is the City's showcase athletic facility and
is used for league and tournament play. New scoreboards on all four fields enhances the playing
experience for league and tournament participants, who often are traveling to, and staying in, Auburn.
Implications of Denial:
Two scoreboards would remain non-operable.
2007 Cost of Improvement
Revenue Source:
General fund $ 9,000
Proprietary funds
Sponsorship $ 9,000
Total Revenue: $ 18,000
Expenditures:
Pay GradelS tep
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Capital Outlay $ 18,000
Total Cost: $ 18,000
2008 Cost of Improvement
Revenue Source:
General fund
Proprietary funds
Sponsorship
Total Revenue: $ -
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Capital Outlay
Total Cost: $ -
Conclusion: $18,000 is budgeted in the Parks-Recreation Admin budget to match sponsorships for
purchasing new scoreboards.
Page 216
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Program Title: Priority #: For Year:
Senior Center Furniture/Furnishings Replacement/Re- 2008
upholstery
Cost: Contact Person: Department Name:
$15,000 Cheryl Sallee Parks, Arts and Recreation
Description of Improvement:
Begin to replace and re-upholstery furniture/furnishings purchased for the Center opening in 2001.
Alternatives:
Continue to utilize worn furniture/tables.
Advantages of Approval:
Center will continue to look up-to-date for daily users, the general public and potential renters. Furniture
that could become unsafe due to over use will be replaced or refurbished.
Implications of Denial:
Center will begin to take on a worn look which will impact ability to generate rental revenue as well as
have a negative impact on the pride current users, sponsors, and promoters of our programs and services
have in our facility.
2007 Cost of Improvement
Revenue Source:
General fund
Proprietary funds
Other fund:
Total Revenue: $ -
Expenditures:
Pay GradelStep
Wages
Benefits (290/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Other-Furniture
Total Cost: $ -
2008 Cost of Improvement
Revenue Source:
General fund $ 15,000
Proprietary funds
Other fund:
Total Revenue: $ 15,000
Expenditures:
Pay GradelStep
Wages
Benefits (290/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture $ 15,000
Vehicle
Other-Furniture
Total Cost: $ 15,000
Conclusion: $15,000 has been added to the 2008 budget for the Parks-Senior Center budget to purchase
fu rn itu re.
Page 217
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Program Title: Priority #: I For Year:
Golf Operations FTE's 1 2007 -2008
Cost: Contact Person: Department Name:
$190,800 Kevin Van Golf Course
Description of Improvement:
The City will be taking over the golf operations. To do so City staffing will be necessary. The following
FTE's will be required: Golf Pro/Supervisor of Golf Operations (N06/3): Salary $57,900, Benefits
$17,400 Total $75,300. Assistant Pro/Golf Specialist N04/3: Salary $44,100, Benefits $13,200, Total
$57,300. Accounting Assistant (.5FTE - N02/3): Salary $18,400, Benefits $5,500, Total $23,900.
Additional labor (pro shop/starter, cart barn, driving range, etc.) will be provided by temporary
employees, salary cost of $85,000 plus $12,800 in benefits, and volunteers. Will need staff for 9 months
in 2007.
Alternatives:
Operate under concession agreement.
Advantages of Approval:
More efficient golf management operation. Consistent with Business Plan. Control of tournaments,
lessons, marketing, etc.
Implications of Denial:
Continue to operate under concession agreement.
2007 Cost of Improvement
Revenue Source:
General fund
Proprietary funds-Golf $ 190,800
Other fund:
Total Revenue: $ 190,800
Expenditures:
Pay Grade/Step See above
Wages $ 90,300
Benefits (300/0) Temp (150/0) $ 36,700
Temp Wages $ 63,800
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Total Cost: $ 190,800
2008 Cost of Improvement
Revenue Source:
General fund
Proprietary funds-Golf $ 262,000
Other fund:
Total Revenue: $ 262,000
Expenditures:
Pay Grade/Step
Wages $ 124,000
Benefits (300/0) Temp (150/0) $ 50,400
Temp Wages $ 87,600
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Total Cost: $ 262,000
Conclusion: $127,000 for 2.5 FTE's and $63,800 for temporary wages has been added to the Parks-Golf
Course budget in 2007. This budget will cover operations for nine months of 2007. The full year is
budgeted in 2008.
Page 218
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Pros;!ram Title: Priority #: I For Year:
Full Time Employees, (2) MWI 1 2008
Cost: Contact Person: Department Name:
$99,900 Jay Gibson Public Works/Water
Description of Improvement:
Since Well #7 was put on line our customers have been experiencing episodes of colored water
associated with elevated levels of iron & manganese. The problem has continued to progress over time
to a point where low velocity main cleaning is the most viable solution. Additional staff & equipment
are necessary to implement a main cleaning program while maintaining the current level of service in
other areas. The new program will include the following tasks: (1) Target area planning, (2) Customer
notification, (3) Temporary modifications to facilities for cube launch and discharge ports, (4) Flushing,
Temporary Erosion and Sedimentary Control (TESC), dechlorination and disposal of discharge water, (5
Traffic control. In anticipation of this requirement, the two positions were included in the last rate
increase for the utility.
Alternatives:
Identify critical areas to be cleaned and reprioritize existing maintenance activities. Determine if work
can be contracted out~ however, this would still require water staff to assist for quality control and
system security.
Advantages of Approval:
Improved water quality and reduction in number of customer concerns / complaints. Reduce the
volume of water wasted in unscheduled flushing activity and conserves our limited resource.
Implications of Denial:
Customers will continue to experience episodes of colored water with on demand response to flush the
affected area(s). Brass meters and valves will continue to deteriorate or seize up from manganese
sediment.
2007 Cost of Improvement
Revenue Source:
General fund
Proprietary funds
Other fund:
Total Revenue: $ -
Expenditures:
Pay Grade/Step
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Other
Total Cost: $ -
2008 Cost of Improvement
Revenue Source:
General fund
Proprietary fund-Water-430 $ 99,900
Other fund:
Total Revenue: $ 99,900
Expenditu res:
Pay Grade/Step T21/1
Wages $ 76,400
Benefits (300/0) $ 23,000
Supplies $ 500
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Other
Total Cost: $ 99,900
Conclusion: 2.0 FTE's have been added to the 2008 Water Fund budget.
Page 219
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Pro~ram Title: Priority #: I For Year:
Utilities Technician 2 2007
Cost: Contact Person: Department Name:
$57,300 Duane Huskey Public Works
Description of Improvement:
This full-time equivalent position (FTE) will replace the position transferred to the Development Section in
2006 and will be supervised and funded (1/3 Water, 1/3 Storm & 1/3 Sewer) within the Utilities Section of
the Public Works Department. The FTE will be responsible for process of utility connection, Metro sewer
and fire hydrant permits for all three utilities. The FTE position will be supporting the Permit Center
utilities permit process while promoting customer care and customer service. FTE will supply technical
support to the utility engineers in regards to civil engineering construction plans, development regulations
and the City's design and construction standards. The FTE will also perform research and surveys,
develop reports, prepare spreadsheets and provide various technical support to the Utilities Engineer.
Alternatives:
Utility Section staff will have to place more responsibility on the Planning Department's Permit Center
staff. Continue to hire contract staff at $65,000 per year.
Advantages of Approval:
1. Enhances support to the Permit Center for utility permit processing. 2. Provides expeditious utility
permit information to applicants. 3. Improves customer service. 4. An FTE can provide better quality
assurance, control, and continuity to the permit and the utility billing processes at lower cost.
Implications of Denial:
1. Customer care due to the lack of continuity of assistance given to customers requesting utility
availability information may decline. 2. Increased risk of an applicant's permit information not being
processed in an accurate and timely manner. 3. Diverting current staff time from other assigned duties.
2007 Cost of Improvement
Revenue Source:
General fu nd
Proprietary funds-Water $ 57,300
Other fund:
Total Revenue: $ 57,300
Expenditures:
Pay Grade/Step nob/3
Wages $ 44,000
Benefits (300/0) $ 13,200
Supplies $ 100
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Other
Total Cost: $ 57,300
2008 Cost of Improvement
Revenue Source:
General fund
Proprietary funds-Water $ 59,000
Other fund:
Total Revenue: $ 59,000
Expenditures:
Pay Grade/Step nob/4
Wages $ 45,300
Benefits (300/0) $ 13,600
Supplies $ 100
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Other
Total Cost: $ 59,000
Conclusion: 1.0 FTE has been added to the 2007 budget. This position will be allocated between Water,
Sewer and Storm funds as they will be performing work related to all three funds.
Page 220
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Program Title: Priority #: I For Year:
Network Administrator 1 2007
Cost: Contact Person: Department Name:
$78,600 Rempher Information Services
Description of Improvement:
Add second network administrator to manage additional wireless and fiber access points and networking
issues associated with these systems. Additional applications such as Cartegraph and the new SCADA
utility system will add significant infrastructure that has to be managed by a network certified person.
Communications equipment for new golf course clubhouse including concessionaire services will require
additional support. While these projects add efficiencies for staff and citizens, they do require additional
technical resources to keep them updated, patched, secured and maintained. This position is required as
a result of increased technologies used by the utilities divisions. Recommend staff addition be budgeted to
enterprise funds.
Alternatives:
Do not implement technically advanced SCADA. Do not continue to implement work order
management software and laptops in public works for efficiency in work order completion and
management.
Advantages of Approval:
Continue to provide staff efficiencies that far outweigh the cost of a single network administrator.
Implications of Denial:
Systems down; systems not maintained.
2007 Cost of Improvement
Revenue Source:
General fund
Proprietary funds $ 78,600
Other fund:
Total Revenue: $ 78,600
Expenditures:
Pay GradelStep noe/3
Wages $ 58,500
Benefits (300/0) $ 17,600
Supplies
Phone
Cell phone
Computer ($2,500) $ 2,500
Furniture
Vehicle
at her
Total Cost: $ 78,600
2008 Cost of Improvement
Revenue Source:
General fund
Proprietary funds $ 77,900
Other fund:
Total Revenue: $ 77,900
Expenditures:
Pay GradelStep noe/3
Wages $ 60,300
Benefits (300/0) $ 179600
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
at her
Total Cost: $ 77,900
Conclusion: 1.0 FTE has been added to the 2007 Information Services budget. This position has been
allocated between Water, Sewer and Storm funds as they will be performing work related to all three
funds.
Page 221
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Pro~ram Title: Priority #: I For Year:
Desktop Support 1 2007 & 2008
Cost: Contact Person: Department Name:
$68,700 Rempher Information Services
Description of Improvement:
Over the past two years and recommended for the 07-08 budget, we have added significant technology
throughout the City. The increased technology has been primarily in the public safety and public works
areas. It is estimated that 500/0 of Information Services desktop staffing is in support of enterprise funds
including cemetery, golf course, water, sewer, storm and solid waste. Projects include wireless support,
SCADA systems support, golf course clubhouse and concessionaire communications systems support,
cemetery communications support, automated work order management system for maintenance and
operations functions, eGovernment services including business licensing, online permitting, online police
reporting, online customer services system and future online utility payments, blackberrys. Each
additional system has added a layer of support, additional computers, additional computer servers and
more complex network maintenance and design.
Alternatives:
Continue to contract for support staff. For contract staff that does a satisfactory job for the city, the
person typically stays for approximately 3-6 weeks and then moves on to a permanent position.
Advantages of Approval:
Continue to provide staff efficiencies throughout the city while minimizing hiring to support of
technologies that increase staff ability to handle more customers.
Implications of Denial:
Less efficient operation of technology in City departments and users will have slower response times by
Information Services.
2007 Cost of Improvement
Revenue Source:
General fund
Proprietary funds $ 68,700
Other fund:
Total Revenue: $ 68,700
Expenditures:
Pay Grade/Step noe/3
Wages $ 50,900
Benefits (300/0) $ 15,300
Supplies
Phone
Cell phone
Computer ($2,500) $ 2,500
Furniture
Vehicle
Other
Total Cost: $ 68,700
2008 Cost of Improvement
Revenue Source:
General fu nd
Proprietary funds $ 136,200
Other fund:
Total Revenue: $ 136,200
Expenditures:
Pay Grade/Step noe/4
Wages $ 104,800
Benefits (300/0) $ 31,400
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Other
Total Cost: $ 136,200
Conclusion: 1.0 FTE has been added in 2007 and another in 2008; both will be paid for by multiple
proprietary funds.
Page 222
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Pro~ram Title: Priority #: I For Year:
Maintenance Worker II w/ COL 1 2008
Cost: Contact Person: Department Name:
$61,400 Sam Castro Public Works/Sewer
Description of Improvement:
In 2006 we had requested a Maintenance Worker 11 / COL. This position was approved and utilized to fill
a new specialist position to keep pace with pump station maintenance. This position remains a high priority
for the division. With the need for two specialist operating at different locations. Each Specialist requires the
need for support staff, this is urgent due to Confined Space Laws we must adhere to. We are unable to
meet the expectations of present and past performance goals with the current staffing levels. We are
currently attempting to maintain over 20 lift stations with the same staffing levels from the 1970's.
Alternatives:
Continue to maintain the Sewer & Storm facilities at lower levels that do not meet the City's standards with
the same number of staff since the 1970's.
Advantages of Approval:
The additional position has been figured into the approved rate study for the sanitary sewer utility and will
significantly increase the man-hour production rates for all functions that require a two person crew.
Currently all job functions performed require a two person crew, our current staffing count is 7 making it a
scheduling conflict. An additional staff member will support the needs of the utility, and thus reduce the
liability exposure to the city.
Implications of Denial:
Continued increase of the service area and number of pump stations with no additional staff will result in
ineffective use of the staff that we do have which will contribute to a breakdown of the level of service that
we are currently providing. The service area is growing faster than our ability to maintain. As our level of
service drops we will be required to spend more on emergency repairs. It would be prudent to maintain a
crew capable of assessing the sewer system and maintaining it at or above our past standards.
2007 Cost of Improvement
Revenue Source:
General fund
Proprietary funds-Sewer
Other fund:
Total Revenue: $ -
Expenditures:
Pay Grade/Step -Union PSN
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Other
Total Cost: $ -
2008 Cost of Improvement
Revenue Source:
General fu nd
Proprietary funds-Sewer $ 61 ,400
Other fund:
Total Revenue: $ 61 ,400
Expenditures:
Pay Grade/Step T22A/1 (CDL)
Wages $ 46,800
Benefits (300/0) $ 14,100
Supplies $ 500
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Other
Total Cost: $ 61 ,400
Conclusion: 1.0 FTE has been added in the 2008 Sewer Fund budget.
