HomeMy WebLinkAbout2019-12-03 Work Session MinutesMeridian City Council Work Session December 3, 2019.
A Meeting of the Meridian City Council was called to order at 4:30 p.m., Tuesday,
December 3, 2019, by Mayor Tammy de Weerd.
Members Present: Tammy de Weerd, Joe Borton, Luke Cavener, Genesis Milam, Ty
Palmer, Anne Little Roberts and Treg Bernt.
Also Present: Chris Johnson, Bill Nary, Adrienne Weatherly, Todd Lavoie, Clint Dolsby,
Jeff Lavey, Kenny Bowers and Dean Willis.
Item 1: Roll-call Attendance:
Roll Call.
A. Meridian City Council
X__ Anne Little Roberts X_ _ Joe Borton
X__ Ty Palmer X__ Treg Bernt
_ X___Genesis Milam _X___Lucas Cavener
__X__ Mayor Tammy de Weerd
De Weerd: I am ready when you are. I will go ahead and start this afternoon's work
session. For the record it is Tuesday, December 3rd. It's 4:30. We will start with roll call
attendance.
Item 2: Adoption of Agenda
De Weerd: Thank you. Item 2, adoption of the agenda.
Cavener: Madam Mayor?
Cavener: Mr. Cavener.
Cavener: Item 5-A has been requested be vacated from the agenda and with that one
change I move we adopt the agenda as presented.
Milam: Second.
De Weerd: I have a motion and a second to adopt the agenda as amended. All those in
favor say aye. All ayes.
MOTION CARRIED: FIVE AYES. ONE ABSENT.
Item 3: Consent Agenda [Action Item]
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A. Approve Minutes of November 19, 2019 City Council Work
Session
B. Approve Minutes of November 19, 2019 City Council Regular
Meeting
C. Bicentennial Farm Subdivision #2 Sanitary Sewer Easement
D. Idaho State University West Parking Lot Development DPW No.
19-244 Water Main Easement
E. Southridge Phase 3 Pedestrian Pathway Easement
F. Development Agreement for Eagle Commons (H-2019-0082)
with Barclay Holdings LXXXV, LLC (Developer ) and Knudsen
Poor Farms, Inc. (Owner ), Located at 3085 E. Ustick Rd.
G. Development Agreement for Millbrae Subdivision (H-2019-0066)
with Corey Barton (Owner) and Challenger Development, Inc.
Developer), Located at 4888 and 4920 W. Cherry Ln.
H. Modified Development Agreement Goff (H-2019-0061) with
Virtual Keystrokes, LLC (Owner) and Garland Goff (Developer),
Located at 1725 W. Pine St.
I. Modified Development Agreement for Ten Mile Plaza (H-2019-
0102) with Eric Wall (Owner/Developer), Located at 3110 W.
Quintale Dr.
J. General Contract of Indemnity with Travelers Insurance
Regarding the City's Self-Funded Trust
K. Approval of Purchase Order #20-0141 for Shooting Range
Monthly Membership to Idaho Shooting Independence Range
for the Notto-Exceed Amount of $60,000.00
L. AP Invoices for Payment - 11/22/19 - $7,038.43
M. AP Invoices for Payment - 11/25/19 - $23,009.24
N. AP Invoices for Payment - 11/27/19 - $291,044.19
O. AP Invoices for Payment - 12/04/19 - $457,500.93
De Weerd: Item 3, Consent Agenda.
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Cavener: Madam Mayor?
De Weerd: Mr. Cavener.
Cavener: I move that we approve the Consent Agenda as published. For the Mayor to
sign and the Clerk to attest.
Milam: Second.
De Weerd: I have a motion and a second to approve the Consent Agenda. All those --
oh, I'm sorry. Mrs. Clerk, will you call roll.
Roll call: Borton, absent; Milam, yea; Cavener, yea; Palmer, yea; Little Roberts, yea;
Bernt, yea.
De Weerd: All ayes.
MOTION CARRIED: FIVE AYES. ONE ABSENT.
Item 4: Items Moved From the Consent Agenda
De Weerd: There were no items moved from the Consent Agenda.
Item 5: Department / Commission Reports
A. Police Code Enforcement: Nuisance Tree and City Arborist
Ordinance Update – Vacated from Agenda
B. Finance Department and Clerk's Office: Key Performance
Indicators
De Weerd: So, Item 5-B, since I was -- or A was removed -- is a report from the Finance
Department and City Clerk's Office, both presenting their key performance indicators.
Lavoie: Madam Mayor --
Cavener: You're good. There is no -- no new council members are here.
Lavoie: Thank you, Luke.
Cavener: No problem.
Lavoie: Madam Mayor, Members of the Council, good afternoon. Appreciate this time to
be able to present to you the KPIs for the Clerks and Finance Department. Tonight -- or
today what we will do is we will present to you a handful of KPIs. There is going to be a
total of five of them. It will be public records requests. We are going to show you the
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KPIs for licenses and permits. Following that up with RFP and RFQ processing and, then,
utility billing, phone calls, and, then, last, but not least, we will give you a KPI for what we
call our fund reserve KPI. So, with that our very first KPI that we want to report on is
managed out of the Clerk's Department. This is our public records request KPI. The
outcome for this KPI is to increase our customer service satisfaction and the way we will
obtain this outcome identifier is through surveys and inquiries with our customers. So ,
for the calendar year to date, up to until October'ish, November'ish time frame, we had
599 public records requests submitted to the Clerk's Department. The various types of
public records request we are not yet identifying, but it is on our to do list. We are working
with -- or Chris is working with IT to have a little tag system within our tool, so that we can
now track the different types of PRRs, so we can add another layer of our KPI
management. Our internal goals for KPIs is that we answer 80 percent of all public
records requests within three days. That's 80 percent within three days. And, then, the
secondary goal of ours is to satisfy 95 percent of all of the requests within eight days.
The next column kind of shows our results. Our average response for the 200 -- or for
the 599 public records requests were 2.37 days. Again, that is the average. We have
had 70 -- what was it -- 76 -- 76 -- 75 percent within -- answered within three days and,
then, we had -- last, but not least, we had 94 percent within the eight days. So, you know,
we missed it by one percent. But, again, this is the KPIs that we are using to track to
make sure that we are meeting our goals and meeting our customers' needs and we will
continue to monitor this and track the satisfaction. We do have some data that we have
already collected that a majority, 75 percent of our current customers, are happy or
satisfied with the results of the customer service and our -- we will continue to track that
with surveys and whatnot. So, that is our -- oh. Those are KPI indicators for public
records requests. The next one is licenses and permits. Again, just like the last one, our
ultimate outcome is to have our overall customer service and our satisfaction to the
customers a hundred percent and the way we will get those indicators is by surveys and
having limited to zero errors on our issuances of the licenses and permits. For fiscal year
-- not for fiscal year -- I apologize. For calendar year to date we had about 5,500 licenses
and permits issued by the Clerk's Department. Of that we had about 13 various different
licenses and permits issued. Our number one -- our number one license or permit issued
leading the pack would be our dog licenses at about 2,900. And, then, traveling right
behind not one would be passports at a little -- a little over 2,000. So, just those two alone
is about 5,000 permits of the 5,536. So, you can see where the majority of the work is,
just those two types of permits and licenses.
De Weerd: Hey, Todd?
Lavoie: Yes.
De Weerd: When you present this kind of in the dashboard form, can you call out some
of those on what your -- your higher numbers are and maybe what it compares to the year
before. We have made some changes in the dog licensing and it -- it's always interesting
to see if -- if we are doing better, because we know there is more dogs than that.
Lavoie: Got you.
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De Weerd: Anyone that knocks on a door when they are campaigning knows that there
is usually a dog every other door or two or three.
Lavoie: Yes.
De Weerd: So, I just think we have given a lot more kind of collaboration with our
veterinarians and it's good to see how we are performing on that.
Lavoie: Madam Mayor, appreciate the suggestion. I can guarantee you that Chris is
tracking all 13 by detail. We have a slide here that shows all 13 by detail for the year, but
we thought that was a little too many numbers. We are happy to show that on a future
dashboard, so you can see how they are trending year over year for you by permit and
license type. So, appreciate that. Our goal for this particular KPI is that all 20 -- that we
get about 25 percent of all licenses and permits issued to managed via the website. Via
the internet. We don't have the data yet, but it is on our goal and we are now starting to
track that data, so the next year we will be able to say, yes, we are using technology. We
are being more efficient and we are meeting our customers ' needs by using the
technology to transmit the information. But right now we don't have it yet, but, hopefully,
next year we will be able to answer that question by permit and license type. So, that is
KPIs for licenses and permits. The next one is RFP and RFQ.
Milam: Madam Mayor?
Lavoie: Oh.
De Weerd: Mrs. Milam.
Milam: Sorry, Todd. So, I'm just trying to do the math in my head and I didn't break out
my calculator, so --
Lavoie: Oh-oh.
Milam: All right. But if roughly 90 percent of your licenses are dogs and passports -- so
could dogs be done online? Because passports can't. Could the dog permits be done
online now?
Johnson: Madam Mayor, Council Member Milam, Members of Council, yes, dog licenses
can be done -- renewels.
Milam: Only renewels. So, the hard part is getting people in for the first time --
Johnson: Correct.
Milam: -- to get that done. Okay. Because I'm like -- there is no way that you could do
25 percent online if those two were --
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Lavoie: Yes. We do have the possibility of reaching 50 percent. That will probably be
our highest number is 50 percent --
Milam: Okay.
Lavoie: -- if we continue that same ratio analysis, yes.
