HomeMy WebLinkAboutFY25 Proposed BudgetProPosedBUDGET
FISCAL YEAR 2025
Proposed Budget Prepared by:
Chief Financial Officer — Todd Lavoie
Budget Manager — Jenny Fields
Financial Analyst — Ricardo Ortiz-Miller
Online versions of the City budget are posted on the City website.
www.meridiancity.org/finance/financial-management-budget/
Mayor
Robert Simison
City Council
Brian Whitlock (District 1)
Liz Strader (District 2)
Doug Taylor (District 3)
John Overton (District 4)
Anne Little Roberts (District 5)
Luke Cavener (District 6)
Proposed Budget Prepared by:
Chief Financial Officer - Todd Lavoie
Budget Manager - Jenny Fields
Financial Analyst - Ricardo Ortiz-Miller
Online versions of the City budget are posted on the City website.
www.meridiancity.org/finance
TABLE OF CONTENTS
Proposed Budget | Fiscal Year 2025 3
INTrodUCTIoN ANd oVerVIeW
Budget Executive Summary 8
FINANCIAL sTrUCTUre, PoLICY ANd ProCess
Organization Chart 16
Fund Descriptions and Fund Structure 17
Basis of Accounting 18
Budget Policy 23
Debt Management Policy 25
Financial Stability Policy 27
Funds and Fund Balances Policy 28
Budget Process 31
Budget Calendar 32
Strategic Goals and Strategies 33
Revenue Report 34
Comprehensive Financial Plan 47
Fund Balance Report 57
City Debt Schedule 58
FINANCIAL sUMMArIes
Total City Revenue 62
Total City Expenditures 63
General Fund 65
Administration 71
City Council 75
City Clerk 78
Mayor’s Office 80
Mayor’s Youth Advisory Council 82
Finance Department 84
Information Technology Department 86
Legal Department 92
Human Resource Department 95
Other Government 97
Communications 109
Capital Projects 111
City Hall 113
Streetlights 119
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4 Proposed Budget | Fiscal Year 2025
Community Development Department 124
Community Development Administration Division 128
Planning Department 131
Economic Development Division 133
Building Department 135
Police Department 138
Police Administration Division 142
Uniform Patrol Division 149
Records Division 152
Criminal Investigations Division 154
Community Services Division 157
North West Police Station 160
Public Safety Training Center 162
Code Enforcement Division 164
Fire Department 167
Fire Administration Division 171
Fire Station #1 177
Fire Station #2 179
Fire Station #3 181
Fire Station #4 183
Fire Station #5 185
Fire Station #6 187
Fire Station #7 189
Fire Station #8 191
Fire Health and Safety Division 193
Fire Training Division 195
Fire Logistics Division 197
Fire Prevention Division 199
Fire EMS Division 201
Fire Public Education Division 204
Parks and Recreation Department 207
Recreation Administration 211
Recreation Sports 213
Recreation Community Events 215
Recreation Camps and Classes 217
Homecourt 219
Parks and Recreation Administration Division 221
Parks Division 224
Parks and Recreation Construction Division 230
Lakeview Golf Course Administration 235
Lakeview Cart Rental 237
TABLE OF CONTENTS
Proposed Budget | Fiscal Year 2025 5
Lakeview Pro Shop 239
Lakeview Golfing and Grounds Maintenance 241
Lakeview Food and Beverage 243
Lakeview Capital Projects 245
Community Pool Division 248
Enterprise Fund 251
Utility Billing Department 257
Public Works Department 262
Public Works Administration Division 266
Engineering Division 270
Environmental Administration Division 272
Land Development Division 274
Water Department 277
Water Administration Division 281
Water Operations Division 284
Water Distribution Division 286
Water Production Division 288
Water Backflow Prevention Division 290
Water Construction Projects Division 292
Wastewater Department 297
Wastewater Administration Division 301
Wastewater Treatment Plant 304
Wastewater Collection Lines Division 314
Wastewater Pretreatment Division 317
Wastewater Laboratory Division 319
Wastewater Construction Projects 321
APPeNdIX
Department Staffing Report 329
Merit Cost Analysis 330
Fire Department Salary Step Plan 331
General Employee Salary Step Plan 332
Police Department Salary Step Plan 333
City Dues and Memberships 334
Population History and Forecast 335
Dwelling Unit History and Forecast 336
Consumer Price Index History 337
Construction Cost Index History 338
Unemployment And Quit Rate History 339
Computer Replacement Cost 340
Vehicle Replacement Request Forms 341
Definitions 372
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ProPosed BUdGeT
CITY oF MerIdIAN
INTrodUCTIoN
ANd oVerVIe W
Budget executive summary
8 Proposed Budget | Fiscal Year 2025
INTRODUCTION AND OVERVIEW
Members of Council and Citizens of Meridian:
In accordance with State of Idaho Code 50-1002, we are pleased to present to you the financially balanced Fiscal
Year 2025 Mayor’s Proposed Budget (Proposed Budget).
A City’s budget presents in financial terms a plan to accomplish its objectives during the upcoming fiscal year.
The Proposed Budget builds on a history of conservative financial stewardship created by our legislative body
over decades which has allowed the City of Meridian (the City) to face many challenges and growing pains with
available resources not always found among our fellow agencies in Ada County, Idaho, or the nation. The annual
budget development always brings the challenges of balancing the needs and priorities of the City with the financial
support necessary to provide the quality services expected by our community. Our citizens expect a very high level
of service which our employees are ready to deliver.
Our City Strategic Plan plays an instrumental part in developing the annual Proposed Budget. The Mission, Vision,
and Goals of the City Strategic Plan guide many of the decisions involved with establishing the annual Proposed
Budget. The adopted financial policies that support the City Strategic Plan also guides the budget preparation
along with a few high-level points:
●Make decisions based on the prioritized needs of our community per our City Strategic Plan
●Provide the necessary support and tools to all City employees
●Balance current revenues to current expenses and maintain policy driven fund reserves
●Minimize impacts of any tax increases to taxpayers
●Maintain the highest level of customer service
This year’s budget executive summary will walk through the financial situation starting with a brief overview of the
Budget Summary, Budget Assumptions and what is included in the Proposed Budget.
Budget summary
The General Funds FY2025 Budget summary
Total Revenues $ 102,192,750
Total Expenses $ 99,481,350
Addition to Fund Balance $ 2,711,400
The enterprise Funds FY2025 Budget summary
Total Revenues $ 52,293,363
Total Expenses $ 79,881,005
Use of Fund Balance $ (27,587,642)
Proposed Budget | Fiscal Year 2025 9
INTRODUCTION AND OVERVIEW
Budget executive summary
Budget Assumptions
Property Taxes
Allowable 3.0%
●Propose taking 3.0% of the allowable 3.0%
●3.0% = $1,428,859 new revenues (Estimated increase in cost per $100,000 of taxable property value
per month = $.48)
●1.0% = $476,286 ($.16 per month per $100,000 of taxable value)
●2.0% = $952,572 ($.32 per month per $100,000 of taxable value)
●3.0% = $1,428,859 ($.48 per month per $100,000 of taxable value)
New Construction
●Propose taking the entire allowable New Construction property tax revenue
●$1,471,236 new revenues from growth ($.49 per $100,000 of taxable property value)
New Annexation
●Propose taking the entire allowable New Annexation property tax revenue
●$31,916 new revenues from growth ($.01 per $100,000 of taxable property value)
City Property Tax Levy rate
●Current = .002071274
●Projected = .0020349273 (decrease of 1.75%) (please see Property Valuation section for more information)
revenues
●Water/Sewer Sales – 4.28% increase year over year
●Development Revenues – (21.21)% decrease year over year
●Liquor Revenues – 11.41% increase year over year
●Sales Tax Revenue – (.21)% decrease year over year
●Franchise Fees – 35.51% increase year over year
Compensation
Cost of Living salary Adjustment (CoLA)
●General Employees = 3.48% increase (est. $1M)
●Fire Union Members = per approved CLA
●Police Step Plan Members = 3.48% increase (est. $640k)
step Plans / Market Adjustments
●General Employees = per approved compensation plan. Next adjustment will be FY2026
●Fire Union Collective Labor Agreement = 3% change per negotiations (est. $571k)
●Police Step Plan = adjusted 1% per approved step plan (est. $183k)
Benefits
●PERSI – State adjusted for FY2025. (est. $860k)
●Medical Benefits – increased by 0%.
●Vision Benefits – increased by 0%.
●Dental Benefits – increased by 0%.
Budget executive summary
10 Proposed Budget | Fiscal Year 2025
INTRODUCTION AND OVERVIEW
Utilities
●Fuels Gas/Diesel – 2.37% increase year over year
●Idaho Power – 1.81% increase year over year
●Intermountain Gas – 85.64% increase year over year (one-time adjustment to get current. FY24 budget
undervalued)
replacement requests
The Proposed Budget continues to manage its current infrastructure and assets to meet the current expectations
of our citizens, community, and employees. Replacements represent the agreed upon level of service that our
previous decision makers established in previous years and this cost of doing business is represented with the
ongoing management of the City’s infrastructure and assets.
Apparatus and Vehicles = $721,720
Equipment and Supplies = $374,765
Municipal and Community Facilities = $1,888,545
Technology and Communications = $1,772,004
Utility Infrastructure = $2,900,000
Total replacement requests = $7,657,034
New Budget requests
The Proposed Budget as previously mentioned considers the guiding document, City Strategic Plan, to help
prioritize resource needs for the future. Below is a summary of the New Budget Requests categorized by City
Strategic Plan Focus areas (detailed City Strategic Plan available on City website). All New Budget Requests are
available in detail within this budget book located in their respective departments.
Responsible Growth = $24,817,681
Transportation and Infrastructure = $823,250
Business and Economic Vitality = $0
Public Health and Safety = $25,652,201
Vibrant and Sustainable Community = $2,556,005
Government Excellence = $1,906,061
Total New Budget requests = $55,755,199
Staffing Summary
The City departments currently have 641.5 approved full time equivalent employees (FTE) throughout the City. The
FY2025 budget proposal is requesting to add 8.0 FTE’s (proposed new Citywide FTE total = 649.50) as follows with
a financial impact of $1,223,004.
●Deputy City Attorney
●Support Services Commander
●Police Detective
●Police Officer
●Police Officer
●Wastewater Operator III
●Wastewater Operator III
●Wastewater Mechanic II
Proposed Budget | Fiscal Year 2025 11
INTRODUCTION AND OVERVIEW
Budget executive summary
Financial Highlights
Property Valuation
The City experienced an increase in total taxable property valuation change year over year of about 8.56% to finish
the year at $24,846,416,856. On average, we are projecting City residential properties will experience an increase
in their property values year over year. On average, we are projecting City commercial properties will experience an
increase in their property values year over year. With the increase in projected property values, the City projects it
will have an decrease in its property tax levy rate for this FY2025 proposed budget. The property tax levy rate has
an inverse relationship with property values. As property values increase (as is the case for this proposed budget),
the property tax levy rate will decrease. As property values decrease, the property tax levy rate will increase.
**Note - property values are managed by the County and may be adjusted by the County after the publication of
this document thus altering all possible projections.
Population and Growth
The City has been named one of the fastest growing Cities in the nation since 2010 and started calendar year 2024
with a population of about 142,830 (per COMPASS). With an annual growth rate of 6.44% since 2010, the City has
developed this Proposed Budget with an expectation of a population increase of 2.50% for fiscal year 2025.
Development growth within the housing arena has been very strong over the past 10 years (as represented by the
population boom). The City plans to experience a continued strong development interest for the next 20 years as
well with a steady decline in annualized growth from 3.15% down to 1.00%.
Economic growth is prevalent with all the commercial/retail construction the City has seen over the past 10 years.
This budget proposal considers the economic strength and provides the resources and services necessary to
support the healthy economy that the City is experiencing.
Long-range Financial Plan
The City’s Financial Stability Policy requires annually the development of a long-range plan (Comprehensive
Financial Plan) for revenues and expenditures during the annual budget development process. The Comprehensive
Financial Plan (CFP) conducted for this budget proposal was developed on revenue estimates based on an analysis
of historical trends. The CFP must be developed to include the balancing of all revenues and expenditures for the
next five years and consider all revenues and expenditures for an additional five years for discussion. The CFP
is provided to Council before the development of this annual budget document and is provided in this Proposed
Budget.
reserves
Each major fund maintains a reserve balance that is used to manage our cash flow and provide liquidity in the
event of a financial crisis. The City follows the Funds and Fund Balance Policy in determining reserve needs on
an annual basis. This budget proposal was developed with fund balance limits in mind and does not negatively
impact the City’s ability to maintain fund Balance Policy minimums.
Fund Balance Impacts
The City has established a pay-as-you-go philosophy for capital projects which allows the City to save money
before construction needs. This pay-as-you-go approach has allowed the City to stay debt free. The Proposed
Budget is requesting both additions and reductions of specific fund balances to pay for the necessary one-time
capital expenditures. Itemized details of specific fund balance changes are displayed in the following pages of the
budget book along with a summary review below. Any fund balance reduction requests are proposed within the
City’s Funds and Fund Balances Policy guidelines.
Budget executive summary
12 Proposed Budget | Fiscal Year 2025
INTRODUCTION AND OVERVIEW
The General Funds impact to Fund Balances
•Addition to Fund Balance – Capital Improvement Fund $ - •Addition to Fund Balance – Public Safety Fund $ - •Addition to Fund Balance – Impact Fee Fund $ 11,080,888 •Use of Fund Balance – General Fund $ (8,369,487)
Total Addition to Fund Balance $ 2,711,401
The enterprise Funds impact to Fund Balances
•Use of Fund Balance – Enterprise Fund $ (27,587,642)
debt Management
The Proposed Budget contains zero requests to incur debt.
revenues
Revenues are discussed in the annual Revenue Report that is provided in this document.
Financial Concerns
The City has managed and learned from the various impacts the pandemic, inflation, low unemployment, supply chain,
and population growth has presented over the years. Fiscal year 2025 will continue to provide challenges created by
these factors that will impact our ability to construct infrastructure for the growing City and hire staff to support the
growing community.
The City was awarded a Federal grant to hire 18 firefighters covering about 90% of the salary expenses for fiscal years
2024 - 2026. Upon the expiration of the Federal grant in fiscal year 2026, the City will be responsible for the on-going
expenses associated with employing 18 firefighters for fiscal year 2027 and beyond. The current projected costs
associated with the 18 firefighters beginning in fiscal year 2027 will be $3.3 million dollars. The City will need to identify
guaranteed new on-going revenue sources to pay for the 18 firefighters effective fiscal year 2027. At the time of writing
this document, the City has not identified any guaranteed new revenues to fund the $3.3 million needed in two fiscal
years.
Idaho lawmakers voted to pass new Property Tax legislation during calendar year 2023 that will forever create a
tighter revenue source for the City. Lawmakers determined it was necessary to limit the amount of new revenue a City
could collect from New Growth which will negatively impact the City’s ability to support the large increases in annual
population growth. The City has responsibly and conservatively forecasted revenue to the year 2050 (more details
about revenues can be found in the Revenue Report).
Economically, the City is thriving. The City is continuing to receive large amounts of development interest which will
benefit the City for years to come. The large population changes year over year along with the cost of doing business
will be our largest hurdles over the next 20 years. The City will continue to balance customer service needs with a
prudent look at staffing and infrastructure needs. Currently some City departments will not be able to maintain the
current expected level of service based on the future revenue sources and commitments made to the Fire Department.
summary
The budget is a prudent and conservative plan to improve our community, workplace, and empower/support our
hard-working employees. It includes funding to maintain the operations of the City and provide quality services to
residents and customers.
Budget preparation takes a lot of time, energy, and hard work by City staff, City Council, and the Mayor. I would like
to acknowledge the large number of staff who have worked tirelessly to bring this budget proposal together. Staff
members in all departments and divisions and especially in the Budget Division have all rallied together, analyzed data,
gathered all the numbers, and narratives that are displayed in the following pages. Their skill, expertise in the many
aspects of running a City, and commitment are the foundation upon which the Proposed Budget is based.
Proposed Budget | Fiscal Year 2025 13
INTRODUCTION AND OVERVIEW
Budget executive summary
As the Chief Financial Officer of the City, I would personally like to thank all City personnel, City Council, Mayor, Finance
staff, and our Budget Manager for their time and commitment to the citizens of Meridian.
Respectfully Submitted,
Todd Lavoie
Chief Financial Officer
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ProPosed BUdGeT
CITY oF MerIdIAN
FINANCIAL
sTrUCTU re, PoLICY
AN d ProC ess
organization Chart
16 Proposed Budget | Fiscal Year 2025
FINANCIAL STRUCTURE, POLICY AND PROCESS
Proposed Budget | Fiscal Year 2025 17
FINANCIAL STRUCTURE, POLICY AND PROCESS
Fund descriptions and Fund structure
Fund Fund Name Description Revenue Sources
01 General Utilized by all General Fund depts. for
the necessary costs to delivered the
services requested of the Citizens and
City Council on an annual basis.
- Property Taxes
- State Sales Tax Sharing
- Development Permit Revenue
- State Liquor Revenue
- Rural Fire Reimbursement
- Gas/Cable/Power Franchise Revenue
- Misc. Permits
- Fines & Licensing
07 Impact Utilized by Fire, Parks, and Police
Depts. To college revenue from future
development to maintain existing
levels of service with the grown
community
- Fire Impact Fees
- Parks & Rec Impact Fees
- Police Impact Fees
08 Public Safety Utilized by the Fire and Police Depts.
to properly plan and save for future
Capital needs
- Excess Revenue from General Fund 01
20 Grant/
General
Utilized by all General Fund Dept. to
collect and spend Grant Funds on
approved expenditures
- Idaho Transportation Dept.
- Federal Dept. of Housing & Urban
Development
- State of Idaho
- State Liquor Revenue
55 Capital
Improvement
Utilized by all General Fund Depts.
to properly plan and save for future
Capital needs
- Excess Revenue from Community
Development Permit Revenue General
Fund 01
- Excess Revenue from General Fund 01
60 Enterprise Utilized by all Enterprise Fund Depts.
for the necessary cost to deliver
the utility services requested by the
Citizens and City Council on an annual
basis
- Public Works Review Revenue
- Utility Administration Revenue
61 Grant/
Enterprise
Utilized by all Enterprise Fund Depts.
to collect and spend Grant Funds on
approved expenditures
- Idaho Dept. of Environmental Quality
- Federal Dept. of Housing & Urban
Development
- State of Idaho
62 Water
Enterprise
Utilized by Water Divisions for the
necessary cost to deliver the utility
services requested by the Citizens
and City Council on an annual basis
- Water Sales Revenue
- Water Connection Revenue
- Water Meter & Equipment Revenue
65 Wastewater
Enterprise
Utilized by Wastewater Divisions
for the necessary cost to deliver
the utility services requested by the
Citizens and City Council on an annual
basis
- Sewer Sales Revenue
- Sewer Connection Revenue
Basis of Accounting
FINANCIAL STRUCTURE, POLICY AND PROCESS
18 Proposed Budget | Fiscal Year 2025
Summary of Significant Accounting Policies
The City of Meridian, Idaho (the City) was incorporated August, 1903. The City operates under a mayor and council
form of government and provides the following services as authorized by its charter; public safety (police and fire),
community planning and development, parks and recreation, general administrative services, and water and sewer
service.
The accounting and reporting policies of the City relating to the funds included in the accompanying basic financial
statements conform to generally accepted accounting principles applicable to state and local governments.
The Governmental Accounting Standards Board (GASB) is the accepted standard setting body for establishing
government accounting and financial reporting principles. The more significant of the City’s accounting policies
are described below.
Financial reporting entity
As required by generally accepted accounting principles, these basic financial statements present the City in
conformance with GASB.
Component units are organizations that are included in the reporting entity because of the significance of their
operational or financial relationships with the City and are legally separate organizations for which the City is
financially accountable. The component unit column in the government‐wide financial statements is the financial
data of the City’s single component unit, the Meridian Development Corporation (MDC). MDC is a separate
and distinct legal entity created by state statute and is presented as a discretely presented component unit.
The directors of MDC are appointed by the Mayor and approved by the City Council. MDC promotes downtown
development services for the citizens of the City. Complete financial statements can be obtained from the City of
Meridian Division of Financial Management, 33 East Broadway Avenue, Meridian, Idaho.
Government-Wide and Fund Financial statements
The government-wide financial statements (i.e., the statement of net position and the statement of activities)
report information on all of the nonfiduciary activities of the primary government. The effect of interfund activity
has been removed from these statements. Governmental activities, which normally are supported by taxes and
intergovernmental revenues, are reported separately from business-type activities which rely, to a significant
extent, on fees and charges for support.
The statement of activities demonstrates the degree to which the direct expenses of a given function or segment
is offset by program revenues. Direct expenses are those that are clearly identifiable with a specific function or
segment. Program revenues include; charges to customers or applicants who purchase, use, or directly benefit
from goods, services, or privileges provided by a given function or segment, grants and contributions that are
restricted to meeting the operational or capital requirements of a particular function or segment. Taxes and other
items not properly included among program revenues are reported instead as general revenues.
Separate financial statements are provided for governmental funds and proprietary funds. Major individual
governmental funds and major individual enterprise funds are reported as separate columns in the fund financial
statements.
Measurement Focus, Basis of Accounting, and Financial statement Presentation
The government-wide financial statements are reported using the economic resources measurement focus and
the accrual basis of accounting, as are the proprietary fund financial statements. Revenues are recorded when
earned, and expenses are recorded when a liability is incurred, regardless of the timing of related cash flows.
Property taxes are recognized as revenues in the year for which they are levied. Grants and similar items are
recognized as revenue as soon as all eligibility requirements imposed by the provider have been met.
Governmental fund financial statements are reported using the current financial resources measurement focus
and the modified accrual basis of accounting. Revenues are recognized as soon as they are both measurable and
available. Revenues are considered to be available when they are collectible within the current period or soon enough
thereafter to pay liabilities of the current period. For this purpose, the government considers revenues to be available
Basis of Accounting
FINANCIAL STRUCTURE, POLICY AND PROCESS
Proposed Budget | Fiscal Year 2025 19
if they are collected within 60 days of the end of the current fiscal period. Expenditures generally are recorded when a
liability is incurred, as under accrual accounting. However, debt service expenditures, as well as expenditures related
to compensated absences and claims and judgments, are recorded only when payment is due.
Property taxes, franchise taxes, licenses, and interest associated with the current fiscal period are all considered
to be susceptible to accrual and so have been recognized as revenues of the current fiscal period. Only the portion
of special assessments receivable due within the current fiscal period is considered to be susceptible to accrual
as revenue of the current period. All other revenue items are considered to be measurable and available only when
cash is received by the government.
The City reports the following major governmental funds;
General Fund – The General Fund is the general operating fund of the City. It is used for all financial resources
except those required to be accounted for in another fund.
Capital Projects Fund – The Capital Projects Fund is used to account for financial resources to be used for the
acquisition or construction of major capital facilities (other than those financed by proprietary funds).