Page 223
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Pro~ram Title: Priority #: I For Year:
Water Resources Technician-Storm 1 2007
Cost: Contact Person: Department Name:
$66,300 Duane Huskey Public Works/Storm and Sewer
Description of Improvement:
The position is in support of City vision and goals for downtown development regarding storm water
quality and quantity. This position would provide on-going post construction inspection and regulatory
compliance for private storm systems (water quality and quantity) and sanitary sewer systems (fats, oils &
grease). This position would also be responsible for the inspections required by the storm drainage Water
Quality/Quantity Monitoring program, West Nile Virus program and NPDES II Permit compliance. This
position was included in the 2007 rate increase for the utility. The Water Resources intern contract
position ($22,000) would be eliminated if this position is created.
Alternatives:
Hire consultants and/or contract staff to perform the work although it would be difficult to obtain a
mixed skill set of qualifications to provide such a wide array on services in these areas. As a long-term
requirement contract procurement is not recommended as continuity is key to program success.
Advantages of Approval:
The City will have the ability to start implementing the fats, oils & grease program and substantially
improve its water quality/quantity monitoring program. It will also provide for the improved monitoring
of private storm facilities and provide support to the water conservation program. The cost for the
position would be 1000/0 funded by the water, sanitary sewer, and storm drainage utilities. Office space
and equipment are available. The position also supports the West Nile Virus program.
Implications of Denial:
The City's utilities will incur higher costs to implement and continue these programs utilizing
consultants/contract staff. Potential difficulty in documenting our compliance with N PDES II regulations
and diminished sanitary sewer and storm drainage regulatory compliance.
2007 Cost of Improvement
Revenue Source:
General fu nd
Proprietary funds: Storm $ 49,800
and Sewer $ 16,500
Total Revenue: $ 66,300
Expenditures:
Pay Grade/Step NOC/3
Wages $ 50,600
Benefits (300/0) $ 15,200
Supplies $ 500
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Ot her
Total Cost: $ 66,300
2008 Cost of Improvement
Revenue Source:
General fund
Proprietary funds: Storm $ 50,900
and Sewer $ 17,000
Total Revenue: $ 67,900
Expenditures:
Pay Grade/Step NOC/4
Wages $ 52,200
Benefits (300/0) $ 15,700
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Ot her
Total Cost: $ 67,900
Conclusion: 1.0 FTE has been added to the 2007 budget. This position will be allocated between the
Storm and Sewer funds.
Page 224
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Pro~ram Title: Priority #: I For Year:
Mntc Worker II-Storm (Street Sweeper Operator) 3 2007
Cost: Contact Person: Department Name:
$59,500 J. Sandercock Public Works/Storm
Description of Improvement:
To achieve the City's goal to enhance neighborhoods and enhance a sense of community through
maintenance, the addition of a Maintenance Worker II - CDL to the Storm Division will increase the
productivity and efficiency of the Division. This addition will enable street sweeping to meet the level of
service standard set by the City. The Storm Division currently operates with two Sweeper operators.
Street Sweeping requirements are growing as the number of curb miles and right-of-ways increases with
new development and as new annexations occur.
Alternatives:
Continue to utilize the existing staff and accept a declining level of service for sweeping frequency as
annexations occur and lane miles are added through development. Continue to maintain the City Streets
and right-of-ways at lower levels that do not meet the Cities standards as the number of miles increase.
Advantages of Approval:
Additional personnel will permit more efficient use of time and resources, without having to lower our
level of service. Staff will be able to cover more curb miles while also maintaining neighborhoods'
aesthetics and improve storm water discharge though removal of pollutants by more frequent sweeping.
Implications of Denial:
With the addition of curb miles added into the City our sweeping frequency will continue to decline.
2007 Cost of Improvement
Revenue Source:
General fund
Proprietary funds-Storm $ 59,500
Other fund:
Total Revenue: $ 59,500
Expenditures:
Pay Grade/Step-Union PSN T22A/1 (CDL)
Wages $ 45,400
Benefits (300/0) $ 13,600
Supplies $ 500
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Other
Total Cost: $ 59,500
2008 Cost of Improvement
Revenue Source:
General fund
Proprietary funds-Storm $ 61,400
Other fund:
Total Revenue: $ 61,400
Expenditures:
Pay GradelStep T22A/2 (CDL)
Wages $ 46,800
Benefits (300/0) $ 14,1 00
Supplies $ 500
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Ot her
Total Cost: $ 61,400
Conclusion: 1.0 FTE has been added to the Storm department. This position has been allocated between
the Storm and Solid Waste funds as the work to be performed benefits both.
Page 225
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Pro~ram Title: Priority #: I For Year:
Mntc Worker II Storm 1 2008
Cost: Contact Person: Department Name:
$61,400 J. Sandercock Public Works/Storm
Description of Improvement:
To achieve the City's goal to enhance neighborhoods and enhance a sense of community through
maintenance, the addition of a Maintenance Worker II - CDL to the Storm Division will increase the
productivity and efficiency of the Division. This addition will allow storm pond maintenance to meet the
level of service standards set by the City. Since 1986, when the Utility was formed, approximately 90 parcels
requiring routine maintenance have been added to the inventory. This number continues to grow, resulting
in a decline in the level of service. This position was included in the 2007 rate increase for the utility.
Alternatives:
Continue to utilize the existing staff and have the level of service decline as annexations occur and facilities
are added through development. Continue to maintain the City facilities at lower levels that do not meet the
Cities standards as the number of facilities increase.
Advantages of Approval:
Additional personnel will permit more efficient use of time and resources, without having to lower our level
of service. Staff will be able to maintain additional facilities while also maintaining neighborhoods' aesthetics.
The additional position will significantly increase the man-hour production for those functions that require a
two-man crew. The position will also allow utilization of the Division's high velocity cleaning, (Vactor)
truck, to increase by 500/0. Such cleaning is one of the most important functions the Division does to prevent
storm backup claims against the City.
Implications of Denial:
Continue to maintain the storm facilities at lower and lower levels of service as the system grows. With the
addition of facilities into the City our level of service will continue to decline.
2007 Cost of Improvement
Revenue Source:
General fund
Proprietary funds-Storm
Other fund:
Total Revenue:
Expenditures:
Pay Grade/Step
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
at her
Total Cost:
2008 Cost of Improvement
Revenue Source:
General fund
Proprietary funds-Storm $ 61,400
Other fund:
Total Revenue: $ 61,400
Expenditures:
Pay Grade/Step T22A/ 1 (CDL)
Wages $ 46,800
Benefits (300/0) $ 14,100
Supplies $ 500
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
at her
Total Cost: $ 61,400
Conclusion: 1.0 FTE has been added to the 2008 Storm fund budget.
Page 226
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Program Title: Priority #: For Year:
Olson Farm Capital Funds Matching Grant Allocation 2007 and 2008
Cost: Contact Person: Department Name:
$245,000 Patricia Cosgrove Parks, Arts and Recreation
Description of Improvement:
Allocate $245,000 in 2007 and $250,000 in 2008 to match a Heritage Capital Projects grant supporting
restoration work on the Mary Olson Farm. This grant has been very highly ranked, with final decisions
made in mid-2007. It requires a 2-1 match, one portion being in cash the other portion can be in-kind.
This Program Improvement seeks the portion required as cash. The grant is for $245,000 which will be
used to fully restore the farmhouse, inside and out. The cash match provided by the City will be allocated
to design and construction of parking and restrooms on the farm.
Alternatives:
Locate $245,000 in new cash grants by mid 2007, which may not be achievable.
Advantages of Approval:
This cash match will secure a $245,000 State grant and help leverage other support by continuing to
demonstrate that the City is investing in the Farm. With the completion of parking and restrooms, the
Farm will be approximately 850/0 complete and public use could begin in the near future.
Implications of Denial:
If this cash match is unavailable we will not receive this $245,000 State grant.
2007 Cost of Improvement
Revenue Source:
General fund
Proprietary funds
Other fund: 328 REET I $ 245,000
Total Revenue: $ 245,000
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Other $ 245,000
Total Cost: $ 245,000
2008 Cost of Improvement
Revenue Source:
General fund
Proprietary funds
Other fund: 328 REET I $ 250,000
Total Revenue: $ 250,000
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($ 2,500)
Furniture
Vehicle
Other $ 250,000
Total Cost: $ 250,000
Conclusion: Funds have been budgeted as a grant match for the Olson Farm project. These funds will be
transferred into the Park Construction fund if a grant is secured.
Page 227
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Program Title: Priority #: For Year:
Call Management Software- Symposium Express Call 2007
Center
Cost: Contact Person: Department Name:
$51,200 Shelley Coleman Finance
Description of Improvement:
This software would solve the issue of customers needing to leave a voice mail after holding on the phone
for two minutes. They would be allowed to enter a number that would let them continue to hold on the
line and maintain their place in the phone queue. This software also provides a set of standard reports
detailing various statistics such as call handling performance and agent productivity.
Alternatives:
Advantages of Approval:
Customers would be able to hold on the line until customer service could answer.
Implications of Denial:
Customers would continue to leave voice mail messages if customer service could not answer them within
two minutes.
2007 Cost of Improvement
Revenue Source:
General fund
Proprietary funds $ 51,200
Other fund:
Total Revenue: $ 51,200
Expenditures:
Pay Grade/Step
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
at her $ 51,200
Total Cost: $ 51,200
2008 Cost of Improvement
Revenue Source:
General fund
Proprietary funds $ 4,000
Other fund:
Total Revenue: $ 4,000
Expenditures:
Pay Grade/Step
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Other $ 4,000
Total Cost: $ 4,000
Conclusion: $51,200 has been added to the 2007 budget. The costs will be allocated to the Water, Sewer
and Solid Waste funds as the program will benefit all three funds.
Page 228
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Program Title: Priority #: I For Year:
Utility vehicle for main cleaning 1 2007
Cost: Contact Person: Department Name:
$60,000 Jay Gibson Public Works/Water
Description of Improvement:
A 1.5 ton utility vehicle is needed to implement a main cleaning program to improve water quality. The
vehicle will be used to work on system facilities to install temporary cube launch and discharge ports.
The vehicle will be equipped with storage bins for fire hoses and required safety and lifting devices to
accommodate the work performed. In anticipation of this requirement, this program improvement was
included in the rate increase scheduled for 2007.
Alternatives:
Use existing equipment normally used to perform other maintenance activities. Contract out water
main cleaning activities.
Advantages of Approval:
Adequate equipment designed for the work will be available. Water main cleaning will significantly
reduce the number of customer complaints for colored water and minimize the reactive flushing time
performed to temporarily solve the problem.
Implications of Denial:
Insufficient equipment to perform the work. The Water Division is already short a vehicle at times to
accommodate the work load of full staff.
2007 Cost of Improvement
Revenue Source:
General fund
Proprietary funds-Water $ 60,000
Other fund:
Total Revenue: $ 60,000
Expenditures:
Pay GradelS tep
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle $ 60,000
Other
Total Cost: $ 60,000
2008 Cost of Improvement
Revenue Source:
General fund
Proprietary funds-Water $ 10,000
Other fund:
Total Revenue: $ 10,000
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
F urn itu re
Vehicle-replacement costs $ 10,000
Other
Total Cost: $ 10,000
Conclusion: $60,000 has been added to the 2007 Water fund budget for 2007. Equipment
replacement has been budgeted for 2008.
Page 229
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
ProS!ram Title: Priority #: I For Year:
By-Pass Pumps for Wastewater 2 2007
Cost: Person(s) Responsible: Department Name:
$60,000 Samuel Castro Public Works/Sewer
Description of Improvement:
Purchase high volume mobile pump stations that are liquid fuel powered to bypass existing wastewater
pump stations in times of failure. The initial purchase of one, portable, pump system, that will be used
to meet the system criteria is desired and can be used to test suitability at all sites while we continue to
investigate the sizing & capacity for developing this backup capability at each pump station.
Alternatives:
If a pump station fails to function we will need to bypass pump the wastewater directly into the force
main. If we do not have the appropriate pumps to do this we will overflow the wet well and possibly
spill sewage onto the ground. The option of contracting a standby wastewater pumper trucks does exist.
We could set up a process of decanting the liquids downstream of the pump station and hauling the
solids to decant at the Renton Treatment Plant.
Advantages of Approval:
This is not something that will be used often but in planning for emergency situations given we have 22
sewer pump stations, this is a prudent and necessary risk management safeguard. Without this
improvement the sewer utility will be taking unnecessary risks and could inherit cleanup costs much
greater than the cost of the additional equipment. This will also provide the capability to handle
emergency situations that may develop which the utility does not currently have.
Implications of Denial:
Without the proposed mobile pump station the sanitary sewer utility is at risk if something were to place
the existing dry wells out of service at the larger wastewater pumping facilities. We currently have
pumps that will support the smaller stations but as growth of the system continues some of these new
stations present the need to purchase larger pumps. Denial of this request will require the utility to seek
emergency contracts with pumping companies to be called in during an emergency.
Initial Cost of Improvement
Revenue Source:
General fund
Proprietary funds-Sewer $ 60,000
Other fund:
Total Revenue: $ 60,000
Expenditures:
Pay Grade/Step
Wages
Benefits (290/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Capital Outlay $ 60,000
Vehicle
Total Cost: $ 60,000
Annualized Cost of Improvement
Revenue Source:
General fund
Proprietary funds
Other fund:
Total Revenue:
Expenditures:
Pay Grade/Step
Wages
Benefits (290/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Total Cost:
Conclusion: $60,000 has been budgeted for By-pass pumps in the Sewer fund for 2007.
Page 230
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
ProRram Title: Priority #: I For Year:
New Vehicle for Lift Station Specialist 1 2007
Cost: Person(s) Responsible: Department Name:
$23,000 Samuel Castro Public Works/Sewer
Description of Improvement:
We are currently recruiting a Lift Station Specialist to assist us in Maintaining & Operating the City's
sanitary sewer and storm lift stations. To meet the level of customer care that we have provided in the
past in the most productive manner this position should have a designated vehicle that is equipped with
the tools necessary for pump station maintenance.