Milam: Thank you.
Lavoie: Thank you for the question. And thank you, Chris. Next one, again, if RFP-RFQ.
This is managing the purchasing departments. Again , our ultimate outcome here is,
again, customer service with limited errors and limited re-issuances -- or not
reassurances, but limited requests for new data or resubmission of data. For calendar
year to date we had five RFPs and RFQs issued. Again, our key indicator that will let us
know if we are doing well is, again, going to be customer feedback from our customers,
the processing time comparison and also the limited errors analysis. Here we do have
the types that we are tracking. We had one RFP for the year and four RFQs. Our goal
is to have 90 percent of all these requests processed within 101 days. Our average
processing time for these five items was 128 days and the comparison to our goal, did
we meet it, we met two of five within 101 days. So, you are asking, well, that doesn't
seem to be super great. There are a lot of things out of our control that we -- that show
-- don't show here. I -- you guys remember last year we had a scooter -- timely discussion
here -- a scooter RFQ and there is a lot of -- I'm going to say there is some challenges,
some discussions. Well, that prolonged the time frame, which is a part of the process
that we manage, that's just part of the RFP and RFQ process, but those dates -- those
additional days are accounted for in our total time allocated. So, again, there are some
things that we can't control. We had one item that took 242 days. That was because
three months was involved with contract negotiation and contract development. Again ,
nothing that we can manage on ou r processing side. So, again, we understand that our
goal is 90 percent with 101 days. We know that we can get to it. But just want to clarify
that there are some things we cannot control, but we will continue to take the data, as the
Mayor has always said, learn from the data, adjust from the data and make data driven
decisions. This will help us fine tune our processes to make sure we are meeting our
customers' needs. Next item is utility billing phone calls. Again, ultimate outcome is to
learn what our customers are calling about, to make adjustments to our electronic phone
tree system based on the information we are gathering by the types of phone calls our
customers are giving to us and, then, also update -- update our website to meet the needs
of the types of phone calls that we are receiving. So , is there information we can put on
our website that would satisfy our customers ' needs to maybe not -- or eliminate the
inconvenience to call us if they have it at their fingertips. So, that's our ultimate outcome.
The indicator is going to be the tracking of everything for the year. You can see we had
received 30,000 plus phone calls in utility billing. That equates to a little over 2,500 phone
calls by month. We don't have the types of phone calls yet. Our team is collecting that
data now to figure out why our customers are calling us, so, then, we can now adjust and
meet our outcome desires by improving our data transmission to our customers at the
end of the day. So, again, this is another in process one, but we are going to collect the
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data so we can improve our customer engagement for our utility billing team. And, then,
the last one for today's KPI presentation is fund balance. This one is policy driven. You
will hear from me in a few presentations about policy. This -- this slide reflects the policy
changes on the document I provided you. So, again, our ultimate outcome on our policy,
our KPI for fund balance, is to meet our policy, number one, and to make sure that we are
fiscally responsible with the funds that we have. The indicator will be by the Finance
Department to make sure that we set aside the proper amount of funds that meet the
policy as approved by the City Council. These are the two goals by the Enterprise Fund
and the General Fund. Both of them have an operational reserve and an emergency
reserve. Both of these reserves are -- will be reflected in the policy discussion that we
have a little bit later, but I can tell you the goals have been met year over year for our
reserve balances and we will continue to meet the reserve balances as dictated by the
policies set forth. So, those are the KPIs that we wanted to present to you from the Clerk's
and Finance Department and, again, stand for any questions.
De Weerd: Council, any questions?
Cavener: Madam Mayor?
De Weerd: Mr. Cavener.
Cavener: Todd, question on the -- the public records request KPI. My assumption is that
those numbers also include if we respond to them that we can't fulfill their request for any
number of reasons. So, I know in some cases somebody requests information that's
confidential, deals with employees, stuff like that, so we don't release it. We send them
a letter that says, hey, we can't release that and here is the reason why and we talk about
the response and that's both filled public records request and comments that we are not
going to fill the public records request; is that accurate?
Lavoie: Luke, great question. We have the two subject matter experts in the house, so I
will pass it on to them.
Johnson: Madam Mayor, Council Member Cavener, yes, it includes everything we
complete. So, anything that is -- we have the record, we don't have the record, we have
it, but can't give it to you -- anytime we provide a response it's included in that number.
Cavener: Madam Mayor, follow up to Chris maybe. Chris, what's the law? How -- how
quickly do municipalities have to respond when we receive a public records request?
Johnson: Great question. We have to provide an initial response within three business
days and, then, have up to ten business days to provide a complete response. So, the
goal of three days is really our goal, but it is not required to be completed by then, we just
have to provide an initial response, which is, again, we have it, we don't have it, we need
more time, we are getting it, but we try to do everything within three days, but we have up
to ten to provide a response.
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De Weerd: And I do think that you respond within that three days to tell them if it's going
to be longer. So, they do meet that -- that piece of Idaho Code and, then, it could be an
extensive record, you need legal to go through it, we might have a technology challenge
-- there is a couple of different influencers and the three day period they keep on top of it
to make sure that the requester is informed.
Cavener: Madam Mayor, one additional question then. Quick math. I think there is 32
that we didn't fulfill within the eight business days. Were those all fulfilled within ten days
or were there extenuating circumstances that we weren't able to fulfill it ? Then what's --
what's our policy in terms of communicating with the public if we are not able to meet it
within ten days?
Johnson: Madam Mayor, Council Member Cavener, we respond within ten days. We
have never missed that mark. Excuse me. We have also met the three day mark for
initial response every time as well.
Cavener: Awesome. Great work. Thank you. It's not all. Madam Mayor. Just to point,
there is a lot of jurisdictions at the state, local, county level that don't fulfill those within
ten days. So, I know it's not listed here, but I think that's also something -- we are
government, so we shouldn't celebrate or pat ourselves on the back by following the law,
but there is a lot of jurisdictions that don't and I just think it's great that you guys are doing
that.
De Weerd: Thank you. Any other questions?
Lavoie: Thank you very much.
C. Finance Department: Priority Based Budgeting Phase I Results
De Weerd: Thank you, To dd. Okay. Item 5-C is also under the Finance Department and
Brad is here to talk to us about priority based budgeting phase one.
Purser: Thank you. Mayor and Council, I just want to start off and express the gratitude
I have for our leadership team or, you, Mayor, for supporting and just really everybody
that has been involved in this. It's -- it's truly a citywide effort to get where we are at
currently and I just want to, before I launch into this, just say to everybody on record thank
you for that support. It's been amazing to see that support and just everybody's
involvement and it's been -- we have had some fun conversations. It's been enlightening
and certainly a learning process. So, with that let's talk about kind of what we are going
to go over. We are going to start off by talking about what is priority based budgeting and
talk about -- Mayor, you mentioned -- I guess our goals. The results from phase one,
what that is. What's next. We are currently in the process of phase two. I will get into
what that means. And once we have gone into all of that we have wrap up with some
questions. So, with that ask the question what is priority based budgeting. Priority based
budgeting really is a methodology that allows us to link our strategic goals to our budget .
It's unique methodology that lets us do that. It starts by creating a list of programs that
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answer the question what do we do as a city. Once we have come up with a list of
programs we have over -- over 200 -- about 210 programs. Once we have answered that
question we, then, work through a methodology to assign the costs , so we understand,
you know, what -- what our budget is, we understand what that budget looks at -- like from
a program standpoint. The reason why we do this is it then lets us begin to go through a
process, which we are currently in the process of doing, called scoring, which lets us
prioritize all of our programs into quartiles. So, quartile one programs are ones that
contribute the most towards our strategic goals and quartile four programs don't align as
much or don't contribute as much to our strategic goals. Having that information gives us
some more data and we can use that data to make better decisions on how are we
allocating our resources, future funding requests, some of those things. It is considered
a best practice by the Government Finance Officers Association. That's a big acronym
GFOA. It's been a best practice for the last few years, because it's a unique way of
evaluating how you make decisions. One thing it does is it also improves transparency
by giving us a full view of what it costs to do what we do. We will have a fun little exercise
we will go through here in a minute that will -- will illustrate that -- that specific point and
a few others. Priority based budgeting also represents a culture shift in the city. We are
used to looking at things from a fund level, a department level. We are all in our silos.
It's kind of an interesting shift to look at things from a citywide standpoint and that's the
question and how much does it cost to , you know, run our finances citywide, our public
records requests citywide, or we have 210 programs that represent a citywide approach
to kind of identifying and quantifying those things that we do. So -- so, with that -- I mean
that's -- that is what priority based budgeting is. It's a methodology. It's a way to help us
make decisions. We want to -- I mentioned earlier we want to make some data driven
decisions. It's one of our goals is to make better decisions using this information , have
those conversations that are productive and, you know, once we have that program
inventory and we have the prioritized list , we can, then, you know, make decisions and
have the conversations of , you know, how are we spending our time currently. Are we
allocating our time towards, you know, those programs that are contributing more to move
the needle towards our strategic goals or are we allocating them towards programs that
we are maybe spinning our wheels on or don't contribute as much towards those goals.
We have a -- we will have a view of that once we have completed this -- this second
phase, which is -- will be fun. One thing we would like to do is link our staffing reports to
our strategic goals. We will be able to evaluate the programs -- upcoming programs that
-- our projects that are coming in and say, you know, if we are building a big box store or
something, how is that going to impact our budget or how is that going to impact the
programs that we have or what programs are going to be impacted by -- by a specific
project. Something that we are kind of working on, but something we would like to do,
just, again, to provide more data, create more conversation, so we can make more
informed and better decisions, so to speak. We also like to integrate priority based
budgeting and the idea of linking our strategic goals to our budget by checking the
alignment, you know, are we aligning ourselves more towards those programs and things
that contribute towards our goals or are we not and it's a good evaluation tool to do that.