The City reports the following major proprietary fund;
enterprise Fund – The Enterprise Fund is used to account for water and sewer operations financed and operated
in a manner similar to private business. The intent of the governing body is that costs (expenses, including
depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered
primarily through user charges. Additionally, the governing body may have decided that periodic determination of
revenues earned, expenditures incurred, and/or net income is appropriate for capital maintenance, public policy,
management control, accountability or other purposes.
As a general rule, the effect of inter-fund activity has been eliminated from the government-wide financial statements.
Exceptions to this general rule are charges between various functions of the government when elimination of
these charges would distort the direct costs and program revenues reported for the various functions concerned.
Amounts reported as program revenues include: 1) charges to customers or applicants for goods, services, or
privileges provided, 2) operating grants and contributions, and 3) capital grants and contributions, including special
assessments. Internally dedicated resources are reported as general revenues rather than as program revenues.
Proprietary funds distinguish operating revenues and expenses from non-operating items. Operating revenues
and expenses generally result from providing services and products and delivering goods in connection with a
proprietary fund’s principal ongoing operations. The principal operating revenues of the City’s enterprise funds are
charges for services to customers for water and sewer sales and services. Operating expenses for enterprise funds
include the cost of sales and services, administrative expenses, and depreciation on capital assets. All revenues
and expenses, such as fees property owners pay to connect to the utility system, not meeting this definition are
reported as non-operating revenues and expenses.
Cash and Cash equivalents
For purposes of the statement of cash flows, the City considers all highly liquid investments with a maturity of
three months or less when purchased to be cash equivalents.
Property Taxes receivable
Within the governmental fund financial statement, property taxes are recognized as revenue when the amount of
taxes levied is measurable, and proceeds are available to finance current period expenditures.
Available tax proceeds include property tax receivables expected to be collected within sixty days after year end.
Property taxes attach as liens on properties on January 1, and are levied in September of each year. Tax notices are
sent to taxpayers during November, with tax payments scheduled to be collected on or before December 20. Taxpayers
may pay all or one half of their tax liability on or before December 20, and if one half of the amount is paid, they may
pay the remaining balance by the following June 20. Since the City is on a September 30 fiscal year end, property taxes
levied during September for the succeeding year’s collection are recorded as deferred inflow of resources at the City’s
year end and recognized as revenue in the following fiscal year. Ada County bills and collects taxes for the City.
Basis of Accounting
FINANCIAL STRUCTURE, POLICY AND PROCESS
20 Proposed Budget | Fiscal Year 2025
Customer services receivable
Amounts owed to the City for customer services are due from area residents and businesses and relate to water,
sewer and trash services provided by the City. The receivable is reported net of an allowance for uncollectible
accounts. An allowance is reported when accounts are proven to be uncollectible.
deposits and Prepaid expenses
Deposits and prepaid expenses consist of deposits paid by developers for various improvements as well as payments
to vendors that reflect costs applicable to future accounting periods and are reported as prepaid expenses.
Capital Assets
Capital assets, which include property, plant, equipment and infrastructure assets (e.g., parks, wells, water and
sewer lines and similar items) are reported in the applicable governmental or business-type activities columns in
the government-wide financial statements.
Capital assets are defined by the government as assets with an initial individual cost of $50,000 and over for
machinery and equipment, $250,000 and over for building and land improvements, buildings, intangibles, and
infrastructure, and an estimated useful life in excess of three years. Land acquisitions regardless of cost are
recorded as capital assets. All material capital assets are valued at cost. Donated capital assets are valued at their
acquisition value on the date donated.
GASB requires that the City capitalize and report intangible assets, such as easements and internally created
software. To value easements, the City uses current land values calculated from Ada County Assessor’s data
divided by two, internally developed software is valued at cost.
Depreciation is recorded by use of the straight-line method. The book value of each asset is reduced by equal
amounts over its estimated useful life.
Maintenance, repairs, and minor renewals are charged to operations as incurred. When an asset is disposed of,
accumulated depreciation is deducted from the original cost and any gain or loss arising from its disposal is
credited or charged to operations.
Major outlays for capital assets and improvements are capitalized as projects are constructed. Interest costs
incurred during construction of capital assets of business-type activities are capitalized when they are material.
No interest costs were included as part of the cost of capital assets under construction in the current year.
Compensated Absences Payable
The City provides vacation and sick leave to its full-time employees. Earned vacation is paid to employees when
taken or paid to employees or beneficiaries upon the employees’ termination, retirement or death. The City does
not pay earned sick pay upon the employees’ termination, retirement or death for non‐union employees. The
Fire Department union members are paid ten percent of their sick leave accrual upon the employees’ voluntary
termination, 25% upon employees’ retirement, and 100% upon employees’ death. The amount of unused vacation
accumulated by City employees is accrued as an expense when incurred in the Proprietary Fund, which uses the
accrual basis of accounting. In the Governmental Funds, only the amount that normally would be liquidated with
expendable available financial resources is accrued as current year expenditures.
Unless it is anticipated that compensated absences will be used in excess of a normal year’s accumulation, no
additional expenditures are accrued.
Deferred Outflows/Inflows of Resources
The statement of net position includes a separate section for deferred outflows of resources. The separate
financial statement element represents a consumption of net position that applies to future period(s) and will
not be recognized as an outflow of resources (expense) until then. The City’s deferred outflow of resources is its
pension obligation. The pension obligation is the difference between the expected and actual experience of the
pension plan, the difference between projected and actual investment earnings, the changes in assumptions, the
Basis of Accounting
FINANCIAL STRUCTURE, POLICY AND PROCESS
Proposed Budget | Fiscal Year 2025 21
change the City’s proportionate share of the City’s net pension liability, and the contributions subsequent to the
measurement date of the City’s net pension liability.
In addition to the liabilities, the statement of net position includes a separate section for deferred inflows of
resources. This separate financial statement element represents an acquisition of net position that applies to
future period(s) and will not be recognized as an inflow of resources (revenue) until then. The City has two items
that qualify for reporting in the category: the deferred pension obligation and unavailable revenue. The employer
deferred pension obligation results from the difference between the expected and actual experience of the
pension plan. The unavailable revenue is reported in both the statement of net position and the balance sheet for
the governmental fund and represents the unavailable revenues from property taxes.
Pensions
For purposes of measuring the net pension liability and pension expense, information about the fiduciary net
position of the Public Employee Retirement System of Idaho Base Plan (Base Plan) and additions to/deductions
from the Base Plan’s fiduciary net position have been determined on the same basis as they are reported by the
Base Plan. For this purpose, benefit payments (including refunds of employee contributions) are recognized when
due and payable in accordance with the benefit terms. Investments are reported at fair value.
Net Position
For government-wide reporting as well as in the proprietary fund, the difference between assets and deferred
outflows of resources less liabilities and deferred inflows of resources is called net position. Net position is
comprised of three components: investment in capital assets, restricted, and unrestricted.
Investment in capital assets – consists of capital assets, net of accumulated depreciation.
restricted net position – consists of restricted assets reduced by liabilities and deferred inflows of resources
related to those assets, if applicable. Assets are reported as restricted when constraints are placed on asset use
either by external parties or by law through constitutional provision or enabling legislature.
Unrestricted net position – consists of the net amount of the assets, deferred outflows of resources, liabilities,
and deferred inflows of resources that does not meet the definition of the two preceding categories.
The City may fund outlays for a particular purpose from both restricted and unrestricted sources. In order to
calculate the amounts to report as restricted net position and unrestricted net position in the government‐wide
and proprietary fund financial statements, a flow assumption must be made about the order in which the resources
are considered to be applied. It is the City’s policy to consider restricted net position to have been depleted before
unrestricted net position is applied.
Fund Balances
Fund balance of governmental funds is reported in various categories based on the nature of any limitation requiring
the use for specific purposes. Fund balances in the governmental balance sheet are categorized as follows:
Non-spendable - when the resources cannot be spent because they are either legally or contractually required to
be maintained intact, or are in a non‐spendable form such as inventories, prepaid accounts, and assets held for
resale.
restricted - when the constraints placed on the use of resources are either: (a) externally imposed by creditors,
grantors, contributors, or laws or regulations of other governments: or (b) imposed by law through constitutional
provisions or enabling legislation.
Committed - when the City Council passes an ordinance or resolution that places specific constraints on how the
resources may be used. The City Council can modify or rescind the ordinance or resolution at any time through
passage of an additional ordinance or resolution, respectively.
Assigned - when it is intended for a specific purpose and the authority to “assign” is delegated to the City’s Chief
Financial Officer.
Basis of Accounting
FINANCIAL STRUCTURE, POLICY AND PROCESS
22 Proposed Budget | Fiscal Year 2025
Unassigned - fund balance is the residual classification for the General Fund. This classification represents fund
balance that has not been restricted, committed, assigned, or deemed as non-spendable within the General Fund.
This classification is also used to report any negative fund balance amounts in other governmental funds.
The City Council adopted a Fund Balance Policy that establishes a practice of reserving four months of the current
year budget of personnel and recurring annual operating costs as minimum fund balance needed to ensure
sufficient cash flow to meet the City’s obligations. This reserve will be in the unassigned fund balance. This policy
also recommends a spending order of restricted, committed, assigned and then unassigned unless Council
approves otherwise.
risk Management
The City is exposed to various risks of loss related to theft of, damage to, or destruction of assets. The City
participates in a public entity risk pool, Idaho Counties Risk Management Pool (ICRMP), for liability, medical and
disability insurance. The City’s exposure to loss from its participation in ICRMP is limited only to the extent of their
deductible.
The City established the City of Meridian Employee Benefits Plan Trust (the Trust) in January of 2022. The City
transferred $1.4 million of committed funds to the Trust for 2022 self‐funded employee medical insurance benefit.
All health claims are paid from this Trust and all plan contributions are deposited into the Trust. The Trust’s year
end is December 31, and the Trust will be audited each year and a copy of the audit will be submitted to the Idaho
Department of Insurance.
estimates
The preparation of financial statements in conformity with accounting principles generally accepted in the United
States of America requires management to make estimates and assumptions that affect the reported amounts
of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements
and reported amounts of revenues and expenditures or expenses during the reporting period. Actual results could
differ from those estimates.
Proposed Budget | Fiscal Year 2025 23
FINANCIAL STRUCTURE, POLICY AND PROCESS
Budget Policy
1) Policy Objective
a) To set forth the City’s policy regarding the development and amendment of the annual budget.
b) To set forth the roles and responsibilities for the development and amendment of the City’s annual budget
by the Finance department, Department Directors, City staff, the Mayor, and City Council while adhering to
all Federal, State, and other governing bodies’ legal requirements.
2) Policy Details
a) Appropriation Levels
i) Only the City Council can set the annual budget appropriations.
(1) City Council shall set budgetary appropriations at the general ledger line item level.
(a) The Mayor and Department Directors are responsible for adhering to the appropriations set
by the Council.
b) Balanced Operating Budget
i) City will develop and approve annually a balanced budget where:
(1) Operating expenses requested by all departments and funds will not exceed the annual amount
of revenue in accordance to State Statute 50-1003 within each of the City’s funds.
(a) One-time revenue cannot be used to balance annual on-going operating expenses.
(2) If it is necessary to use fund balance resources to balance the annual budget proposal, the use
of fund balance resources are limited to one-time expenses.
c) Balanced Revenue Budget
i) Finance department will be responsible for developing all revenue projections to be utilized for the
annual budget.
(1) Other revenue considerations must be presented to the Finance department for consideration
prior to the development of the annual Mayor’s Budget Proposal.
d) Budget Adoption
i) City will develop annually a balanced budget adhering to all applicable Idaho Code and City policies.
ii) City Council will approve annually a balanced budget adhering to all applicable Idaho Code and City
policies.
(1) City Council will be responsible for approving the annual budget ordinance.
iii) Finance department will develop annually an amendment to the annual City budget adhering to all
applicable Idaho Code and City policies.
(1) City Council will approve annually an amendment to the annual City budget adhering to all
applicable Idaho Code and City policies.
(2) City Council will be responsible for approving the annual budget amendment ordinance.
e) Budget Submission
i) Mayor will submit the annual Mayor’s Budget Proposal to City Council for consideration.
(1) Other budget considerations for proposal to City Council will not be accepted unless approved
by the Mayor.
f) Budget Surplus
i) Finance department will be responsible for assigning all surplus revenue to the respective fund
balance.
(1) Finance department will determine any budget surplus on an annual basis after the submission
of the annual financial audit report from the prior fiscal year.
Budget Policy
24 Proposed Budget | Fiscal Year 2025
FINANCIAL STRUCTURE, POLICY AND PROCESS
g) Budget Transfers
i) Finance department has the authority to transfer budgets.
(1) Finance department cannot transfer budgets without the formal approval of the City Council if
any of the following occur (unless an error occurred during the original establishment):
(a) Budget moves between Personnel and Operating
(b) Budget moves between Personnel and Capital
(c) Budget moves between funds
(d) Budget moves change the total budget
h) Operating Deficits
i) At any time during the fiscal year, following the adoption of the budget, if the Chief Financial Officer/
City Treasurer determines the current year revenues will not cover the annual operating expenses, he/
she shall report to Council and recommend a spending holdback.
(1) City Council will approve such spending holdback up to the amount necessary to ensure current
revenue will cover current operating expenses.
3) Policy Roles and Responsibilities
a) Finance department will be responsible for facilitating and communicating with all City staff and Council
the necessary information required during the annual budget process.
b) Finance department will be responsible for developing and deploying all policies and procedures necessary
to facilitate the annual budget process.
c) Mayor will be responsible for communicating with the Department Directors all necessary information
required to develop the annual Mayor’s Budget Proposal.
d) Finance department will be responsible for selecting, managing, and maintaining all budget software.
e) Department Directors will be responsible for assisting the Mayor and Finance department with developing
the annual Mayor’s Budget Proposal.
i) Departments will be responsible for obtaining and providing all necessary information to the Mayor
and Finance department during the development of the annual Mayor’s Budget Proposal.
f) City Council will be responsible for communicating with the Mayor, Finance department, and Department
Directors during the annual budget process.
i) City Council will be responsible for requesting all necessary information from the Mayor, Finance
department, and Department Directors during the annual budget process in a timely manner to assist
them in establishing and approving the annual budget
g) City Council will be ultimately responsible for approving, adopting, and appropriating the annual budget
after holding a public hearing for citizen and community partner input.
i) The Mayor and Department Directors are responsible for adhering to the approved budget.
Proposed Budget | Fiscal Year 2025 25
FINANCIAL STRUCTURE, POLICY AND PROCESS
debt Management Policy
1) Policy Objective
a) To set forth the City’s policy regarding the issuance and management of debt.
b) To assist decision makers on the issuance, management, use, purpose, and timeline of issuing and
managing debt.
c) To establish criteria that will protect the City’s financial integrity while providing a funding mechanism to
meet the City’s capital investment needs.
2) Policy Details
a) Issuance of Debt
i) City will only issue debt for one-time long-term, non-recurrent capital investments for City public
improvements only.
(1) City will not act as a conduit for other municipalities to issue debt.
ii) City will not issue debt to finance current or long-term operations.
iii) All debt issued will comply with all State of Idaho Code and can only be approved by City Council.
iv) All debt issuance considerations must be approved by Council prior to issuance.
v) Long-term, non-recurrent capital investments will not be debt-financed for periods exceeding the
projected useful life of the capital investment.
vi) Long-term debt will be used to finance non-recurrent capital expenditures or improvements only when
it has been determined that future generations of citizens and/or taxpayers will derive benefit from
the improvement.
vii) City will seek an investment grade rating of at least Baa/BBB on any direct debt issuance.
b) Debt Capacity
i) City’s General Fund long-term annual debt payments shall not exceed 5 percent of annual General
Fund property tax revenues for all debt issued.
ii) City’s Enterprise Fund long-term annual debt payments shall not exceed 5 percent of annual Enterprise
Fund water and sewer revenues for all debt issued.
c) Debt Payment
i) Revenue sources that will be used to pay long-term debt will be conservatively projected to ensure that
such debt is adequately and soundly financed.
ii) Long-term debt will only be considered/issued when specific revenue resources will be sufficient to
service long-term debt issuance.
iii) Chief Financial Officer/City Treasurer will be responsible for submitting all disclosure statements
pursuant to 15c12-12.
d) Debt Refinancing
i) Chief Financial Officer/City Treasurer will conduct periodic reviews of all outstanding debt to determine
refinancing opportunities.
ii) Refinancing opportunities will be considered following federal tax law under the following conditions:
(1) There is an economic benefit of at least a 5 percent net present value savings that can be
achieved.
(2) It is needed to modernize covenants that are adversely affecting the City’s financial position or
operations.
e) Allowable Debt Types
i) Debt Issuance Types:
(1) General Obligation Bonds (GO’s) (State Idaho Code: 50-1019 through 50-1026A)
(2) Revenue Bonds (RB’s) (State Idaho Code: 50-1027 through 50-1042)
(3) Local Improvement Districts (LID’s)
debt Management Policy
26 Proposed Budget | Fiscal Year 2025
FINANCIAL STRUCTURE, POLICY AND PROCESS
ii) Non-Debt Issuance Types:
(1) Line of Credit
(2) Lease Financing
f) Debt Arbitrage, Rebate Monitoring, and Reporting
i) City will, unless otherwise justified, use bond proceeds within the established time frame pursuant to
the bond ordinance, contract, or other documents to avoid arbitrage.
ii) If arbitrage occurs, the City will pay the amount of the arbitrage to the Federal Government as required
by Internal Revenue Service Regulation 26 CFR 1.148-11.
iii) City will maintain a system of recordkeeping and reporting to meet the arbitrage rebate compliance
requirement of the IRS regulation.
iv) For each bond issue not used within the established time frame, the recordkeeping shall include
tracking investment earnings on bond proceeds, calculating rebate payments, and remitting any
rebatable earnings to the federal government in a timely manner in order to preserve the tax-exempt
status of the outstanding debt.
3) Policy Roles and Responsibilities
a) City Council must approve any debt issuance considerations prior to issuance.
b) Only the City Council can approve any debt issuance.
c) Only the Mayor may submit debit issuance considerations to Council with the approval of the Chief
Financial Officer/City Treasurer.
d) Departments are responsible for providing debt issuance considerations to the Finance department prior
to submission to the Mayor.
e) Chief Financial Officer/City Treasurer will be responsible for submitting all official debt issuance
considerations to the Mayor.
f) Chief Financial Officer/City Treasurer is responsible for assuring that all activities related to the issuance
and payment of debt follows all State of Idaho Code.
g) Chief Financial Officer/City Treasurer or City Purchasing Manager must approve all Lease contracts/
agreements or Lines of Credit.
h) Chief Financial Officer/City Treasurer is responsible for all reporting requirements associated to the
issuance and payment of debt following State of Idaho Code.
i) Chief Financial Officer/City Treasurer is responsible for the solicitation and selection of professional
services that are required to administer the City’s debt.
Proposed Budget | Fiscal Year 2025 27
FINANCIAL STRUCTURE, POLICY AND PROCESS
Financial stability Policy
1) Policy Objective
a) To set forth the City’s policy regarding the Financial Stability of the City.
b) To establish key elements for the financial stability of the City by setting policy, controls, and guidelines.
2) Policy Details
a) Long Term Financial Planning
i) Finance department will be responsible for developing annually a 10 year Comprehensive Financial
Plan (CFP) with at least the first 5 years of the 10 year plan balanced by using all available unassigned
fund balance dollars adhering to the Fund and Fund Balance policy.
(1) Finance department will be responsible for developing and maintaining the procedures
associated with developing the annual CFP.
(2) Finance department will be responsible for facilitating the annual CFP process.
ii) Finance department will be responsible for developing the annual revenues and expenditures
necessary for the annual CFP development.
iii) Financial department will be responsible for developing revenue and expense projections for at least
10 fiscal years from the most current fiscal year to be approved by the Mayor.
b) Use of One-Time Resources
i) City will never use one-time Revenue resources to pay for on-going expenditures.
c) Use of Discretionary Revenues
i) City will allocate 1% of all property taxes collected to the Public Safety Fund annually during the annual
budget development process.
ii) City will allocate up to .5% of all property taxes collected to the Capital Improvement Fund annually
during the annual budget development process.
d) Fund Balance
i) See Fund Balance Policy
3) Policy Roles and Responsibilities
a) Finance department will be responsible for developing all financial plans for the City.
i) Finance department will be responsible for developing annually a 10 year Comprehensive Financial
Plan (CFP).
ii) Finance department will be responsible for distributing all financial plans to the Mayor, Department
Directors, and City Council annually.
b) Departments are responsible for delivering all requested information to the Finance department relating
to the annual development of the CFP.
c) Mayor is responsible for approving the annual CFP.
Funds and Fund Balances Policy
28 Proposed Budget | Fiscal Year 2025
FINANCIAL STRUCTURE, POLICY AND PROCESS
1) Policy Objective
a) To set forth the City’s policy regarding Funds and Fund Balances.
b) To establish a key element of the financial stability of the City by setting guidelines for Fund management
and Fund balances.
c) To determine what Funds the City manages, what fund balances will be maintained, and determining the
essential expenditures allowed for the use of spending fund balances.
2) Policy Details
a) Purpose of Maintaining a Fund Balance:
i) The City will maintain minimum Fund Balances for:
(1) Economic uncertainties
(2) Local disasters
(3) Financial hardships or downturns in the local or national economy
(4) Contingencies for unseen operating or capital needs
(5) Cash flow requirements
ii) The City does not have a maximum Fund Balance threshold.
b) Minimum Unassigned Fund Balance
i) General Fund (01)
(1) Minimum Fund Balance
(a) Operating Reserve
(i) City will maintain a minimum Fund Balance of at least 3 months of Personnel and
Operating expenses of the most current audited fiscal year.
1. Finance department will be responsible for determining the annual amount for the
minimum fund balance.
(b) Emergency Reserve
(i) City will maintain a minimum fund balance of at least 3% of the Total Capital Assets
(not depreciated) of the General Fund as determined from the most current audited
fiscal year.
1. Finance department will be responsible for determining the annual amount for the
minimum fund balance.
ii) Impact Fee Fund (07)
(1) Minimum Fund Balance
(a) City will allow the Impact Fee Fund to spend 100% of the available fund balance.
(b) City will allow the Impact Fee Fund to borrow from the General Fund or Capital Improvement
Fund with a guarantee to payback 100% of the borrowed funds within 4 years free of interest.
(i) Maximum combined borrow amount for the Impact Fee Fund from all funds will not
be greater than 25% of the highest previous 3 years of actual revenues for the Impact
Fund.
iii) Public Safety Fund (08)
(1) Minimum Fund Balance
(a) City will allow the Public Safety Fund to spend 100% of the available fund balance.
iv) Grants Fund (20)
(1) Minimum Fund Balance
(a) City will allow the Grant Fund to spend 100% of the available fund balance.
v) Capital Improvement Fund (55)
(1) Minimum Fund Balance
(a) City will allow the Capital Improvement Fund to spend 100% of the available fund balance.