Alternatives:
Lease a vehicle to meet the demands of Operations and Maintenance, or utilize (borrow) a vehicle not
properly equipped for the operational needs.
Advantages of Approval:
The designated vehicle will permit more efficient use of time and personnel as each specialist normally
does not require an assistant. Staff will cover multiple tasks without having to double up in one vehicle.
The service area has grown requiring two service trucks with two crews. The position and the vehicle
have been approved in the approved rate study.
Implications of Denial:
Annual projected productivity goals will not be met, lack of preventative maintenance will likely cause
system failures that may be avoided. A few examples are equipment failure, back ups, warranties being
voided, odor complaints, additional expenditures or possibly contracting out services typically
performed by internal staff.
Initial Cost of Improvement
Revenue Source:
General fund
Proprietary funds-Sewer $ 23,000
Other fund:
Total Revenue: $ 23,000
Expenditures:
Pay Grade/Step
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle $ 23,000
Total Cost: $ 23,000
Annualized Cost of Improvement
Revenue Source:
General fund
Proprietary funds-Sewer $ 6,200
Other fund:
Total Revenue: $ 6,200
Expenditures:
Pay Grade/Step
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Replacement cost $ 6,200
Total Cost: $ 6,200
Conclusion: $23,000 has been budgeted for the purchase of a vehicle in the 2007 Sewer budget.
Equipment replacement has been budgeted for 2008.
Page 231
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Pro~ram Title: Priority #: I For Year:
Television Camera Crawler 3 2007
Cost: Person(s) Responsi Department Name:
$55,000 Samuel Castro Public Works/Sewer and Storm
Description of Improvement:
Purchase a new television crawler that will enable the City to travel through the larger diameter
manholes. The crawler would have larger wheels and better lighting for better viewing inside the
sewer mains. The camera we have for videoing sewer or storm has its limitations due to the sizing of
pipes and lighting requirements. The desired crawler has the ability to video all pipe sizes over 15"
with the better lighting for the larger diameter pipe. The crawler would be split $27,500 from both
the sewer and the storm utilities for a total cost of $55,000.
Alternatives:
Contract with outside business for the video inspection of large diameter sewer and storm lines. The
Man-hours would be slightly less~ however we would still have a city employee supervising the
vendor while inspection of lines are being accomplished for quality control.
Advantages of Approval:
We have neglected inspection of the larger diameter lines due to limitations with equipment. With
procurement of the proper equipment we would be able to place the inspection of these lines on our
routine inspection schedule without the need to manage an outside vendor to do this work. This
provides us with the ability to assess situations quickly and easily.
Implications of Denial:
Inability to place the routine inspection of large diameter sewer and storm pipe on the crews routine
inspection program. Outside vendor would be required to televise these lines and one or two crew
members from the sewer utility would be required to manage their work and view the results.
Initial Cost of Improvement
Revenue Source:
General fund
Proprietary funds-Sewer, Storm $ 55,000
Other fund:
Total Revenue: $ 55,000
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Capital Outlay $ 55,000
Vehicle
Total Cost: $ 55,000
Annualized Cost of Improvement
Revenue Source:
General fund
Proprietary funds
Other fund:
Total Revenue:
Expenditures:
Pay GradelS tep
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Total Cost:
Conclusion: $55,000 has been budgeted for the purchase of a television crawler camera in 2007. The
cost will be split between the Sewer and Storm funds.
Page 232
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
ProRram Title: Priority #: For Year:
Street Sweeper 4 2007
Cost: Person(s) Responsible: Department Name:
$165,000 Jim Sandercock Public Works/Storm
Description of Improvement:
To achieve the City's goal to enhance neighborhoods and enhance a sense of community through capital
investments/maintenance recommend the purchase of an additional Street Sweeper. This purchase will
enable street sweeping to be kept to the level of service standard set by the City.
Alternatives:
Continue to utilize the two Sweepers already in operation and have the level of service decline as
annexations occur and lane miles are added through development. Continue to rent sweepers as needed.
Advantages of Approval:
Additional sweeper will permit more efficient use of time and personnel without reducing our level of
service. Staff will be able to cover more curb miles while also maintaining neighborhoods aesthetics and
improve storm water discharge though removal of pollutants by more frequent sweeping. By purchasing
the sweeper the City can reduce charges for renting by $20,000 per year.
Implications of Denial:
With the addition of curb miles added into the City our level of service will continue to decline.
Initial Cost of Improvement
Revenue Source:
General fund
Proprietary funds-Storm $ 165,000
Other fund:
Total Revenue: $ 165,000
Expenditures:
Pay Grade/Step
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle $ 165,000
Total Cost: $ 165,000
Annualized Cost of Improvement
Revenue Source:
General fund
Proprietary funds-Storm $ 54,000
Other fund:
Total Revenue: $ 54,000
Expenditures:
Pay Grade/Step
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle $ 54,000
Total Cost: $ 54,000
Conclusion: $165,000 has been budgeted in the Storm fund for 2007 to purchase an additional Street
Sweeper.
Page 233
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
ProRram Title: Priority #: I For Year:
Mower (Roadside Flail Mower) 2 2008
Cost: Person (s) Responsible: Department Name:
$105,000 Jim Sandercock Public Works/Storm
Description of Improvement:
To achieve the City's goal to enhance neighborhoods and enhance a sense of community through capital
investments/maintenance recommend purchase of a Roadside Mower. This purchase will enable roadside
mowing to be kept to the level of service standard set by the City.
Alternatives:
Continue to utilize the ditch mower already in operation and have the level of service decline as
annexations occur and lane miles are added through development. Continue to rent the flail mower as
needed.
Advantages of Approval:
Additional mower will permit more efficient use of time and personnel without having to lower the level
of service. Staff will be able to cover all right-of-way mowing operations, while also maintaining the level
of services desired by the Council. This mower can also be utilized to maintain portions of storm ponds
more efficiently. By purchasing equipment the City will reduces rental charges for similar equipment by
$20,000 per year.
Implications of Denial:
With the addition of more miles of right-of-way shoulder mowing added into the City our level of service
will continue to decline. Having a third mower will enable the City to continue the high standards of
ditch mowing and Right-of-way shoulder mowing as set by our level of standards.
Initial Cost of Improvement
Revenue Source:
General fund
Proprietary funds
Other fund:
Total Revenue: $ -
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Total Cost: $ -
Annualized Cost of Improvement
Revenue Source:
General fund
Proprietary funds-Storm $ 105,000
Other fund:
Total Revenue: $ 105,000
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle $ 105,000
Total Cost: $ 105,000
Conclusion: $105,000 has been budgeted in 2008 for the purchase of a mower for the Storm division.
Page 234
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
ProRram Title: Priority #: I For Year:
Riding Mower (Pond) 2 2007
Cost: Person(s) Responsible: Department Name:
$15,000 Jim Sandercock Public Works/Storm
Description of Improvement:
To achieve the City's goal to enhance neighborhoods and enhance a sense of community through capital
investments/maintenance the purchase of a Riding Mower is recommended. This purchase will enable
pond maintenance to be kept to the level of service standard set by the City.
Alternatives:
Continue to utilize the two mowers already in operation and have the level of service decline as
annexations occur and facilities are dedicated to the City. Rent a similar mower during the growth
season.
Advantages of Approval:
Additional mower will permit more efficient use of time and personnel without having to lower the level
of service. Staff will be able to more effectively mow the ponds.
Implications of Denial:
With the addition of facilities into the City our level of service will continue to decline. The goal to
enhance neighborhoods will not achieved.
Initial Cost of Improvement
Revenue Source:
General fund
Proprietary funds-Storm $ 15,000
Other fund:
Total Revenue: $ 15,000
Expenditures:
Pay Grade/Step
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle $ 15,000
Total Cost: $ 15,000
Annualized Cost of Improvement
Revenue Source:
General fund
Proprietary funds-Storm $ 3,000
Other fund:
Total Revenue: $ 3,000
Expenditures:
Pay Grade/Step
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle $ 3,000
Total Cost: $ 3,000
Conclusion: $15,000 has been budgeted in the Storm fund for the purchase of a new mower.
Page 235
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
ProRram Title: Priority #: I For Year:
Cemetery Mausoleum/Cascadia Repair 1 2007
Cost: Contact Person: Department Name:
$15,000 Scott deCarteret Cemetery
Description of Improvement:
1. Mausoleum repair: Replace and repair niche and crypt fasteners which are failing. 2. Cascadia
Columbarium: Remove and replace broken top caps as they are deteriorating.
Alternatives:
none
Advantages of Approval:
Make repairs before families express their frustrations of poorly maintained facilities.
Implications of Denial:
Deterioration will continue if no action is taken.
2007 Cost of Improvement
Revenue Source:
General fund
Proprietary funds-436 $ 15,000
Other fund:
Total Revenue: $ 15,000
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Other $ 15,000
Total Cost: $ 15,000
2008 Cost of Improvement
Revenue Source:
General fund
Proprietary funds-436
Other fund:
Total Revenue: $ -
Expenditures:
Pay GradelStep
Wages
Benefits (300/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Other
Total Cost: $ -
Conclusion: $15,000 has been budgeted in 2007 for Cemetery repairs.
Page 236
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
ProRram Title: Priority #: I For Year:
Cemetery Pick-up truck 2 2007
Cost: Contact Person: Department Name:
$24,000 Scott deCarteret Cemetery
Description of Improvement:
Purchase 2007 Chevrolet Colorado pick-up truck for the Cemetery.
Alternatives:
Mid-size four door pick-up truck (Dodge Dakota, Toyota Tundra).
Advantages of Approval:
Allow staff to assist family in purchasing of property when cemetery van is being used by other staff
members. Allow cemetery staff (up to four staff) to drive in one vehicle for leading in coach and
parking assistance for funeral services.
Implications of Denial:
Continue to be forced to use personnel vehicle for cemetery business. Staff needs multi-purpose
vehicle for parking and leading in funeral services.
2007 Cost of Improvement
Revenue Source:
General fund
Proprietary funds-Cemetery $ 24,000
Other fund:
Total Revenue: $ 24,000
Expenditures:
Pay Grade/Step
Wages
Benefits (290/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle $ 24,000
Other
Total Cost: $ 24,000
2008 Cost of Improvement
Revenue Source:
General fund
Proprietary funds-Cemetery
Other fund:
Total Revenue: $ -
Expenditures:
Pay Grade/Step
Wages
Benefits (290/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle replacement cost
Other
Total Cost: $ -
Conclusion: $24,000 has been added to the 2007 Cemetery budget for the purchase of a vehicle.
Page 237
2007 - 2008 Biennial Budget
Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
ProRram Title: Priority #: I For Year:
SAN Backup Solution 2007
Cost: Contact Person: Department Name:
$50,000 Brian Garbarino Information Services
Description of Improvement:
We have run out of time to backup all our systems at night and currently backups are running into the
early business hours. By adding a Storage Area Network (SAN) backup solution we can cut the time it
takes to backup to tape in half and by using this technology we can keep the data online and on site for a
period of two weeks. This allows us to restore lost data more quickly and simpler than it is done today
and with this technology we can backup to tape during the day and store offsite for disaster recovery.
Alternatives:
Alternatives would be to add a third tape library to the environment and split the backup jobs 3 ways.
Cost to add another tape library to the environment plus 5 week rotation of tapes would be $25,000.
Advantages of Approval:
Faster backups and restores, disk is cheaper than tape and much lower failure rate so maintenance costs
will go down.
Implications of Denial:
Impact network performance.
2007 Cost of Improvement
Revenue Source:
General fund
Proprietary funds
Other fund: $ 50,000
Total Revenue: $ 50,000
Expenditures:
Pay GradelStep
Wages
Benefits (290/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Other $ 50,000
Total Cost: $ 50,000
2008 Cost of Improvement
Revenue Source:
General fund
Proprietary funds
Other fund:
Total Revenue: $ -
Expenditures:
Pay GradelStep
Wages
Benefits (290/0)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Other
Total Cost: $ -
Conclusion: $ 50,000 has been added to the 2007 Information Services budget.
Page 238
2007-2008 Biennial Budget
Section VII: Capital Planning
SECTION VII: CAPITAL PLANNING, PROGRAMMING AND BUDGETING
The capital budget authorizes and provides the basis of control of expenditures for the acquisition of significant city
assets and construction of all capital facilities. This section describes and summarizes the 2007-2008 budget for
capital outlays, which are expenditures resulting in the acquisition of or addition to existing capital assets. Capital
assets are defined as land, improvements to land, easements, buildings, building improvements, vehicles,
machinery, equipment, infrastructure, and all other tangible or intangible assets that are used in operations and that
have initial useful lives extending beyond a single reporting period.
The City of Auburn maintains a comprehensive six-year Capital Facilities Plan (CFP) which is updated biennially in
order to incorporate the capital facility improvements in the City's biennial budget process. It is considered a
companion document to the budget document.
This section of the budget summarizes the Capital Facilities Plan (CFP) showing capital projects budgeted for 2007
and 2008 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 and Recreation projects, General Municipal projects, Community Improvements, and
Other Proprietary Fund projects. Each section includes a map highlighting the general location of significant
projects, a brief discussion of the projects budgeted for 2007 and 2008, a six-year summary of projects showing the
cost and funding source, and two graphs - one showing a comparison of revenue sources for 2007 vs. 2008, and
another showing the projected six-year expenditure level.
For more detail, reference should be made to the Capital Facilities Plan (2007 - 2012) that is printed as a separate
document. It contains an executive summary along with three chapters. Chapter One explains the purpose of the
CFP, statutory requirements, and methodology. Chapter Two outlines the Goals and Policies related to the
provision of capital facilities. Chapter Three outlines the proposed capital projects, which include the financing
plan and reconciliation of project capacity to level of service (LOS) standards. Following the financing plan are
individual worksheets showing the project detail. For reconciliation purposes, it is important to note that in many
instances the total project cost will include amounts allocated for salaries, benefits and interfund charges. Each
worksheet, in addition to the project financing, includes a project description, progress summary, and impact on
future operating budgets once the project is completed.
Page 239
2007-2008 Biennial Budget
Section VII: Capital Planning
2007 / 2008 Capital Budget:
The following tables summarize the capital facility expenditures and planned funding sources in this budget. The
tables outlining individual projects are all shown in thousands.