We have a -- you know, a comprehensive financial plan that, you know, is a long-term
planning tool that we can also link to this to help us not only plan what we are doing in
the current fiscal year's budget, but also on future budgets and future budget requests as
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they come in we can evaluate all of those things and give a better understanding -- by
understanding what programs that are influenced by, you know -- whatever the budget
request is, you know, is that request one that would move the needle more , you know,
would it help improve things or would it not provide some context towards what we do.
Useful tool. We also would like to follow what we call the PBB blueprint. Have some
examples exactly what that is. One of the methodologies is looking at things from an
efficiency standpoint. Peak Academy is a great candidate. In fact, we were at a
conference last August where they did an introduction on Peak Academy, which I thought
was interesting, since I'm a trainer for that, I thought it was a fun thing to watch, but it's
one that they have integrated and adopte d into, you know, it's important to look at, you
know, those important programs that we do. Can we make them more efficient. That is
one way of freeing up resources that we could, then, allocate elsewhere to more important
projects or -- or just whatever we decide. Again having that conversation. Cost recovery
is another important consideration with this PB B blueprint. Once we understand -- you
know, we understand the cost of -- what we do and the cost and we understand the
prioritization part of it. One thing we -- after understanding, you know, the total cost of
what we do, we can, then, evaluate are we recovering what we should. Are we recovering
our costs? Are we following the policies and procedures that we have set up. It's a good
evaluation tool for that. And it's also a way to evaluate partnerships. We have some
productive conversations and partnerships with , you know, Boise and prosecution
services and there are many ways to evaluate kind of how we source what we do in those
programs. The PBB blueprint is really a methodology that allows us to do that. Now, this
next slide I really like. This is taken from our resource straight from our conference that
we took, but it shows you a few things. Let me unpack what we are looking at here. The
city of South Jordan implements priority based budgeting. They have been able to free
up 12 and a half million dollars that they are able to allocate towards other programs that
may provide -- you know, move the needle more towards what their goals and objectives
are. The way they did that is by -- there is really two methodologies -- or two categories.
You can free up and reallocate resources or you can generate new revenue. What I mean
free up and reallocate resources, you will see at the top there they were able to free up
two and a half million dollars to allocate based on the way they source d things, whether
they in sourced or outsourced, you know, looking at those and making those decisions,
having those conversations they were able to, you know, free up two and half million
dollars that way. Looking at efficiencies. Peak Academy again. And going through those
programs and making them more efficient, so we are not spending as much time wasting
time when we don't need -- when, you know, not needed. They were able to, you know,
free up to two and a half -- 2.4 million dollars that way. Service levels. They were able to
free up two and a half million dollars looking at service levels and what that means is, you
know, do we maintain the service level? Do we decrease it? If it's something that we --
isn't aligned with what we are supposed -- what we have identified as a -- as a strategic
goal or do we increase it. Again, having those productive conversations so we can make
those decisions. Obviously, when we are -- you know, the City of Meridian's version of
this will look different, but it's interesting to see what other municipalities have done. On
the generate new revenue, I mentioned earlier that we understand what it costs to do
what we do. We can evaluate, you know, how much revenue we are bringing in. Are we
charging what we are supposed to charge based upon our policies. You know, does that
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make sense. They were able to bring in some additional revenue that way. As a result
this one they also -- you know, the last option is, you know, with taxes and rates, which is
another part of that. This -- this slide, this is from Washington county, Wisconsin. They
were able to free up 11 half million dollars. As you can see they actually cut taxes by nine
percent or 9.4 -- 9.4 million dollars, but they were still able to free up 11 and a half million
dollars in total and they can use that to apply to other programs that maybe they are not
doing or programs that they are doing that they would like to do -- be doing more of. The
same methodology here. By freeing up resources they were able to free up 5.3 million
dollars by looking at sourcing, 6.1 by efficiency looking at service levels. They were able
to evaluate their cost and their cost recovery policies and were able to improve things
from that standpoint and they were able to actually reduce, you know, the tax revenue
that's been generated or the fee revenue that's been generated. These t wo are really
good examples of what, from a future standpoint, we would like to be doing, having --
having those conversations, the methodologies that we follow.
Milam: Madam Mayor?
De Weerd: Mrs. Milam.
Milam: Sorry, Brad.
Purser: Go ahead.
Milam: But do -- on those two cities, do you have any idea what their total budget is --
Purser: I don't.
Milam: -- in compared to us?
Purser: I'm not sure. I can find out for you if you like, see what the South Jordan is.
Milam: Yeah. I mean it would be just kind of interesting to see what -- how they are total
compared to us. If we could, you know, have some idea what we could possibly expect.
Purser: True.
Palmer: Madam Mayor?
Purser: Good point.
De Weerd: Mr. Palmer.
Milam: Are you looking it up?
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Palmer: Yeah. I was looking up South Jordan. So, their population was 71,000 I think,
and if I'm reading this right it looks like their general fund budget for 19 -20 is just over 50
million -- 50 million.
Purser: So, it's comparable in size. You know, a little smaller, actually than Meridian,
so --
Milam: Smaller. Yeah.
Purser: So -- thanks, Councilman Palmer. Any other questions? I have -- I have gone
over a lot. Okay. We have a site that actually breaks down all of the programs that we
have. We have both an internal and an external site. Kind of go over -- there, we -- not
that one. Perfect. So, I mentioned earlier have over 200 programs. It's around 210
programs. Each of these programs -- we have not listed alphabetical at this point. I think
there was -- Jenny, if you want to click on one of those. We will go back to patrol. Let's
look at that one. So, we can dive into each of these and say, all right, what makes up the
-- the $53.37 -- you know, what makes it up. You have some nonpersonnel costs. That's
stuff like your operating costs, office expense, those type of things. You also have
personnel costs. We see -- we can tell how much time a person has allocated towards
that. So, if we click on that we can see, all right, we have a -- the school resource officers
have allocated -- it looks like 51. So, a small percentage of their time towards it, but you
can see who is allocating some other time to those programs. You can also see from our
revenue standpoint, you know, what makes that as well. I think it's grants. Let's click on
that. There we go. So, you can see all right. False alarm fees, rental income, and fines
and forfeiture revenue. This internal is a -- kind of an internal tool that we can use, all the
departments that have access to it, to look at, you know, how we are spending our time.
You know, does this make sense? Are we collecting the revenue that we should be or
are we not? Having those questions, we have -- you know, there is 200 -- we can walk
through this on all 200 programs that we have -- 200 plus programs. This being an internal
facing one our departments can use. We also have an external facing one that shows a
lot. We have gotten a lot of accolades and appreciation for our Village picture. A lot of
people really like it. I specifically really like it. But what we are looking at here really
shows us the results. Because we are linking our strategic plan to our budget we can
look and say, all right, how much does this specific program contribute towards arts ,
culture, and recreation or economic vibrancy, safe health, secure, strategic growth,
responsive government and the way we do that there is a cool little plot here. You can
tell by the shading that the darker the shading -- sorry -- the more it contributes towards
a specific result. In this case we are talking about arts, culture, and recreation. So,
general parks maintenance, HomeCourt, these are not final, we are still halfway through
the scoring process, so these aren't finalized, but it gives you a preview of what we are
looking at. The shading tells you how much it contributes towards their strategic goals.
So, you can look here. Parks and rec is the -- you know, they show a score on this one
program. General parks maintenance is a four. Some might be a three or two or a one.
It just shows you a grade of -- of, you know, four being it contributes most, one being it
contributes less, so to speak. The lighter the color the less it contributes. The darker the
color the more. Now, also the size of the box we are looking at indicates the size of the
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program. So, the bigger the box the more funds that are associated with that. The smaller
the box the smaller the program. So, yeah, the size of the box, which will not change as
we look at the different priorities, but the shading will. There is just an interesting preview
on how all the programs that we have contribute from a n arts, culture, and recreation
standpoint. If we look at economic vibrancy we can say, all right, you know, the -- the
shading changes. Public Works shows up a lot there. They are an important aspect of,
you know, that -- that part of the strategic plan. You know, Fire as well. Parks are also
an important part. Again, based on the shading you can see which programs contribute
most, which contribute less, you know, citywide, across all of our programs. Safe and
secure, I think you can guess what this one will look like. So, you can see that, you know,
items like patrol or traffic, emergency response and Fire, you know, even -- even Parks,
Public Works all -- you know, the darker the shading the more it contributes, the lighter
the shading the -- the less, so to speak. Now, I do have to throw a caveat, since I'm in
Finance, we -- we have two types of programs. There are programs that our community
facing and those that are directly scored or reviewed against our strategic plan and, then,
you have programs that are internal, which are kind of governance type programs. Those
programs are -- for instance right here, we are measured against responsive government.
So, when you click on responsive government you will see that , oh, look we are kind of
-- from that aspect.
De Weerd: Well, we are glad you are important.
Purser: You know, we are not as important, but, you know, we are in the running
somehow; right? Again, it's information. It's -- it's data. It's -- it's ways to have a
conversation, to have -- make better decisions. And, finally, you know, strategic growth.