Proposed Budget | Fiscal Year 2025 29
FINANCIAL STRUCTURE, POLICY AND PROCESS
Funds and Fund Balances Policy
vi) Enterprise Fund (60)
(1) Minimum Fund Balance
(a) Operating Reserve
(i) City will maintain a minimum fund balance of at least 1 months of Personnel and
Operating expenses of the most current audited fiscal year.
1. Finance department will be responsible for determining the annual amount for the
minimum fund balance.
(b) Emergency Reserve
(i) City will maintain a minimum fund balance of at least 3% of the Total Capital Assets
(not depreciated) of the Enterprise Fund as determined from the most current audited
fiscal year.
1. Finance department will be responsible for determining the annual amount for the
minimum fund balance.
(2) City will allow the Enterprise Fund to borrow from the General Fund with a guarantee to payback
100% of the borrowed funds within 4 years free of interest.
(a) Maximum combined borrow amount for the Enterprise Fund from the General Fund will
not be greater than 15% of the highest previous 3 years of actual sewer and water user rate
based revenues.
vii) Enterprise Fund - Grants (61)
(1) Minimum Fund Balance
(a) City will allow the Enterprise Fund - Grants Fund to spend 100% of the available fund balance.
c) Assignment and Commitment of Fund Balance
i) City Council is the only authorized body to Commit Fund Balance dollars.
(1) All Committed Fund Balance dollars must be approved by City Council during a public hearing.
(a) All Commitment proposals must be approved by the Chief Financial Officer/City Treasurer
prior to public hearing prior to fiscal year end (GASB 54).
ii) Chief Financial Officer/City Treasurer is the only authorized individual to Assign Fund Balance dollars.
d) Use of Minimum Fund Balance
i) Chief Financial Officer/City Treasurer must approve all requests to spend any fund balance amounts
that would reduce the total Fund Balance below the minimum fund balance amounts as stated in this
policy.
ii) The use of minimum fund balance dollars will only be used for one-time expenditures associated to an
emergency and will not be carried into future fiscal years.
e) Fund Creation/Deletion
i) Finance department will be responsible for the creation and or deletion of any Fund.
f) Capital Improvement Fund (55) Transfers
i) Any excess revenues generated by the Community Development department in any fiscal year may be
transferred from the General Fund to the Capital Improvement Fund.
(1) Chief Financial Officer/City Treasurer will propose to Council once per fiscal year with the
recommended amount of excess revenue to transfer from the General Fund to the Capital
Improvement Fund.
(a) Chief Financial Officer/City Treasurer is responsible to verify all transfers will not reduce the
amount of unassigned General Fund Balance below the minimum fund balance policy for
the General Fund.
(2) City Council is the only authorized body to authorize the transfer of funds from the General Fund
to the Capital Improvement Fund.
Funds and Fund Balances Policy
30 Proposed Budget | Fiscal Year 2025
FINANCIAL STRUCTURE, POLICY AND PROCESS
g) Transfer of Funds
i) Only the City Council can transfer funds from one fund to another with the approval of the Chief
Financial Officer/City Treasurer.
(1) Chief Financial Officer/City Treasurer is responsible to verify all transfers will not reduce the
amount of unassigned fund balance below the minimum fund balance policy for any Fund.
(2) Chief Financial Officer/City Treasurer is responsible to verify all transfer requests do not violate
restricted, committee, or assigned funds.
3) Policy Roles and Responsibilities
a) Finance department will be responsible for managing and maintaining the City’s financial system and the
funds that comprise the City’s financial statements.
b) Finance department will be responsible for calculating the necessary fund balance reserves for each fund.
c) Finance department will be responsible for all reporting to Council, Mayor, department Directors, Citizens,
and Community Partners relating to Fund Balances.
d) City Council is the only authorized body to Commit fund balance dollars.
e) City Council is the only authorized body to transfer unexpended fund balances from one Fund to another
(State Code Section : 50-1014).
f) City Council or the Chief Financial Officer/City Treasurer can assign available fund balance dollars.
Proposed Budget | Fiscal Year 2025 31
FINANCIAL STRUCTURE, POLICY AND PROCESS
Budget Process
The mission of the budget is to help decision-makers
make informed choices about the provision of services
and capital assets to promote stakeholder participations
in the process.
The budget is a plan that tells how the City will use
limited financial resources to best provide for the
needs of its citizens. The final budget/plan is the
responsibility of the City Council and the Mayor based
on the recommendations of the individual departments
within the City.
The budget should be a document that can be used
to inform and educate the public and elected officials
about the City’s structure, achievements, challenges,
and direction. A budget document should ideally be a
policy document, an operations guide, a financial plan,
and a communication device.
The City Council is responsible for adopting the City’s
budget and for appropriating the resources required to
fund the City’s plan of services and facilities. The City
Council, Mayor, and Directors review monthly budgetary
performance by the City departments and reviews and
approves significant changes in budgets during the
budget period.
The Mayor directs the staff in developing and submitting
the proposed budget to the City Council. The Mayor
directs City departments in managing the budget within
the policy parameters set by the City Council. The
Mayor and Directors recommend significant changes in
the budget as required by policy.
The Department of Finance assists and supports
the Mayor, the departments, Council and the citizens
in developing and administering the budget. The
Department of Finance manages the annual Budget
Development processes, the interim budget change
process and budgetary documentation, and reporting.
The Department of Finance also develops and updates
the Capital Improvement Plan, Comprehensive Financial
Plan, Monthly Budget/Financial Reports, and multiple
projection models.
The annual Budget/Fiscal Year begins on October
1 of each year. The City of Meridian annual Budget
Workshops are open to the public and will occur at the
City Hall Council Chambers tentatively scheduled during
early summer of each year and is subject to change.
EXECUTE
Mayor and Departments will execute and manage the
appropriated budget as defined in the
approved budget details
DEVELOP
Mayor and Departments (Executive Branch) work
together to develop the “Mayors Budget Proposal”
REVIEW
The “Mayors Budget Proposal” is submitted to the
Council (Legislative Branch) for review and approval
BALANCE BUDGET
Discussions are had between Executive Branch and
Council to develop Balanced Budget
PUBLIC HEARING
Council will present the Balanced Budget to the
citizens of Meridian via public hearings
APPROVE BUDGET
The annual budget is approved by Council upon
closure of all public hearings relating
to the annual budget
APPROPRIATE
The final approved budget will be appropriated
to the programs as defined in budget details
EXECUTE
Mayor and Departments will execute and
manage the appropriated budget as defined
in the approved budget details
DEVELOP
Mayor and Departments (Executive Branch) work
together to develop the “Mayors Budget Proposal”
REVIEW
The “Mayors Budget Proposal” is submitted
to the Council (Legislative Branch) for review
and approval
BALANCE BUDGET
Discussions are had between Executive Branch and
Council to develop Balanced Budget
PUBLIC HEARING
Council will present the Balanced Budget to the
citizens of Meridian via public hearings
APPROVE BUDGET
The annual budget is approved by Council upon
closure of all public hearings relating
to the annual budget
APPROPRIATE
The final approved budget will be appropriated
to the programs as defined in budget details
Budget Calendar
32 Proposed Budget | Fiscal Year 2025
FINANCIAL STRUCTURE, POLICY AND PROCESS
February Assigned to:Budget Task Description
Su Mo Tu We Th Fr Sa 2/1/24 Finance
Finance prepares FY25 Budget in Questica
123 2/1/24 All Depts.All Departments begin working with Mayor to discuss budget
45678910 2/1/24 Finance Finance to schedule preparatory meetings with each Department
11 12 13 14 15 16 17 2/9/24 Finance Finance to open FY25 CFP for data entry
18 19 20 21 22 23 24 2/14/24 All Depts.Annual Budget Development Review Course
25 26 27 28 29 2/19/24 All Depts.All Departments to send HR job descriptions for proposed NEW positions for upcoming budget year
March Assigned to:Budget Task Description
Su Mo Tu We Th Fr Sa 3/1/24 Finance Finance to request Directors & Liaisons to begin discussing Base Budget changes
12 3/1/23 All Depts.All Departments begin working with Council Liaisons to discuss budget
3456789 3/8/24 All Depts.All Departments send Employee Reclassification and Equity Adjustment requests to HR for review
10 11 12 13 14 15 16 3/12/24 Finance
Finance to propose fund balance transfers for Fund 08 and 55 based on finalized Audit Report
17 18 19 20 21 22 23 3/15/24 HR HR to send salary range for NEW job descriptions to departments
24 25 26 27 28 29 30 3/15/24 IT IT sends all Departments their recommendations for electronic & software purchases
31
April Assigned to:Budget Task Description
Su Mo Tu We Th Fr Sa 4/1/24 All Depts.All Departments to send Budget Request lists to Mayor for review
123456 4/1/24 Finance Finance to request Directors & Liaisons begin discussing New Budget Requests
7 8 9 10 11 12 13 4/5/24 HR HR to send Employee Reclassification and Equity Adjustment decisions to Finance
14 15 16 17 18 19 20 4/12/24 All Depts.All Directors submit Education Reimbursement needs for upcoming fiscal year
21 22 23 24 25 26 27 4/12/24 All Depts.All Departments confirm final Budget Requests to Finance
28 29 30 4/12/24 All Depts.Last day to submit Replacement Requests into CFP for consideration
4/12/24 IT IT to submit Replacement Requests for Computers & Printers into CFP
4/19/24 Clerk Clerk to notify County Clerk of City Budget Hearing to be held on 8/20/24 (No later than April 30 I.C. 63-802A)
4/26/24 Finance Budget Request Summary due to Mayor and Directors
May Assigned to:Budget Task Description
Su Mo Tu We Th Fr Sa 5/1/24 HR HR to deliver compensation memo proposal to Finance
1234 5/1/24 Mayor Mayor and Department Directors finalize all department budget reviews
567891011 5/6/24 HR HR to deliver insurance change proposal to Finance
12 13 14 15 16 17 18 5/6/24 Finance Finance to publish Annual Revenue Report
19 20 21 22 23 24 25 5/6/24 Finance Finance to deliver Growth Demographics Slides to Council/Directors
26 27 28 29 30 31 5/8/24 All Depts.All Departments verify they have reviewed the Base Budget & notified Finance of changes
5/10/24 Finance Finance to finalize Budget Draft for Mayor and Directors to review
5/17/24 All Depts.Finalize review of the Budget Draft and submit all changes to Finance prior to publication
5/20/24 Finance Finance to send import finalized budget data into Budget Book Software
5/31/24 Finance Finance to deliver Mayor's Budget Draft Proposal to Mayor and Council
June Assigned to:Budget Task Description
Su Mo Tu We Th Fr Sa 6/3/24 Clerk Clerk to post a notice for the Budget Workshops
1 6/25/24 All Depts.Last day for FY2024 Amendments to be submitted to Finance
2345678 6/26/24 All Depts. Budget Workshop
9 10 11 12 13 14 15 6/28/24 All Depts.FY2025 Carry forward Amount(s) for Capital Projects Due to Finance
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30
July Assigned to:Budget Task Description
Su Mo Tu We Th Fr Sa 7/23/24 Council Council to Adopt Tentative Budget for both FY2025 (I.C.50-1002) and FY2024 Amendments (I.C.50-1003)
123456 7/23/24 Council Council to adopt any forgone revenue (I.C.63-802)
7 8 9 10 11 12 13 7/24/24 Finance Finance to send Public Notices to Clerk's office
14 15 16 17 18 19 20 7/26/24 Clerk Clerk to post a notice for the Public Hearing on 8/20/24 - Run for two weeks
21 22 23 24 25 26 27
28 29 30 31
August Assigned to:Budget Task Description
Su Mo Tu We Th Fr Sa 8/1/24 County
Last day for County Clerk to give City current operating roll (I.C.63-1312)
123 8/9/24 Finance Finance to submit L2 to Clerk
45678910 8/20/24 Council Council to hold a Public Hearing for FY2025 Budget & FY2024 Amendments
11 12 13 14 15 16 17 8/27/24 Council Council to Approve Budget Ordinance for both FY2025 Budget and FY2024 Amendments
18 19 20 21 22 23 24
25 26 27 28 29 30 31
September Assigned to:Budget Task Description
Su Mo Tu We Th Fr Sa 9/9/24 Clerk Last day to certify tax levy to county commissioners
1234567 (No later than the 2nd Monday in September I.C. 50-1007, 63-803 and 63-804)
8 9 10 11 12 13 14 9/17/24 Clerk
Last day to publish annual appropriation ordinance for the City's Fiscal Year (I.C.50-1003)
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July
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Proposed Budget | Fiscal Year 2025 33
FINANCIAL STRUCTURE, POLICY AND PROCESS
City strategic Goals and strategies
In January of 2022, a plan was outlined to take the Leadership Team through strategic planning efforts. Our plan
design involved regular communications and updates to the Mayor, Director Team and the City Council highlighting
any changes or modifications as plan development progressed, as well as numerous collaborative meetings with
key staff. The City’s Strategic plan for 2023-2027 includes the following six focus areas:
●Responsible Growth
●Transportation & Infrastructure
●Business & Economic Vitality
●Public Health & Safety
●Vibrant & Sustainable Community
●Government Excellence
Our Strategic Plan’s adoption by the City Council sets the stage for our departments to create the actionable
strategies and tactics that will bring our goals to life. The two essential pieces of this phase of the plan are creating
Strategies and the Tactics that support those strategies.
Strategies are the specific directional statements that describe the activities designed to attain the adopted
strategic goals. Tactics are the actions with timeframes that will allow us to achieve the goals.
As our departments develop their strategic initiatives and actions, it will be essential to measure how the actions
we are taking are meeting the goals of our strategic plan. Our departments are the owners of their initiatives and
will collect data and report on the progress made, showing our staff, our leaders, and our citizens how their actions
are improving outcomes.
The Strategic Plan is governed by the City’s core principles known as C.A.R.E.. These core principles guide our
treatment of one another, our customers and our decisions. At the City of Meridian, we CARE, which translates to:
●Customer Service
●Accountability
●Respect
●Excellence
In order to highlight how our actions are improving outcomes, we will look to our Citizen Survey for key metrics. In
order to show accountability to our community, we will build a public facing dashboard and webpage to regularly
update our key performance data, illustrating the progress for our community.
A plan that is not managed well will not succeed. Clearly defined roles and responsibilities ensure that all parties
involved can contribute effectively. In order for our plan to become actionable and improve outcomes for our
citizens, key staff must know their role, be accountable and drive results! Through oversight and management of
our city’s Strategic Plan, we will ensure that the plan is executed, flexible and straightforward so that together, we
can deliver results for our community.
Like all plans, the actual work to achieve the plan will require resourcing. The specifics of necessary resources
will be evaluated as tactics and strategies are developed. Allocation and funding requests of resources for efforts
will pass through the Mayor and City Council during normal departmental update, budgeting and amendment
processes. This approach will ensure that tactics and strategies are identified, vetted and implemented with open
communication and transparency.
34 Proposed Budget | Fiscal Year 2025
FINANCIAL STRUCTURE, POLICY AND PROCESS
FY2025 Revenue Report
City of Meridian revenue sources overview
The City of Meridian (City) is a full-service City that provides a variety of services, activities, programs, and resources
from Police and Fire to Water and Sewer services throughout the year. The City has established a reporting structure
that allows the Council and Mayor to manage the revenues and expenses that occur day-to-day by creating two
major Funds within the City. The first major fund, known as the General Fund, provides services to City citizens and
community members that include Public Safety (Police and Fire), Parks and Recreation, Community Development,
and General Administration. The second major fund, known as the Enterprise Fund, provides services to City
citizens and community members that include potable Water, Utility Billing, City Engineering, and Wastewater
treatment. Over the next few pages, this Revenue Report will explore the different revenue sources managed within
each of the two major funds.
revenue Projections Approach
The City utilizes resources within the City Finance Department to analyze and forecast the various revenue sources
multiple times throughout the year. The Finance Department will work with key stakeholders within the City and
community to generate necessary reports and projections to assist with the overall development of revenue
projections. The City works with local resources such as COMPASS, Ada County Assessor’s Office, State of Idaho
Department of Financial Management, and the Association of Idaho Cities to develop all revenue projections.
Annually the Finance Department will share the revenue projections and analysis with the Mayor and City Council
via this published document called the Revenue Report.
The City’s ability to generate sound projections is essential to providing services to City citizens, businesses, and
community members. The City Finance Department by statute must continually monitor the financial condition
of the City and advise City Council of any financial adjustments to maintain a balanced budget. Sound judgment,
conservative approach, ethical, transparent, and moral standards of care are the cornerstone of the Finance
Departments approach to managing the City’s scarce financial resources.
Proposed Budget | Fiscal Year 2025 35
FINANCIAL STRUCTURE, POLICY AND PROCESS
General Fund revenue sources
The General Fund generates a majority of its revenue from Property Taxes collected from assessed property
within the City limits. The City collects revenue from additional sources such as State Sales Tax revenue sharing,
State Liquor Sales revenue sharing, Building Permit revenue, and various intergovernmental sources. Exhibit 1
provides a summarized list referencing some of the different revenue sources for the General Fund. Exhibit 2 will
display the historical and projected Total General Fund Revenue. This Revenue Report will discuss many of the
General Fund revenue sources displayed within Exhibit 1 on the following pages.
36 Proposed Budget | Fiscal Year 2025
FINANCIAL STRUCTURE, POLICY AND PROCESS
Property Taxes
The largest source of revenue for the General Fund is property taxes (as displayed in Exhibit 3). Property Taxes on
average account for roughly 55% of the total revenue generated for the General Fund.
The City works with our local county (Ada County) to collect property taxes from properties within City limits. Per
Idaho State (State) code, Ada County is responsible for the collection, administration, and management of property
taxes on behalf of the City. Ada County must follow State laws for the collection of property taxes throughout the
State. The City works with Ada County to determine the annual amount of property taxes to be collected each year.
The City receives property taxes collected by Ada County each month, with the largest portion of property taxes
collected occurring in January and July of each year.
The City has four components that make up the annual property taxes collected by the County on behalf of the
City.
●Base Property Taxes
●New Construction Increase
●New Property Annexation Increase
●Allowable Property Tax Increase
All four components play a major role in the long-term management of property tax revenue. The Base Property
Taxes determined by the County represents the highest amount of property taxes collected by the City over the
past three years. The Base Property Taxes make up around 90-95% of the annual property taxes collected for the
City. The New Construction Increase represents the new construction development that has occurred in the City
since the prior year, but has not yet appeared on the City’s tax roll. The New Construction revenue is very cyclical
and is driven by the development of new residential and commercial construction. New Property Annexation
represents the new land additions to the City processed through the legal annexation process. The final component
for property tax revenue is the Allowable Property Tax Increase opportunity. State law (State Code 63-802) allows
the City to increase property taxes by up to 3% annually above the highest amount of property taxes collected
within the last three years. The decision to increase property taxes by up to 3% rests solely in the hands of the City
Council. The City has increased property taxes by the full 3% annually for 14 of the last 20 years. Exhibit 3 displays
the historical and projected total property tax revenue.
Please note that the reduction in property tax revenue for fiscal year 2021 is related to the one-time Governor’s
Property Tax Relief program.
The future for the City looks to be very strong in terms of population growth and development with an estimated
population of 193,000 by the year 2050 (142,830 as of 2024). As the City continues to grow in population, commercial
businesses, and housing, the City will continue to develop a larger tax base. As Exhibit 3 depicts, property taxes
collected have increased year over year (in-line with population growth). With the larger tax base, the City tax levy
Proposed Budget | Fiscal Year 2025 37
FINANCIAL STRUCTURE, POLICY AND PROCESS
has fluctuated over previous years, with the final nine years showing a decline in the tax rate annually (see Exhibit
4) as a result of the larger tax base and property values.
The Finance Department does not see any deviation from this growth trend over the next five years. Beyond five
years, we forecast a slowing of the development and population growth just slightly, which will in return slow
the property tax growth collected respectively. With the City experiencing such phenomenal growth (population
increased from 75k in 2010 to 142k in 2024), the City must continue to generate the necessary revenue to keep up
with the growth demands and cost of doing business. A 3% increase to property taxes for FY2025 will generate
approximately $1.428 million dollars which will assist with covering the City’s costs of doing business expenses
such as rising insurance costs, intergovernmental increases, electricity bills, and compensation requirements.
The Mayor and City Council will provide the final direction in regards to the City maximizing the 3% allowable
property tax increase during the annual budget process.
Intergovernmental revenue
state sales Tax revenue sharing
The State of Idaho collects sales taxes from sales that occur throughout the State at a tax rate of 6%. The State
has developed a revenue sharing distribution system that shares a percentage of Sales Tax revenue collected
amongst all Cities and Counties throughout the State. The City receives Sales Tax revenue as determined by the
State. Exhibit 5 displays the historical and projected State Sales Tax revenue sharing amounts for the City.
38 Proposed Budget | Fiscal Year 2025
FINANCIAL STRUCTURE, POLICY AND PROCESS
Over the next few years, the Finance Department anticipates State Sales Tax Revenue Sharing to follow the same
growth pattern as it has in the past two years since the State of Idaho updated the formulas for revenue sharing
(change occurred in FY2021). The Treasure Valley is experiencing significant population and development growth
and all reports indicate a sustained growth pattern for the next couple of years. The Finance Department is not
expecting any major changes in revenue based on the historical data and the future growth projections slated for
the Treasure Valley.
state Liquor sales revenue sharing
The City receives a portion of the liquor sales collected each year from the State’s Liquor Division. This State
controlled program determines the amount of revenue to share with the Cities and Counties each year. Exhibit 6
displays the historical and projected amounts collected by the City for State Liquor Sales Revenue Sharing.
The Liquor Sales generated by the State Liquor Division has consistently followed the population pattern for
the Treasure Valley. The City will continue to project State Liquor Sales to grow at a modest pace to follow the
anticipated growth associated with population.
Proposed Budget | Fiscal Year 2025 39
FINANCIAL STRUCTURE, POLICY AND PROCESS
rural Fire Agreement
The final piece of intergovernmental income is from the Meridian Rural Fire District (District). The City has an
agreement with the District to provide fire protection services within the rural fire district boundaries (which
includes unincorporated areas of the City). The City and the District have a memorandum of agreement stating
that the District will pay a percentage of the City’s Fire Department expenses according to a formula as determined
within the agreement for annual fire protection services. Exhibit 7 displays the historical and projected revenue
amounts collected by the City per the Rural Fire agreement.
The Rural Fire Agreement has seen the allocation percentage to cover expenses reduce over the past few years.
This reduction trend will continue as the City limits continue to encompass the outer edges of rural area. With
the rural district shrinking, the districts needs will also shrink. As the City continues to grow and expand City
boundaries, the City will see the Rural Fire agreement have less of a burden on the Fire Department. The Finance
Department will be projecting Rural Fire Agreement revenue to decrease year over year. Exhibit 7 displays a peak
in revenue that occurred during 2018 and 2023 that represents a one-time offering by the Rural Fire District to help
fund all personnel costs associated to the opening of Fire Station #6, #7, & #8.
Franchise Fees
The State of Idaho allows cities to enter into franchise agreements with gas, electric, and cable providers. The
percentage collected annually varies from 1% to 5% of the provider’s gross sales. Exhibit 8 displays the historical
and projected amounts collected by the City for Franchise Fee revenue.