CAPIT AL PROJECTS SUMMARY
2007
Total
FUNDING SOURCES - 2007 Fund Federal State Local Other Sources
(in thousands) Balance Sources Sources Sources REET Sources By Fund
Transportation Projects 395 3,041 700 1,200 1,214 $ 6,550
Water Projects 2,195 2,195
Sewer Projects 4,995 2,375 1,000 8,370
Storm Drainage Projects 3,402 95 3,497
Parks and Recreation Projects 1,897 545 1,452 460 870 5,224
General Municipal Projects
and Community Improvements 1,400 88 1,050 2,538
Other Proprietary Fund Projects 187 571 3,620 4,378
Total Funding by Source 14,471 4,340 2,152 2,835 3,120 5,834 32,752
EXPENDITURES - 2007
Transportation Projects 6,549,800
Water Projects 2,195,000
Sewer Projects 8,369,900
Storm Drainage Projects 3,497,200
Parks and Recreation Projects 5,223,800
General Municipal Projects
and Community Improvements 2,538,000
Other Proprietary Fund Projects 4,377,900
Total Capital Projects $ 32,751,600
12008
Total
FUNDING SOURCES - 2008 Fund Federal State Local Other Funding
(in thousands) Balance Sources Sources Sources REET Sources By Fund
Transportation Projects 333 1,646 810 900 1,059 $ 4,748
Water Projects 1,926 1,926
Sewer Projects 2,347 225 2,572
Storm Drainage Projects 800 800
Parks and Recreation Projects 250 250 5,000 5,500
General Municipal Projects
and Community Improvements 600 950 1,550
Other Proprietary Fund Projects 193 2,847 30 3,070
Total Funding by Source 6,199 4,743 810 225 2,100 6,089 20,166
EXPENDITURES - 2008
Transportation Projects 4,748,000
Water Projects 1,926,000
Sewer Projects 2,571,600
Storm Drainage Projects 800,000
Parks and Recreation Projects 5,500,000
General Municipal Projects
and Community Improvements 1,550,000
Other Proprietary Fund Projects 3,070,400
Total Capital Projects $ 20,166,000
Page 240
2007-2008 Biennial Budget
Section VII: Capital Planning
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Page 241
2007-2008 Biennial Budget
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2007-2008 Biennial Budget
Section VII: Capital Planning
Transportation Projects
Seventeen capital projects totaling $6,549,800 are budgeted for 2007 and eleven capital projects totaling
$4,748,000 are budgeted for 2008. The significant projects include the following:
. The "A" Street NW, Phase 1 Project ($1,822,000 in 2007, $2,195,000 in 2008) will construct a multi-lane
arterial from 3rd Street NW to 14th Street NW. This project will improve mobility and is tied to corridor
development. It is consistent with the Comprehensive Plan and contributes to the completion of a North-
South arterial corridor. (See Map - "A")
. The Urban Area Transportation System Management (TSM) Improvement project ($522,700 in 2007) will
modify four intersections in an effort to improve bus mobility, and will reconstruct 2nd Street SW between
"A" Street SW and "A" Street SEe
· The Citywide Intelligent Transportation System Project ($276,500 in 2007) includes interconnect and
coordination for all traffic signals. It also includes traffic management cameras, fiber optic interconnect and
related hardware between strategic intersections on SR 164 and the City Traffic Management Center (M&O
Facility). This project is required for efficient special event traffic management and incident management.
· The West Main Street Streetscape Project ($515,000 in 2007) will develop bike lanes and restore sidewalks
to link the Interurban Trail to downtown Auburn and the Sound Transit Center. This project is expected
to be completed in 2007. (See Map - "E")
. Intersection improvements at Harvey Road and 8th Street NE ($175,000 in 2007, $350,000 in 2008) will
add one eastbound lane on 8th Street NE approaching Harvey Road. Traffic signals and channelization will
be modified to accommodate this new lane. (See Map - "8")
. Addition of a traffic signal at 8th Street NE and "R" Street NE ($250,000 in 2007). The improvements to
this intersection will include crosswalks and pedestrian signals. (See Map - "C")
· The "Save our Streets" (SOS) Program ($1,200,000 in both 2007 and 2008) will consist of a number of
different contracts focused on the preservation of local streets (unclassified streets) within the City. These
contracts will include work such as crack sealing, asphalt patching, pre-leveling, and thin asphalt overlays.
Page 243
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: Urban Area Transportation System Mgmt. (TSM) Improvements
Project No: c501aO (TIP#l) Capacity Project: NO Anticipated Year of Completion: 2007
Modification of four intersections in an effort to improve bus turning radii, including reconstruction of 2nd Street SW between A Street SW and A
Street SE.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007~12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Arterial Street Fund 29
Federal (Grants) 131 423 423
State
Local
REET
Other (Other Agencies, KC) 100 100
Subtotal 160 523 ~ ~ ~ ~ ~ 523
Capital Costs:
Design 108
Right of Way 52
Construction 523 523
Subtotal 160 523 ~ ~ ~ ~ ~ 523
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: A Street NW 9 Phase 1
Project No: c207aO (TI P#2) Capacity Project: YES Anticipated Year of Completion: 2009
Construction of a multi-lane arterial from 3rd Street NW to 14th Street NW.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007~12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Arterial Street Fund 327
Federal (Grants) 518 1,322 1,646 1,646 4,614
State
Local
REET
Other (Traffic Impact Fees) 463 500 549 549 1,598
Subtotal 1,308 1,822 29195 2,195 ~ ~ ~ 6,212
Capital Costs:
Design 668 397 397
Right of Way 259 1,425 1,425
Construction 381 2.195 2,195 4,390
Subtotal 1,308 1,822 29195 2,195 ~ ~ ~ 6,212
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Citywide Intelligent Transportation System (ITS)
Project No: c307aO (TIP#3) Capacity Project: YES Anticipated Year of Completion: 2009
This project includes interconnect and coordination for all traffic signals in the city. The project also includes traffic management cameras, fiber
optic interconnect and related hardware along SR-164 (Auburn Way So.), Auburn Way No., and So. 277th St. corridors.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007~12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Arterial Street Fund 77 40 40
Federal (Grants) 847 189 342 531
State
Local
Other (Other Agencies) 800
Other (PWTFL) 143 47 342 389
Subtotal 19867 276 ~ 684 ~ ~ ~ 960
Capital Costs:
Design 463 47 137 184
Right of Way
Construction 1 ,404 229 547 776
Subtotal 19867 276 ~ 684 ~ ~ ~ 960
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 244
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: I Street N E Corridor
Project No: c415aO (TIP#5) Capacity Project: YES Anticipated Year of Completion: 2011
The final alignment of the I Street is being analyzed as part of the Northeast Auburn Special Area Plan Environmental Impact Study. The cross
section will likely be a 5-lane arterial per the city's Comprehensive Plan.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Arterial Street Fund 11
Federal (Grants)
State
Local
Other (Developers) 460 1,020 4.280 5,760
Other (Traffic Impact Fees) 1 5 5 10
Subtotal 12 5 5 460 19020 4,280 - 5,770
Capital Costs:
Design 11 5 5 460 470
Right of Way 1 1,020 1,020
Construction 4,280 4.280
Subtotal 12 5 5 460 19020 4,280 - 5,770
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: M Street Grade Separation
Project No: c201aO (TIP#6) Capacity Project: YES Anticipated Year of Completion: beyond 2012
Construction of a grade separated railroad crossing at M Street SE at the BNSF Stampede tracks. Project also includes construction of the bypass
and road connection between M Street SE and Auburn/Black Diamond Road.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Arterial Street Fund
Federal (Grants) 4,069 7,581 4,192 15,842
State
Other (PWTFL) 650 650
Other (Other Agencies) 505 505
Other (Traffic Impact Fees) 245 15 5 721 587 2,513 3,841
Subtotal 245 15 5 650 4,790 89168 79210 209838
Capital Costs:
Design 245 15 5 650 670 134 1,474
Right of Way 4,120 4,635 8,755
Construction 3,399 7,210 10,609
Subtotal 245 15 5 650 4,790 89168 79210 209838
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Kersey Way Road Widening
Project No: cp0714 (TIP#14) Capacity Project: YES Anticipated Year of Completion: beyond 2012
This project will widen the existing roadway from 2 lanes (1 in each direction) to 4 lanes (2 in each direction). The project will also include left
turn lanes at intersections and a non-motorized trail on the west side of the roadway. It is necessary to complete a pre-design to determine more
accurate cost figures.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Arterial Street Fund 275 275
Federal (Grants) 1,376 4,400 5,776
State
Local
Other (Developers) 344 550 894
Other (Traffic Impact Fees) 200 5 275 480
Subtotal - 200 - - 5 1,720 59500 79425
Capital Costs:
Design 200 5 720 925
Right of Way 1,000 500 1,500
Construction 5,000 5,000
Subtotal - 200 - - 5 1,720 59500 79425
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 245
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: Intersection Improvements9 Harvey Rd. & 8th St. NE
Project No: cp0611 (TIP#15) Capacity Project: YES Anticipated Year of Completion: 2008
Addition of one eastbound combined through & right-turn lane on 8th Street NE approaching Harvey Road. Traffic signals and channelization
will be modified to accommodate this new lane.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Arterial Street Fund
Federal (Grants)
State
Local
REET
Other (Traffic Impact Fees) 175 350 525
Subtotal - 175 350 - - - - 525
Capital Costs:
Design 75 75
Right of Way 100 100
Construction 350 350
Subtotal - 175 350 - - - - 525
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: 8th Street N E and R Street N E - Traffic Signal
Project No: cp0701 (TIP#16) Capacity Project: YES Anticipated Year of Completion: 2007
Installation of a new traffic signal at the intersection of 8th Street NE and R Street NE. Improvements will include crosswalks and pedestrian
signals.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Arterial Street Fund
Federal (Grants) 250 250
State
Local
REET
Other
Subtotal - 250 - - - - - 250
Capital Costs:
Design 45 45
Right of Way 15 15
Construction 190 190
Subtotal - 250 - - - - - 250
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Intersection Improvements - Kersey Way/Oravetz Road
Project No: cp0802 (TIP#18) Capacity Project: NO Anticipated Year of Completion: 2010
This project will construct a right turn lane heading southbound on Kersey Way at the intersection of Oravetz Road. This project will include
accomodations for non-motorized traffic.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Arterial Street Fund 50 50 50 150
Federal (Grants) 200 200
State
Local
REET
Other
Subtotal - - 50 50 250 - - 350
Capital Costs:
Design 50 50 100
Right of Way
Construction 250 250
Subtotal - - 50 50 250 - - 350
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 246
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: Auburn/Pacific Trail
Project No: c507aO (TIP#19) Capacity Project: YES Anticipated Year of Completion: 2007
Construction of a Class 1 meandering trail between the cities of Auburn and Pacific along the west side of C Street SW (Auburn) and Skinner Road
(Pacific). It will start in Auburn at 15th Street SW and end at the southern terminus of Skinner Road in Pacific. The trail will be approximately
2.05 miles in length.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Arterial Street Fund 39
Federal (Grants) 13 295 295
State
Local
REET
Other (City of Pacific) 22 22
Subtotal 52 317 - - - - - 317
Capital Costs:
Design 52
Right of Way
Construction 317 317
Subtotal 52 317 - - - - - 317
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: West Main Streetscape
Project No: c322aO (TIP#20) Capacity Project: NO Anticipated Year of Completion: 2007
Development of bike lanes and restoration of sidewalk to link the Interurban Trail to downtown Auburn and the Sound Transit Center.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Arterial Street Fund 109
Federal (Grants) 368 315 315
State
Local
REET 200 200
Other
Subtotal 477 515 - - - - - 515
Capital Costs:
Design 77
Right of Way
Construction 400 515 515
Subtotal 477 515 - - - - - 515
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: BNSF / E. Valley Highway Pedestrian Underpass
Project No: c229aO (TIP#21) Capacity Project: NO Anticipated Year of Completion: 2010
Construction of an undercrossing of the BNSF Railroad in conjunction with a pedestrian bridge. This will allow a safe, direct, attractive non-
motorized access between neighborhoods in the City of Pacific and schools in the City of Auburn.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Arterial Street Fund 33
Federal (Grants) 307 123 1,500 1,700 3,323
State
Local
REET
Other
Subtotal 340 123 - 1.500 19700 - - 39323
Capital Costs:
Design 340 123 123
Right of Way 50 50
Construction 1,450 1,700 3,150
Subtotal 340 123 - 1.500 19700 - - 39323
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 247
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: 37th Street SE / R Street Connector
Project No: cp0803 (TIP#24) Capacity Project: YES Anticipated Year of Completion: 2008
This project will use existing right-of-way to connect 37th Street SE to R Street SE with a paved Class 1 trail.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Arterial Street Fund 63 63
Federal (Grants)
State
Local
REET
Other
Subtotal - - 63 - - - - 63
Capital Costs:
Design 10 10
Right of Way
Construction 53 53
Subtotal - - 63 - - - - 63
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Auburn Way South Pedestrian Crossing
Project No: cp0702 (TIP#29) Capacity Project: NO Anticipated Year of Completion: 2007
Develop a mid-block pedestrian crossing of Auburn Way So. in the vicinity of Fir Street SE. The exact location will be determined based upon
engineering and pedestrian desire lines.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Arterial Street Fund
Federal (Grants) 124 124
State
Local
REET
Other
Subtotal - 124 - - - - - 124
Capital Costs:
Design 18 18
Right of Way
Construction 106 106
Subtotal - 124 - - - - - 124
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: South 277th - Wetland Mitigation
Project No: c410aO (TIP#31) Capacity Project: NO Anticipated Year of Completion: beyond 2012
Wetland mitigation for the 277th Street Grade Separation project.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Arterial Street Fund 60 50 25 25 25 25 25 175
Federal (Grants)
State
Local
REET
Other
Subtotal 60 50 25 25 25 25 25 175
Capital Costs:
Design 60 5 10 10 10 10 10 55
Right of Way
Construction 45 15 15 15 15 15 120