You know, what programs are most important to our strategic growth. We have patrol ,
traffic, emergency response. You can see by the shading, you know, how well they initially
have scored themselves. We are validating those scores right now in a peer review
process, which, hopefully, we will have it wrapped up soon. And so this can change a
little bit based on those results. But this is a cool preview. With that we have a little
experiment. I need a couple volunteers. Oh, there we go. Okay. Thank you, Councilman
Roberts. Council Woman Roberts. And Council Woman Milam . Thank you. So, I have
a question for you. So, you have the site that we have just been going over. You're an
expert on it now; right? There is a little search you can look at and you can -- you can
look for whatever program you want. Our goal here is to identify how much it costs to do
something. So, if somebody asks us how much does it cost to do say audit, we can say,
all right, I will give you a hint, it's in Finance. Yeah. If you can take a look and see how
much does it cost us to -- to run our audit.
Milam: It's 142,352 dollars.
Purser: That's good. Now, an interesting aspect. It may not call out specifically audit in
-- in the base budget there and when it does I think it's around 50,000 dollars. So, there
is a difference between what we are -- what we would find in the budget book and what
we find here. That difference really is made up of the time spent by -- by staff doing the
audit. Oh. Okay. So, if you looked at your screens here you can see. Total cost. Kind
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of like we had the same thing earlier. Oh, sorry. We can see what positions were involved
with that. Again information. So, let's do -- let's do one more. I will give you -- I will give
you a head start. This one's in Parks and Rec. What about our -- our sports leagues?
How much do we spend on sports leagues? Like our adult sports leagues.
Milam: Leagues? 371,611 dollars.
Purser: There you go.
Lavoie: How are you going, Anne?
Little Roberts: I'm there.
Purser: That was really fast. That was really good. Post-it notes. Again, it provide a full
look. I mentioned transparency earlier. This is a -- this site is one that can be public
facing. We can, you know, provide this to the public and have them look at it and they
can see exactly what it costs to do these programs. Do you have a question?
Cavener: Madam Mayor? Yeah.
De Weerd: Mr. Cavener.
Cavener: Thank you, Madam Mayor. Brad, the -- as you know I have been really
fascinated with this for a long time and I'm excited that Council is getting a chance to play
with it a little bit. The part that I haven't wrapped my head around is when you -- when
you pulled up the -- the personnel time breakdown --
Purser: Right.
Cavener: -- how was that determined? We are not having employees log they worked
four hours this week on audit and eight hours on this. I mean how -- how are we coming
to that determination in terms of time?
Purser: Thank you. Madam Mayor, Councilman Cavener, appreciate that question. So,
part of the -- determining how much it costs is having everybody evaluate -- you know,
we have a list of programs in a department, this is -- this is how -- what we do in our
department. Well, they would allocate their time according to -- you know, if I spent five
percent of my time or ten percent of my time -- eight percent, you look at -- on a total
scale how much on average. It is a little subjective, but you have to think through and
evaluate how much do I spend on a given year on a specific pro gram. So, we have
everybody really in the city go through that process. Even Madam Mayor went through
that same process and went through and said, oh, you know, I think I'm three percent
here or five, I'm at ten percent here and up until we had a hundred percent of our time
allocated. Once we had the hundred percent allocation, we, then, simply -- it's just simply
a math problem where you take a salary times the percentage gives you a dollar amount
to apply to a program.
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Cavener: Madam Mayor, follow up. How does that, then, compare -- we have some
employees -- and all employees do a great job, but some work 40 hours, there is some
employees that work 50 hours. How are we comparing if -- if you have got multi-different
employees that are working on something and somebody says, well, ten percent of my
time in a week, that's four hours, but somebody else's ten percent of time is five hours.
Purser: Right.
Cavener: Do we -- do we -- do we compare -- I just -- I want to make sure that we are
getting a good sense in terms of if we are going to start looking at that stuff , which I think
is valuable to our citizens, it's valuable to me as a Council Member, that I have got a good
sense as to what the true data is that I'm looking at. Does that make sense?
Purser: All right. Thank you, Madam Mayor, Councilman Cavener. I think the answer to
this is really -- again, we are looking at things overall from not a weekly or a monthly, but
an annual basis. So, you know, take for audit, for instance, you know, we spend several
months doing the audit, but that doesn't -- you know, all the time during those months we
may be spending 50, a hundred, 80 percent, whatever that percentage is of our time
during that time. Overall that might equal up to maybe ten, 15 percent of our time overall.
So, we do have to estimate and look at, you know, how much time overall and we -- there
is a cheat sheet. I don't have it here in the presentation. I can send it to you if you like,
but it does kind of give people kind of a rubric to look at and evaluate and say, all right,
well, you know, based on this rubric, you know, is it five percent of my time? Is it ten
percent of my time? That way they get a good estimation of , you know, how much time
they spend on a specific program. And, then, once we have looked at that and we have
looked at our cost, we, then, need to send it -- you know, do a sniff test. Does it make
sense, you know, or does that really make sense, whatever that number is and if it does,
then, great, we move on. If it doesn't, then, we reevaluate it. Again, we want useful
information, good data, so you can make, you know, the right decisions, so to speak.
Does that answer your question?
Lavoie: Madam Mayor, Councilman Cavener, or just to add on what Brad's mentioned,
you asked the question 40 hours, 60 hours, 80 hours. We take the total cost of the
employee. So, if you have a salaried employee works 50 hours a week in your example,
they still have a fixed salary. The amount of time someone allocates their time -- the
amount of time they allocate to a program still stays the same based on their assumption
and their analysis of their time associated to a program. The cost is something we
manage on an annual basis. So, if you are a 60,000 dollar a year employee, that dollar
doesn't change whether you work a hundred hours a week or 40 hours a week. So, we
are fixed on the cost factor you tell me ten percent, five percent, 20 percent. So, the cost
is always kind of a static number. You will tell me the percentage of your time allocated ,
so we apply the information you give us to the fixed 60,000 dollar annual salary. Hopefully
that helps.
De Weerd: And what the program actually costs.
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Lavoie: Yes.
De Weerd: Based on that.
Cavener: Thank you.
Purser: Very good question.
Milam: Madam Mayor?
De Weerd: And -- and remember that -- so, every employee filled it out. Then results
were given back to the departments. They analyzed it themse lves to see if it was
appropriately allocated and -- and now this next phase they are reanalyzing all of that as
well. So, it's been a lot of different steps. And a lot of touch points to verify. Mrs. Milam.
Milam: I think that -- kind of to touch on what Councilman Cavener was talking about.
So, this is per individual employee; correct? So, not based on a position where one
person could spend more -- different time than another person doing the same thing. So,
it's individual, every employee. So, that means every time we have a turnover or a new
employee they are going through this process and at what point do they -- do they do
that?
Purser: Thank you, Madam Mayor, Councilman -- Council Woman Milam. Appreciate
that. So, we -- we really at -- yes, it is by an individual level, but it's also by position.
Every position has a position slot. So, while we might have somebody changing from one
role to the other, usually the -- the job description stays the same and I don't think we
would see a lot of change. If we did we can -- we can reallocate the time. If it turns out
in a given year as we are looking at it -- look at it that, you know, I'm actually spending
more of my time doing a different program, then, we can make that adjustment as we look
at it. So, this is something we envision being an annual process. We look at it and say,
all right, you know, last year we scored it this way or we allocated it this way. Is that still
true today? If it is, great, we move on and we are done. If it's not or we have a new
position, then, we go through that process to kind of reevaluate that. Good question. Did
that answer your question?
Milam: Yes. Thank you. Madam Mayor?
De Weerd: Mrs. Milam.
Milam: That was just to clarify. But I had a different question regarding the website. So,
when you click on one of these and you go into the tree --
Purser: Tree pot.
Milam: Tree pot. Okay. So, when you -- can you scroll down -- go -- scroll over something
that's like fairly white.
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Purser: Look at this one.
Milam: Yeah. White.
Purser: Oh, white.
Milam: So, when you scan something white it turns really dark red, which makes it look
really important.
Purser: Uh-huh.
Milam: But that's only because you are hovering on it.
Purser: Right.
Milam: But it's really one of the lesser -- I don't know. It just seems to me if it was a
different color -- I'm going to show you -- or I don't know --
Purser: So, like if you're looking here --
Milam: It make it look -- yeah. It shows it as a darkest red as soon as you hover on it.
Purser: I think that's just because we are -- make sure you are highlighting the right
program, because when you go away from it you can see that it's no longer -- it goes back
to the -- the score based -- the color based on the way it was scored. So, in this case,
like on operations wastewater, it was scored the highest at a four, whereas you take like
HomeCourt, it was scored as a -- as a one, so to speak. Finance doesn't have a score,
because it was evaluated based on -- because it's an internal program based on the
government's -- the good government -- the responsive government.
Milam: I -- and I understand that. I guess my question is is there another way you can
highlight it -- it might be way beyond this at this point -- without it --
De Weerd: Yeah.
Milam: -- turning into more --
De Weerd: Let's kind of -- let's stay a little bit higher level. We are -- this is still a work in
process, but --
Purser: I can provide that feedback. So, you know -- good question.
Milam: I hope we understand that and it's more of a technical question, but it can -- I can
see where it can be confusing, especially if the public is using this like -- wait, all of a
sudden it's --
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Purser: I believe the -- the reason for the change is simply, you know, to know we are
highlighting the right program is usually what it's about. When we go away from it, you
know, you can see -- let me get back into this. So, I can -- there we go. You can see, you
know, when we are not highlighting anything, you can get an idea of, you know, which
programs contribute most. Like emergency response training is, obviously, scored very
high, whereas you have this one right here, operational readiness got a score of zero on
strategic growth. So, obviously, it contributes less. I think it's just a function of just the
way they have -- they set it up to help.