Natural Gas Franchise revenue
Natural Gas franchise fee is 3% of gross (net of uncollected accounts) annual sales in the City of Meridian. The
City currently has a 30-year franchise agreement with Intermountain Gas Company that expires 1/7/2027.
Cable TV Franchise revenue
Cable franchise fee is 5% of gross sales in the City of Meridian. The City currently has a 15-year franchise agreement
with Sparklight that expires 7/11/2026.
electricity Franchise revenue
Electricity franchise fee is 1% of Idaho Power gross sales in the City of Meridian. The City currently has a 10-year
franchise agreement with Idaho Power that expires 11/1/ 2033.
40 Proposed Budget | Fiscal Year 2025
FINANCIAL STRUCTURE, POLICY AND PROCESS
Please note that the adjustment for Gas Franchise revenues in FY2024 reflects the large increase in rates to
consumers by the Gas company.
The revenue generated by the Franchise Agreements allowed by the State will have mixed results over the next
few years. Cable revenues have diminished over the last few years mainly due to the culture change from Cable to
streaming based TV/Entertainment. The Finance Department continues to expect the Cable Franchise revenue to
slide downward as more and more customers opt for streaming technology rather than traditional Cable TV. The
revenue from the Electricity and Gas Franchise fee continues to grow year over year and we anticipate no change
to the increased growth over the next few years following the population growth the City is experiencing.
development Impact Fees
Development Impact Fees are one-time assessments restricted for the recovery of capital costs borne by the City
due to new growth and development. State of Idaho (Title 67-82) governs Impact fees, which specifically gives the
City the authority to levy impact fees. The Idaho Code defines an impact fee as “…a payment of money imposed as
a condition of development approval to pay for a proportionate share of the cost of system improvements needed
to serve development.” The City manages three distinct impact fees for Fire services, Parks services, and Police
services. Exhibit 9 displays the historical amounts collected by the City for Development Impact Fees.
Proposed Budget | Fiscal Year 2025 41
FINANCIAL STRUCTURE, POLICY AND PROCESS
The Impact Fees generated by new development will continue to be strong over the next few years. As mentioned
earlier with other revenue sources, the Impact Fee revenue will be extremely dependent on the development
community. Based on the States and City’s forecasts, development will be strong for the next few years and will
follow the population and growth curves. The City passed Impact Fee rate increases during 2022 that impacted the
future revenue generated by the City. The large increase in FY23 is a direct result of the approved rate increases.
The City does budget Impact Fee revenue conservatively to counteract any possible fluctuation in the community,
economic, and political environments.
Licenses and Permits
Community Building Permit revenue
The City collects Permit Revenue from all new development that occurs in the City. The General Fund is the recipient
of the revenue generated from permit sales and manages the revenue with specific guidelines. All revenue generated
by Community Development services must pay for Community Development services expenses. Excess revenue
generated by Community Development services may be allocated to the Capital Improvement Fund. Building
Permit Revenue generates over 90% of the revenue collected by Community Development services. Exhibit 10
displays the historical and projected revenue amounts collected by the City for Community Development services.
42 Proposed Budget | Fiscal Year 2025
FINANCIAL STRUCTURE, POLICY AND PROCESS
The Community Development Building Permit revenue looks to be strong over the next few years (despite the
downward graph). Given the forecasts for population and development as reported by the State, the City will
generate strong permit sales and revenue to keep up with growth. As displayed in Exhibit 10, the Community
Development services revenue is highly dependent on the community development demands.
Proposed Budget | Fiscal Year 2025 43
FINANCIAL STRUCTURE, POLICY AND PROCESS
enterprise Fund revenue sources
The Enterprise Fund generates a majority of its revenue from the sale of potable water and the collection and
treatment of sewer water from the City’s utility customers. The City generates revenue from other various sources
such as Water Connection Revenue, Sewer Connection Revenue, and Trash Billing Services. Exhibit 11 provides
a summarized list referencing the different revenue sources for the Enterprise Fund. Exhibit 12 will display the
historical and projected revenue sources for the Enterprise Fund. This Revenue Report will discuss many of the
Enterprise Fund revenue sources displayed within Exhibit 11 on the following pages.
44 Proposed Budget | Fiscal Year 2025
FINANCIAL STRUCTURE, POLICY AND PROCESS
Water & sewer sales revenue
The largest source of revenue for the Enterprise Fund is Water Sales and Sewer Treatment Services. Water and
Sewer Sales on average account for roughly 60% of the total revenue generated for the Enterprise Fund. The City
currently has about 48,000 utility customers receiving water and sewer services daily.
The City collects revenue from utility customers monthly for all water and sewer services utilized by each customer.
Utility customers receive a monthly bill utilizing a dual fee approach that fairly accounts for each customer’s usage
during a given month. Customers are charged a “base fee” and a “usage fee” to determine their monthly bill. The
“base” fee represents the fixed operating costs necessary for daily operations of the utility. The “usage” portion of
the fee represents the variable costs associated with actual consumption or usage of the utility. Exhibit 13 displays
the historical and projected amounts collected by the City for Water and Sewer Sales revenue.
The Enterprise Fund’s Water and Sewer Sales revenue looks to be very strong over the next few years. As history has
shown in Exhibit 13, the City has experienced steady growth since the Great Recession (Dec. 2007 to June 2009).
Given the forecasts for population and development as reported by the State and the City, the Finance Department
projects steady growth to the Water and Sewer Sales revenue in the near future. As long as development continues
to grow and population counts increase, the Enterprise Funds primary revenue source will continue its current
growth pattern for revenue.
Connection revenue
The second largest source of revenue for the Enterprise Fund is from new development within the City limits.
When new residential or commercial properties request new water and sewer services to their property, the City
will impose a “connection” fee for the services. All revenues collected for “connections” are to assist the City with
establishing additional water and sewer infrastructure in connection with the increased growth and demands.
Exhibit 14 displays the historical and projected amounts collected by the City for Water and Sewer Connection
revenue.
The future projections for the Water and Sewer Connection revenue will be very dependent on what the economy
and development community produce. As Exhibit 14 displays, revenue volatility exists and is 100% dependent
on the development community. The Finance Department adjusted all revenue estimates following the State’s
forecasts for population and development over the next few years and projected strong revenue amounts for the
Water and Sewer Connection.
Proposed Budget | Fiscal Year 2025 45
FINANCIAL STRUCTURE, POLICY AND PROCESS
Trash Billing services
The City has contracted with Republic Services, a private company to provide City garbage/trash pick-up services
to all City property owners (both residential and commercial). The contract agreement between the City and
Republic Services requires that the City facilitate all billing services for the garbage/trash pick-up services on
behalf of Republic Services. The City will process the necessary paperwork to collect the revenue for the garbage/
trash pick-up services on behalf of Republic Services for a nominal fee each month. Exhibit 15 displays the
historical and projected amounts collected by the City for Trash Billing Services revenue.
Over the past five years, the City has experienced continued growth, as displayed in Exhibit 15. The future looks
very similar to the past five years for Trash Billing Services revenue. The City and the State are both projecting
steady growth for the next few years, which will develop a strong and reliable revenue source for the Enterprise
Fund.
46 Proposed Budget | Fiscal Year 2025
FINANCIAL STRUCTURE, POLICY AND PROCESS
revenue report Conclusion
The City has experienced phenomenal growth in both residential and commercial development over the past
many years. The Treasure Valley and the City will continue to see strong growth demands that will have a positive
influence on the stability of revenue. The City will continue to project revenues utilizing the latest information
available relating to economic, demographic, legislative, and development growth projections.
The City and the Finance Department take great pride in fiscal responsibility with proper revenue projections and
management of the scarce resources. The revenue projections discussed in this report represent data available
to the City at the time of publication. Continual adjustments to all revenue projections will occur during the fiscal
year to ensure proper revenue management.
For any questions about the information published in this document, please contact the Finance Department at
finance@meridiancity.org .
Dated: May 1, 2024 – Department of Finance
Proposed Budget | Fiscal Year 2025 47
FINANCIAL STRUCTURE, POLICY AND PROCESS
Comprehensive Financial Plan (Long Term development & Growth Planning)
Comprehensive Financial Plan Introduction
A comprehensive financial plan (CFP) is both a short-term and long-term guide for capital, operating, and personnel
expenditures. The CFP includes a list of capital, operating, and personnel requests that the City and its community
envisions for the future. It is a plan that integrates timing of expenditures with the City’s annual budget. The CFP
identifies future needs that will benefit the City and its community. The CFP also indicates the priorities assigned
to each requests and presents a target construction/implementation schedule.
A carefully prepared CFP has many uses. It can assist a community to:
●Anticipate and communicate community needs in advance, before needs become critical;
●Rank capital, operating, and personnel improvement needs so the higher priority requests are given
consideration for funding before requests not as urgently needed;
●Plan for maintenance and operations costs so expenses are budgeted in advance and requests that
communities cannot afford to operate are avoided;
●Provide a written description and justification for requests submitted for funding so the Council, Mayor, and
appropriate agencies have the information necessary to make informed decisions about funding capital,
operating, and personnel requests; and
●Provide the basis for capital, operating, and personnel requests as part of the annual budget.
A capital CFP request is one that warrants special attention in the annual City budget. Ideally, public funds are not
expended if the capital request is not listed in the City CFP. A capital expenditure should be a major, nonrecurring
budget item that results in a fixed asset with an anticipated life of at least three years. Capital requests eligible for
inclusion into the CFP have a minimum cost of $10,000.
The CFP is updated annually, since only some of the requests are funded and completed each year. The process
to update the CFP will begin in August of each year and conclude in January with the final report submitted to
Council. The final CFP will assist departments with their annual budget requests due in April.
The CFP integrates the City’s annual budget with planning for larger requests that meet City and community goals.
The CFP program involves a process where the City Council compiles a viable way to implement goals for the City
and community using technical support from the City departments and suggestions from the public.
Comprehensive Financial Plan (Long-Term Plan)
48 Proposed Budget | Fiscal Year 2025
FINANCIAL STRUCTURE, POLICY AND PROCESS
Fund
FY request Title Personnel
On Going
Operating
One Time
Operating Transfers Capital Total
ADMINISTRATION DEPARTMENT
2026 9 Mile Creek Restoration Project $0.00 $0.00 $1,425,382.00 $0.00 $0.00 $1,425,382.00
Citizen Survey $0.00 $25,000.00 $0.00 $0.00 $0.00 $25,000.00
City Hall HVAC Recommissioning $0.00 $0.00 $50,000.00 $0.00 $0.00 $50,000.00
Equip. Replace.-City Hall-Computers $0.00 $0.00 $1,800.00 $0.00 $0.00 $1,800.00
Equip. Replace.-City Hall-LED Retrofit
Project-P1 $0.00 $0.00 $70,000.00 $0.00 $0.00 $70,000.00
Equip. Replace.-Clerks-Computers $0.00 $0.00 $8,400.00 $0.00 $0.00 $8,400.00
Equip. Replace.-Finance-Computers $0.00 $0.00 $5,400.00 $0.00 $0.00 $5,400.00
Equip. Replace.-HR-Computers $0.00 $0.00 $10,800.00 $0.00 $0.00 $10,800.00
Equip. Replace.-IT-Computers $0.00 $0.00 $9,600.00 $0.00 $0.00 $9,600.00
Equip. Replace.-IT-Disk Based Backup System $0.00 $0.00 $0.00 $0.00 $75,000.00 $75,000.00
Equip. Replace.-IT-Network Refresh $0.00 $0.00 $0.00 $0.00 $125,000.00 $125,000.00
Equip. Replace.-IT-Wireless Router $0.00 $0.00 $5,000.00 $0.00 $0.00 $5,000.00
Equip. Replace.-Legal-Computers $0.00 $0.00 $4,800.00 $0.00 $0.00 $4,800.00
Equip. Replace.-Mayor-Computers $0.00 $0.00 $8,100.00 $0.00 $0.00 $8,100.00
GIS Position $97,290.87 $85.00 $11,750.00 $0.00 $0.00 $109,125.87
PERSI Adjustments $1,050,000.00 $0.00 $0.00 $0.00 $0.00 $1,050,000.00
Replacement-Clerks-Front Counter $0.00 $0.00 $23,000.00 $0.00 $0.00 $23,000.00
Street Light Fixture Upgrade to LED $0.00 $0.00 $180,303.00 $0.00 $0.00 $180,303.00
Street Lights - Supplemental Projects $0.00 $0.00 $506,693.00 $0.00 $0.00 $506,693.00
zz-Communications Specialist $113,576.37 $2,235.00 $3,300.00 $0.00 $0.00 $119,111.37
Total $1,260,867.24 $27,320.00 $2,324,328.00 $0.00 $200,000.00 $3,812,515.24
2027 Downtown Meridian Parking Garage $0.00 $0.00 $0.00 $0.00 $14,000,000.00 $14,000,000.00
Equip. Replace.-City Hall-Computers $0.00 $0.00 $11,800.00 $0.00 $0.00 $11,800.00
Equip. Replace.-Finance-Computers $0.00 $0.00 $3,600.00 $0.00 $0.00 $3,600.00
Equip. Replace.-IT-Computers $0.00 $0.00 $8,900.00 $0.00 $0.00 $8,900.00
Equip. Replace.-IT-Network Refresh $0.00 $0.00 $0.00 $0.00 $100,000.00 $100,000.00
Equip. Replace.-IT-Wireless Router $0.00 $0.00 $2,700.00 $0.00 $0.00 $2,700.00
Equip. Replace.-Mayor-Computers $0.00 $0.00 $1,800.00 $0.00 $0.00 $1,800.00
PERSI Adjustments $2,045,000.00 $0.00 $0.00 $0.00 $0.00 $2,045,000.00
Street Light Fixture Upgrade to LED $0.00 $0.00 $186,235.00 $0.00 $0.00 $186,235.00
Street Lights - Supplemental Projects $0.00 $0.00 $524,506.00 $0.00 $0.00 $524,506.00
Total $2,045,000.00 $0.00 $739,541.00 $0.00 $14,100,000.00 $16,884,541.00
2028 Accounts Payable Specialist $84,741.94 $1,610.00 $3,250.00 $0.00 $0.00 $89,601.94
Citizen Survey $0.00 $25,000.00 $0.00 $0.00 $0.00 $25,000.00
Data/Reporting Analyst $120,064.58 $3,335.00 $9,650.00 $0.00 $0.00 $133,049.58
Downtown Meridian Parking Garage $0.00 $126,000.00 $0.00 $0.00 $0.00 $126,000.00
Equip. Replace.-CapitalProjects-Computers $0.00 $0.00 $1,900.00 $0.00 $0.00 $1,900.00
Equip. Replace.-City Hall-Computers $0.00 $0.00 $3,800.00 $0.00 $0.00 $3,800.00
Equip. Replace.-Clerks-Computers $0.00 $0.00 $3,600.00 $0.00 $0.00 $3,600.00
Equip. Replace.-Finance-Computers $0.00 $0.00 $10,800.00 $0.00 $0.00 $10,800.00
Equip. Replace.-IT-Computers $0.00 $0.00 $10,000.00 $0.00 $0.00 $10,000.00
Equip. Replace.-IT-Network Refresh $0.00 $0.00 $0.00 $0.00 $175,000.00 $175,000.00
Equip. Replace.-IT-UPS / PDU at PD $0.00 $0.00 $4,000.00 $0.00 $0.00 $4,000.00
Equip. Replace.-Legal-Computers $0.00 $0.00 $4,900.00 $0.00 $0.00 $4,900.00
Equip. Replace.-Mayor-Computers $0.00 $0.00 $4,200.00 $0.00 $0.00 $4,200.00
SCADA Infrastructure Replacements $0.00 $0.00 $78,000.00 $0.00 $85,000.00 $163,000.00
Street Light Fixture Upgrade to LED $0.00 $0.00 $192,362.00 $0.00 $0.00 $192,362.00
Street Lights - Supplemental Projects $0.00 $0.00 $542,906.00 $0.00 $0.00 $542,906
Total $204,806.52 $155,945.00 $869,368.00 $0.00 $260,000.00 $1,490,119.52
2029 Equip. Replace.-Clerks-Computers $0.00 $0.00 $1,800.00 $0.00 $0.00 $1,800.00
Equip. Replace.-Finance-Computers $0.00 $0.00 $3,600.00 $0.00 $0.00 $3,600.00
Equip. Replace.-HR-Computers $0.00 $0.00 $3,600.00 $0.00 $0.00 $3,600.00
Equip. Replace.-IT-Computers $0.00 $0.00 $7,700.00 $0.00 $0.00 $7,700.00
Equip. Replace.-IT-Converged Infrastructure $0.00 $0.00 $0.00 $0.00 $400,000.00 $400,000.00
Proposed Budget | Fiscal Year 2025 49
FINANCIAL STRUCTURE, POLICY AND PROCESS
Comprehensive Financial Plan (Long-Term Plan)
Fund
FY request Title Personnel
On Going
Operating
One Time
Operating Transfers Capital Total
Equip. Replace.-IT-Firewall $0.00 $0.00 $40,000.00 $0.00 $0.00 $40,000.00
Equip. Replace.-Legal-Computers $0.00 $0.00 $1,800.00 $0.00 $0.00 $1,800.00
Equip. Replace.-Mayor-Computers $0.00 $0.00 $1,800.00 $0.00 $0.00 $1,800.00
Street Light Fixture Upgrade to LED $0.00 $0.00 $198,691.00 $0.00 $0.00 $198,691.00