Subtotal 60 50 25 25 25 25 25 175
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 248
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: Citywide Pedestrian Crossing Program
Project No: cp0627 (TIP#32) Capacity Project: NO Anticipated Year of Completion: beyond 2012
Funding set aside for pedestrian safety studies at various locations citywide. Projects are prioritized annually based on safety issues and pedestrian
demands.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Arterial Street Fund 70 100 100 100 300
Federal (Grants)
State
Local
REET
Other
Subtotal 70 - 100 - 100 - 100 300
Capital Costs:
Design 5 10 10 10 30
Right of Way
Construction 65 90 90 90 270
Subtotal 70 - 100 - 100 - 100 300
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Citywide Roadway Safety Infrastructure Improvements
Project No: cp102a (TIP#33) Capacity Project: NO Anticipated Year of Completion: beyond 2012
Funding set aside for infrastructure improvements to enhance traffic safety. Projects are prioritized annually based upon field studies.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Arterial Street Fund 200 200 200 600
Federal (Grants)
State
Local
REET
Other
Subtotal - 200 - 200 - 200 - 600
Capital Costs:
Design 15 15 15 45
Right of Way
Construction 185 185 185 555
Subtotal - 200 - 200 - 200 - 600
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Annual Arterial Pavement Preservation
Project No: cp102b (TIP#34) Capacity Project: NO Anticipated Year of Completion: beyond 2012
Funding set aside for regular maintenance and/or rehabilitation of various classified streets throughout the city.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Arterial Street Fund
Federal (Grants)
State
Local
REET 675 675 675 675 675 675 4,050
Other
Subtotal - 675 675 675 675 675 675 49050
Capital Costs:
Design 40 40 40 40 40 40 240
Right of Way
Construction 635 635 635 635 635 635 3,810
Subtotal - 675 675 675 675 675 675 49050
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 249
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: Annual Arterial Crack Seal Program
Project No: cp102c (TIP#34) Capacity Project: NO Anticipated Year of Completion: beyond 2012
Funding set aside for regular maintenance and/or rehabilitation of various classified streets throughout the city.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Arterial Street Fund 80 80 80 80 80 80 80 480
Federal (Grants)
State
Local
REET
at he r
Subtotal 80 80 80 80 80 80 80 480
Capital Costs:
Design 5 5 5 5 5 5 5 30
Right of Way
Construction 75 75 75 75 75 75 75 450
Subtotal 80 80 80 80 80 80 80 480
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Local Street Improvement Program
Project No: cp103a (TIP#36) Capacity Project: NO Anticipated Year of Completion: beyond 2012
This program was created after passage of Proposition 1 on the November '04 ballot, setting the City's property tax limits and creating a dedicated
Local Street Fund to be used solely for local street improvements. The program will consist of a number of different contracts focused on the
preservation of local streets (unclassified streets) within the City of Auburn.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Local Street Fund 10 25 15 125 125 290
Property Tax 700 500 810 500 500 2,310
Sales Tax 200 200 200 600
REET 540 325 225 225 225 1,000
Other - Utility Mitigation 1,025 150 150 150 150 600
Subtotal 2.275 19200 19200 1.200 1.200 - - 4.800
Capital Costs:
Design
Right of Way
Construction 2,275 1 ,2 00 1,2 00 1,200 1,200 4,800
Subtotal 2.275 19200 19200 1.200 1.200 - - 4.800
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
TOTAL CAPITAL COSTS and FUNDING SOURCES - TRANSPORT A TION
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Arterial Street Fund (Fund 102) 835 370 318 355 255 305 480 2,083
Local Street Fund (Fund 103) 10 25 15 125 125 290
Federal (Grants) 2 ,184 3 ,041 1 ,646 3,488 5,969 8,957 8,592 31,693
State
Local
REET 540 1 ,2 00 900 900 900 675 675 5,250
PWTFL 143 47 992 1,039
Property Tax (Fund 103) 700 500 810 500 500 2,310
Sales Tax (Fund 103) 200 200 200 600
Utility Mitigation (Fund 103) 1,025 150 150 150 150 600
Other (Other Agencies) 800 122 505 627
Other (Developers) 460 1,020 4,624 550 6,654
Other (Traffic Impact Fees) 709 895 909 549 726 587 2,788 6,454
Subtotal 6.946 69550 4.748 79719 99845 159148 13.590 57.600
Capital Costs:
Design 2,034 990 135 1,367 740 924 65 4,221
Right of Way 312 1,540 50 5,140 5,635 500 12,865
Construction 4,600 4,020 4,613 6,302 3,965 8,589 13,025 40,514
Subtotal 6.946 69550 4.748 79719 99845 159148 13.590 57.600
* Amounts shown in thousands
Page 250
2007-2008 Biennial Budget
Section VII: Capital Planning
Transportation Projects
2007 / 2008 Revenue Sources
(in thousands)
REET2
Other Sources
Utility Mitigation
Traffic Impact Fees
Sales Tax
Property Tax
PWTFL
Federal Grants
Fund Balance
$0
$1,000
$ 2,000
$ 3,000
Transportation Projects
Projected Capital Expenditures
(in thousands)
$16,000
$9,600
$12,800
$6,400
$ 3 ,200
$0
2007
2008
2009
2010
2011
2012
Page 251
2007-2008 Biennial Budget
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Section VII: Capital Planning
Water Utility Projects
Eight capital projects totaling $2,195,000 are budgeted for 2007 and five capital projects totaling $1,926,000 are
budgeted for 2008. The significant projects include the following:
The most significant project is the Annual Repair and Replacement Program. The repair and replacement program
($1,000,000 in 2007, $1,300,000 in 2008) sets aside funding to replace water lines. Projects are coordinated with
the street program and other utility projects.
Some of the smaller construction projects include the following:
· Well 5 Upgrade ($150,000 in 2007, $400,000 in 2008) will construct a new well facility that will meet
current electrical and safety codes. (See Map - "8")
. Lea Hill Booster Pump Station Project ($160,000 in 2008) will increase the pumping capacity to provide
the maximum Daily Demand (MDD) for the Lea Hill service area. (See Map - "A")
. The Supervisory Control and Data Acquisition (SCADA) Upgrade Project ($530,000 in 2007) will upgrade
portions of the Telemetry system, replacing numerous obsolete components. The Sanitary Sewer and
Storm Drainage Funds also contribute to this project.
. Update the City of Auburn's Comprehensive Water Plan ($250,000 in 2007) as required by the
Washington State Department of Health.
Page 253
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: lea Hill Booster Pump Station
Project No: cp0801 Capacity Project: YES Anticipated Year of Completion: 2009
Project will increase the pumping capacity to provide the Maximum Daily Demand (MOD) for the Lea Hill service area. This is required to
minimize the storage required in the Lea Hill service area and to meet future MOD.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Water Fund 160 160
Federal
State
Local
REET
Other (PWTFL) 1 ,1 00 1 ,100
Subtotal - - 160 19100 - - - 1,260
Capital Costs:
Design 160 160
Right of Way
Construction 1 ,100 1.100
Subtotal - - 160 19100 - - - 1,260
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Annual Repair and Replacement Program
Project No: rphydr, rpsrvc, rpvlve Capacity Project: NO Anticipated Year of Completion: beyond 2012
Annual funding set aside for repair & replacement of water lines as predetermined by the Water Utility. Projects will be coordinated with Arterial
Street, Local Street, and other city utility projects.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: 3-Years 2007 2008 2009 2010 2011 2012 Total
Water Fund 975 1,000 1,300 1 ,100 1,400 1,200 1,200 7,200
Federal
State
Local
REET
Other
Subtotal 975 1,000 19300 19100 1,400 19200 19200 7,200
Capital Costs:
Design 100 200 110 200 120 120 850
Right of Way
Construction 975 900 1 ,100 990 1,200 1,080 1,080 6,350
Subtotal 975 1,000 19300 19100 1,400 19200 19200 7,200
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Water Resources Protection Program
Project No: c10130 Capacity Project: NO Anticipated Year of Completion: 2011
The Water Resources Protection Program will identify potential hazards, identify actions and begin the implementation program in an effort to
protect the city's water resources.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Water Fund 15 16 16 17 18 82
Federal
State
Local
REET
Other
Subtotal - 15 16 16 17 18 - 82
Capital Costs:
Design
Right of Way
Construction 15 16 16 17 18 82
Subtotal - 15 16 16 17 18 - 82
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 254
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: Water Reservoir Safety Improvement Project
Project No: cp0622 Capacity Project: NO Anticipated Year of Completion: beyond 2012
Based upon an independent Vulnerability Assessment Study, security upgrades to the existing water utility facilities may be required. I n addition
to security upgrades, improvements to tank safety equipment will also be made.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Water Fund 1 50 50 50 50 50 50 300
Federal
State
Local
REET
Other
Subtotal 1 50 50 50 50 50 50 300
Capital Costs:
Design
Right of Way
Construction 1 50 50 50 50 50 50 300
Subtotal 1 50 50 50 50 50 50 300
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Blow-Off Installation on Oeadend Mains
Project No: cp0623 Capacity Project: NO Anticipated Year of Completion: 2007
Identify and fit all deadend mains with a blow-off assembly or hydrant to improve water quality and fire flow capability via routine flushing
program.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: 3-Years 2007 2008 2009 2010 2011 2012 Total
Water Fund 100 100
Federal
State
Local
REET
Other
Subtotal - 100 - - - - - 100
Capital Costs:
Design
Right of Way
Construction 100 100
Subtotal - 100 - - - - - 100
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Well 5 Upgrade
Project No: cp0624 Capacity Project: NO Anticipated Year of Completion: 2008
Construction of a new well facility that will meet current electrical and safety codes. The facility will require emergency backup power and
disinfection capability.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Water Fund 62 150 400 550
Federal
State
Local
REET
Other
Subtotal 62 150 400 - - - - 550
Capital Costs:
Design
Right of Way
Construction 62 150 400 550
Subtotal 62 150 400 - - - - 550
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 255
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: lakehaven Utility District Watermain Design
Project No: cp0703 Capacity Project: NO Anticipated Year of Completion: 2007
Design watermain to loop the Lakehaven Utility District's system in accordance with the Interlocal Agreement for the West Hill water service area.
Construction will be performed by Lakehaven.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Water Fund 100 100
Federal
State
Local
REET
Other
Subtotal - 100 - - - - - 100
Capital Costs:
Design 100 100
Right of Way
Construction
Subtotal - 100 - - - - - 100
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Comprehensive Water Plan
Project No: cp0704 Capacity Project: NO Anticipated Year of Completion: 2007
Update the City of Auburn's Comprehensive Water Plan in 2007 as required by the Washington State Department of Health.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: 3-Years 2007 2008 2009 2010 2011 2012 Total
Water Fund 250 250
Federal
State
Local
REET
Other
Subtotal - 250 - - - - - 250
Capital Costs:
Design 250 250
Right of Way
Construction
Subtotal - 250 - - - - - 250
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: SCADA System Upgrades
Project No: c524aO Capacity Project: NO Anticipated Year of Completion: beyond 2012
The existing SCADA system (also known as the "Telemetry" system) is in need of upgrading. The current system has numerous obsolete
components and does not allow for control of the sewer and storm utility stations. An RFP will be sent in 2006 with construction to begin in
2007.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Water Fund 530 55 58 643
Federal
State
Local
REET
Other
Subtotal - 530 - 55 - 58 - 643
Capital Costs:
Design
Right of Way
Construction 530 55 58 643
Subtotal - 530 - 55 - 58 - 643
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 256
2007-2008 Biennial Budget
Section VII: Capital Planning
TOTAL CAPITAL COSTS and FUNDING SOURCES - WATER
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Water Fund 1,038 2,195 1,926 1,221 1,467 1,326 1,250 9,385
Federal
State
Local
REET
Other (PWTFL) 1 ,100 1 ,100
Subtotal 1,038 29195 1,926 29321 1,467 19326 19250 109485
Capital Costs:
Design 450 360 110 200 120 120 1,360
Right of Way
Construction 1,038 1,745 1,566 2,211 1,267 1,206 1,130 9,125
Subtotal 1,038 29195 1,926 29321 1,467 19326 19250 109485
* Amounts shown in thousands
Page 257
2007-2008 Biennial Budget
Section VII: Capital Planning
Water Utility Projects
2007 / 2008 Revenue Sources
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$2,550
$1,700
$850
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2007
2008
2009
2010
2011
2012
Page 258
2007-2008 Biennial Budget
Section VII: Capital Planning
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Page 259
2007-2008 Biennial Budget
Section VII: Capital Planning
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Page 260
2007-2008 Biennial Budget
Section VII: Capital Planning
Sanitary Sewer Projects
Six capital projects totaling $8,370,000 are budgeted for 2007 and five capital projects totaling $2,572,000 are
budgeted for 2008. The significant projects include the following:
· The Auburn Way South Sewer Replacement Project, Phase 2 and 3 ($4,750,000 in 2007, $450,000 in
2008) continues to be the primary project in the Sanitary Sewer Fund, for the design and replacement of
the sanitary sewer transmission facilities located along the Auburn Way South corridor. This has been a
multi-year project expected to be completed early in 2008.
· The Sanitary Sewer Replacement program ($1,500,000 in 2007, $1,050,000 in 2008) is an annual
program for the repair and replacement of broken sewer mains and facilities.
· The Sanitary Sewer Expansion program ($500,000 in 2007, $1,000,000 in 2008)) will extend public sewer
system into developed neighborhoods that currently have septic tanks.
· The Sanitary Sewer Improvement Program ($860,000 in 2007, $72,000 in 2008) is an annual program
primarily directed at pump stations to eliminate odor problems and ensure adequate capacity in the
pumps, wet wells, and generators.
· The Supervisory Control and Data Acquisition (SCADA) Upgrade Project ($760,000 in 2007) will upgrade
portions of the Telemetry system, replacing numerous obsolete components. The Water Utility and Storm
Drainage Funds also contribute to this project.