Milam: Yeah. No. I understand it.
Purser: Okay.
Milam: I just was hoping there was another way you can highlight it without changing
the --
Purser: Right. At this time, yeah, I can provide that feedback, though.
Milam: Okay. Thank you.
Purser: Through the developers that do it, so -- good questions.
Milam: Madam Mayor? Sorry.
De Weerd: Mr. Cavener.
Cavener: A couple of questions. Brad, the scoring part --
Purser: Uh-huh.
Cavener: -- what's the score designed to illustrate to the public? If something is scored
one, what does that mean and what does a score of four mean?
Purser: Good -- very good question. Madam Mayor, Councilman Cavener, so there are
I think 14 different criteria that we look at when we sco re a program. So, when we look
at things from a strategic growth standpoint we have a score of a four, which means that
-- or any of the strategic -- strategic objectives, a score four indicates it contributes most
or a score of zero meaning it doesn't really contribute to the result at all. That contributes
-- so, there are, what, four of our strategic goals are scored zero to four. They also have
five other ones -- other criteria that we have. Is it mandated by statute or by city ordinance
is one that gets a score of four, if it is. If it's something -- or two or zero, what's the demand
like for it in the future. Will we see it increasing, decreasing, staying the same. What is
the reliance of the program we see is it -- is it -- what's the population is a fourth one and
cost recovery. Are we -- are we concerned with cost recovery. So, we have each one of
these criteria receives its own individual score. There is some weighting and math
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involved that gives you an overall score that, then, allows you to evaluate a specific
program against all the other programs.
Cavener: Okay.
Purser: That might have been too far in the weeds.
Cavener: Madam Mayor. I -- I love it. I'm interested in -- I guess we are not -- I think
what you are sharing with us is the public facing version.
Purser: This is -- right.
Cavener: And one of the things that we -- we know time and time again as this body is
labels and designations mean a lot and especially to the public and what it communicates
is really really important, so, however, when this goes live, whatever we are doing to make
sure our citizens understand what does something of a four mean, versus something of
a three and whether that's how you use it or use some word to describe it, I just --
Purser: Sure.
Cavener: -- I really -- the goal is to better inform our citizens and I don't want scores to
complicate or confuse them without it delivering some benefit to them from seeing it .
De Weerd: They will have definers of what the scoring means, so that there is a reference
point and -- and certainly we hope maybe it -- it stimulates conversation.
Purser: We like that and that's why we do it. Thank you. I think -- I think -- I appreciate
the comments. You know, hopefully, you know, on the surface, looking at the shading of
the score -- of the -- each program gives you kind of a -- an immediate look of, all right,
well -- and with the definition, a darker means it contributes more, lighter less type of
thing, hopefully, that will help explain that as well, but --
Cavener: Madam Mayor, one additional question. When, approximately, is this going to
go live and when can Council get access, I guess, to the internal portion or if we are only
going to have access to the external portion? I don't know. I love this --
Purser: Sure. Right now --
Cavener: -- and I want to be able to click around --
Purser: Uh-huh.
Cavener: -- kind of like you did with us, but I don't know when we are going to be able to
do that.
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Purser: We are still in the middle of the scoring aspect of that, so we haven't really made
a decision of when this would go live. So , anybody can look into it and click around and
explore while this conversation is -- I'm going to do that, giving you guys access to it I
think would be a good thing as well, so we can talk about when I would -- I think we would
wait until at least we have everything done.
Cavener: Yeah.
Purser: Right? So, we have everything finalized and, then, move from there.
De Weerd: Certainly this wouldn't go live until they are done. They will come back for an
update. I would imagine that they would kind of put it internal to let everyone use -- work
out any bugs --
Purser: Yeah.
De Weerd: -- and also help identif y questions that once you do launch it to the public
hopefully we have already addressed the -- identified the question, maybe an FAQ, but
work some of those -- those bugs out. And you will be the guinea pigs.
Purser: There is a tutorial when you log into it that goes over and explains kind of what
different parts of the -- the site are, how they work type of thing, which I think will help, so
-- yeah, we are learning. This is good -- good conversation. Thank you.
De Weerd: Thank you, Brad.
Purser: Oh. Sorry. One last slide. You know, PBB -- it's a culture we are trying to develop
and, you know, we are trying to give it -- people those in -- you know, have the authority,
you know, information and it's one tool in the toolbox that allows us to make decisions,
allows you and -- you know, Mayor and Council to consider, you know, what priorities are
being funded and what decisions -- decisions are being made. So, it's -- it's -- it's just a
way to start a conversation and to, you know, give another tool in the toolbox, so to speak,
so --
De Weerd: It's been a great tool to have conversations about projects and if they have
shelf lives and are they still relevant and, if not, should we still be doing it, finding those
efficiencies and the inefficiencies. So, it's -- it's a great conversation tool, as well as why
we do things and if you are looking to fund one project and you think what -- we don't
have time to do all of this, then, you start evaluating where your resources are going and
if it's netting the kind of outcomes that you are looking for. So, it's an exciting tool.
Purser: Thank you.
D. Finance Department: Quarterly Update
De Weerd: Thank you, Brad. Okay. Item 5-D under Finance with our quarterly update.
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Lavoie: Long time no see. It's good to see you guys again. Quarterly update. It's my
November update in December for you. This is our update that will provide you
information on this particular -- a lot of property tax discussion and most of you have seen
this presentation. We do have our new council member here, so -- but he's pretty familiar
with this. I will go through this pretty quickly. If the other two council members were here
I would probably have gone a little slower, but I don't think they are here. So, I might go
through this a little quick since you guys have seen this I think four or five times. So,
again, calculate --
De Weerd: And they will have a chance to watch it by YouTube --
Lavoie: They could.
De Weerd: -- and they can slow it down if they need to.
Lavoie: They definitely could. Thank you, Mayor. So, today we are going to do Property
Tax Calculation 101. Talk about our rate history. The tax burden that we manage here at
the city. A little comparison. And, then, give you an update on our next quarterly update
in March -- in February, March. So, with that Property Tax 101. And, again, you have
seen this. We are bound by state statutes. The state actually gives us a statute and Title
63, Chapter 8, that gives the cities the authority to raise taxes by three percent. So, we
do follow the state law and we do offer you guys the opportunity to have the chance to
increase, quote, unquote, taxes by the allowable three percent and, then, there is also
Title 63, Chapter 3, that Ada county kind of manages on our behalf, which has to do with
new construction and annexation revenue. They manage that on behalf of the city. We
do not manage it, they just kind of tell us what the number is and we add it or not add it
to our tax requests for the upcoming year. So, again, just a little 101, there are two state
statutes that we must follow and I can let you know that we do follow on an annual basis.
We do have that one lever to pull, which is the three percent. Again, property tax
calculation, what is it, how is it calculated and how do we do this. So, property -- property
tax calculation is made up of four parts. You have seen this slide. It's base property --
base property taxes. This is determined by the highest approved certified amount over
the last previous three years. So, for us it's been pretty easy. It's always the previous
year. Some -- some of these cities have a higher year the two previous years. For us it's
been pretty easy to manage. It's always the last fiscal year for us. Again, base property
taxes, as I have described to you, is what I consider the revenues necessary to conduct
the business for our citizens today. So , we have approved the budget for 2020. Your
departments are managing that budget and that is now known as our base budget. For
fiscal '21, if no new growth, no new population, no new everything, if everything stayed
true and the world stood still, that base property tax would cover the necessary expenses
to continue the services that we do today, because that's what we have determined that's
what we need. Well, unfortunately, we don't live in a city that stands still, we are in a
constant growth method. So, we have other revenue sources that help us meet those
needs and those are going to be the three percent allowable. I have always promoted to
you this is our cost of doing business. Again, if the world stood still, but benefits went up,
fuels and gasoline went up, I need some way to pay for those, because my base revenue
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didn't change. This allows me to pay for the higher gas prices, the higher medical prices,
the higher cell phone prices and things like that. So, this is my cost of doing business.