Street Lights - Supplemental Projects $0.00 $0.00 $561,911.00 $0.00 $0.00 $561,911.00
Total $0.00 $0.00 $820,902.00 $0.00 $400,000.00 $1,220,902.00
2030 Equip. Replace.-City Hall-Computers $0.00 $0.00 $2,800.00 $0.00 $0.00 $2,800.00
Equip. Replace.-Clerks-Computers $0.00 $0.00 $2,200.00 $0.00 $0.00 $2,200.00
Equip. Replace.-HR-Computers $0.00 $0.00 $1,200.00 $0.00 $0.00 $1,200.00
Equip. Replace.-IT-Computers $0.00 $0.00 $11,400.00 $0.00 $0.00 $11,400.00
Equip. Replace.-IT-Windows/SQL/RDS Server $0.00 $0.00 $75,000.00 $0.00 $0.00 $75,000.00
IT Support Specialist $89,879.47 $3,695.00 $8,500.00 $0.00 $0.00 $102,074.47
Street Light Fixture Upgrade to LED $0.00 $0.00 $205,228.00 $0.00 $0.00 $205,228.00
Street Lights - Supplemental Projects $0.00 $0.00 $581,541.00 $0.00 $0.00 $581,541.00
Total $89,879.47 $3,695.00 $887,869.00 $0.00 $0.00 $981,443.47
Total $3,600,553.23 $186,960.00 $5,642,008.00 $0.00 $14,960,000.00 $24,389,521.23
COMMUNITY DEVELOPMENT DEPARTMENT
2026 Equip. Replace.-Building-Computers $0.00 $0.00 $22,000.00 $0.00 $0.00 $22,000.00
Equip. Replace.-EconDev-Computers-$0.00 $0.00 $1,800.00 $0.00 $0.00 $1,800.00
Equip. Replace.-Planning-Computers $0.00 $0.00 $4,600.00 $0.00 $0.00 $4,600.00
Total $0.00 $0.00 $28,400.00 $0.00 $0.00 $28,400.00
2027 Equip. Replace.-Building-Computers $0.00 $0.00 $7,200.00 $0.00 $0.00 $7,200.00
Equip. Replace.-Building-Wireless Router $0.00 $0.00 $16,800.00 $0.00 $0.00 $16,800.00
Total $0.00 $0.00 $24,000.00 $0.00 $0.00 $24,000.00
2028 City Hall Historical Center Tenant Improvement $0.00 $0.00 $150,000.00 $0.00 $0.00 $150,000.00
Equip. Replace.-Building-Computers $0.00 $0.00 $43,900.00 $0.00 $0.00 $43,900.00
Equip. Replace.-Building-Wireless Router $0.00 $0.00 $16,800.00 $0.00 $0.00 $16,800.00
Equip. Replace.-Planning-Computers $0.00 $0.00 $11,500.00 $0.00 $0.00 $11,500.00
Planner (Associate or Assistant)$82,593.70 $799.99 $2,650.00 $0.00 $0.00 $86,043.69
Total $82,593.70 $799.99 $224,850.00 $0.00 $0.00 $308,243.69
2029 Electrical Inspector II $83,816.97 $3,746.00 $3,900.00 $0.00 $0.00 $91,462.97
Equip. Replace.-EconDev-Computers-$0.00 $0.00 $1,800.00 $0.00 $0.00 $1,800.00
Equip. Replace.-Planning-Computers $0.00 $0.00 $1,800.00 $0.00 $0.00 $1,800.00
Total $83,816.97 $3,746.00 $7,500.00 $0.00 $0.00 $95,062.97
2030 Development Permit Technician I $62,789.34 $3,746.00 $3,900.00 $0.00 $0.00 $70,435.34
Equip. Replace.-Building-Computers $0.00 $0.00 $7,500.00 $0.00 $0.00 $7,500.00
Equip. Replace.-EconDev-Computers-$0.00 $0.00 $1,800.00 $0.00 $0.00 $1,800.00
Total $62,789.34 $3,746.00 $13,200.00 $0.00 $0.00 $79,735.34
Total $229,200.01 $8,291.99 $297,950.00 $0.00 $0.00 $535,442.00
FIRE DEPARTMENT
2026 Administrative Assistant II $79,344.01 $1,985.00 $3,000.00 $0.00 $0.00 $84,329.01
Equip. Replace.-Fire-Computers $0.00 $0.00 $100,300.00 $0.00 $0.00 $100,300.00
Equip. Replace.-Fire-Wireless Router $0.00 $0.00 $8,400.00 $0.00 $0.00 $8,400.00
Fire Logistics Facility - Land Purchase $0.00 $0.00 $0.00 $0.00 $2,000,000.00 $2,000,000.00
Firefighters, 6 $513,041.46 $31,500.00 $68,918.40 $0.00 $20,200.00 $633,659.86
Knox Box Retrofit - Year 1 $0.00 $0.00 $173,333.00 $0.00 $0.00 $173,333.00
Knox Box Retrofit Year 2 $0.00 $0.00 $173,333.00 $0.00 $0.00 $173,333.00
Ladder Truck $0.00 $17,500.00 $400,000.00 $0.00 $1,900,000.00 $2,317,500.00
Replacement-Fire-Roof for Station #1 $0.00 $0.00 $78,000.00 $0.00 $0.00 $78,000.00
Rescue/EMS UTV $0.00 $0.00 $0.00 $0.00 $95,210.00 $95,210.00
Station Remodel $0.00 $0.00 $10,000.00 $0.00 $2,000,000.00 $2,010,000.00
Vehicle Replace.-Fire Inspector - MF038 $0.00 $0.00 $0.00 $0.00 $76,484.00 $76,484.00
Vehicle Replace.-Fire Vehicle - MF023 $0.00 $0.00 $0.00 $0.00 $86,968.00 $86,968.00
Vehicle Replace.-Fire Vehicle - MF036 $0.00 $0.00 $0.00 $0.00 $86,960.00 $86,960.00
Vehicle Replace.-Fire Vehicle-MF039 $0.00 $0.00 $5,950.00 $0.00 $70,534.00 $76,484.00
Vehicle Replace.-Fire-Batt. Chief BC32 - MF028 $0.00 $0.00 $5,950.00 $0.00 $99,847.00 $105,797.00
Comprehensive Financial Plan (Long-Term Plan)
50 Proposed Budget | Fiscal Year 2025
FINANCIAL STRUCTURE, POLICY AND PROCESS
Fund
FY request Title Personnel
On Going
Operating
One Time
Operating Transfers Capital Total
Vehicle Replace.-Fire-Engine MF019 $0.00 $0.00 $56,900.00 $0.00 $744,137.00 $801,037.00
Total $592,385.47 $50,985.00 $1,084,084.40 $0.00 $7,180,340.00 $8,907,794.87
2027 Equip. Replace.-Fire-Computers $0.00 $0.00 $13,100.00 $0.00 $0.00 $13,100.00
Equip. Replace.-Fire-Hydraulic Extrication Tools $0.00 $0.00 $0.00 $0.00 $250,000.00 $250,000.00
Equip. Replace.-Fire-Thermal Imaging Cameras
(10)$0.00 $0.00 $70,400.00 $0.00 $0.00 $70,400.00
Equip. Replace.-Fire-Wireless Router $0.00 $0.00 $39,200.00 $0.00 $0.00 $39,200.00
Fire Logistics Facility - Design $0.00 $0.00 $0.00 $0.00 $600,000.00 $600,000.00
Fire Training Facility - Land Purchase $0.00 $0.00 $0.00 $0.00 $2,000,000.00 $2,000,000.00
Firefighters, 6 $513,041.46 $31,500.00 $68,918.40 $0.00 $20,200.00 $633,659.86
Knox Box Retrofit- Year 3 $0.00 $0.00 $173,333.00 $0.00 $0.00 $173,333.00
Vehicle Replace.-Fire Vehicle - MF042 $0.00 $0.00 $0.00 $0.00 $76,484.00 $76,484.00
Vehicle Replace.-Fire-Public Ed. Vehicle MF026 $0.00 $0.00 $0.00 $0.00 $41,600.00 $41,600.00
Vehicle Replace.-Fire-Training Division - MF043 $0.00 $0.00 $0.00 $0.00 $76,484.00 $76,484.00
Total $513,041.46 $31,500.00 $364,951.40 $0.00 $3,064,768.00 $3,974,260.86
2028 Equip. Replace.-Fire-Computers $0.00 $0.00 $43,800.00 $0.00 $0.00 $43,800.00
Equip. Replace.-Fire-SCBA Breathing
AirCompressor $0.00 $0.00 $0.00 $0.00 $75,000.00 $75,000.00
Equip. Replace.-Fire-Wireless Router $0.00 $0.00 $53,200.00 $0.00 $0.00 $53,200.00
Fire Logistics Facility - Build $0.00 $26,500.00 $2,400.00 $0.00 $6,550,000.00 $6,578,900.00
Fire Training Facility - Design $0.00 $0.00 $0.00 $0.00 $600,000.00 $600,000.00
Station Remodel $0.00 $0.00 $10,000.00 $0.00 $2,000,000.00 $2,010,000.00
Vehicle Replace - Fire Vehicle - MF044 $0.00 $0.00 $0.00 $0.00 $62,000.00 $62,000.00
Total $0.00 $26,500.00 $109,400.00 $0.00 $9,287,000.00 $9,422,900.00
2029 Equip. Replace.-Fire-Computers $0.00 $0.00 $28,200.00 $0.00 $0.00 $28,200.00
Fire Training Facility - Build $0.00 $26,500.00 $2,400.00 $0.00 $6,550,000.00 $6,578,900.00
Total $0.00 $26,500.00 $30,600.00 $0.00 $6,550,000.00 $6,607,100.00
2030 Battalion Chiefs (3) and Vehicle $523,361.22 $15,897.00 $76,725.00 $0.00 $127,700.00 $743,683.22
Equip. Replace.-Fire-Computers $0.00 $0.00 $30,300.00 $0.00 $0.00 $30,300.00
Equip. Replace.-Fire-Wireless Router $0.00 $0.00 $2,800.00 $0.00 $0.00 $2,800.00
Fire Station #9 - Fire Engine $0.00 $14,500.00 $0.00 $0.00 $672,334.00 $686,834.00
Fire Station #9 - Land Acquisition $0.00 $0.00 $0.00 $0.00 $4,000,000.00 $4,000,000.00
Station Remodel $0.00 $0.00 $10,000.00 $0.00 $2,000,000.00 $2,010,000.00
Training Passenger Vehicle $0.00 $34,500.00 $0.00 $0.00 $150,000.00 $184,500.00
Vehicle Replace.-Fire-Brush Engine MF022 $0.00 $0.00 $0.00 $0.00 $368,801.00 $368,801.00
Vehicle Replace.-Fire-Engine MF037 $0.00 $0.00 $0.00 $0.00 $733,961.00 $733,961.00
Total $523,361.22 $64,897.00 $119,825.00 $0.00 $8,052,796.00 $8,760,879.22
Total $1,628,788.15 $200,382.00 $1,708,860.80 $0.00 $34,134,904.00 $37,672,934.95
PARKS & RECREATION DEPARTMENT
2026 Community Center - Construction $0.00 $0.00 $0.00 $0.00 $14,044,000.00 $14,044,000.00
Community Center - Staffing $297,404.27 $0.00 $15,201.00 $0.00 $36,000.00 $348,605.27
Discovery Park, Phase 3 - Design $0.00 $0.00 $0.00 $0.00 $500,000.00 $500,000.00
Equip. Replace.-Parks-Computers $0.00 $0.00 $25,300.00 $0.00 $0.00 $25,300.00
Graycliff Park - Design $0.00 $0.00 $0.00 $0.00 $185,000.00 $185,000.00
Impact Fee Eligible Park Land $0.00 $0.00 $0.00 $0.00 $5,525,000.00 $5,525,000.00
Meridian Chamber of Commerce Building
Acquisition $0.00 $0.00 $0.00 $0.00 $100,000.00 $100,000.00
MPR Maintenance Equipment & Vehicle
Purchases $0.00 $0.00 $45,000.00 $0.00 $0.00 $45,000.00
Park Facility Life Cycle Replacements $0.00 $0.00 $75,000.00 $0.00 $120,000.00 $195,000.00
Park Identity/Theming Reinforcement $0.00 $0.00 $0.00 $0.00 $200,000.00 $200,000.00
Pathway Connections $1,500.00 $4,000.00 $0.00 $0.00 $250,000.00 $255,500.00
Vehicle & Equipment Replacements $0.00 $0.00 $91,000.00 $0.00 $283,000.00 $374,000.00
zz-Recreation Coordinator 1 (Special Events)$84,648.82 $1,060.00 $9,950.00 $0.00 $0.00 $95,658.82
Total $383,553.09 $5,060.00 $261,451.00 $0.00 $21,243,000.00 $21,893,064.09
2027 Community Center - Building Operations $0.00 $214,439.20 $0.00 $0.00 $0.00 $214,439.20
Discovery Park, Phase 3 - Construction $108,577.27 $91,351.50 $40,632.00 $0.00 $5,619,500.00 $5,860,060.77
Proposed Budget | Fiscal Year 2025 51
FINANCIAL STRUCTURE, POLICY AND PROCESS
Comprehensive Financial Plan (Long-Term Plan)
Fund
FY request Title Personnel
On Going
Operating
One Time
Operating Transfers Capital Total
Equip. Replace.-Parks-Computers $0.00 $0.00 $11,500.00 $0.00 $0.00 $11,500.00
Fields District Community Park - Design $0.00 $0.00 $0.00 $0.00 $750,000.00 $750,000.00
Graycliff Park - Construction $38,272.90 $41,037.00 $2,500.00 $0.00 $4,594,000.00 $4,675,809.90
Graycliff/Discovery/Fields - Maint Tech &
Vehicle $66,902.95 $5,641.00 $45,700.00 $0.00 $0.00 $118,243.95
Meridian Parks & Recreation Master Plan
Update $0.00 $0.00 $150,000.00 $0.00 $0.00 $150,000.00
MPR Maintenance Equipment & Vehicle
Purchases $0.00 $0.00 $0.00 $0.00 $60,000.00 $60,000.00
Park Facility Life Cycle Replacements $0.00 $0.00 $250,000.00 $0.00 $486,800.00 $736,800.00
Pathway Connections $0.00 $0.00 $0.00 $0.00 $50,000.00 $50,000.00
Shade Structure in Existing Parks $0.00 $0.00 $0.00 $0.00 $200,000.00 $200,000.00
Vehicle & Equipment Replacements $0.00 $0.00 $82,000.00 $0.00 $160,000.00 $242,000.00
Total $213,753.12 $352,468.70 $582,332.00 $0.00 $11,920,300.00 $13,068,853.82
2028 Equip. Replace.-Parks-Computers $0.00 $0.00 $23,600.00 $0.00 $0.00 $23,600.00
Fields District Community Park - Construction $126,353.09 $86,626.00 $67,500.00 $0.00 $12,450,000.00 $12,730,479.09
Forestry Assistant and Vehicle $78,836.35 $3,616.00 $49,324.00 $0.00 $0.00 $131,776.35
Impact Fee Eligible Park Land $0.00 $0.00 $0.00 $0.00 $2,500,000.00 $2,500,000.00
Park Facility Life Cycle Replacements $0.00 $0.00 $100,000.00 $0.00 $386,800.00 $486,800.00
Park Identity/Theming Reinforcement $0.00 $0.00 $0.00 $0.00 $50,000.00 $50,000.00
Pathway Connections $1,500.00 $5,000.00 $0.00 $0.00 $500,000.00 $506,500.00
Pathway Development - Maint. Tech. and
Vehicles $66,902.95 $4,765.00 $61,700.00 $0.00 $0.00 $133,367.95
Vehicle & Equipment Replacements $0.00 $0.00 $145,800.00 $0.00 $200,000.00 $345,800.00
Total $273,592.39 $100,007.00 $447,924.00 $0.00 $16,086,800.00 $16,908,323.39
2029 Equip. Replace.-Parks-Computers $0.00 $0.00 $4,200.00 $0.00 $0.00 $4,200.00
Margaret Aldape Park - Design $0.00 $0.00 $0.00 $0.00 $994,000.00 $994,000.00
Park Facility Life Cycle Replacements $0.00 $0.00 $100,000.00 $0.00 $386,800.00 $486,800.00
Pathway Connections $0.00 $0.00 $0.00 $0.00 $300,000.00 $300,000.00
Shade Structure in Existing Parks $0.00 $0.00 $0.00 $0.00 $100,000.00 $100,000.00
Vehicle & Equipment Replacements $0.00 $0.00 $165,000.00 $0.00 $275,000.00 $440,000.00
Total $0.00 $0.00 $269,200.00 $0.00 $2,055,800.00 $2,325,000.00
2030 Equip. Replace.-Parks-Computers $0.00 $0.00 $10,800.00 $0.00 $0.00 $10,800.00
Impact Fee Eligible Park Land $0.00 $0.00 $0.00 $0.00 $3,000,000.00 $3,000,000.00
Margaret Aldape Park - Construction $217,453.51 $176,397.00 $67,500.00 $0.00 $7,271,000.00 $7,732,350.51
Margaret Aldape Park - Maint. Tech. and Vehicle $66,902.95 $4,765.00 $46,650.00 $0.00 $0.00 $118,317.95
Margaret Aldape Park - Sr. Maint. Tech. &
Vehicle $78,836.35 $4,491.00 $46,924.00 $0.00 $0.00 $130,251.35
Park Facility Life Cycle Replacements $0.00 $0.00 $0.00 $0.00 $771,800.00 $771,800.00
Park Identity/Theming Reinforcement $0.00 $0.00 $0.00 $0.00 $100,000.00 $100,000.00
Park Scheduling Specialist $97,255.29 $1,210.00 $9,700.00 $0.00 $0.00 $108,165.29
Pathway Connections $0.00 $0.00 $0.00 $0.00 $300,000.00 $300,000.00
Vehicle & Equipment Replacements $0.00 $0.00 $57,000.00 $0.00 $0.00 $57,000.00
Total $460,448.10 $186,863.00 $238,574.00 $0.00 $11,442,800.00 $12,328,685.10
Total $1,331,346.70 $644,398.70 $1,799,481.00 $0.00 $62,748,700.00 $66,523,926.40
POLICE DEPARTMENT
2026 Community Service Officers (2) with trucks $185,118.51 $21,084.00 $24,380.00 $0.00 $146,000.00 $376,582.51
Corporals (3) with patrol vehicles (2)$449,905.98 $28,597.00 $92,517.00 $0.00 $190,880.00 $761,899.98
Design fees for PSTC (Phase 3)$0.00 $0.00 $655,000.00 $0.00 $0.00 $655,000.00
Equip. Replace.-Police-Armor Vests $0.00 $0.00 $29,900.00 $0.00 $0.00 $29,900.00
Equip. Replace.-Police-Computers $0.00 $0.00 $320,400.00 $0.00 $0.00 $320,400.00
Equip. Replace.-Police-Wireless Router $0.00 $0.00 $39,200.00 $0.00 $0.00 $39,200.00
Fleet and Building Services Assistant $80,584.06 $1,045.00 $4,710.00 $0.00 $0.00 $86,339.06
Police - SRO and Vehicle $131,041.92 $12,179.00 $22,749.00 $0.00 $94,440.00 $260,409.92
Police Department PIO $116,003.35 $6,589.00 $38,325.00 $0.00 $0.00 $160,917.35
Police Officers (2) with Vehicle $185,030.63 $13,626.00 $38,233.00 $0.00 $94,440.00 $331,329.63
Sr. Crime Analyst $81,049.44 $585.00 $5,225.00 $0.00 $0.00 $86,859.44
Comprehensive Financial Plan (Long-Term Plan)
52 Proposed Budget | Fiscal Year 2025
FINANCIAL STRUCTURE, POLICY AND PROCESS
Fund
FY request Title Personnel
On Going
Operating
One Time
Operating Transfers Capital Total
Vehicle Replace.-Police-Fleet Vehicles $0.00 $0.00 $0.00 $0.00 $654,000.00 $654,000.00
zz-Crime Data Specialist NIBRS $74,358.52 $2,193.00 $7,050.00 $0.00 $0.00 $83,601.52
zz-Emergency/Specialty Vehicle Technician $94,742.11 $7,585.00 $16,330.00 $0.00 $0.00 $118,657.11
zz-Mental Health Manager $128,947.46 $1,745.00 $14,165.00 $0.00 $0.00 $144,857.46
zz-Police Officers(8) with vehicles(4) motors(2)$863,765.05 $66,902.00 $239,300.00 $0.00 $385,760.00 $1,555,727.05
zz-Records Clerk $74,358.52 $2,193.00 $6,550.00 $0.00 $0.00 $83,101.52
Total $2,464,905.55 $164,323.00 $1,554,034.00 $0.00 $1,565,520.00 $5,748,782.55
2027 Administrative Assistant $75,143.69 $585.00 $6,525.00 $0.00 $0.00 $82,253.69
Design fees for PD Admin TI project $0.00 $0.00 $400,000.00 $0.00 $0.00 $400,000.00
Equip. Replace.-Police-Armor Vests $0.00 $0.00 $106,400.00 $0.00 $10,300.00 $116,700.00
Equip. Replace.-Police-Computers $0.00 $0.00 $67,000.00 $0.00 $0.00 $67,000.00
Equip. Replace.-Police-Wireless Router $0.00 $0.00 $70,000.00 $0.00 $0.00 $70,000.00
Police Detectives (2) with Vehicle $215,080.18 $16,316.00 $113,788.00 $0.00 $0.00 $345,184.18
Police Officers (2) with Vehicle $185,030.63 $13,626.00 $36,841.00 $0.00 $94,440.00 $329,937.63
Public Safety Training Center (Phase 3)$0.00 $0.00 $0.00 $0.00 $11,220,000.00 $11,220,000.00
Rescue Vehicle Northwest Precinct $0.00 $6,400.00 $8,033.00 $0.00 $150,000.00 $164,433.00
Vehicle Replace.-Police-Fleet Vehicles $0.00 $0.00 $0.00 $0.00 $1,181,000.00 $1,181,000.00
zz-Emergency/Specialty Vehicle Technician $0.00 $500.00 $0.00 $0.00 $0.00 $500.00
zz-Mental Health Manager $0.00 $500.00 $0.00 $0.00 $0.00 $500.00
Total $475,254.50 $37,927.00 $808,587.00 $0.00 $12,655,740.00 $13,977,508.50
2028 Equip. Replace.-Police-Armor Vests $0.00 $0.00 $24,300.00 $0.00 $0.00 $24,300.00
Equip. Replace.-Police-Canine (3)$0.00 $0.00 $0.00 $0.00 $39,900.00 $39,900.00
Equip. Replace.-Police-Computers $0.00 $0.00 $73,100.00 $0.00 $0.00 $73,100.00
Equip. Replace.-Police-Wireless Router $0.00 $0.00 $75,600.00 $0.00 $0.00 $75,600.00
Police Admin. Building - Tenant Improvement $0.00 $0.00 $0.00 $0.00 $1,000,000.00 $1,000,000.00
Police Officers (2) with Vehicle $185,030.63 $13,626.00 $36,841.00 $0.00 $94,440.00 $329,937.63
Vehicle Replace.-Police-Fleet Vehicles $0.00 $0.00 $0.00 $0.00 $1,012,000.00 $1,012,000.00
Total $185,030.63 $13,626.00 $209,841.00 $0.00 $2,146,340.00 $2,554,837.63
2029 Equip. Replace.-Police-Armor Vests $0.00 $0.00 $24,300.00 $0.00 $0.00 $24,300.00
Equip. Replace.-Police-Computers $0.00 $0.00 $25,300.00 $0.00 $0.00 $25,300.00
Equip. Replace.-Police-Wireless Router $0.00 $0.00 $25,200.00 $0.00 $0.00 $25,200.00
Police Officers (2) with Vehicle $185,030.63 $13,626.00 $36,841.00 $0.00 $94,440.00 $329,937.63
Vehicle Replace.-Police-Fleet Vehicles $0.00 $0.00 $0.00 $0.00 $1,014,000.00 $1,014,000.00
Total $185,030.63 $13,626.00 $111,641.00 $0.00 $1,108,440.00 $1,418,737.63
2030 Code Enforcement Officer $64,275.90 $4,845.00 $56,550.00 $0.00 $0.00 $125,670.90
Equip. Replace.-Police-Armor Vests $0.00 $0.00 $65,900.00 $0.00 $0.00 $65,900.00
Equip. Replace.-Police-Computers $0.00 $0.00 $80,500.00 $0.00 $0.00 $80,500.00
Equip. Replace.-Police-Wireless Router $0.00 $0.00 $22,400.00 $0.00 $0.00 $22,400.00
Police Detective with Vehicle $107,540.08 $8,158.00 $14,868.00 $0.00 $40,000.00 $170,566.08
Police Officers (2) with Vehicle $185,030.63 $13,626.00 $36,841.00 $0.00 $94,440.00 $329,937.63
Vehicle Replace.-Police-Fleet Vehicles $0.00 $0.00 $0.00 $0.00 $1,759,000.00 $1,759,000.00
Total $356,846.61 $26,629.00 $277,059.00 $0.00 $1,893,440.00 $2,553,974.61
Total $3,667,067.92 $256,131.00 $2,961,162.00 $0.00 $19,369,480.00 $26,253,840.92
PUBLIC WORKS DEPARTMENT
2026 Equip. Replace.-Land Dev.-Computers $0.00 $0.00 $1,800.00 $0.00 $0.00 $1,800.00
Equip. Replace.-PW-Computers $0.00 $0.00 $16,200.00 $0.00 $0.00 $16,200.00
It Starts at Home Video Updates $0.00 $0.00 $25,000.00 $0.00 $0.00 $25,000.00
Total $0.00 $0.00 $43,000.00 $0.00 $0.00 $43,000.00