Page 261
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: A WS Sewer Replacement9 Phase 2
Project No: c516aO Capacity Project: YES Anticipated Year of Completion: 2008
Design & replace the saniatry sewer transmission facilities located along the Auburn Way So. Corridor. This will benefit the City of Auburn as well
as the Muckleshoot Indian Tribe (MIT). The project is broken out into four distinct segments: 1) Design, 2) Construction-Phase 1, 3) Construction-
Phase 2, and 4) Construction-Phase 4.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Sewer Fund 3,391 875 100 975
Federal
State
Local (MIT) 875 100 975
REET
Other (PWTFL) 2,000
Subtotal 5,391 1,750 200 - - - - 1,950
Capital Costs:
Design 414 50 50
Right of Way
Construction 4,977 1,700 200 1,900
Subtotal 5,391 1,750 200 - - - - 1,950
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: A WS Sewer Replacement9 Phase 3
Project No: c504aO Capacity Project: YES Anticipated Year of Completion: 2008
Phase 3 has been incorporated into the R Street utility improvement project (c504aO). Work will include the replacement of a portion of M
Street SE, the addition of storm facilities, and the replacement of a water line. Design will be completed in 2006 with construction starting in
2007.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Sewer Fund 2 500 125 625
Federal
State
Local (MIT) 1,500 125 1,625
REET
Other (PWTFL) 1 ,000 1,000
Subtotal 2 3,000 250 - - - - 39250
Capital Costs:
Design 2 10 10
Right of Way
Construction 2,990 250 3,240
Subtotal 2 3,000 250 - - - - 39250
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Sanitary Sewer Expansion
Project No: cp431a Capacity Project: YES Anticipated Year of Completion: beyond 2012
Extend public sewer system into developed neighborhoods that currently have septic tanks.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Sewer Fund 500 1 ,000 500 1,150 500 150 3,800
Federal
State
Local
REET
Other
Subtotal - 500 19000 500 19150 500 150 3,800
Capital Costs:
Design 50 10 25 100 25 10 220
Right of Way
Construction 450 990 475 1.050 475 140 3,580
Subtotal - 500 19000 500 19150 500 150 3,800
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $ offset by increased customer base
Page 262
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: Sanitary Sewer Facility Improvements
Project No: cp431b Capacity Project: NO Anticipated Year of Completion: beyond 2012
Facility improvements will focus primarily on pump stations to eliminate odor problems and ensure adequate capacity in the pumps, wet wells
and generators. Capitalization will be based upon costs associated with improvements to sewer facilities.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Sewer Fund 860 72 125 125 125 125 1,432
Federal
State
Local
REET
Other
Subtotal - 860 72 125 125 125 125 19432
Capital Costs:
Design 75 10 10 10 10 10 125
Right of Way
Construction 785 62 115 115 115 115 1,307
Subtotal - 860 72 125 125 125 125 19432
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Sanitary Sewer Replacement Program
Project No: cp431c Capacity Project: NO Anticipated Year of Completion: beyond 2012
Repair and replacement of broken sewer mains and facilities. These lines will be identified through television inspection and routine cleaning.
Future plans include allocating $1.0 million annually for the replacement of damaged pipe.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Sewer Fund 1,500 1,050 500 500 150 500 4,200
Federal
State
Local
REET
Other
Subtotal - 19500 19050 500 500 150 500 4.200
Capital Costs:
Design 100 10 50 50 10 50 270
Right of Way
Construction 1 ,400 1 ,040 450 450 140 450 3,930
Subtotal - 19500 19050 500 500 150 500 4.200
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: SCADA System Upgrades
Project No: c524aO Capacity Project: NO Anticipated Year of Completion: beyond 2012
The existing SCADA system (also known as the "Telemetry" system) is in need of upgrading. The current system has numerous obsolete
components and does not allow for control of the sewer and storm utility stations. An RFP will be sent in 2006 with construction to begin in
2007.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Sewer Fund 2 760 60 65 885
Federal
State
Local
REET
Other
Subtotal 2 760 - 60 - 65 - 885
Capital Costs:
Design
Right of Way
Construction 2 760 60 65 885
Subtotal 2 760 - 60 - 65 - 885
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 263
2007-2008 Biennial Budget
Section VII: Capital Planning
TOTAL CAPITAL COSTS and FUNDING SOURCES - SEWER
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Sewer Fund 3,395 4,995 2,347 1,185 1,775 840 775 11, 917
Federal
State
Local (MIT) 2,375 225 2,600
REET
Other (PWTFL) 2,000 1,000 1,000
Subtotal 5,395 89370 29572 19185 19775 840 775 159517
Capital Costs:
Design 416 285 30 85 160 45 70 675
Right of Way
Construction 4,979 8,085 2,542 1 ,1 00 1,615 795 705 14,842
Subtotal 5,395 89370 29572 19185 L775 840 775 159517
* Amounts shown in thousands
Page 264
2007-2008 Biennial Budget
Working Capital
$ 9,000
$6,750
$ 4,500
$2,250
Section VII: Capital Planning
Sanitary Sewer Projects
2007 / 2008 Revenue Sources
(in thousands)
MIT Cont.
PWTFL
$0
$1 ,000
$ 2,000
$ 3,000
$4,000
$ 5,000
Sanitary Sewer Projects
Projected Capital Expenditures
(in thousands)
$0
2007
2008
2009
2010
2011
2012
Page 265
2007-2008 Biennial Budget
Section VII: Capital Planning
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Page 266
2007-2008 Biennial Budget
Section VII: Capital Planning
Storm Drainage Projects
Twelve capital projects totaling $3,497,000 are budgeted for 2007 and two capital projects totaling $800,000 are
budgeted for 2008. The most significant projects are as follows:
. Three significant conveyance improvement projects are planned:
21st Street SE and "R" Street SE ($950,000 in 2007) (See Map - "A")
"M" Street SE from 37th Street SE to 29th Street SE ($500,000 in 2007) (See Map - "B")
"M" Street SE from 17th Street SE to 21st Street SE ($250,000 in 2007) (See Map - "C")
. The Downtown Storm Water Quality Facility project ($175,000 in 2007, $750,000 in 2008) will construct
a storm drainage detention and water quality pump station to serve the downtown drainage basin.
. The 15th Street NW Culvert Replacement project ($495,200 in 2007) involves the construction of a new
crossing culvert under 15th Street NW to improve the flow within Mill Creek and allow for enhanced fish
passage along the Mill Creek corridor. This project is partially funded through a grant from US Fish &
Wildlife. (See Map - "0")
. The Storm Facility Retrofit Program ($200,000 in 2007) is a semi-annual program to improve function and
aesthetics of existing storm ponds. Two ponds will be identified for improvements in 2007 and the
following years.
. The City of Auburn's Storm Drainage Comprehensive Plan will be updated in 2007 ($250,000 in 2007,
$50,000 in 2008).
Page 267
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: Downtown Storm Water Quality Facility
Project No: c518aO Capacity Project: YES Anticipated Year of Completion: 2011
Construction of a storm drainage detention, water quality pump station serving the downtown drainage basin.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: 3 Years 2007 2008 2009 2010 2011 2012 Total
Storm Drainage Fund 58 175 750 750 1,000 500 3,175
Federal
State
Local
REET
Other
Subtotal 58 175 750 750 19000 500 - 3,175
Capital Costs:
Design 58 175 150 150 200 100 775
Right of Way
Construction 600 600 800 400 2,400
Subtotal 58 175 750 750 19000 500 - 3,175
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: 17th Street SE and M Street SE
Project No: cp0705 Capacity Project: YES Anticipated Year of Completion: 2007
New conveyance improvement within M Street SE from 17th Street SE to 21st Street SE. Flow contributes to the 21st Street infiltration facility.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: 3 Years 2007 2008 2009 2010 2011 2012 Total
Storm Drainage Fund 250 250
Federal
State
Local
REET
Other
Subtotal - 250 - - - - - 250
Capital Costs:
Design
Right of Way
Construction 250 250
Subtotal - 250 - - - - - 250
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: 21 st Street SE and R Street SE
Project No: cp0706 Capacity Project: YES Anticipated Year of Completion: 2007
New conveyance improvement within 21st Street from M Street SE to R Street SE, then south on R Street to 25th Street SW. Flow contributes to
21st Street infiltration facility.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: 3 Years 2007 2008 2009 2010 2011 2012 Total
Storm Drainage Fund 950 950
Federal
State
Local
REET
Other
Subtotal - 950 - - - - - 950
Capital Costs:
Design
Right of Way
Construction 950 950
Subtotal - 950 - - - - - 950
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 268
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: M Street SE Storm Drainage Improvements
Project No: c421aO Capacity Project: YES Anticipated Year of Completion: 2007
New conveyance improvement within M Street SE from 37th Street to 29th Street SE. Flow contributes to the 37th Street infiltration facility.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: 3 Years 2007 2008 2009 2010 2011 2012 Total
Storm Drainage Fund 169 500 500
Federal
State
Local
REET
Other
Subtotal 169 500 - - - - - 500
Capital Costs:
Design
Right of Way
Construction 169 500 500
Subtotal 169 500 - - - - - 500
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: West Main Street Storm Station
Project No: cp0636 Capacity Project: YES Anticipated Year of Completion: 2007
Install a storm pump station to relieve the impacts to West Main Street area storm system from high Mill Creek influence.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: 3 Years 2007 2008 2009 2010 2011 2012 Total
Storm Drainage Fund 200 200
Federal
State
Local
REET
Other
Subtotal - 200 - - - - - 200
Capital Costs:
Design 20 20
Right of Way
Construction 180 180
Subtotal - 200 - - - - - 200
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: 15th Street NW Culvert Replacement
Project No: cp0638 Capacity Project: NO Anticipated Year of Completion: 2007
Construct a new crossing culvert under 15th Street NW in order to improve flow within Mill Creek and allow for enhanced fish passage along Mill
Creek corridor. Project partially funded through a grant from US Fish & Wildlife.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: 3 Years 2007 2008 2009 2010 2011 2012 Total
Storm Drainage Fund 400 400
Federal (Grants) 95 95
State
Local
REET
Other
Subtotal - 495 - - - - - 495
Capital Costs:
Design 35 35
Right of Way
Construction 460 460
Subtotal - 495 - - - - - 495
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 269
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: Auburn Way So. Conveyance Improvements
Project No: c516aO Capacity Project: YES Anticipated Year of Completion: 2008
New conveyance improvements associated with the Auburn Way So. Sewer project (Phase 2).
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: 3 Years 2007 2008 2009 2010 2011 2012 Total
Storm Drainage Fund 50 100 100
Federal
State
Local
REET
Other
Subtotal 50 100 - - - - - 100
Capital Costs:
Design
Right of Way
Construction 50 100 100
Subtotal 50 100 - - - - - 100
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Developer Participation
Project No: cp432a Capacity Project: YES Anticipated Year of Completion: beyond 2012
Funding set aside for upsizing storm lines being installed by developers. These funds will be expended when developers install storm lines
according to City code where larger lines are required as predetermined by the Storm Drainage Comprehensive Plan.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: 3 Years 2007 2008 2009 2010 2011 2012 Total
Storm Drainage Fund 58 50 50 50 150
Federal
State
Local
REET
Other
Subtotal 58 50 - 50 - 50 - 150
Capital Costs:
Design
Right of Way
Construction 58 50 50 50 150
Subtotal 58 50 - 50 - 50 - 150
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Regulatory Improvements
Project No: cp432b Capacity Project: NO Anticipated Year of Completion: beyond 2012
Revisions or regulatory responses per the Storm Drainage Comprehensive Plan. The Storm Drainage Comprehensive Plan will be updated in
2007.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: 3 Years 2007 2008 2009 2010 2011 2012 Total
Storm Drainage Fund 250 50 50 50 50 50 500
Federal
State
Local
REET
Other
Subtotal - 250 50 50 50 50 50 500
Capital Costs:
Design 250 50 50 50 50 50 500
Right of Way
Construction
Subtotal - 250 50 50 50 50 50 500
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 270
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: Storm Facility Retrofit Program
Project No: c406aO Capacity Project: NO Anticipated Year of Completion: beyond 2012
Annual program to improve function and aesthetics of two existing ponds. Two ponds to be identified for 2007 and the following years.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: 3 Years 2007 2008 2009 2010 2011 2012 Total
Storm Drainage Fund 308 200 400 400 1,000
Federal
State
Local
REET
Other
Subtotal 308 200 - 400 - 400 - 1,000
Capital Costs:
Design 65 50 100 100 250
Right of Way
Construction 243 150 300 300 750
Subtotal 308 200 - 400 - 400 - 1,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: SCADA System Upgrades
Project No: c524aO Capacity Project: NO Anticipated Year of Completion: beyond 2012
The existing SCADA system (also known as the "Telemetry" system) is in need of upgrading. The current system has numerous obsolete
components and does not allow for control of the sewer and storm utility stations. An RFP will be sent in 2006 with construction to begin in
2007.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: 3 Years 2007 2008 2009 2010 2011 2012 Total
Storm Drainage Fund 227 55 58 340
Federal
State
Local
REET
Other
Subtotal - 227 - 55 - 58 - 340
Capital Costs:
Design
Right of Way
Construction 227 55 58 340
Subtotal - 227 - 55 - 58 - 340
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Pipeline Repair & Replacement Program
Project No: cp432c Capacity Project: NO Anticipated Year of Completion: beyond 2012
Projects identified as those requiring repair or replacement of existing infrastructure. These projects support street and other utility replacement
programs, requiring project coordination.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: 3 Years 2007 2008 2009 2010 2011 2012 Total
Storm Drainage Fund 229 100 200 200 500
Federal
State
Local
REET
Other
Subtotal 229 100 - 200 - 200 - 500
Capital Costs:
Design 229 20 40 40 100
Right of Way
Construction 80 160 160 400
Subtotal 229 100 - 200 - 200 - 500
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 271
2007-2008 Biennial Budget
Section VII: Capital Planning
TOTAL CAPITAL COSTS and FUNDING SOURCES - STORM DRAINAGE
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: 3 Yea rs 2007 2008 2009 2010 2011 2012 Total
Storm Drainage Fund 872 3,402 800 1,505 1,050 1,258 50 8,065
Federal (Grants) 95 95
State
Local
REET
Other
Subtotal 872 3.497 800 19505 19050 19258 50 89160
Capital Costs:
Design 352 550 200 340 250 290 50 1,680
Right of Way
Construction 520 2,947 600 1,165 800 968 6,480
Subtotal 872 3.497 800 19505 19050 19258 50 89160
* Amounts shown in thousands
Page 272
2007-2008 Biennial Budget
Section VII: Capital Planning
Storm Drainage
2007 / 2008 Revenue Sources
(in thousands)
Federal Grants
Working Capital
$ 3,500
$2,625
$1,750
$0 $500 $1,000 $1,500 $2,00 $2,500 $3,00 $3,500
Storm Drainage Projects
Projected Capital Expenditures
(in thousands)
$875
$0
2007
2008
2009
2010
2011
2012
Page 273
2007-2008 Biennial Budget
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D - GSA FIELDS-LIGHTS
E - BRANNAN PARK - FIELD LIGHTING
F -AUBURN ENVIRONMENTAL PARK
G - OLSON FARM DEVELOPMENT
CITY LIMITS
OLJTSIDE CITY LIMITS
IQQI PARKS
Page 274
Section VII: Capital Planning
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2007-2008 Biennial Budget
Section VII: Capital Planning
Parks and Recreation Projects
Thirteen projects totaling $5,224,000 are budgeted for 2007 and two capital projects totaling $5,500,000 are
budgeted for 2008.