Again, if the world stood still we would not have new construction, but since we are in a
high development time period, new construction is given to us by Ada county. They allow
us to have additional revenue paid -- to pay for the growth needs. So, again, we would
not have the revenue if we didn't have the growth. So, we will use this revenue source to
pay for the needs to meet our new growth demands and the same thing with annexation,
again, if we had no growth we would have no revenue . When this gets in our city over
the last ten years or 20 years we have been growing a lot, we have annexation revenue
that's going to cover the new growth demands on Police, Fire and Parks and so forth. So,
we use that money to pay for the growth requests. So, again, we break down our budget
-- property tax budget into three -- into these four columns. Base budget covers what we
are doing today. Can we make sure we are providing the services tomorrow for what we
do today. Three percent is our cost of doing business. Make sure we cover those
increases in inflation. New construction and annexation is the new growth. That's the
additional monies that we are getting to cover the new demands placed upon the city on
an annual basis. So, that is Property Tax 101 on how it's built. The question is how does
Ada county manage and calculate the property tax levy for us. They take our total
requested property tax request, then, they divide that by the total value of the City of
Meridian for all property above the ground and that comes to the total levy rate for the
City of Meridian by itself. So, if we put that with the actual data that we have for fiscal
year 2020, we had requested from the Council -- or not Council. I apologize. You guys
requested from the -- the state and the county 36.3 million. Ada county informed us that
they had 11.7 billion dollars' worth of property in the City of Meridian. You divide the two
numbers that, gets you .003. So, they do all the math for us. We only supply the property
tax value, they do the other parts for us, and here is your Levy rate comparison since
2011 and you can see for the last eight years in a row the lev y rate has gone down. If
Joe Borton was here he would have said it's because of him, ever since he's been here
it's gone down, but he's not here to defend himself, so I will say it for him. So, with that,
Joe -- or not Joe -- but the levy rate has gone down eight years in a row, which is pretty
awesome. We are at -- we are almost at sub three. The last time we were at three was
in 2008. Next year I guarantee you will be below three percent -- the .003. We are super
close. You can see how close we were to breaking the three number. But it's been since
2008 since we have been under three. Next year no doubt we will be under three for the
levy rate for our citizens, which is pretty awesome. So, that's the Property Tax 101, how
we calculate it, how we get there. Levy rate history. This is our base property tax request
since 2008. Again, it increases every year. This incredible growth that we have had here
at the City of Meridian. Allowable increase in property taxes is that one lever we have to
pull. It's your three percent. You can see a few blanks in there in 2011 and '12. This
Council did elect not to take any percentage of the three percent allowable and you can
see last year's revenue adjustment with that. New construction. So, Ada county
determines this amount. We have no real influence on this, other than approving projects
that you guys approve on a weekly basis from the community development -- economic
development world. And, then, the same thing with annexation. These are the projects
proposed to you. If you wish to annex them into the city we get a revenue source from
those decisions that you guys make annually and you put it all together, you can see that
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the base property tax is by far the majority of our revenue source on the property tax
income. Fiscal Year 2020 is currently sitting at 36.37 million dollars for property tax.
Questions are always asked every year of how often do we take the three percent and
how often do we not. There is your answer. Two years we did not, in 2011 and '12. You
can see a two percent in '17 and last year's 1.5. I do want to ask you to take note what
happened in '11 and '12. Again, we did not take the property taxes in '11 and '12. In the
years before that we took the three percent every single year. I'm going to reference that
comment here in a section -- second, but if you can remember that, that would be
awesome. This is your property tax burden slide. So , where does our property tax come
from? That is what this slide answers. You can see a majority of it is residential and the
second leading revenue generator is commercial. Another way to look at it is this way,
67.9 percent of your revenue comes from property tax, the residential version, and, then,
the rest. And the next largest portion of 25 percent is from commercial. And, then, a lot
of little ones in the middle. So, again, we are still heavily -- heavy, heavy on the residential
side. You can see historically we have always been that way and I know we are making
some changes in the next few years with some great commercial projects coming on. We
will see what the burden does. Does it shift? Again, we will find out and we will report
that to you every single -- every single year for you. General fund tax levy comparison.
This is something we do every May of 2019. I don't have the latest data until next May
-- or this coming May. But what this does is this shows you the General Fund levy rate
as compared to the cities that we compare against. You can see that we are the third
lowest in the comparison. You can see your neighboring city Boise's -- in May 2019 it
was a little over six. We are a little over three. So, they are twice as high as us in the
levy rate. You see Mountain Home is larger and Eagle and Kuna are a little bit lower than
us. We manual -- we analyze this every single year to see how we are doing, compared
to our fellow neighboring agencies. The questions have been asked of me, well, are you
comparing apples to apples. It's nearly impossible to do apples to apples, but, you know,
it's about as close as I can get. This slide is the information that tells you -- or shows you
what we are trying to compare against. If you notice that the City of Meridian has one
levy rate and that is accurate. We only have one levy rate compared to the City of Boise
has two distinct levy rates they charge their citizens. I think Caldwell has seven and
Pocatello has nine. Again, each city can choose how many levy rates they want. You
might notice that Caldwell has seven of them. They have a recreation and they have
streets. You know, we, obviously, don't have streets, we have Ada county. But the slide
before this was a comparison of that shaded area right in the middle. I tried to compare
apples to apples as close as I could. Boise airpor t is the enterprise fund, so they don't
have a levy rate for airports in Boise. But we tried to show general fund to general fund
to general fund. This is the closest apples to apples analysis I can do for you. Again, we
include everything in ours. Some agencies have recreation separate, so they actually
have to add even more to their general fund. So, this is a -- just a report for you to try to
show the best we could an apples-to-apples approach on what the general fund levy rate
looks like from city to city in our analysis. And, then, another way to look at it is if Mr.
Palmer had a 200,000 dollar home in each one of these cities, this is how much property
taxes he would pay in each one of these cities for his 200 ,000 dollar home with the tax
exemption pulled out of it and you can see the City of Meridian is doing very well
compared to the other cities. If Mr. Palmer had a house in every single one of these cities,
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as a comparative analysis for you, again, just looking at the general fund line, not looking
at the total line, it would be much, much larger gap, because we would add zero extra
levy rates to ours, because we only have one. Pocatello would add eight more data points
to theirs. So, again, this is the best I could do from an apples-to-apples comparison.
Question over here, Luke? I see some thoughts going on over there.
Cavener: Madam Mayor?
De Weerd: Mr. Cavener.
Cavener: Thanks, Todd. And not thoughts, just more -- if we really want to do -- make a
true apples-to-apples comparison, your point is correct, the City of Meridian -- we have
got one levy rate, but our citizens -- we don't have a municipal cemetery district, but most
of us who live in Meridian pay into the Meridian Cemetery District. It's not ran by the city.
And I think that it would be beneficial as we continue this conversation that we do take us
-- oh, I will give you -- there you are. You are -- you are -- you are ahead of me. But,
Madam Mayor, to this point.
Lavoie: Or you're ahead of me.
Cavener: I'm -- I'm always behind the Finance Department. Happily to be behind the
Finance Department. It would be beneficial to take this and compare it with some other
municipalities, because there are some communities that they have their own levy rate
for a service that is offered by another taxing district. I think it gives a more holistic picture,
especially for our new council members, I think that is a more apples-to-apples
comparison as we head down the road.
Lavoie: Yeah. Madam Mayor, Councilman Cavener, we can definitely do that if you wish.
We don't do the fully loaded labor rates by every district, because every district kind of
manages it, but to answer your question, Luke, you are correct, this data I have previously
shown you is City of Meridian only. We only represent 28.52 percent of the common
house in the City of Meridian. So, you know, for us to say that, hey, we can lower your
taxes or we will never raise your taxes, is an impossible statement to make by anybody,
because we only represent 28.52 percent. Yeah, we can take -- not take the three
percent, but if the other 62 percent or 72 percent of the agencies raise their rates, well,
you have just now falsely stated that you won't raise their taxes, because they actually
raised your taxes. So, it's nearly impossible for us to ever say that we cannot raise or
lower your taxes, because we only represent 28.52 percent. If you go Boise I think Boise
represents 40 percent of their levy rate. If you go to Pocatello it's even higher. So, every
district and every house is going to be a little different. I hear what you're saying, Cavener,
but -- I mean this is the best we can do if we can do the analysis, but we just want to use
this slide to inform you and everybody that, you know, we only make up 28.5 percent --
two percent of your total levy rate. Seventy-two percent is controlled by somebody else.
And we are doing the best we can. The levy rate did go down eight years in a row, as
you saw. At the end of the day Ada county has a bigger influence on -- if you pay more
taxes or not and the next few slides are going to support that argument and explain to
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you how that works. We do track six homes here at the city. We have tracked them for
-- we have been tracking since 2000. This is just the current rise of the six homes that
we track right now. This is the current average of the property taxes paid annually by the
six homes. Again, this is an average, a little over 700 bucks or 58 dollars a month or --
so, you can pay that to your monthly dues or your -- you know, your cell phone bill or
whatnot. You're paying 58 dollars a month to live here in the City of Meridian. If you
remember back in that slide I stated that you did not take the three percent in 2011 and
'12, but you can see that property taxes went up in 2011 and '12 on average. In the years
2007, 2008, 2009 you took your full three percent, but the taxes went down. Again,
completely counterintuitive. I know. Because Ada county has the largest influence on
property tax paid than we do. Again, you raise taxes, taxes went down in those four years.
You didn't take taxes, the taxes went up in those two years. So, again, please, don't think
that taking the three percent you have a direct influence on whether or not the property
taxes will go up. This is an example of that. Ada county has a much larger influence on
their valuation. We had one house that actually paid less taxes in '15, '16 and '17,
because of the valuation that Ada county conducted on their home. Again, they -- even
though we did the same thing to the other five homes. So, again, it really just comes
down to Ada county and how they value your home at the end of the day. Again -- so, I
just wanted to share this, that we represent 28.52 percent of your total tax bill. Ada county
has a larger influence on what you pay for in your home taxes . I'm a taxpayer, just like
you guys. I want to pay less in taxes, but Ada county has a larger influence on that. You
know, it's a good thing to have your house go up, again, it's a great thing. So, again, just
information for you on how property taxes work 101. This is a quick slide of what property
taxes make up from the general fund. It makes up 58 percent. You only have one little
lever in that entire bucket. That's the three percent. Everything else is controlled by the
state or the county. If you add up intergovernmental and property tax that's 74 percent of
our General Fund revenue and of that you have a small influence of three percentage'ish
of the allowable tax. So, let's make sure I manage the revenues correctly, because it
influences not today, but also tomorrow's council, because it's going to compound and
impact them. So, again, just a request, just a reminder that we need to manage our
property taxes the best we can, because we have nothing really else to lean on. As you
can see everything else is controlled by somebody else. So, let's just make sure we
always have a good discussion about prop erty taxes. A quick recap of what we have
done and, then, where I'm going to go on our next quarterly meeting, which is our annual
updates from the previous fiscal years audit report, changes the fund balance and your
top revenues and expenses. Hopefully that wasn't too fast. I know time is ticking behind
me, so I want to allow for any questions and I apologize for the quickness, but I know you
guys are short on time.