2027 Civil Engineering Plans Examiner I $72,309.79 $3,746.00 $5,400.00 $0.00 $0.00 $81,455.79
Equip. Replace.-PW-Computers $0.00 $0.00 $3,600.00 $0.00 $0.00 $3,600.00
Equip. Replace.-PW-Wireless Router $0.00 $0.00 $11,200.00 $0.00 $0.00 $11,200.00
It Starts at Home Video Updates $0.00 $0.00 $25,000.00 $0.00 $0.00 $25,000.00
Regulatory Compliance Analyst $125,416.38 $925.00 $2,625.00 $0.00 $0.00 $128,966.38
Vehicle Replace.-PW-2002 Chevrolet Blazer $0.00 $0.00 $0.00 $0.00 $35,000.00 $35,000.00
Vehicle Replace.-PW-2014 Ford F-150 $0.00 $0.00 $0.00 $0.00 $55,000.00 $55,000.00
Vehicle Replace.-PW-2015 Ford F-150 $0.00 $0.00 $55,000.00 $0.00 $0.00 $55,000.00
Proposed Budget | Fiscal Year 2025 53
FINANCIAL STRUCTURE, POLICY AND PROCESS
Comprehensive Financial Plan (Long-Term Plan)
Fund
FY request Title Personnel
On Going
Operating
One Time
Operating Transfers Capital Total
Total $197,726.17 $4,671.00 $102,825.00 $0.00 $90,000.00 $395,222.17
2028 Cost of Service Study $0.00 $0.00 $125,000.00 $0.00 $0.00 $125,000.00
Equip. Replace.-Land Dev.-Computers $0.00 $0.00 $5,400.00 $0.00 $0.00 $5,400.00
Equip. Replace.-PW-Computers $0.00 $0.00 $25,200.00 $0.00 $0.00 $25,200.00
Equip. Replace.-PW-Wireless Router $0.00 $0.00 $8,400.00 $0.00 $0.00 $8,400.00
Inspector II and Vehicle $82,668.37 $7,760.00 $4,010.00 $0.00 $57,000.00 $151,438.37
Total $82,668.37 $7,760.00 $168,010.00 $0.00 $57,000.00 $315,438.37
Equip. Replace.-PW-Computers $0.00 $0.00 $20,800.00 $0.00 $0.00 $20,800.00
LIMS/WIMS Software Programmer $113,576.89 $1,125.00 $2,825.00 $0.00 $0.00 $117,526.89
SCADA System Programmer $117,011.15 $2,235.00 $4,382.00 $0.00 $0.00 $123,628.15
Total $230,588.04 $3,360.00 $28,007.00 $0.00 $0.00 $261,955.04
2030 Equip. Replace.-Land Dev.-Computers $0.00 $0.00 $3,600.00 $0.00 $0.00 $3,600.00
Equip. Replace.-PW-Computers $0.00 $0.00 $35,100.00 $0.00 $0.00 $35,100.00
Total $0.00 $0.00 $38,700.00 $0.00 $0.00 $38,700.00
Total $510,982.58 $15,791.00 $380,542.00 $0.00 $147,000.00 $1,054,315.58
WATER DEPARTMENT
2026 Arc Flash Study (Water)$0.00 $0.00 $20,000.00 $0.00 $0.00 $20,000.00
Equip. Replace.-Water-Computers $0.00 $0.00 $14,300.00 $0.00 $0.00 $14,300.00
Equip. Replace.-Water-Meters $0.00 $30,363.00 $0.00 $0.00 $0.00 $30,363.00
Equip. Replace.-Water-Wireless Router $0.00 $0.00 $5,600.00 $0.00 $0.00 $5,600.00
Lead Cross Connection Inspector and Vehicle $105,290.04 $6,443.00 $4,677.00 $0.00 $48,000.00 $164,410.04
Replacement-Water-SCADA $0.00 $0.00 $100,000.00 $0.00 $0.00 $100,000.00
Replacement-Water-Water Main(s)$0.00 $0.00 $0.00 $0.00 $1,520,000.00 $1,520,000.00
Replacement-Water-Well 11B $0.00 $0.00 $0.00 $0.00 $180,000.00 $180,000.00
Unidirectional Flushing Program $0.00 $0.00 $50,000.00 $0.00 $0.00 $50,000.00
Vehicle Replace.-Water-2000 Ford F350 $0.00 $0.00 $55,000.00 $0.00 $0.00 $55,000.00
Vehicle Replace.-Water-2005 GMC 2500 3/4 Ton $0.00 $0.00 $55,000.00 $0.00 $0.00 $55,000.00
Water Main Extensions / Adjustments $0.00 $0.00 $0.00 $0.00 $500,000.00 $500,000.00
Well 24 Water Treatment $0.00 $0.00 $0.00 $0.00 $2,200,000.00 $2,200,000.00
Well 35 (Overland & Ridenbaugh Canal)$0.00 $0.00 $0.00 $0.00 $900,000.00 $900,000.00
Total $105,290.04 $36,806.00 $304,577.00 $0.00 $5,348,000.00 $5,794,673.04
2027 Chemicals for Well Treatment $0.00 $20,000.00 $0.00 $0.00 $0.00 $20,000.00
Equip. Replace.-Water-Base Radio Repeater $0.00 $0.00 $0.00 $0.00 $15,000.00 $15,000.00
Equip. Replace.-Water-Computers $0.00 $0.00 $16,100.00 $0.00 $0.00 $16,100.00
Equip. Replace.-Water-Meters $0.00 $23,219.00 $0.00 $0.00 $0.00 $23,219.00
Equip. Replace.-Water-Wireless Router $0.00 $0.00 $126,000.00 $0.00 $0.00 $126,000.00
PRV - SCADA $0.00 $0.00 $0.00 $0.00 $150,000.00 $150,000.00
Replacement-Water-SCADA $0.00 $0.00 $100,000.00 $0.00 $0.00 $100,000.00
Replacement-Water-Water Main(s)$0.00 $0.00 $0.00 $0.00 $1,200,000.00 $1,200,000.00
Replacement-Water-Well 11B $0.00 $0.00 $0.00 $0.00 $900,000.00 $900,000.00
Vehicle Replace.-Water-2015 Ford 3/4 Ton $0.00 $0.00 $0.00 $0.00 $55,000.00 $55,000.00
Victory Booster Jockey Pump Upgrade $0.00 $0.00 $0.00 $0.00 $150,000.00 $150,000.00
Water Main Extensions / Adjustments $0.00 $0.00 $0.00 $0.00 $300,000.00 $300,000.00
Water Operator III and Vehicle $89,335.58 $5,103.00 $4,694.00 $0.00 $55,000.00 $154,132.58
Well 35 (Overland & Ridenbaugh Canal)$0.00 $0.00 $0.00 $0.00 $700,000.00 $700,000.00
Total $89,335.58 $48,322.00 $246,794.00 $0.00 $3,525,000.00 $3,909,451.58
2028 Equip. Replace.-Water-Computers $0.00 $0.00 $25,200.00 $0.00 $0.00 $25,200.00
Equip. Replace.-Water-Wireless Router $0.00 $0.00 $58,800.00 $0.00 $0.00 $58,800.00
Pressure Zone 6 Booster Station $0.00 $0.00 $0.00 $0.00 $200,000.00 $200,000.00
Replacement-Water-SCADA $0.00 $0.00 $100,000.00 $0.00 $0.00 $100,000.00
Replacement-Water-Water Main(s)$0.00 $0.00 $0.00 $0.00 $1,580,000.00 $1,580,000.00
Replacement-Water-Well 11B $0.00 $0.00 $0.00 $0.00 $700,000.00 $700,000.00
Vehicle Replace.-Water-2003 Chevrolet 1/2 Ton $0.00 $0.00 $0.00 $0.00 $55,000.00 $55,000.00
Water Div. SCADA Master Plan Update $0.00 $0.00 $100,000.00 $0.00 $0.00 $100,000.00
Water Main Extensions / Adjustments $0.00 $0.00 $0.00 $0.00 $3,400,000.00 $3,400,000.00
Well 35 (Overland & Ridenbaugh Canal)$0.00 $0.00 $0.00 $0.00 $2,000,000.00 $2,000,000.00
Comprehensive Financial Plan (Long-Term Plan)
54 Proposed Budget | Fiscal Year 2025
FINANCIAL STRUCTURE, POLICY AND PROCESS
Fund
FY request Title Personnel
On Going
Operating
One Time
Operating Transfers Capital Total
Total $0.00 $0.00 $284,000.00 $0.00 $7,935,000.00 $8,219,000.00
2029 Chemicals for Well Treatment $0.00 $20,000.00 $0.00 $0.00 $0.00 $20,000.00
Equip. Replace.-Water-Computers $0.00 $0.00 $8,400.00 $0.00 $0.00 $8,400.00
Equip. Replace.-Water-Wireless Router $0.00 $0.00 $2,800.00 $0.00 $0.00 $2,800.00
New Source Sampling $0.00 $0.00 $12,000.00 $0.00 $0.00 $12,000.00
Pressure Zone 6 Booster Station $0.00 $0.00 $0.00 $0.00 $1,500,000.00 $1,500,000.00
Replacement-Water-SCADA $0.00 $0.00 $100,000.00 $0.00 $0.00 $100,000.00
Replacement-Water-Water Main(s)$0.00 $0.00 $0.00 $0.00 $1,650,000.00 $1,650,000.00
Replacement-Water-Well 11B $0.00 $0.00 $0.00 $0.00 $2,000,000.00 $2,000,000.00
Sampling UCMRs $0.00 $0.00 $60,000.00 $0.00 $0.00 $60,000.00
Vehicle Replace.-Water-1984 Intl. Dump Truck $0.00 $0.00 $0.00 $0.00 $250,000.00 $250,000.00
Water Administration & Operations Facility $0.00 $0.00 $0.00 $0.00 $75,000.00 $75,000.00
Water Main Extensions / Adjustments $0.00 $0.00 $0.00 $0.00 $300,000.00 $300,000.00
Water Master Plan Update $0.00 $0.00 $400,000.00 $0.00 $0.00 $400,000.00
Well 32 Water Treatment $0.00 $0.00 $0.00 $0.00 $1,400,000.00 $1,400,000.00
Well 33, Bridgetower $0.00 $0.00 $0.00 $0.00 $800,000.00 $800,000.00
Total $0.00 $20,000.00 $583,200.00 $0.00 $7,975,000.00 $8,578,200.00
2030 Equip. Replace.-Water-Computers $0.00 $0.00 $12,300.00 $0.00 $0.00 $12,300.00
Equip. Replace.-Water-Meters $0.00 $(235,015.00)$0.00 $0.00 $0.00 $(235,015.00)
New Source Sampling $0.00 $0.00 $12,000.00 $0.00 $0.00 $12,000.00
Pressure Zone Development $0.00 $0.00 $0.00 $0.00 $250,000.00 $250,000.00
Replacement-Water-SCADA $0.00 $0.00 $100,000.00 $0.00 $0.00 $100,000.00
Replacement-Water-Water Main(s)$0.00 $0.00 $0.00 $0.00 $1,120,000.00 $1,120,000.00
Replacement-Water-Well 11B $0.00 $0.00 $0.00 $0.00 $150,000.00 $150,000.00
Replacement-Water-Well 12 Treatment $0.00 $0.00 $0.00 $0.00 $800,000.00 $800,000.00
Unidirectional Flushing Program $0.00 $0.00 $50,000.00 $0.00 $0.00 $50,000.00
Vehicle Replace - Water - 2018 Ford Escape $0.00 $0.00 $55,000.00 $0.00 $0.00 $55,000.00
Water Administration & Operations Facility $0.00 $0.00 $0.00 $0.00 $400,000.00 $400,000.00
Water Main Extensions / Adjustments $0.00 $0.00 $0.00 $0.00 $300,000.00 $300,000.00
Water Operator III and Vehicle $89,335.58 $5,103.00 $4,694.00 $0.00 $55,000.00 $154,132.58
Well 32 Water Treatment $0.00 $0.00 $0.00 $0.00 $2,200,000.00 $2,200,000.00
Well 33, Bridgetower $0.00 $0.00 $0.00 $0.00 $1,400,000.00 $1,400,000.00
Total $89,335.58 $(229,912.00)$233,994.00 $0.00 $6,675,000.00 $6,768,417.58
Total $283,961.20 $(124,784.00)$1,652,565.00 $0.00 $31,458,000.00 $33,269,742.20
WASTEWATER DEPARTMENT
2026 Arc Flash Study (WRRF)$0.00 $0.00 $20,000.00 $0.00 $0.00 $20,000.00
Drying Bed Repair $0.00 $0.00 $50,000.00 $0.00 $0.00 $50,000.00
Equip. Replace.-WRRF-Computers $0.00 $0.00 $10,800.00 $0.00 $0.00 $10,800.00
Equip. Replace.-WRRF-Wireless Router $0.00 $0.00 $5,600.00 $0.00 $0.00 $5,600.00
Equip. Replace.-WW-Hydrocleaner Hose $0.00 $0.00 $10,000.00 $0.00 $0.00 $10,000.00
Fermentation Upgrades $0.00 $0.00 $0.00 $0.00 $250,000.00 $250,000.00
Final Limits - Chemicals $0.00 $300,000.00 $0.00 $0.00 $0.00 $300,000.00
Inventory / Generator Storage Space $0.00 $0.00 $0.00 $0.00 $350,000.00 $350,000.00
Manhole Survey $0.00 $0.00 $25,000.00 $0.00 $0.00 $25,000.00
Mechanic II $82,800.87 $2,795.00 $6,842.00 $0.00 $0.00 $92,437.87
New NPDES Permit Compliance Projects $0.00 $0.00 $0.00 $0.00 $1,400,000.00 $1,400,000.00
Operator III $88,576.13 $1,295.00 $3,122.00 $0.00 $0.00 $92,993.13
Replacement-WRRF-SCADA $0.00 $0.00 $120,000.00 $0.00 $0.00 $120,000.00
Replacement-WRRF-Sewer Main(s)$0.00 $0.00 $0.00 $0.00 $1,800,000.00 $1,800,000.00
Resurfacing / Slurry Coat of WRRF Asphalt $0.00 $0.00 $200,000.00 $0.00 $0.00 $200,000.00
Sewer Line Extensions / Adjustments $0.00 $0.00 $0.00 $0.00 $325,000.00 $325,000.00
Tertiary Filter Expansion $0.00 $0.00 $0.00 $0.00 $7,000,000.00 $7,000,000.00
Vehicle Replace.-WRRF-2006 UTV $0.00 $0.00 $9,000.00 $0.00 $0.00 $9,000.00
WRRF Aeration Basin 9 and 10 $0.00 $0.00 $0.00 $0.00 $6,400,000.00 $6,400,000.00
WRRF Boiler $0.00 $0.00 $0.00 $0.00 $500,000.00 $500,000.00
WRRF Land Acquisition $0.00 $0.00 $0.00 $0.00 $1,000,000.00 $1,000,000.00
Proposed Budget | Fiscal Year 2025 55
FINANCIAL STRUCTURE, POLICY AND PROCESS
Comprehensive Financial Plan (Long-Term Plan)
Fund
FY request Title Personnel
On Going
Operating
One Time
Operating Transfers Capital Total
WRRF Odor Control $0.00 $0.00 $0.00 $0.00 $1,400,000.00 $1,400,000.00
WRRF Parking Improvements $0.00 $0.00 $0.00 $0.00 $250,000.00 $250,000.00
WRRF Underground Powerlines $0.00 $0.00 $0.00 $0.00 $700,000.00 $700,000.00
Total $171,377.00 $304,090.00 $460,364.00 $0.00 $21,375,000.00 $22,310,831.00
2027 Digester #3 - Cleaning $0.00 $0.00 $125,000.00 $0.00 $0.00 $125,000.00
Equip. Replace.-WRRF-Computers $0.00 $0.00 $11,700.00 $0.00 $0.00 $11,700.00
Equip. Replace.-WRRF-Wireless Router $0.00 $0.00 $16,800.00 $0.00 $0.00 $16,800.00
Existing Laboratory Retrofit $0.00 $0.00 $0.00 $0.00 $50,000.00 $50,000.00
Fermentation Upgrades $0.00 $0.00 $0.00 $0.00 $2,110,000.00 $2,110,000.00
Final Limits - Chemicals $0.00 $700,000.00 $0.00 $0.00 $0.00 $700,000.00
McDermott Road Trunk Sewer Project $0.00 $0.00 $0.00 $0.00 $500,000.00 $500,000.00
New Lab Equipment $0.00 $0.00 $100,000.00 $0.00 $0.00 $100,000.00
New NPDES Permit Compliance Projects $0.00 $0.00 $0.00 $0.00 $7,900,000.00 $7,900,000.00
NPDES Permit Compliance Plan Renewal $0.00 $0.00 $250,000.00 $0.00 $0.00 $250,000.00
Replacement-WRRF-Ferric Tank and Building $0.00 $0.00 $0.00 $0.00 $150,000.00 $150,000.00
Replacement-WRRF-SCADA $0.00 $0.00 $120,000.00 $0.00 $0.00 $120,000.00
Replacement-WRRF-Sewer Main(s)$0.00 $0.00 $0.00 $0.00 $1,450,000.00 $1,450,000.00
Sewer Line Extensions / Adjustments $0.00 $0.00 $0.00 $0.00 $325,000.00 $325,000.00
Sewer Master Plan $0.00 $0.00 $275,000.00 $0.00 $0.00 $275,000.00
WRRF Odor Control $0.00 $0.00 $0.00 $0.00 $1,600,000.00 $1,600,000.00
Total $0.00 $700,000.00 $898,500.00 $0.00 $14,085,000.00 $15,683,500.00
Digester #4 - Cleaning $0.00 $0.00 $125,000.00 $0.00 $0.00 $125,000.00
Equip. Replace.-WRRF-CCTV Cable $0.00 $0.00 $10,000.00 $0.00 $0.00 $10,000.00
Equip. Replace.-WRRF-Computers $0.00 $0.00 $24,600.00 $0.00 $0.00 $24,600.00
Equip. Replace.-WRRF-Wireless Router $0.00 $0.00 $8,400.00 $0.00 $0.00 $8,400.00
Equip. Replace.-WW-Hydrocleaner Hose $0.00 $0.00 $10,000.00 $0.00 $0.00 $10,000.00
Existing Laboratory Retrofit $0.00 $0.00 $0.00 $0.00 $550,000.00 $550,000.00
Lab Analyst II $82,800.87 $1,845.00 $2,582.00 $0.00 $0.00 $87,227.87
Manhole Survey $0.00 $0.00 $25,000.00 $0.00 $0.00 $25,000.00
McDermott Road Trunk Sewer Project $0.00 $0.00 $0.00 $0.00 $5,550,000.00 $5,550,000.00
New Lab Equipment $0.00 $0.00 $45,000.00 $0.00 $0.00 $45,000.00
New NPDES Permit Compliance Projects $0.00 $0.00 $0.00 $0.00 $4,000,000.00 $4,000,000.00
NPDES Permit Compliance Plan Renewal $0.00 $0.00 $250,000.00 $0.00 $0.00 $250,000.00
Replacement-WRRF-Ferric Tank and Building $0.00 $0.00 $0.00 $0.00 $600,000.00 $600,000.00
Replacement-WRRF-Primary 3/4 Pumps & Bldg.$0.00 $0.00 $0.00 $0.00 $200,000.00 $200,000.00
Replacement-WRRF-SCADA $0.00 $0.00 $120,000.00 $0.00 $0.00 $120,000.00
Replacement-WRRF-Sewer Main(s)$0.00 $0.00 $0.00 $0.00 $1,400,000.00 $1,400,000.00
Sewer Line Extensions / Adjustments $0.00 $0.00 $0.00 $0.00 $787,000.00 $787,000.00
Wastewater Division SCADA Master Plan $0.00 $0.00 $100,000.00 $0.00 $0.00 $100,000.00
WRRF Facility Plan Update $0.00 $0.00 $625,000.00 $0.00 $0.00 $625,000.00
WRRF Odor Control $0.00 $0.00 $0.00 $0.00 $600,000.00 $600,000.00
Total $82,800.87 $1,845.00 $1,345,582.00 $0.00 $13,687,000.00 $15,117,227.87
2029 Backup Generator Modifications $0.00 $0.00 $0.00 $0.00 $100,000.00 $100,000.00
Critical WRRF Equipment $0.00 $0.00 $42,000.00 $0.00 $0.00 $42,000.00
Digester #5 - Cleaning $0.00 $0.00 $125,000.00 $0.00 $0.00 $125,000.00
Equip. Replace.-WRRF-CCTV Cable $0.00 $0.00 $10,000.00 $0.00 $0.00 $10,000.00
Equip. Replace.-WRRF-Computers $0.00 $0.00 $29,400.00 $0.00 $0.00 $29,400.00
Equip. Replace.-WRRF-Wireless Router $0.00 $0.00 $2,800.00 $0.00 $0.00 $2,800.00
McDermott Road Trunk Sewer Project $0.00 $0.00 $0.00 $0.00 $7,300,000.00 $7,300,000.00
Oaks Lift Station Upgrade $0.00 $0.00 $0.00 $0.00 $1,500,000.00 $1,500,000.00
Replacement-WRRF-Flare $0.00 $0.00 $0.00 $0.00 $150,000.00 $150,000.00
Replacement-WRRF-Plant Drain $0.00 $0.00 $0.00 $0.00 $100,000.00 $100,000.00
Replacement-WRRF-Primary 3/4 Pumps & Bldg.$0.00 $0.00 $0.00 $0.00 $800,000.00 $800,000.00
Replacement-WRRF-SCADA $0.00 $0.00 $120,000.00 $0.00 $0.00 $120,000.00
Replacement-WRRF-Secondary 4/5 Valve $0.00 $0.00 $150,000.00 $0.00 $0.00 $150,000.00
Replacement-WRRF-Sewer Main(s)$0.00 $0.00 $0.00 $0.00 $1,850,000.00 $1,850,000.00
Comprehensive Financial Plan (Long-Term Plan)
56 Proposed Budget | Fiscal Year 2025
FINANCIAL STRUCTURE, POLICY AND PROCESS
Fund
FY request Title Personnel
On Going
Operating
One Time
Operating Transfers Capital Total
Sewer Line Extensions / Adjustments $0.00 $0.00 $0.00 $0.00 $325,000.00 $325,000.00
Tertiary Filter Expansion $0.00 $0.00 $0.00 $0.00 $1,000,000.00 $1,000,000.00
Vehicle Replace.-WRRF-2005 Front-end Loader $0.00 $0.00 $0.00 $0.00 $200,000.00 $200,000.00
Total $0.00 $0.00 $479,200.00 $0.00 $13,325,000.00 $13,804,200.00
2030 Critical WRRF Equipment $0.00 $0.00 $42,000.00 $0.00 $0.00 $42,000.00
DAFT #3 $0.00 $0.00 $0.00 $0.00 $250,000.00 $250,000.00
Digester #6 - Cleaning $0.00 $0.00 $125,000.00 $0.00 $0.00 $125,000.00
Equip. Replace.-WRRF-Computers $0.00 $0.00 $29,700.00 $0.00 $0.00 $29,700.00
Equip. Replace.-WW-Hydrocleaner Hose $0.00 $0.00 $10,000.00 $0.00 $0.00 $10,000.00
Manhole Survey $0.00 $0.00 $25,000.00 $0.00 $0.00 $25,000.00
McDermott Road Trunk Sewer Project $0.00 $0.00 $0.00 $0.00 $5,300,000.00 $5,300,000.00
Oaks Lift Station Upgrade $0.00 $0.00 $0.00 $0.00 $6,000,000.00 $6,000,000.00
Replacement-WRRF-Biofilter Media $0.00 $0.00 $0.00 $0.00 $500,000.00 $500,000.00
Replacement-WRRF-Plant Drain $0.00 $0.00 $0.00 $0.00 $600,000.00 $600,000.00
Replacement-WRRF-SCADA $0.00 $0.00 $120,000.00 $0.00 $0.00 $120,000.00
Replacement-WRRF-Sewer Main(s)$0.00 $0.00 $0.00 $0.00 $1,385,000.00 $1,385,000.00
S. McDermott Lift Station (Victory)$0.00 $0.00 $0.00 $0.00 $400,000.00 $400,000.00
Sewer Line Extensions / Adjustments $0.00 $0.00 $0.00 $0.00 $325,000.00 $325,000.00
Vehicle Replace.-WRRF-2009 Camel Intl.
Hydrocl.$0.00 $0.00 $0.00 $0.00 $650,000.00 $650,000.00
Total $0.00 $0.00 $351,700.00 $0.00 $15,410,000.00 $15,761,700.00
Total $254,177.87 $1,005,935.00 $3,535,346.00 $0.00 $77,882,000.00 $82,677,458.87
Utility Billing Department
2026 Equip. Replace.-MUBS-Computers $0.00 $0.00 $8,400.00 $0.00 $0.00 $8,400.00
Total $0.00 $0.00 $8,400.00 $0.00 $0.00 $8,400.00
2027 Utility Billing Account Clerk $66,256.00 $1,335.00 $7,950.00 $0.00 $0.00 $75,541.00
Total $66,256.00 $1,335.00 $7,950.00 $0.00 $0.00 $75,541.00
2028 Equip. Replace.-MUBS-Computers $0.00 $0.00 $3,600.00 $0.00 $0.00 $3,600.00
Total $0.00 $0.00 $3,600.00 $0.00 $0.00 $3,600.00
2030 Equip. Replace.-MUBS-Computers $0.00 $0.00 $1,800.00 $0.00 $0.00 $1,800.00
Total $0.00 $0.00 $1,800.00 $0.00 $0.00 $1,800.00
Total $66,256.00 $1,335.00 $21,750.00 $0.00 $0.00 $89,341.00
ToTAL $11,572,333.66 $2,194,440.69 $17,999,664.80 $0.00 $240,700,084.00 $272,466,523.15
Proposed Budget | Fiscal Year 2025 57
FINANCIAL STRUCTURE, POLICY AND PROCESS
Fund Balance report
Enterprise Fund Balance Allocations
Assigned Unassigned Assigned Reserves
9/30/2019 9/30/2020 9/30/2021 9/30/2022 9/30/2023
0
15M
30M
45M
60M
75M
90M
105M
120M
135M
General Fund Balance Allocations
Nonspendable Restricted Committed Assigned Assigned Reserves Unassigned
9/30/2019 9/30/2020 9/30/2021 9/30/2022 9/30/2023
0
20M
40M
60M
80M
100M
120M
City debt schedule
58 Proposed Budget | Fiscal Year 2025
FINANCIAL STRUCTURE, POLICY AND PROCESS
The City currently has zero debt to report.