The most significant projects include following:
. The Soccer Field Improvements at Game Farm Park ($1,300,000 in 2007) will primarily upgrade the
existing dirt fields to a synthetic surface. This will allow for year-round playas well as tournament
competition. This project is entirely dependent upon grant funds being awarded to the City.
(See Map - "A")
· The Auburn Community Center ($100,000 in 2007, $5,000,000 in 2008) will construct a new building or
renovate the former YMCA facility. The project will be partially funded by bond proceeds in 2008.
(See Map - "C")
· The Veteran's Park Redevelopment project ($310,000 in 2007) will demolish the existing Veteran's
Memorial Hall and construct a new facility. The project is partially funded through a grant from the
American Legion. (See Map - "8")
. The Auburn Environmental Park project ($2,304,000 in 2007) is a multi-year project which will create an
open space natural habitat park within the urbanized area just off of Highway 167 south of 15th Street NW.
The park will provide opportunities for local economic development, water quality improvement, storm
water detention, flood control, fish & wildlife enhancement, public education, walking trails and bird
viewing amenities. This will be a significant project for the City of Auburn over the next several years.
(See Map - "F")
Page 275
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: Veteran's Park Memorial Building
Project No: c310aO Capacity Project: YES Anticipated Year of Completion: 2007
Demolition of existing Veteran's Memorial Hall and construction of new 1,875 sf building. Prior year costs (2003) include playground
improvements at the park. Local grant funds through American Legion.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Municipal Parks Constr. Fund 34 100 100
Federal
State
Local 210 210
REET
Other
Subtotal 34 310 - - - - - 310
Capital Costs:
Design 50 50
Right of Way
Construction 34 260 260
Subtotal 34 310 - - - - - 310
Anticipated I mpact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: GSA Ballfield Lighting
Project No: c317dO Capacity Project: NO Anticipated Year of Completion: 2007
With funds awarded through a Youth Sports Facility Grant (King County Dept. of Natural Resources and Parks), field lights will be
purchased and installed at the GSA youth ballfields.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Municipal Parks Constr. Fund
Federal
State
Local (King Cnty, Aub.Little League) 100 50 50
REET
Other 174
Subtotal 274 50 - - - - - 50
Capital Costs:
Design
Right of Way
Construction 274 50 50
Subtotal 274 50 - - - - - 50
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Fenster Farm Site Plan - Phase 1
Project No: c521aO Capacity Project: NO Anticipated Year of Completion: 2007
Coordination with King County and State of Washington on the development of this natural habitat area.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Municipal Parks Constr. Fund 6 30 30
Federal (Grants) 540
State
Local
REET
Ot h er
Subtotal 546 30 - - - - - 30
Capital Costs:
Design 31
Right of Way
Construction 515 30 30
Subtotal 546 30 - - - - - 30
Anticipated I mpact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 276
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: Interurban Trail Improvements
Project No: cp0707 Capacity Project: NO Anticipated Year of Completion: 2007
Trail enhancements will include irrigation and landscaping at major intersections. Five sites have been identified.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Municipal Parks Constr. Fund
Federal
State
Local
REET 50 50
Other
Subtotal - 50 - - - - - 50
Capital Costs:
Design
Right of Way
Construction 50 50
Subtotal - 50 - - - - - 50
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $ 5 ,000
Project Name: lakeland Hills Park
Project No: cp0610 Capacity Project: NO Anticipated Year of Completion: 2007
Development of this passive park in Lakeland Hills, including irrigation, play toy, etc.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Municipal Parks Constr. Fund 50 50
Federal
State
Local
REET
Other
Subtotal - 50 - - - - - 50
Capital Costs:
Design
Right of Way
Construction 50 50
Subtotal - 50 - - - - - 50
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Game Farm Park - Soccer Field Improvements
Project No: cp0608 Capacity Project: NO Anticipated Year of Completion: 2007
Update the existing dirt/sand fields to a synthetic surface. This will allow for year-round playas well as tournament competition.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Municipal Parks Constr. Fund 500 500
Federal
State 300 300
Local 200 200
REET 300 300
Other
Subtotal - 19300 - - - - - 1,300
Capital Costs:
Design 60 60
Right of Way
Construction 1,240 1,240
Subtotal - 19300 - - - - - 1,300
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 277
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: Brannan Park Ballfields - Replacement of Lights
Project No: cp0708 Capacity Project: NO Anticipated Year of Completion: 2007
Replace the existing field lights on Brannan #2 and install lights on Brannan #3 with new Musco "green" lights. The green light system uses 290/0
of the energy of the lights currently used. The current lights on Brannan #2 were installed in 1972, and Brannan #3 has never had lights.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Municipal Parks Constr. Fund
Federal
State
Local
REET 175 175
Other
Subtotal - 175 - - - - - 175
Capital Costs:
Design
Right of Way
Construction 175 175
Subtotal - 175 - - - - - 175
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Jacobsen Tree Farm Site Plan
Project No: cp0609 Capacity Project: NO Anticipated Year of Completion: 2007
Coordinate with the Auburn School District on a Master Site Plan for this 29 acre site.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Municipal Parks Constr. Fund 30 30
Federal
State
Local
REET
Other
Subtotal - 30 - - - - - 30
Capital Costs:
Design 30 30
Right of Way
Construction
Subtotal - 30 - - - - - 30
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Auburn Community Center
Project No: cp0607 Capacity Project: YES Anticipated Year of Completion: 2009
Construction and/or renovation of the former YMCA building located at Les Gove Park. The project will result in a 35.000 sf (est.) Community
Center.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Municipal Parks Constr. Fund
Federal
State
Local
REET 100 100
Other (Bond Proceeds) 5,000 5,000
Subtotal - 100 59000 - - - - 5,100
Capital Costs:
Design 100 200 300
Right of Way
Construction 4,800 4,800
Subtotal - 100 59000 - - - - 59100
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 278
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: Spray Park9 non-skid surface coating - Les Gove Park
Project No: cp0709 Capacity Project: NO Anticipated Year of Completion: 2008
Application of a non-skid, rubber safety coating to the current concrete surface at the Rotary Spray Park. The new rubber surface will help
prevent slipping and injury to children at the Spray Park.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Municipal Parks Constr. Fund 35 35
Federal
State
Local
REET
Other
Subtotal - 35 - - - - - 35
Capital Costs:
Design
Right of Way
Construction 35 35
Subtotal - 35 - - - - - 35
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Olson Creek Habitat Restoration
Project No: c413aO Capacity Project: NO Anticipated Year of Completion: 2007
Phase 1 included the development of plans and spec's for enhancing Olson Creek as a salmon habitat and for the future use of Olson Farm as a
living history park. Phase 1 is complete~ construction is scheduled for summer of 2007. Grant funds have been awarded from the Salmon Funding
Recovery Board (SFRB).
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Municipal Parks Constr. Fund
Federal 300 300
State
Local
REET
Other 64
Subtotal 64 300 - - - - - 300
Capital Costs:
Design 38 80 80
Right of Way
Construction 26 220 220
Subtotal 64 300 - - - - - 300
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Olson Canyon Farm Restoration/Development
Project No: c413aO Capacity Project: NO Anticipated Year of Completion: 2007
Project encompasses the restoration of the Mary Olson Historic Farm. A heritage Capital Projects Grant has been applied for which will be used
to fully restore the farmhouse, inside and out (2007 & 2008). The cash match provided by the City will be used for design & construction of
public parking and restrooms.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Municipal Parks Constr. Fund
Federal 245 250 125 125 745
State
Local
REET 245 250 125 125 745
Other
Subtotal - 490 500 250 250 - - 1,490
Capital Costs:
Design 140 120 260
Right of Way
Construction 350 380 250 250 1,230
Subtotal - 490 500 250 250 - - 1,490
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 279
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: Auburn Environmental Park (AEP)
Project No: c412aO Capacity Project: NO Anticipated Year of Completion: beyond 2012
The Auburn Environmental Park (AEP) Project seeks to create open space within an urbanized area, which will provide many mutual benefits.
The park will provide opportunities for local economic development, water quality improvement, storm water detention, flood control, fish &
wildlife enhancement, public education, walking trails and bird viewing amenities.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Cumulative Reserve Fund 1,152 1,152
Federal
State 1,152 600 500 500 2,752
Local
REET
Other 750 1,003 1,018 955 2,976
Subtotal 750 29304 - 1,603 19518 1,455 - 6,880
Capital Costs:
Design 161 70 240 228 218 756
Right of Way 589 1 ,364 1 ,364
Construction 870 1,363 1,290 1,237 4,760
Subtotal 750 29304 - 1,603 19518 1,455 - 6,880
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
TOTAL CAPITAL COSTS and FUNDING SOURCES - MUNICIPAL PARKS
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Municipal Parks Constr. Fund 40 745 745
Cumulative Reserve Fund 1,152 1,152
Federal 540 545 250 125 125 1,045
State 1,452 600 500 500 3,052
Local 100 460 460
REET 870 250 125 125 1,370
Other 988 5,000 1.003 1,018 955 7,976
Subtotal 19668 59224 59500 1,853 19768 1,455 - 159800
Capital Costs:
Design 230 530 320 240 228 218 1,536
Right of Way 589 1 ,364 1 ,364
Construction 849 3,330 5.180 1,613 1,540 1,237 12,900
Subtotal 19668 59224 59500 1,853 19768 1,455 - 159800
* Amounts shown in thousands
Page 280
2007-2008 Biennial Budget
Section VII: Capital Planning
Parks & Recreation Projects
2007 / 2008 Revenue Sources
(in thousands)
Bond Proceeds
REET
Federal & State Grants
Local Grants
Cumm Reserve Fund
Municipal Parks Fund
$ 6,000
$4,500
$3,000
$1,500
$0 $500 $1,000 $1,500 $2,000 $2,500 $3,000 $3,500 $4,000 $4,500 $5,000
Parks & Recreation Projects
Projected Capital Expenditures
(in thousands)
$0
2007
2008
2009
2010
2011
2012
Page 281
Page 282
2007-2008 Biennial Budget
Section VII: Capital Planning
General Municipal and Community Improvement Projects
Six Community Improvement Projects totaling $1,188,000 are budgeted for 2007 and four projects totaling
$1,000,000 are budgeted for 2008. Four General Municipal Building Projects totaling $1,350,000 are budgeted in
2007 and two projects totaling $550,000 are budgeted for 2008.
The "Community Improvement Projects" include the following:
· The Gateway Program ($100,000 in both 2007 and 2008) is an ongoing program to market the City by
designing and constructing gateways throughout the City. (See Map - "A")
· The Annual Neighborhood Improvement Plan ($100,000 in 2007) will improve the East Main
Neighborhood.
· The Wayfinding Signage Project ($88,000 in 2007) will conclude the work started in 2006 to develop a
"Citywide Wayfinding Destination and Design System Manual", which will include design guidelines for
signage.
. The Downtown Revitalization Program ($500,000 in both 2007 and 2008) sets aside annual funding for
property acquisitions, new construction and renovations. (See Map - "B")
· The Annual Sidewalk Improvements Project ($200,000 in 2007) is a semi-annual program for sidewalk
repair and improvements throughout the City.
· The Traffic Calming Improvements Project ($200,000 in both 2007 and 2008) will use various treatments
to slow and reduce traffic in residential areas.
· The Traffic Signal Improvements Project ($200,000 in 2008), is a semi-annual program for signal and
intersection improvements.
The "General Municipal Building Projects" include the following:
· Construction of a Vehicle Maintenance Bay ($500,000 in 2007) (See Map - "C")
. Construction of an M&O Vehicle Bay and Storage Building ($200,000 in 2007) (See Map - "0")
. Facility Improvement Projects ($250,000 in both 2007 and 2008), which are intended to address
miscellaneous facility improvement projects throughout the city, identified and prioritized annually.
. City Hall HVAC System will be upgraded ($400,000 in 2007 and $300,000 in 2008)
Page 283
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: Gateway Program
Project No: c221aO Capacity Project: NO Anticipated Year of Completion: 2010
Ongoing project to market the City and to design and initiate construction of gateways throughout the city. Gateway sign designs have been
developed and the first on has been completed at Peasley Canyon and W. Valley Highway. Future sites may include 277th at Auburn Way So.,
Lakeland Hills, and SR-164 near M Street.
Prior Budget Budget Estimate Esti mate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
General Fund 230 100 100 85 15 300
Federal
State
Local
REET
Ot he r
Subtotal 230 100 100 85 15 - - 300
Capital Costs:
Design 32 15 15 10 40
Right of Way
Construction 198 85 85 75 15 260
Subtotal 230 100 100 85 15 - - 300
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Neighborhood Improvement Plan
Project No: cp0615 Capacity Project: NO Anticipated Year of Completion: beyond 2012
Neighborhood Improvement has been a high priority for the Council for several years. The city has completed the Terminal Park Plan and the SE
Main Street Project. With annual funding of $100,000, traffic calming. sidewalks and other improvements can be completed in other
neighborhoods.
Prior Budget Budget Estimate Esti mate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
General Fund 200 100 100 100 300
Federal
State
Local
REET
Ot he r
Subtotal 200 100 - 100 - 100 - 300
Capital Costs:
Design 48 15 15 15 45
Right of Way
Construction 152 85 85 85 255
Subtotal 200 100 - 100 - 100 - 300
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Wayfinding Signage
Project No: cp0616 Capacity Project: NO Anticipated Year of Completion: 2007
A citywide "Wayfinding Destination and Design System Manual" will be developed by late-2006. The manual will outline/categorize activity
centers and locations for city signage. The manual will also include design guidelines for signage. Upon completion of the manual, fabrication of
signage can begin.