De Weerd: Thank you, Todd. Council, any questions?
Milam: Madam Mayor?
De Weerd: Mrs. Milam.
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Milam: I have a question and if you don't know the answer right now you can maybe e -
mail us, but most of your slides referred back to 2008'ish, except for the levy rate -- started
at like 2011 and I'm curious, because what happens in a recession -- so, now we have
got a big budget and we have a recession, then, the values of the property go down, so
the levy rate goes up.
Lavoie: You got it. That's perfect.
Milam: And so I'm curious what the levy rate was. The budget was a lot smaller back
then as well, but what the levy rate was in like '09 and '10. Just to kind of see that --
because I wanted to see that curve, but on that one it started a little later.
Lavoie: Madam Mayor, just -- I will be happy to send that e-mail out to you tonight. We
have the graph, we will go back --
Milam: No hurry, Todd.
Lavoie: We already have it, so we will send it off to you. We have it from beginning of
time. You will see it, it goes up and down, up and down.
Milam: Yeah.
Lavoie: Yeah. You got it.
Milam: So, if there was a recession now -- next year and I guess it would depend on how
bad it got, too.
De Weerd: I believe we were under three a couple of those years. Yeah.
Lavoie: 2008 was the last time we were under three. So, it's been quite a while.
Milam: Yeah. Okay.
Lavoie: It's been quite a while.
Milam: Okay. Thanks, Todd.
Lavoie: I appreciate the question.
E. Finance Department: Update of City Policies [Action Item]
De Weerd: Okay. Thank you, Todd. I guess now we will launch into your policy
discussion.
Lavoie: Madam Mayor, Members of Council, good to see you guys again. Policy update.
I will make this quick. Promise not as many slides. So, today's agenda, I'm looking to
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present to you a change to our ordinance 1.9 -- Title 1, Chapter 9. I'm going to give you
a proposal. Show you what it currently reads as. Give you a current list of policies that
are inside the current existing ordinance and, then, give you a recommendation on our
behalf of what we would like to see the ordinance read for your behalf. You should have
all the documents, we sent them out a month ago, that states everything.
De Weerd: And we are at ten minutes to 6:00.
Lavoie: I'm making this quick.
De Weerd: Okay.
Lavoie: So, current Title 9 -- or Title 1, Chapter 9, there is Section 1.91, which is
definitions. Just let you know the current one has one definition in it. 1.92 says its
investments. It contains audit approaches and contains a bunch of definitions. 1.9.3 is
budget policy contains definitions, procedures, and fund management. We don't think
that's a good representation of what Title 1, Chapter 9, should be, so we are proposing to
you that Title 1, Chapter 9, be changed to what's in the blue section. 1.9.1 would be a
general provisions, which gives you the compliance and the adoption statements. So, it
kind of gives the authority who can approve the policies set forth -- set into this ordinance.
1.9.2, again, is the actual people who can actually authority -- the authority figures, which
are going to be you guys, City Council, at the end of the day for these particular policies
and 1.9.3 is actually a list of policies that we would like for you guys to recognize as City
of Meridian financial management policies.
De Weerd: Todd? Hold on. Just let the record note that Councilman Borton has joined
us. Thank you. I was waiting for you to take a breath.
Lavoie: Sorry about that. Trying to get through for you.
Cavener: Take your time, Todd. This is important stuff. Don't feel the need to rush.
Lavoie: Eight minutes.
Cavener: Take as much time as you need.
Lavoie: So, with that -- appreciate that, Luke. The current policy, Ordinance 1.9, has one
policy in it. The budget. We are recommending that 1.9 -- Title 1, Chapter 9, actually has
eight policies. That's our recommendation to you. The policies in detail have been
provided to you. The policies -- our best practices, as Brad mentioned earlier by the
general -- the Finance Officers Association, best practices that we have been conducting
here at the city for years, we are now documenting our best practices in a -- in a formal
policy item. We have reviewed these. We had two Council Members help review these
policies that are in front of you today. We had one external audit in Eide Bailly. They
reviewed every -- all of these as well. We had two Legal Department employees help
review all these. We had two external departments. We had city of Boise and ACHD
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have worked with their finance department team members to review these as well. We
had five internal Finance Department members and we provided the Mayor and the
department directors for a comment period on these -- on these policies as well. I know
the time is here. I apologize. I went through them super, super fast. There is some action
I'm looking for from you guys. The action is are you okay with changing Title 1, Chapter
9, as proposed, taking it from what it was to where we want to go. If the action is, yes,
you are okay with this, I will have Legal draft up the official ordinance change for your
consideration next week. But with that I would stand for any question on any of the
policies that you have a question about as presented.
De Weerd: Questions for Todd?
Cavener: Madam Mayor?
De Weerd: Mr. Cavener.
Cavener: Todd appreciate your involvement in the process. Good work on you and your
team. If there aren't any questions I'm happy to move that we approve the Finance update
to the city policies as presented by the CFO and to bring it back next week.
De Weerd: By resolution.
Cavener: By resolution. Thank you, Madam Mayor.
Milam: Second.
De Weerd: Okay. I have a motion and a second to adopt the policies as presented,
bringing it back in resolution form. I think we can do a roll call and next week do the -- do
I need to do a roll call?
Nary: Madam Mayor, you don't need to do a roll call today, but we will bring back both
the resolution and the ordinance for next week's agenda.
De Weerd: Okay. Thank you. Well, then, the motion is to bring this back -- approve the
policies as presented, bring it back in ordinance and resolution form. All those in favor
say aye. Any opposed? Good job.
MOTION CARRIED: ALL AYES.
Lavoie: Thank you guys. Sorry for the speedy presentation, but I appreciate it. Thank
you.
De Weerd: Thank you. This -- the -- 5-G will be on our regular agenda. We also listed it
on that.
F. Community Development (Continued from November 26, 2019):
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Shared Vehicles - Review Draft Request for Proposals,
Agreement Terms, and Timeline [Action Item]
De Weerd: Council, do you -- do you want to listen to 5-F right now as well? If so I will
turn this over to Cameron or Keith.
Arial: Madam Mayor, Members of the Council, good to be with you. I am standing in a
little bit tonight. Caleb's not feeling well and was hopeful to be here , but is unable. But
wanted to just make sure we are capturing any additional information that you had and
particularly turn this over to Keith to give you a little bit of an update on -- on where we
are with the rideshare proposal. So, turn that over to Keith.
De Weerd: Thanks, Cameron.
Watts: All right. Thanks, Cameron. What I have done is just massaged our draft RFP a
little bit further. I'm really here today to get further direction from you folks. We did have
a couple of areas that were not set on last time we were here. The first one that I will
bring up is the fee schedule. We didn't come up with a solid fee schedule. Looking to
Council for direction up, down.
Cavener: Madam Mayor?
De Weerd: Mr. Cavener.
Cavener: Keith, do you want us to take these one by one?
Watts: Yeah. I think that would probably be -- I have four bullet points that I want to hit
and I think that would be best.
Cavener: So, Madam Mayor, Council, Keith and I talked a little bit about this before the
meeting and I know that there was a recommendation I think maybe from Caleb , Emily,
and Keith to lower the amount from 25 to 12 five; is that correct?
Watts: Twelve thousand.
Cavener: Twelve thousand --
Watts: Yeah.
Cavener: -- thousand dollars a month.
Watts: Yeah.
Cavener: The comments that I shared with Keith I will share with you is we were talking
a lot about fee recovery and cost recovery and to me I want to make sure whatever we
are charging the operator recovers the cost of us operating the program. It sounds like
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we don't have a good sense as to -- if lowering it would recapture that cost and so I'm not
supportive of lowering it until we have a cost that we can say whether it's a dollar less or
a dollar more, however much. Until we can say this is what we think the cost is for us to
operate the program I'm not supportive of lowering it and I shared that with Keith. I will
share that with you. The argument could be made by lowering it it might invite more
participation in the RFP process. It may or may not. We had two that participated last
time when it was at the -- the 25,000. So, I guess my suggestion would be to keep it as
is.
Watts: Any other --
De Weerd: Okay. I don't hear any other comments, so --
Watts: Okay. The other -- or the next one that I have that was to either share for the --
for the proposers to share their efforts in keeping underaged or unlicensed riders off the
scooters. I know Councilman Milam had brought up that she didn't believe that any of
them could actually force -- which there is no -- no way for them to control to guarantee
that that can happen, but what efforts do the individual proposers take in trying to keep
underage or unlicensed riders off of the scooters, whether that be through training,
community outreach, whatever systems they have in place and if we -- if -- if Council is
interested I will include that in the RFP and also include in the -- a point score for that as
an actual criteria. I think it is -- from being a part of it last year I think it would be in our
best interest to do so.
De Weerd: I think that would be helpful.
Watts: All right. I also added a spot under the franchise premises that excludes The
Village. We -- we list what our franchise prices are. We did hear from Bird that said they
may not be interested if The Village is off the table. We don't control that. So, I added a
little bit of language that states that The Village is not included in the city's franchise
premises and it would be up to the individual proposer to negotiate an agreement if they
could with The Village, but we cannot guarantee that.
Milam: Madam Mayor?
De Weerd: And that would be the same with any of those destinations , like Roaring
Springs and -- so, if it's privately owned that's up to them to negotiate. Mrs. Milam.