ProPosed BUdGeT
CITY oF MerIdIAN
FINANCIAL
sUMMArIes
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BUDGET SUMMARYTOTAL CITY
Total City revenues
62 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Revenues
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
30M
60M
90M
120M
150M
180M
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenues
Assessment Revenue $ 14,382,397 $ 16,766,328 $ (2,383,931) (14.2)%$ 18,704,661 $ 17,351,459
Charges for Services 4,930,889 6,183,683 (1,252,794) (20.3)% 7,543,241 8,532,985
Donations - 678,500 (678,500) (100.0)% 303,346 41,123
Engineering Fees 180,066 215,000 (34,934) (16.2)% 296,699 644,912
Fines and Forfeitures 500,984 486,257 14,727 3.0% 637,351 559,564
Franchise Fees 2,724,776 2,010,687 714,089 35.5% 2,447,941 1,953,305
Garbage Admin Fee 1,414,850 1,278,771 136,079 10.6% 1,356,780 1,227,816
Impact Fees 12,005,888 13,602,039 (1,596,151) (11.7)% 9,633,342 6,417,583
Interest Revenues 5,866,404 3,015,000 2,851,404 94.6% 7,839,210 1,957,620
Intergovernmental 21,028,515 36,709,212 (15,680,697) (42.7)% 18,592,806 16,542,921
Licenses & Permits 8,623,908 11,059,677 (2,435,769) (22.0)% 11,385,356 12,136,478
Miscellaneous Revenues - - - -% 826,899 (5,848,364)
Taxes 50,560,651 47,639,055 2,921,596 6.1% 45,983,863 42,908,333
Utility Sales Revenue 31,765,506 30,461,744 1,303,762 4.3% 30,155,603 28,694,059
Sale of Meters 501,279 580,453 (79,174) (13.6)% 626,592 738,006
Total Revenues $ 154,486,113 $ 170,686,406 $ (16,200,293) (9.5)%$ 156,333,690 $ 133,857,800
Proposed Budget | Fiscal Year 2025 63
FINANCIAL sUMMArIes
Total City e xpenditures
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
50M
100M
150M
200M
250M
300M
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Expenditures
Personnel $ 88,880,278 $ 83,271,467 $ 5,608,811 6.7%$ 69,157,104 $ 59,399,318
Operating 36,029,568 51,603,146 (15,573,578) (30.2)% 31,988,321 27,871,089
Capital 54,452,510 103,427,025 (48,974,515) (47.4)% 50,402,410 31,746,519
Total Expenditures 179,362,356 238,301,638 (58,939,282) (24.7)% 151,547,835 119,016,926
Expenditures including Transfers $ 179,362,356 $ 238,301,638 $ (58,939,282) (24.7)%$ 151,547,835 $ 119,016,926
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BUDGET SUMMARYGENERAL FUND
General Fund Budget
66 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The General Fund is the general operating fund of the City primarily funded by Property Taxes to provide such
services as Public Safety, Parks and Recreation, Community Development, and General Administration services.
objectives:
9 Meridian will responsibly promote growth that enhances its long-term comprehensive vision and prioritizes
infill development. City will encourage affordable, diverse housing options and high quality communities.
9 Maintain interactive community engagement with effective outreach efforts.
9 Meridian will maintain its status as one of the safest communities in the West by investing in services and
infrastructure that are essential to public health and safety. City will provide timely services, safe drinking
water, and regulatory compliant wastewater services. City will evaluate the environmental impacts and our
decisions, using data to inform our decision making. City will partner with our health community to ensure
access to quality care for our citizens.
9 To ensure essential processes and operations are clear and efficient; so all staff, systems, and policies align to
provide the maximum department productivity while achieving the highest quality and value.
9 Support technology improvements to enable more remote and efficient service delivery.
9 Provide effective and efficient legal services for the organization.
9 Manage and coordinate with inter-governmental agencies on the proper use of financial Investments.
9 Develop and maintain a diverse and well-trained workforce.
9 Install new streetlights in underserved areas of the City to enhance public safety.
9 Provide strategic communications to promote City programs and services.
9 Leverage technology to reduce the operating costs of the City’s street lights.
9 The mission of the Parks & Recreation department is to enhance our community’s quality of life by providing
innovatively designed parks, connected pathways, and diverse recreational opportunities for all citizens of
Meridian that create lasting memories.
Justification:
The proposed FY2025 General Funds budget was developed and influenced by the City Strategic Plan to meet the
needs of the growing community. Public Safety will be adding new staff to their departments to meet and support
the expansion of residential and nonresidential Development. The Parks system will continue to grow its assets to
reflect the input received from the community.
Proposed Budget | Fiscal Year 2025 67
FINANCIAL sUMMArIes
General Fund Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
25M
50M
75M
100M
125M
150M
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 102,192,750 $ 116,545,290 $ (14,352,540) (12.3)%$ 98,119,110 $ 84,866,424
Expenditures
Personnel 73,879,979 69,189,096 4,690,883 6.8% 56,946,197 48,716,759
Operating 24,994,597 40,123,243 (15,128,646) (37.7)% 22,071,901 19,309,067
Capital 4,972,510 23,283,099 (18,310,589) (78.6)% 31,063,972 16,869,218
Total Expenditures 103,847,086 132,595,438 (28,748,352) (21.7)% 110,082,070 84,895,044
Transfers (4,365,736) (4,330,618) (35,118) 0.8% (3,369,331) (2,974,274)
Total Expenditures
including Transfers 99,481,350 128,264,820 (28,783,470) (22.4)% 106,712,739 81,920,770
Net Income (Loss)$ 2,711,400 $ (11,719,530)$ 14,430,930 123.1%$ (8,593,629)$ 2,945,654
Personnel
Full-Time 488.00 482.00
Part-Time 1.50 1.50
Elected Officials 6.00 6.00
Total Personnel 495.50 489.50
General Fund Budget requests
68 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
Budget Replacement Request Title
Budget
Amount
Equip. Replace.-City Hall-Computers $ 2,800
Equip. Replace.-CityHall-Security Cameras 9,000
Equip. Replace.-Clerks-Computers 2,200
Equip. Replace.-HR-Computers 1,200
Equip. Replace.-IT-Computers 11,400
Equip. Replace.-IT-Firewall (DR) 30,000
Equip. Replace.-IT-Office / Email - MS 365 Suite 220,000
Equip. Replace.-IT-VPN Appliance 13,500
Equip. Replace.-IT-Windows/SQL/RDS Server 100,000
Replacement-City Hall-Paint and Concrete 66,496
Equip. Replace.-Building-Computers 7,500
Equip. Replace.-Building-Wireless Router 11,200
Equip. Replace.-EconDev-Computers 1,800
Equip. Replace.-Police-Armor Vests 86,865
Equip. Replace.-Police-Canine (3) 39,900
Equip. Replace.-Police-Computers 80,500
Equip. Replace.-Police-Drone 5,000
Equip. Replace.-Police-Mountain Bikes 30,000
Equip. Replace.-Police-Wireless Router 22,400
Replacement-Police-Carpet and Paint at Admin Bldg 125,000
Replacement-Police-Monument Signs 50,000
Replacement-Police-Roof Design for Admin Bldg 823,509
Vehicle Replace.-Police-Fleet Vehicles 183,720
Equip. Replace.-Fire-Computers 30,300
Equip. Replace.-Fire-Radios 912,104
Equip. Replace.-Fire-Wireless Router 2,800
Equip. Replace.-Parks-Computers 10,800
Park Facility Life Cycle Replacements 823,540
Vehicle & Equipment Replacements 364,000
Total Budget Replacement Requests $ 4,067,534
Budget Change Request Title Revenue Personnel Operating Capital
Net Rev-Cost
Budget
Amount
City Council Newsletters $ -$ -$ 17,010 $ -$ 17,010
Accela SaaS Migration - - 175,000 - 175,000
Communications Infrastructure Extensions - - - 640,000 640,000
GIS Architecture Design - - 30,000 - 30,000
Personnel Reclassification - IT Department - 26,357 - - 26,357
Deputy Attorney - Police - 142,387 1,425 - 143,812
9 Mile Creek Restoration Project (1,500,000) - 1,500,000 - -
Public Art Master Plan - - 30,000 - 30,000
Transportation Projects - - 500,000 - 500,000
Youth Performing Arts Projects - - 7,000 - 7,000
City Hall-Fire Dept-Tenant Improvement - - - 250,000 250,000
City Hall-HR Dept-Tenant Improvement - - 66,000 - 66,000
Proposed Budget | Fiscal Year 2025 69
FINANCIAL sUMMArIes
General Fund Budget requests
Budget Change Request Title Revenue Personnel Operating Capital
Net Rev-Cost
Budget
Amount
City Hall-IT Dept-Tenant Improvement - - - 250,000 250,000
City Hall-Mayor’s Office-Tenant Improvement - - - 250,000 250,000
Street Light Fixture Upgrade to LED - - 260,000 - 260,000
Street Lights - Supplemental Projects - - 63,250 - 63,250
Police Officers (2) with Vehicle (1) - 233,622 53,240 96,440 383,302
Police Detective with Vehicle - 131,124 69,586 - 200,710
Support Services Commander and Vehicle - 164,443 47,171 - 211,614
Mechanic II - - 10 - 10
Operator III - - 20 - 20
Personnel Reclassification - Comm. Dev. Dept. - 7,178 - - 7,178
Laptop Computers (2) - - 4,000 - 4,000
Personnel Reclassification - Police Department - 27,723 - - 27,723
Pool Car - - 38,000 - 38,000
Traffic Reconstruction Equipment - - 11,500 - 11,500
Whelen Cloud Software for Patrol vehicles - - 12,240 - 12,240
Fire Department Wage Adjustment - 39,442 - - 39,442
Fire Station Capital Improvement Plan - - 250,000 - 250,000
Mobile Air Unit - Up Fit - - 90,000 - 90,000
Personnel Reclassification - Fire Department - 78,081 - - 78,081
Video Laryngoscope - - 39,000 - 39,000
Personnel Reclassification - Parks Department - 62,065 - - 62,065
Fuller Park Sidewalk Connection - - 85,000 - 85,000
MPR Maintenance Equipment & Vehicle Purchases - - 117,690 - 117,690
Roundabout Landscaping - Locust Grove/Victory - - 3,000 42,000 45,000
Shade Structure in Existing Parks - - - 80,000 80,000
Community Center - Construction - - - 750,000 750,000
Greenup of Donated Land at Hillsdale Park - - - 175,000 175,000
Pathway Connections - 1,500 4,275 658,000 663,775
Lakeview Golf Course Improvements - - - 805,230 805,230
Total Budget Change Requests $ (1,500,000)$ 913,922 $ 3,474,417 $ 3,996,670 $ 6,885,009
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ADMINISTRATION DEPARTMENTS
City Council
City Clerk
Mayor’s Office
Mayor’s Youth Advisory Council
Finance Department
Information Technology Department
Legal Department
Human Resource Department
Other Government
Communications Division
Capital Projects
City Hall
Streetlights
Administration departments Budget
72 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Administration Departments for the City provide general administration services such as Legal, Human
Resources, Accounting, and Technology support to all activities and programs throughout the City. The Council
provides the legislative branch services to the City along with the public access via weekly public hearings.
objectives:
9 Meridian will responsibly promote growth that enhances its long-term comprehensive vision and prioritizes
infill development. City will encourage affordable, diverse housing options and high quality communities.
9 Maintain interactive community engagement with effective outreach efforts.
9 Meridian will maintain its status as one of the safest communities in the West by investing in services and
infrastructure that are essential to public health and safety. City will provide timely services, safe drinking
water, and regulatory compliant wastewater services. City will evaluate the environmental impacts and our
decisions, using data to inform our decision making. City will partner with our health community to ensure
access to quality care for our citizens.
9 To ensure essential processes and operations are clear and efficient; so all staff, systems, and policies align to
provide the maximum department productivity while achieving the highest quality and value.
9 Support technology improvements to enable more remote and efficient service delivery.
9 Provide effective and efficient legal services for the organization.
9 Install new streetlights in underserved areas of the City to enhance public safety.
9 Manage and coordinate with inter-governmental agencies on the proper use of financial Investments.
9 Develop and maintain a diverse and well-trained workforce.
9 Provide strategic communications to promote City programs and services.
9 Leverage technology to reduce the operating costs of the City’s street lights.
Justification:
The proposed FY2025 Administration Departments budget was developed to meet the needs of the growing
community and growing Public Safety needs. The budget requests range from new Streetlights in needed areas of
the City to technology improvements to protect the City and its citizens. Included in the proposed FY2025 budget
will contain software upgrades to improve the efficiency of the City over the long-term and community money
allocated towards Traffic and Housing needs.
Proposed Budget | Fiscal Year 2025 73
FINANCIAL sUMMArIes
Administration departments Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
6M
12M
18M
24M
30M
36M
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 72,944,997 $ 82,881,822 $ (9,936,825) (12.0)%$ 68,423,546 $ 58,593,889
Expenditures
Personnel 8,639,589 7,899,657 739,932 9.4% 6,932,369 6,193,236
Operating 7,271,443 22,305,428 (15,033,985) (67.4)% 6,124,897 3,809,088
Capital 1,390,000 2,161,624 (771,624) (35.7)% 237,494 119,415
Total Expenditures 17,301,032 32,366,709 (15,065,677) (46.5)% 13,294,760 10,121,739
Transfers (4,733,487) (4,550,937) (182,550) 4.0% (7,328,466) (6,481,406)
Total Expenditures
including Transfers 12,567,545 27,815,772 (15,248,227) (54.8)% 5,966,294 3,640,333
Net Income (Loss)$ 60,377,452 $ 55,066,050 $ 5,311,402 9.6%$ 62,457,252 $ 54,953,556
Personnel
Full-Time 64.00 62.00
Part-Time 0.50 0.50
Elected Officials 6.00 6.00
Total Personnel 70.50 68.50
Administration departments Budget requests
74 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
Budget Replacement Request Title
Budget
Amount
Equip. Replace.-City Hall-Computers $ 2,800
Equip. Replace.-CityHall-Security Cameras 9,000
Equip. Replace.-Clerks-Computers 2,200
Equip. Replace.-HR-Computers 1,200
Equip. Replace.-IT-Computers 11,400
Equip. Replace.-IT-Firewall (DR) 30,000
Equip. Replace.-IT-Office / Email - MS 365 Suite 220,000
Equip. Replace.-IT-VPN Appliance 13,500
Equip. Replace.-IT-Windows/SQL/RDS Server 100,000
Replacement-City Hall-Paint and Concrete 66,496
Total Budget Replacement Requests $ 456,596
Budget Change Request Title Personnel Operating Capital
Net Rev-Cost
Budget
Amount
City Council Newsletters $ -$ 17,010 $ -$ 17,010
Accela SaaS Migration - 175,000 - 175,000
Communications Infrastructure Extensions - - 640,000 640,000
GIS Architecture Design - 30,000 - 30,000
Personnel Reclassification - IT Department 26,357 - - 26,357
Deputy Attorney - Police 142,387 1,425 - 143,812
9 Mile Creek Restoration Project - 1,500,000 - 1,500,000
Public Art Master Plan - 30,000 - 30,000
Transportation Projects - 500,000 - 500,000
Youth Performing Arts Projects - 7,000 - 7,000
City Hall-Fire Dept-Tenant Improvement - - 250,000 250,000
City Hall-HR Dept-Tenant Improvement - 66,000 - 66,000
City Hall-IT Dept-Tenant Improvement - - 250,000 250,000
City Hall-Mayor’s Office-Tenant Improvement - - 250,000 250,000
Street Light Fixture Upgrade to LED - 260,000 - 260,000
Street Lights - Supplemental Projects - 63,250 - 63,250
Police Officers (2) with Vehicle (1) - 20 - 20
Police Detective with Vehicle - 10 - 10
Support Services Commander and Vehicle - 10 - 10
Mechanic II - 10 - 10
Operator III - 20 - 20
Total Budget Change Requests $ 168,744 $ 2,649,755 $ 1,390,000 $ 4,208,499
Proposed Budget | Fiscal Year 2025 75
FINANCIAL sUMMArIes
City Council Budget
The City of Meridian operates under a strong mayor form of government. Under the strong mayor model, the
elected members of the City Council are the legislative and policy-making branch of the local government. They
are responsible for the passing of ordinances (laws), resolutions, annual budgets, and overseeing work done for
the City according to the responsibilities of the committees which they serve on.
The City Council is comprised of six elected members and each serves a four-year term.
objectives:
9 Plan and provide for the efficient and effective use of tax dollars utilizing an open and transparent budgeting
process to set fiscally responsible annual budgets.
9 Ensure sound legislative practice through the adoption of ordinances and resolutions that promote open,
transparent and approachable government, and fiscal accountability to the citizens of Meridian.
9 Develop policies that encourage premier public safety, utility services, parks, and support services through
investment in employees and shared partnership agency relationships.
City Council Budget
76 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
50k
100k
150k
200k
250k
300k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Expenditures
Personnel $ 240,372 $ 240,348 $ 24 -%$ 201,485 $ 201,583
Operating 42,153 23,670 18,483 78.1% 12,049 9,827
Total Expenditures 282,525 264,018 18,507 7.0% 213,534 211,410
Total Expenditures
including Transfers 282,525 264,018 18,507 7.0% 213,534 211,410
Net Income (Loss)$ (282,525)$ (264,018)$ (18,507) (7.0)%$ (213,534)$ (211,410)
Personnel
Full-Time 0.00 0.00
Part-Time 0.00 0.00
Intern 0.00 0.00
Elected Officials 6.00 6.00
Total Personnel 6.00 6.00
City Council Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 77
Budget Request Title:City Council Newsletters
Narrative:Council has requested production of newsletters for each District of the City. This request is
a placeholder for FY25 discussion related to ongoing costs and needs associated with this
newsletter production. Request reflects costs for production of one newsletter per District,
per year based on quotes and estimates of work/prints.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses 17,010
Total Capital Outlay -
Total Budget Request $ 17,010
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?Yes
City Clerk Budget
78 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The City Clerk’s Office serves as the connection between the public and the elected officials of the City of Meridian.
As the custodian of all public records, the City Clerk manages city records in accordance with state statute. The
City Clerk responds to public records requests, and helps citizens and other interested parties locate records and
information as requested. The City Clerk’s Office issues special event permits, including large scale events, alcohol
catering, and fireworks, as well as the following licenses: Mobile Sales Units, Alcohol, Dog, Vehicle Immobilization,
Pawnbroker and Precious Metal Dealer.
The City Clerk manages legal noticing and publishing on behalf of the City including meeting agendas and minutes,
public hearing notices, and other notices as required by state, federal or local law. The Robert D. Corrie Community
Conference Room is managed by the Clerk’s Office, scheduling the room for many local agencies including Ada
County Elections and neighborhood HOAs.
The City Clerk is the custodian of the city seal, and signs and attests to contracts on behalf of the city. Additionally,
City Code is maintained by the office, as well as all ordinances adopted by the city. As part of that responsibility,
the City Clerk also receives legal documents filed with the city, as well as tort claims filed against the city. The City
Clerk is the manager of City Elections in conjunction with the Ada County Clerk.
The City Clerk’s Office is also the only Passport Acceptance Facility in the City of Meridian.
objectives:
9 Maintain accurate records of all public meetings of the city, including City Council, City Commissions, and
other public meetings held on behalf of the city.
9 Increase transparency by increasing the types of public records available via the city’s records repository.
9 Streamline permit and license application process to allow customers to submit applications at any time
online, as well as be able to issue permits and licenses electronically – eliminating the need for the customer
to be physically present at City Hall during operating hours.
9 Respond to public records requests accurately and quickly, exceeding the requirements as outlined in Idaho
Code.
Proposed Budget | Fiscal Year 2025 79
FINANCIAL sUMMArIes
City Clerk Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
150k
300k
450k
600k
750k
900k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 203,651 $ 194,491 $ 9,160 4.7%$ 195,862 $ 188,120
Expenditures
Personnel 653,932 623,502 30,430 4.9% 553,690 501,931
Operating 81,826 81,220 606 0.7% 92,625 87,194
Total Expenditures 735,758 704,722 31,036 4.4% 646,315 589,125
Transfers (73,576) (106,268) 32,692 (30.8)% (96,947) (88,360)
Total Expenditures including Transfers 662,182 598,454 63,728 10.6% 549,368 500,765
Net Income (Loss)$ (458,531)$ (403,963)$ (54,568) (13.5)%$ (353,506)$ (312,645)
Personnel
Full-Time 7.00 7.00
Total Personnel 7.00 7.00
Mayor’s Office Budget
80 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The City of Meridian operates under a strong mayor form of government, which means the Mayor is the chief
administrative official of the city. The Mayor presides over City Council meetings; is responsible for all city
departments and affairs in the city; preserves order and ensures that all ordinances and policies of the city, as well
as related governing state law provisions are complied with; and develops the annual budget and overall vision for
Meridian, and executes those approved by the City Council.
The Mayor and their staff provide organizational management, strategic direction and support to city departments.
The mayor and staff also engage the community, civic partners, and City Council; and respond to concerns raised
by citizens and customers to ensure the continued efficient and effective delivery of services. City elections for
a mayor are held every four years.
objectives:
9 Preside over and determine the order of business subject to rules as the Council may prescribe, all City Council
meetings to ensure effective, open, and transparent conduct of city business.
9 Sign for, on behalf of the city, all contracts, agreements, documents and other papers that the city is party to,
and require that the conditions therein are faithfully performed.
9 Provide strategic direction, management oversight and support for all city departments and their officers to
ensure the effective delivery of city services and execution of all adopted policies.
9 Develop and recommend annual budgets of all departments to the Council for their consideration and approval,
and execute adopted budgets through management oversight of all departments.
9 Examine and investigate grounds of all complaints against the city to determine the existence of a violation or
neglect of duty and report any evidence thereof to the Council.