Prior Budget Budget Esti mate Esti mate Esti mate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
General Fund
Federal 7 88 88
State
Local
REET
Ot he r
Subtotal 7 88 - - - - - 88
Capital Costs:
Design 7
Right of Way
Construction 88 88
Subtotal 7 88 - - - - - 88
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 284
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: Downtown Redevelopment
Project No: cp328e Capacity Project: NO Anticipated Year of Completion: beyond 2012
Ongoing program to purchase property, construct new buildings and renovate existing structures.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
General Fund 1 ,000 500 500 500 500 500 500 3,000
Federal
State
Local
REET
Other
Subtotal 19000 500 500 500 500 500 500 3,000
Capital Costs:
Design
Right of Way
Construction 1 ,000 500 500 500 500 500 500 3,000
Subtotal 19000 500 500 500 500 500 500 3,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Annual Sidewalk Improvements
Project No: cp328a Capacity Project: NO Anticipated Year of Completion: beyond 2012
Project will fund sidewalk improvements to a variety of locations throughout the city. A sidewalk inventory was completed in 2004. Annual
projects are selected based upon criteria such as: gap closure, safe walking routes to schools, completion of downtown pedestrian corridor or
"linkage", connectivity to transit services, ADA requirements, and "Save our Streets" (SOS) project locations.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
General Fund
Federal
State
Local
REET 348 200 200 200 600
Other (Fund 328 TI)
Subtotal 348 200 - 200 - 200 - 600
Capital Costs:
Design 21 20 20 20 60
Right of Way
Construction 327 180 180 180 540
Subtotal 348 200 - 200 - 200 - 600
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Traffic Calming Improvements
Project No: cp328b Capacity Project: NO Anticipated Year of Completion: beyond 2012
The city's Neighborhood Traffic Calming Program was adopted in November of 2005. Based on complaints received from citizens, the city
gathers data to confirm that speeding or cut-through traffic issues are present. Street improvements may include items such as speed bumps, speed
tables, chicanes, round-abouts and median treatments. 2006 was the first year of implementation.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
General Fund
Federal
State
Local
REET 50 200 200 200 200 200 200 1,200
Other
Subtotal SO 200 200 200 200 200 200 19200
Capital Costs:
Design 5 20 20 20 20 20 20 120
Right of Way
Construction 45 180 180 180 180 180 180 1,080
Subtotal SO 200 200 200 200 200 200 19200
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 285
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: Traffic Signal Improvements
Project No: cp328c Capacity Project: NO Anticipated Year of Completion: beyond 2012
The City analyzes accident data and identifies locations that have higher than acceptable rates. Signals that have accident patterns that are
correctable are identified and the modifications are implemented. Signals are also evaluated annually for potential capacity enhancements.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
General Fund
Federal
State
Local
REET 105 200 200 200 600
Other
Subtotal 105 - 200 - 200 - 200 600
Capital Costs:
Design 5 20 20 20 60
Right of Way
Construction 100 180 180 180 540
Subtotal 105 - 200 - 200 - 200 600
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Facility Improvement Projects
Project No: cp328d Capacity Project: NO Anticipated Year of Completion: beyond 2012
Miscellaneous facility improvement projects throughout the city. Projects are identified and prioritized annually, and subject to delay to
accommodate emergency repairs.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
General Fund
Federal
State
Local
REET 250 250 250 250 250 250 1,500
Other
Subtotal - 250 250 250 250 250 250 19500
Capital Costs:
Design
Right of Way
Construction 250 250 250 250 250 250 1,500
Subtotal - 250 250 250 250 250 250 19500
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: City Hall HVAC System Upgrades
Project No: cp0716 Capacity Project: NO Anticipated Year of Completion: 2008
Miscellaneous facility improvement projects throughout the city. Projects are identified and prioritized annually, and subject to delay to
accommodate emergency repairs.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
General Fund
Federal
State
Local
REET 400 300 700
Other
Subtotal - 400 300 - - - - 700
Capital Costs:
Design 100 100
Right of Way
Construction 300 300 600
Subtotal - 400 300 - - - - 700
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 286
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: Vehicle Maintenance Bay
Project No: cp0710 Capacity Project: YES Anticipated Year of Completion: 2007
Construction of additional vehicle bay at Equipment Rental shop for heavy equipment and large vehicles to improve efficiency and remove choke
points.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Equipment Rental Fund 75 500 500
Federal
State
Local
REET
Other
Subtotal 75 500 - - - - - 500
Capital Costs:
Design 75 25 25
Right of Way
Construction 475 475
Subtotal 75 500 - - - - - 500
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: M&O Vehicle Bay and Storage
Project No: cp0710 Capacity Project: YES Anticipated Year of Completion: 2007
Addition of three insulated vehicle bays for vactor storage, providing year-round protection. Construction of storage shed to improve space
utilization and traffic flow throughout the M&O facility.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Equipment Rental Fund 200 200
Federal
State
Local
REET
Other
Subtotal - 200 - - - - - 200
Capital Costs:
Design
Right of Way
Construction 200 200
Subtotal - 200 - - - - - 200
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
TOTAL CAPITAL COSTS and FUNDING SOURCES - GENERAL GOVERNMENTAL PROJECTS
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
General Fund 1,430 700 600 685 515 600 500 3,600
Equipment Rental Fund 75 700 700
Federal 7 88 88
State
Local
REET 503 1,050 950 650 650 650 650 4,600
Other (Bond Proceeds)
Subtotal 2,015 2,538 L550 1,335 19165 19250 1,150 8,988
Capital Costs:
Design 193 195 55 65 40 55 40 450
Right of Way
Construction 1,822 2,343 1,495 1,270 1,125 1,195 1,110 8,538
Subtotal 2,015 2,538 L550 1,335 19165 19250 1,150 8,988
* Amounts shown in thousands
Page 287
2007-2008 Biennial Budget
Section VII: Capital Planning
General Municipal & Community Projects
2007 / 2008 Revenue Sources
(in thousands)
REET
Federal Grants
Equip. Rental Fund
$3,000
$2,250
$1,500
General Fund
$0
$200
$400
$600
$800
$1 ,000
$1,200
General Municipal & Community Improvement Projects Projected
Capital Expenditures
(in thousands)
$750
$0
2007
2008
2009
2010
2011
2012
Page 288
2007-2008 Biennial Budget
Section VII: Capital Planning
*
*
*
*
* MORE THAN YOU IMAGINED
Page 289
Page 290
2007-2008 Biennial Budget
Section VII: Capital Planning
Other Proprietary Fund Projects
Airport Fund: (See Map - "B")
Six capital projects totaling $742,900 are budgeted for 2007 and five capital projects totaling $3,040,400 are
budgeted for 2008.
Four of the six projects planned for 2007/2008 will be partially funded through FAA grants, and are included in
the following:
. Improvements to Airport Security ($100,000 in 2007, $1,000 in 2008)
. Evaluation, Repair and Replacement of Header Beams in hangars 2 through 8 ($50,000 in 2007 and
2008)
. Update of the Airport Master Plan ($25,000 in 2007)
· Taxiway Lighting & Signage ($260,000 in 2007, $262,000 in 2008)
· Parallel Taxiway Construction/Improvements ($157,900 in 2007, $2,577,400 in 2008)
· General Repair and Maintenance projects ($150,000 annually)
Cemetery Fund: (See Map - "C")
Two capital projects totaling $165,000 are budgeted for 2007. There are no projects currently planned for 2008.
. The Cemetery Expansion, Phase 1 Project ($150,000 in 2007) will conclude the chapel/niche Mausoleum
construction. This project will extend grave inventory by 5 years and cremation niche/plot inventory by
10 years. Additional turf development will also yield 1,000 full size graves. This project began in 2006,
funded by bond proceeds of $500,000. Construction and development closely follows the updated
Master Plan completed for the Mountain View Cemetery in 2004.
· An additional $15,000 has been budgeted for general facility repair and maintenance projects in 2007.
Golf Course Fund: (See Map - "A")
. The design and construction of a new clubhouse is the only project currently budgeted for 2007
($3,470,000) and 2008 ($30,000). The new clubhouse design has been finalized and will be under
construction in the fall of 2006. This project, funded through bond proceeds, will increase the clubhouse
facility to approximately 6,800 square feet and feature a Pro Shop, restaurant, lounge and patio area. The
opening is planned for June of 2007.
Page 291
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: Airport Security
Project No: cp0713 Capacity Project: NO Anticipated Year of Completion: 2008
Increased security has been identified as one of the highest priority needs for the airport in the 2005 Development Plan.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Airport Fund 100 1 101
Federal
State
Local
REET
Other
Subtotal - 100 1 - - - - 101
Capital Costs:
Design
Right of Way
Construction 100 1 101
Subtotal - 100 1 - - - - 101
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Hangar Header Beam Evaluation, Repair and Replacement
Project No: cp0717 Capacity Project: NO Anticipated Year of Completion: 2008
Evaluate and structurally test suspected failing header beams on hangars 2 through 8. Once these headers are identified, they will be prioritized
and scheduled for repair and/or replacement. Bi-annual maintenance and inspection costs are anticipated at $6,000 per year, as recommended by
the manufacturer.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Airport Fund 50 50 100
Federal
State
Local
REET
Other
Subtotal - 50 50 - - - - 100
Capital Costs:
Design
Right of Way
Construction 50 50 100
Subtotal - 50 50 - - - - 100
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $ 6,000
Project Name: Update Airport Master Plan
Project No: cp0718 Capacity Project: NO Anticipated Year of Completion: 2007
Update of the Airport Master Plan.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Airport Fund 1 1
Federal 24 24
State
Local
REET
Other
Subtotal - 25 - - - - - 25
Capital Costs:
Design 25 25
Right of Way
Construction
Subtotal - 25 - - - - - 25
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 292
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: Parallel Taxiway Construction & Improvements
Project No: cp0804 Capacity Project: NO Anticipated Year of Completion: 2008
Removal of current taxiway and replace with new taxiway which will meet current FAA design modifications.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Airport Fund 8 129 137
Federal 150 2,448 2,598
State
Local
REET
Other
Subtotal - 158 2,577 - - - - 2,735
Capital Costs:
Design 158 158
Right of Way
Construction 2,577 2,577
Subtotal - 158 2,577 - - - - 2,735
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $6,800
Project Name: Taxiway Lighting and Signage
Project No: cp0719 Capacity Project: NO Anticipated Year of Completion: 2008
Update airport lighting and signage to meet current FAA standards.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Airport Fund 13 13 26
Federal 247 249 496
State
Local
REET
Other
Subtotal - 260 262 - - - - 522
Capital Costs:
Design 260 260
Right of Way
Construction 262 262
Subtotal - 260 262 - - - - 522
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Airport Projects - General Repairs and Maintenance
Project No: cp435a Capacity Project: NO Anticipated Year of Completion: beyond 2012
Various airport projects will be identified and prioritized on an annual basis as grant funding is secured. Airport security fencing will be the
primary project in 2007.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Airport Fund
Federal 150 150 175 175 175 175 1 ,000
State
Local
REET
Other
Subtotal - 150 150 175 175 175 175 1,000
Capital Costs:
Design
Right of Way
Construction 150 150 175 175 175 175 1,000
Subtotal - 150 150 175 175 175 175 1,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 293
2007-2008 Biennial Budget
Section VII: Capital Planning
TOTAL CAPITAL COSTS and FUNDING SOURCES - AIRPORT
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Airport Fund 172 193 365
Federal 571 2,847 175 175 175 175 4,118
State
Local
REET
Other
Subtotal - 743 3,040 175 175 175 175 4,483
Capital Costs:
Design 443 443
Right of Way
Construction 300 3,040 175 175 175 175 4,040
Subtotal - 743 3,040 175 175 175 175 4,483
* Amounts shown in thousands
Page 294
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: Cemetery Expansion, Phase 1 (Chapel, Mausoleum)
Project No: cp0617 Capacity Project: YES Anticipated Year of Completion: 2007
Expansion project will include construction of Mausoleum and development of additional turf. These capital improvements will extend grave
inventory by five years and cremation niche/plot inventory by ten years, while at the same time adding additional burial options.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Cemetery Fund 8
Federal
State
Local
REET
Other (Bond Proceeds) 350 150 150
Subtotal 358 150 - - - - - 150
Capital Costs:
Design 38
Right of Way
Construction 320 150 150
Subtotal 358 150 - - - - - 150
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Cemetery Facilities - General Repair & Maintenance
Project No: cp436a Capacity Project: NO Anticipated Year of Completion: 2007
Current projects include: 1) Mausoleum - repair & replace niche and crypt fasteners, 2) Cascadia Columbarium - replace broken & deteriorating
top caps.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Cemetery Fund 15 15
Federal
State
Local
REET
Other
Subtotal - 15 - - - - - 15
Capital Costs:
Design
Right of Way
Construction 15 15
Subtotal - 15 - - - - - 15
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
TOTAL CAPITAL COSTS and FUNDING SOURCES - CEMETERY
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Cemetery Fund 8 15 15
Federal
State
Local
REET
Other (Bond Proceeds) 350 150 150
Subtotal 358 165 - - - - - 165
Capital Costs:
Design 38
Right of Way
Construction 320 165 165
Subtotal 358 165 - - - - - 165
* Amounts shown in thousands
Page 295
2007-2008 Biennial Budget
Section VII: Capital Planning
Project Name: Golf Course Clubhouse
Project No: c327aO, c327cO Capacity Project: YES Anticipated Year of Completion: 2008
Design and construction of Golf Course Clubhouse, including increased parking facilities. This project will replace the existing clubhouse and
inadequate parking.
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Golf Course Fund
Federal
State
Local
REET 700
Other (Bond Proceeds) 1,200 3,470 30 3,500
Subtotal 1,900 3,470 30 - - - - 3,500
Capital Costs:
Design 200
Right of Way
Construction 1,700 3,470 30 3,500
Subtotal 1,900 3,470 30 - - - - 3,500
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
TOTAL CAPITAL COSTS and FUNDING SOURCES - GOLF COURSE
Prior Budget Budget Estimate Estimate Estimate Estimate 2007-12
Funding Sources: Years 2007 2008 2009 2010 2011 2012 Total
Golf Course Fund
Federal
State
Local
REET 700
Other (Bond Proceeds) 1,200 3,470 30 3,500
Subtotal 1,900 3,470 30 - - - - 3,500
Capital Costs:
Design 200
Right of Way
Construction 1,700 3,470 30 3,500
Subtotal 1,900 3,470 30 - - - - 3,500
* Amounts shown in thousands
Page 296