Milam: Well, I just don't understand why that is such an issue for them. I agree with what
you are saying, but Kleiner Park is right there. I think just line up a hundred of them at
Kleiner Park and people can go walk across the street. I mean it gets you to The Village.
Watts: It's just a statement that they had made.
Milam: I was going to say, given that --
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Watts: I'm sure they are well aware that --
De Weerd: I don't -- I don't think we need to give suggestions.
Watts: And, then, the other key point that I have this number of scooters. Minimum and
maximum. I know we didn't settle on anything. Some didn't want to give a minimum. Let
the market dictate. The only problem is we could get a vendor who was successful and ,
then, deploys none. Or somebody wants to deploy 500 when a hundred is necessary.
So, I think we need some type of guideline in our RFP and what I'm really saying is in our
contract. So, in our RFP, like we said before, we have the RFP, which is the solicitation
information and the second half of the RFP that we send out isn't a sample contract s and
we -- I want them to know what they will be present -- or proposing against. What we --
what we required of them when we do move forward into negotiations , so we don't have
to start from scratch in negotiations. They have an idea of what we are looking for.
De Weerd: I think -- unless anyone has issues, I think we are in agreement with what you
have proposed.
Milam: Madam Mayor?
De Weerd: Mrs. Milam.
Milam: I actually -- that was the thing that I did have an issue with is the maximum,
because we don't know if we are going to have one vendor or two and so I think putting
that maximum in the RFP, you could be really hindering their business as well. So, if the
-- if the need calls for 400 and they have a maximum in their contract of 200, and -- and
there is one vendor -- you understand where I'm going with it? So, I -- I think that that
could really -- really kind of cripple a business.
Watts: The way -- Councilman Milam and Council Members, the way it is structured right
now in the agreement is they have a minimum of a hundred and that the city has stated
a maximum of 500. If you want to make that a thousand -- whatever -- we put a maximum
that we want allowable within the city and, then, the -- each vendor may request increases
and there is an increase schedule when they can actually ask for the increase and how
many and if one vendor does the increase and maximizes the city out, then, that would
be their right. The other vendor would not be able to, because we would have maxed out
the number of scooters on the -- on the city streets, so --
Milam: Madam Mayor?
De Weerd: Mrs. Milam.
Milam: Yeah. I agree with you -- with that and what our city maximum -- at a higher
number like that, but what I read in the sample contract was a low number. Like it was --
it was really low, so --
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Watts: I would have to take a look. I thought we would start with 500 -- I thought was our
minimum that --
Milam: It was like a minimum of a hundred and a maximum of 200 or something like that.
What was in the -- on the --
Watts: Yeah. We bumped back and forth, because --
Milam: As long as it's not low.
Watts: -- we hadn't had direction, so -- I would just like to have clear direction from Council
on what you would like to see.
Borton: Madam Mayor?
De Weerd: Mr. Borton.
Borton: To that point the 150 being a cap, I think a prior -- or user this year didn't get to
that.
Watts: No.
Borton: So, if they -- if there were any change I would get rid of the minimum. If they
make their business decision that ten scooters is really all they want to have out there,
then, why deny them that. It makes more sense than having scooters that aren't being
utilized sitting in a sidewalk. If they are utilized they will certainly provide scooters and if
they are not what's the point of having them out there. That's letting the business
determine what's the most profitable way to operate.
Arial: Madam Mayor, if I might, just a comment to the minimum. I think if we anticipate a
low minimum, say ten scooters, I think, then, we get to a point of the viability of the
program in general. You know, do we -- you know, I know we don't want to say, hey, no,
we don't want this or we do or we don't, but at what expense and at what time do we as
-- as staff put to something that is only providing ten scooters on our -- on our city streets.
So, I would just maybe put that out as a philosophical.
Borton: Okay. And to that point I did -- if there is ten scooters deployed and ten are being
ridden or there is a hundred scooters deployed and ten are being ridden, I think that's the
same thing and the former is better.
Watts: Councilman -- oh. Councilman Borton, Council Members, Madam Mayor, the
other thing I would like to point out -- when we had one vendor last year, it could be a --
a strategic move for a vendor to just lock down the City of Meridian and not deploy
anything. They have won by keeping competitors from moving into the system -- into the
city and not been at any expense and I have -- that sentiment's been talked about by
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more than myself I know and other areas as well. So, that's just a consideration,
something to think about.
Cavener: Madam Mayor? I think --
De Weerd: Mr. Cavener.
Cavener: If I recall, that was the reason why we last established a minimum threshold
was that we didn't want to have a n operator in name only that wasn't operating. Now, I
guess my belief is that if a vendor is going to fork out 25,000 dollars in a fee to be able to
operate here, they are going to do their best to make sure that it pencils out for them. I
could be wrong, though.
De Weerd: Okay. So, staff is looking for direction.
Watts: Yeah. I guess I will -- I will just make this statement. There was some of you that
were for, some of you were against issuing the RFP. The feasibility. So, I would like, you
know, clear direction on how you would like us to move forward.
Borton: Madam Mayor?
De Weerd: Mr. Borton.
Borton: Keith, is it your recommendation the draft in front of us, which says: As to each
franchisee -- franchisee, at least one hundred, no more than 150, highlighted in yellow I
think in the -- in the packet, so -- based upon last year's program is that the
recommendation of how to go forward this next year?
Watts: I think the last discussion with our group would be for the deployment and minimum
and to maintain a hundred, no more than 150 at -- at the beginning. If -- if we want to
move to 500 to give them the ability, they are going to have to do it in increments, as it
states in the -- in the contract portion of the RFP. I don't know if you want -- you know, if
they find out it's viable I wouldn't want to restrict them.
De Weerd: Okay.
Milam: Right.
Watts: And very much like some of you have mentioned, I think the market dictates that.
If we are going to move forward with this program I would let the market dictate what's
profitable for them. But I would like --
De Weerd: But at least you are kept in the loop of information --
Watts: Correct.
Meridian City Council Meeting Agenda December 17, 2019 – Page 37 of 504
Meridian City Council Work Session
December 3, 2019
Page 34 of 36
De Weerd: -- so that they would come back to Council for that increase.
Arial: And in speaking directly to that, Madam Mayor -- Joe, it's the -- the increase -- item
two, the increases is up to 500. So, they would do it in increments.
Borton: Okay.
Arial: As -- as has been described.
Milam: Madam Mayor?
De Weerd: Mrs. Milam.
Milam: Yeah. The 500 sounds good. I think that -- read carefully where that says that
150, because if we all read it the same way, then, the respective companies are going to
read it the same way, too, possibly and if they are going to be maxed out at 150, why
even bother submitting an RFP, so --
Watts: Yeah. I would -- I will make sure -- I will read through and make sure it makes
sense to myself and to Caleb and Emily before we send this out. Another thing that I will
throw out there -- I will offer, if we are going to go through with this I would recommend
having a pre-proposal conference, letting vendors come in after they get the RFP and ask
questions before they propose.
Milam: Great.
De Weerd: That's a great idea.
Milam: Thank you for your work.
Cavener: So, Madam Mayor?
Cavener: Mr. Cavener.
Cavener: Do you feel like you have got the right response to the questions that you came
with tonight in terms of how to best move forward?
Watts: I think so. I think between that -- the committee that's working on this, we can get
this ironed out and -- and on the street within probably another two weeks.
Cavener: Madam Mayor, I guess a question for you or staff or Legal. Can we issue
direction to issue the RFP and to encompass the comments that we shared here tonight
and staff will be able to move forward?
De Weerd: That would be awesome.
Meridian City Council Meeting Agenda December 17, 2019 – Page 38 of 504
Meridian City Council Work Session
December 3, 2019
Page 35 of 36
Cavener: So, Madam Mayor?
De Weerd: Mr. Cavener.
Cavener: Losing my voice, so I will -- this might be my last one of the night. I move that
we direct staff to issue the RFP to encompass the comments heard amongst the Council
tonight and to schedule a pre-meeting with potential vendors to get any questions
answered.
Milam: Second.
De Weerd: And since you went by those details one at a time you are clear with what
those details are?
Watts: Yes, ma'am, I believe so.
De Weerd: Okay. I just want to verify. Okay. I have a motion and a second to move this
forward and the timeline on this, Keith?
Watts: I would say that we could have the RFP -- we can get this ad into the newspaper
this Friday, so it will advertise next Friday.
De Weerd: Okay.
Watts: And, then, follow our schedule that we had in the draft.
De Weerd: Okay. All those in favor say aye. Any opposed? Okay.
MOTION CARRIED: ALL AYES.
De Weerd: Thank you. And thank you for going through it item by item and -- and fully
vetting those.
Watts: Thank you.
De Weerd: We appreciate your recommendations, too.
Milam: Madam Mayor?
De Weerd: Yes.
Milam: If you need any clarification there is a YouTube video in --
G. Legal Department and Clerk's Office: Discussion Regarding
Timeline for Alcohol Sales License Renewals
Meridian City Council Meeting Agenda December 17, 2019 – Page 39 of 504
Meridian City Council Work Session
December 3, 2019
Page 36 of 36
De Weerd: Just -- yeah. Okay. I would -- the last item we also have posted on the regular
meeting agenda, so at this point I would entertain a motion to adjourn our work session.
Borton: Madam Mayor?
De Weerd: Mr. Borton.
Borton: Move we adjourn.
Cavener: Second.
De Weerd: I have a motion and a second to adjourn our work session. All those in favor
say aye. All ayes. Motion carried.
MOTION CARRIED: ALLAYES.
MEETING ADJOURNED AT 6:08 P.M.
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