Proposed Budget | Fiscal Year 2025 81
FINANCIAL sUMMArIes
Mayor’s Office Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
150k
300k
450k
600k
750k
900k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ -$ -$ - -%$ 6,650 $ 7,000
Expenditures
Personnel 675,949 630,886 45,063 7.1% 597,985 476,700
Operating 21,342 39,273 (17,931) (45.7)% 31,148 25,297
Total Expenditures 697,291 670,159 27,132 4.0% 629,133 501,997
Transfers (101,392) (100,025) (1,367) 1.4% (65,265) (49,615)
Total Expenditures including Transfers 595,899 570,134 25,765 4.5% 563,868 452,382
Net Income (Loss)$ (595,899)$ (570,134)$ (25,765) (4.5)%$ (557,218)$ (445,382)
Personnel
Full-Time 5.00 5.00
Total Personnel 5.00 5.00
Mayor’s Youth Advisory Council Budget
82 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Mayor’s Youth Advisory Council (MYAC) develops youth member’s leadership skills, and promotes application
of these learned skills through participation and engagement in community events and government processes.
Through voluntary efforts, MYAC provides leadership development instruction to members and helps structure
and provide community service-based and government volunteer opportunities, partnering with local groups and
entities for volunteer efforts to help youth members develop and practice life skills.
objectives:
9 Equip youth members with professional leadership skills that are transferable into higher education and future
professional efforts.
9 Create awareness for youth of state and local government processes through interaction of youth at these
levels of government.
9 Engage youth to help community groups in need and provide youth exposure to community volunteer process.
Proposed Budget | Fiscal Year 2025 83
FINANCIAL sUMMArIes
Mayor’s Youth Advisory Council Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
2.5k
5k
7.5k
10k
12.5k
15k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ -$ -$ - -%$ 4,150 $ 13,160
Expenditures
Operating 12,147 12,645 (498) (3.9)% 3,695 6,253
Total Expenditures 12,147 12,645 (498) (3.9)% 3,695 6,253
Total Expenditures
including Transfers 12,147 12,645 (498) (3.9)% 3,695 6,253
Net Income (Loss)$ (12,147)$ (12,645)$ 498 3.9%$ 455 $ 6,907
Finance department Budget
84 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Finance Department provides guidance and support to all City of Meridian departments in regards to
Accounting, Procurement, Contract Management, Financial Reporting, Financial Audits, Treasury, and Budgeting.
The Finance Department oversees all financial functions of the City, the integrity of the City’s financial records, and
ensures that public dollars are spent according to the approved budget. Finance staff assists other departments in
budgeting and financial reporting, financial planning and analysis of projects, purchasing and bidding regulations,
complying with grant requirements, and financing capital projects. The Finance Department is also responsible
for timely and accurate payments to vendors for goods and services along with assuring City employees are paid
accurately and timely.
The Finance Department maintains the City accounting system in accordance with generally accepted accounting
principles to meet the demands of the annual financial audit.
The Finance Department prepares reports on the financial condition of the City and informs the Mayor and
City Council of any financial concerns. The Finance Staff coordinates the annual audit function with an outside
third-party firm.
objectives:
9 To ensure essential processes and operations are clear and efficient; so all staff, systems, and policies align to
provide the maximum department productivity while achieving the highest quality and value.
9 To develop and foster a positive environment promoting trust, support, diversity, empathy, empowerment,
nurturing, fun, and clear communications. Shape a culture of efficiency both within and beyond the Finance
department in which people collaborate on new ideas, methods and processes to increase productivity,
improve accuracy, and improve customer satisfaction.
9 To lead the City’s efforts towards financial sustainability, integrity, transparency, responsibility, compliance,
and accountability.
9 To manage financial business activities of the City through innovative methods and best practices.
9 Provide a structure within the Finance department that supports and cultivates our people through professional
and personal development, recognizes and rewards the contributions made towards achieving the mission of
the department and the vision of the City, and offers opportunities that position our people, as well as the
department, for success.
Proposed Budget | Fiscal Year 2025 85
FINANCIAL sUMMArIes
Finance department Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
400k
800k
1,200k
1,600k
2,000k
2,400k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ -$ -$ - -%$ 2,059 $ -
Expenditures
Personnel 1,625,315 1,523,887 101,428 6.7% 1,297,697 1,147,365
Operating 258,790 295,077 (36,287) (12.3)% 318,650 227,315
Capital - - - -% - 12,755
Total Expenditures 1,884,105 1,818,964 65,141 3.6% 1,616,347 1,387,435
Transfers (904,370) (856,002) (48,368) 5.7% (743,520) (631,963)
Total Expenditures
including Transfers 979,735 962,962 16,773 1.7% 872,827 755,472
Net Income (Loss)$ (979,735)$ (962,962)$ (16,773) (1.7)%$ (870,768)$ (755,472)
Personnel
Full-Time 12.00 12.00
Total Personnel 12.00 12.00
Information Technology department Budget
86 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Information Technology Department is responsible for developing city-wide strategies that align the Mayor
and City Council’s strategic focus areas with appropriate technology to reduce the cost of government, create
efficiencies for employees, enhance services to our citizens, and make government services more accessible in
today’s connected world. This is done by ensuring our investment in technology and resources is collaborative,
reflects the City’s CARE values, and is operationally sustainable today and into the future.
objectives:
9 Deliver and support outstanding technology solutions.
9 Maintain robust connectivity and information systems.
9 Deliver excellent customer service.
9 Be a business partner and innovator.
9 Protect data and information systems against risk.
9 Establish strong IT Governance.
Proposed Budget | Fiscal Year 2025 87
FINANCIAL sUMMArIes
Information Technology department Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
800k
1,600k
2,400k
3,200k
4,000k
4,800k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ -$ -$ - -%$ 4,494 $ -
Expenditures
Personnel 2,497,485 2,358,411 139,074 5.9% 1,997,762 1,789,275
Operating 1,268,502 816,590 451,912 55.3% 778,958 586,973
Capital 640,000 559,436 80,564 14.4% 141,494 29,297
Total Expenditures 4,405,987 3,734,437 671,550 18.0% 2,918,214 2,405,545
Transfers (1,732,354) (1,658,171) (74,183) 4.5% (1,341,000) (1,097,002)
Total Expenditures
including Transfers 2,673,633 2,076,266 597,367 28.8% 1,577,214 1,308,543
Net Income (Loss)$ (2,673,633)$ (2,076,266)$ (597,367) (28.8)%$ (1,572,720)$ (1,308,543)
Personnel
Full-Time 19.00 19.00
Total Personnel 19.00 19.00
Information Technology department Budget request detail
FINANCIAL sUMMArIes
88 Proposed Budget | Fiscal Year 2025
Budget Request Title:Accela saas Migration
Narrative:Accela will only be supporting their SaaS offering moving forward, the City needs to move
to this platform to continue using their product for all permitting, inspection, and land
development needs.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses 175,000
Total Capital Outlay -
Total Budget Request $ 175,000
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?Yes
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Proposed Budget | Fiscal Year 2025 89
FINANCIAL sUMMArIes
Information Technology department Budget
Budget Request Title:Communications Infrastructure extensions
Narrative:This budget request is for the design, construction, and installation of communication
infrastructure to continue expansion and improvement of the City’s communication
infrastructure. This includes the installation of conduit, fiber, equipment, and other associated
labor. These efforts may be collaborative with ACHD and Public Works construction projects
if possible to reduce costs and minimize disruption.
Locust Grove - Pine to Lanark
Eagle/Victory/FS4 - Tie Fatbeam conduit to ACHD conduit
Meridian Pool fiber connectivity
Settlers park - from PW fiber near water - wifi etc
Linder FS5 to Chinden
WRRF - tie to new north/south conduit
Tenmile - McMillan to Chinden
Chinden - Long Lake to Linder
ACHD Project funds
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses -
Total Capital Outlay 640,000
Total Budget Request $ 640,000
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?Yes
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?Yes
Information Technology department Budget request detail
FINANCIAL sUMMArIes
90 Proposed Budget | Fiscal Year 2025
Budget Request Title:GIs Architecture design
Narrative:All GIS servers are scheduled to be rebuilt with IT’s upcoming server replacement plan.
With this in mind, we would like to take this opportunity to rebuild our Enterprise GIS System
Architecture with the latest industry standards and practices. Our current system was
designed around 2010 with various modifications over the past decade modifications were
necessary to accommodate such needs as web GIS and evolving technology, integrations with
other Enterprise systems, and the increased demands of a growing city. Considering we are
an Esri-centric organization, we would like to take this opportunity to use Esri’s Professional
Services to help us implement the latest best practices in Enterprise GIS systems for our new
servers. By using Esri Professional Services to review our current GIS Architecture and then
plan and implement our upgrade with their experts, city staff will be able to focus on a quick
strategic implementation and roll-out rather than spending time repairing and troubleshooting
former technology that doesnt meet current industry standards.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses 30,000
Total Capital Outlay -
Total Budget Request $ 30,000
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Information Technology department Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 91
Budget Request Title:Personnel Reclassification - IT Department
Narrative:This request will address employee / position reclassifications for the fiscal year 2025. A
reclassification occurs when duties and responsibilities change substantially in the degree
of difficulty, level of accountability, and /or qualification requirements. Per the Annual
Budget Development Calendar Human Resources receives requested for a review of general
employee positions and applies the City’s Salary Administration Guideline to establish proper
salary placement in the new range.
This addresses 2 Information Technology employees.
Budget Amount
Total Revenue $ -
Total Personnel Costs 26,357
Total Operating Expenses -
Total Capital Outlay -
Total Budget Request $ 26,357
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Legal department Budget
92 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Legal Department provides in-house legal services to the City of Meridian. The City Attorney also serves as the
City’s Risk Manager and has leadership responsibility for the Risk Management program. Attorneys in the Legal
Department work on a wide range of topics, such as code enforcement issues, contracts, land use regulation,
personnel issues, procurement, public records, public works issues, real estate transactions, and matters related
to economic development. The City Attorney serves as legal advisor to the City Council, City Mayor, City boards
and commissions, and to City staff on certain issues related to City business. This Department helps conduct City
business and reduces risk of loss caused by legal issues. It pursues or defends civil litigation, prepares and reviews
Council agenda items, contracts, and interagency agreements; assesses compliance with statutes, regulations,
and rules; recommends and drafts changes to the Meridian Municipal Code; and advises staff on a variety of City
issues.
objectives:
9 Provide effective and efficient legal services for the organization.
9 Improve the communication and decision-making processes related to legal matters.
9 Reduce the City’s exposure to compliance related issues.
9 Provide advice, counsel and representation to the City in civil cases.
9 Promote and support a safe and healthy workforce.
9 Minimize the City’s exposure to legal costs.
9 Continue involvement with the legal aspects of Human Resources, including leading collective bargaining
efforts.
9 Continue primary responsibility for Risk Management.
9 Prepare ordinances and resolutions on multiple topics.
9 Effectively respond to questions and issues raised by City staff, citizens, and customers.
9 Provide quality service and exceed expectations within the Legal Department.
Proposed Budget | Fiscal Year 2025 93
FINANCIAL sUMMArIes
Legal department Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
200k
400k
600k
800k
1,000k
1,200k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Expenditures
Personnel $ 991,531 $ 792,866 $ 198,665 25.1%$ 799,097 $ 779,940
Operating 74,925 88,939 (14,014) (15.8)% 32,477 62,763
Total Expenditures 1,066,456 881,805 184,651 20.9% 831,574 842,703
Transfers (533,229) (408,033) (125,196) 30.7% (382,524) (369,509)
Total Expenditures
including Transfers 533,227 473,772 59,455 12.5% 449,050 473,194
Net Income (Loss)$ (533,227)$ (473,772)$ (59,455) (12.5)%$ (449,050)$ (473,194)
Personnel
Full-Time 6.00 5.00
Total Personnel 6.00 5.00
Legal department Budget request detail
FINANCIAL sUMMArIes
94 Proposed Budget | Fiscal Year 2025
Budget Request Title:deputy Attorney - Police
Narrative:Based upon growth and workload increases we have a need for an additional Deputy Attorney
focused on Police needs in FY25. Our last Part Time attorney position moved to Full time
during FY15. After our most recent retirements we added on the responsibilities of Police
Advising, Training, and Public Record Requests for the Police Department. This was a
significant caseload addition that was distributed among the existing staff and already full
caseloads. This position will allow the Deputy Attorney to focus more on Police issues and
Training and also to begin the process to create an in-house Prosecution team for the future.
There is a significant amount of time and effort needed to set up the system to transition the
Prosecution team to a in-house unit and this position will be tasked to begin that process with
the Court system and our other partners to effectuate a smooth transition in the future when
the need and funding are available.
Budget Amount
Total Revenue $ -
Total Personnel Costs 142,387
Total Operating Expenses 1,425
Total Capital Outlay -
Total Budget Request $ 143,812
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?No
Is this request for a new activity, program, or service not currently provided by the City?Yes
Proposed Budget | Fiscal Year 2025 95
FINANCIAL sUMMArIes
Human resource department Budget
The Human Resources Department is responsible for all personnel functions of City government including staffing,
selection, compensation, benefits, labor relations and negotiations, employee relations, civil service, training,
policy development and interpretation, and other programs. The Human Resources staff provides support to
departmental staff and consulting services to the organization for human resources’ cross-functional initiatives
and special projects. The staff are responsible for HR data/transactional integrity in support of management
reporting, regulatory reporting, and public information requests along with the management of physical and
imaged personnel records. The Human Resources Department proactively looks to mitigate legal risk for the
organization through legal, policy, compliance, and diversity education.
objectives:
9 Be a resource for our employees, supervisors, managers, leaders and the public. Continue to ensure the City
Compensation Programs are fair and equitable.
9 Assist with departments in accessing personnel needs as the City grows.
9 Demonstrate commitment to exceptional service delivery.
9 Attract, develop and retain a diverse and well-trained workforce.
9 Reduce the City’s exposure to compliance related issues.
Human resource department Budget
96 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
500k
1,000k
1,500k
2,000k
2,500k
3,000k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Expenditures
Personnel $ 941,638 $ 887,941 $ 53,697 6.0%$ 716,976 $ 691,479
Operating 492,239 407,735 84,504 20.7% 268,626 366,021
Capital - 1,448,000 (1,448,000) (100.0)% - -
Total Expenditures 1,433,877 2,743,676 (1,309,799) (47.7)% 985,602 1,057,500
Transfers (572,607) (685,735) 113,128 (16.5)% (449,557) (480,787)
Total Expenditures including Transfers 861,270 2,057,941 (1,196,671) (58.1)% 536,045 576,713
Net Income (Loss)$ (861,270)$ (2,057,941)$ 1,196,671 58.1%$ (536,045)$ (576,713)
Personnel
Full-Time 7.00 7.00
Total Personnel 7.00 7.00
Proposed Budget | Fiscal Year 2025 97
FINANCIAL sUMMArIes
other Government Budget
The Other Government Department represents the shared benefits and costs for city-wide operations.
objectives:
9 Support local agencies with mass-transportation needs for the citizens of Meridian
9 Support local agencies with supporting at risk citizens for mental health and addiction
9 Support statewide organizations for cities and counties for continued improvements to legislative requirements
9 Support Meridian business development and downtown growth
9 Provide opportunities for arts and culture for the citizens of Meridian, including public art, exhibits, events, and
historic preservation.
other Government Budget
98 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
4M
8M
12M
16M
20M
24M
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 72,721,346 $ 82,450,109 $ (9,728,763) (11.8)%$ 68,102,153 $ 58,121,458
Expenditures
Personnel 141,405 133,234 8,171 6.1% 3,009 4,186
Operating 3,367,508 18,138,964 (14,771,456) (81.4)% 3,277,157 939,410
Capital - 105,238 (105,238) (100.0)% 96,000 77,363
Total Expenditures 3,508,913 18,377,436 (14,868,523) (80.9)% 3,376,166 1,020,959
Transfers (35,351) - (35,351) 100.0% (3,647,538) (3,265,311)
Total Expenditures
including Transfers 3,473,562 18,377,436 (14,903,874) (81.1)% (271,372) (2,244,352)
Net Income (Loss)$ 69,247,784 $ 64,072,673 $ 5,175,111 8.1%$ 68,373,525 $ 60,365,810
Personnel
Full-Time 1.00 1.00
Total Personnel 1.00 1.00
other Government Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 99
Budget Request Title:9 Mile Creek restoration Project
Narrative:This is an MDC project/grant application to fund 9-mile Creek Hazard Mitigation. An
application has been filed with the State Office of Emergency Management for consideration
from Federal (FEMA) funding sources. The City is aiding in facilitation of this process with
MDC and IOEM as the active partners. The Grant, if awarded, is a 90/10 percent split between
Federal money and MDC money to complete the project. The City acts as the intermediary in
terms of administration. It is expected that the City will not have any impact in terms of cost
at this time if the Grant is awarded. As of 5/1/24, we are still awaiting the decision from FEMA
on whether the Grant is awarded or not. If the grant is not awarded, MDC has set aside at least
$3 million for this project with potential additional monies in FY25 and FY26. MDC will likely
need to decide whether or not to move forward with their funding by the end of June, 2024.
The City may be requested to assist in any funding gaps in FY26.
Budget Amount
Total Revenue $ (1,500,000)
Total Personnel Costs -
Total Operating Expenses 1,500,000
Total Capital Outlay -
Total Budget Request $ -
Is the request required to meet legal, compliance, or regulatory mandates?Yes
Does the request address a safety concern for employees or citizens?Yes
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
other Government Budget request detail
FINANCIAL sUMMArIes
100 Proposed Budget | Fiscal Year 2025
Budget Request Title:Public Art Master Plan
Narrative:A full master plan update would cost $50,000 and would include the following elements:*
Policy and Procedure Development for the Meridian Art in Public Spaces (MAPS) *
Community Outreach and Stakeholder Engagement* Public Art Site Review and Prioritization*
Updated Statistically Valid Public Survey* Capital Projects Plan for the Next ten YearsWith
a $10,000 budget, we would prioritize the policy and procedure development - criteria for
evaluating art opportunities, standard commissioning process, developing the artist pool,
collection management, roles and responsibilities, and a developers’ guide.With a $20,000
budget, we would add community outreach and stakeholder engagement.With a $50,000
budget, we would do everything as noted above.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses 30,000
Total Capital Outlay -
Total Budget Request $ 30,000
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
other Government Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 101
Budget Request Title:Transportation Projects
Narrative:This request is to fund road and transportation projects focused on improving safety around
the City in partnership with ACHD and ITD, by addressing specific recommendations and
general findings of the Meridian Intersection Pedestrian Task Force (MIPs) report. The
anticipated projects are attached and are listed in order of preference based on criteria
that would first capture non-programmed projects that are part of the City’s IFYWP
list. Projects could include direct projects such as view triangle obstructions, improved
crossing identification/signalization, greater crossing safety elements as well as various
infrastructure studies, pedestrian and bicycle interaction evaluations, over-and underpass
evaluations and sidewalk gap infill projects. Funding request of $500,000 would allow for the
execution of several of the top listed projects as stripping and ped improvements range in the
approximately $40-50K and improved facilities (beacon, ramps, etc.) range in the $200-300K
(based on current costing examples from ACHD).
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses 500,000
Total Capital Outlay -
Total Budget Request $ 500,000
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?Yes
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
other Government Budget request detail
FINANCIAL sUMMArIes
102 Proposed Budget | Fiscal Year 2025
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EŽƌƚŚ >ŝŶĚĞƌͬDĐDŝůůĂŶ • Paint bike ladders on all legs prior to the right turn lanes /&ztWͲEŽŶͲƉƌŽŐƌĂŵŵĞĚ ϯϭ
EŽƌƚŚ ĂŐůĞͬ/Ͳϴϰ;EKŶͲZĂŵƉͿ
• Southbound pathway ends abruptly between on ramps. Perform
ĂƉĞĚĞƐƚƌŝĂŶĐŽƵŶƚƚŽĞǀĂůƵĂƚĞƵƐĂŐĞ͘
• Finish pathway connection and in the interim add warning
ƐŝŐŶĂŐĞ;,ŝŐŚͿ ͊KDW^^
ZĞŐŝŽŶĂů^ĂĨĞƚLJĐƚŝŽŶWůĂŶ;Z^WͿ
EŽƌƚŚ ĂŐůĞͬhƐƚŝĐŬ
• Escalate addition of leading pedestrian interval (High)
• Install pedestrian refuge islands on all legs
• Evaluate relocating or shortening utility boxes on south east and
ŶŽƌƚŚǁĞƐƚĐŽƌŶĞƌƐ ͊KDW^^
ZĞŐŝŽŶĂů^ĂĨĞƚLJĐƚŝŽŶWůĂŶ;Z^WͿ
ŽǁŶƚŽǁŶ DĞƌŝĚŝĂŶͬ&ĂŝƌǀŝĞǁ
• Update the crosswalk painting frequency
• Add bike lane ending signage on westside of Meridian Road
ďĞƚǁĞĞŶĂƌŵĞůĂŶĚ&ĂŝƌǀŝĞǁ
KDW^^
ZĞŐŝŽŶĂů^ĂĨĞƚLJĐƚŝŽŶWůĂŶ;Z^WͿ
^ŽƵƚŚ DĞƌŝĚŝĂŶͬKǀĞƌůĂŶĚ
• Fix the eastbound bike lane gap/narrowing on Overland, Meridian
ƚŽ^ƉƌŝŶŐsĂůůĞLJďLJǁŝĚĞŶŝŶŐƚŽĂƚůĞĂƐƚϱΖĂŶĚƉĂŝŶƚŝŶŐŵĂƌŬŝŶŐƐ
;,ŝŐŚͿ
• Install a transition south of Overland for the southbound bike
ůĂŶĞŽŶDĞƌŝĚŝĂŶŽŶƚŽƚŚĞŵƵůƚŝƵƐĞƉĂƚŚǁĂLJ;,ŝŐŚͿ ͊KDW^^
ZĞŐŝŽŶĂů^ĂĨĞƚLJĐƚŝŽŶWůĂŶ;Z^WͿ
^ŽƵƚŚ dĞŶDŝůĞͬKǀĞƌůĂŶĚ • Update signal timing so light is not green when walk is activated
;,ŝŐŚͿ ͊KDW^^
ZĞŐŝŽŶĂů^ĂĨĞƚLJĐƚŝŽŶWůĂŶ;Z^WͿ
ŽǁŶƚŽǁŶ ϮϭͬϮͬtĂƐŚŝŶŐƚŽŶ • Repaint the crosswalks with high visibility bars
EŽƌƚŚ ϯƌĚͬhƐƚŝĐŬ • Paint new crosswalk on the north leg
^ŽƵƚŚ ϱƚŚͬKǀĞƌůĂŶĚ • Paint the crosswalk on the north leg
ŽǁŶƚŽǁŶ ϴƚŚͬWŝŶĞ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ
ŽǁŶƚŽǁŶ ϴƚŚͬŚĞƌƌLJ • Evaluate the need for directional ramps
EŽƌƚŚ ƌƌŽǁǁŽŽĚͬhƐƚŝĐŬ • Paint new crosswalks on the north and south legs
EŽƌƚŚ ĞŶĐŚŵĂƌŬͬ&ƌĂŶŬůŝŶ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ͖ŐŽŽĚĞdžĂŵƉůĞ
EŽƌƚŚ ůĂĐŬĂƚͬDŽŽŶ>ĂŬĞ • Paint new crosswalks on east and west legs
EŽƌƚŚ ůĂĐŬĂƚͬŚĞƌƌLJ • Paint a bike ladder on the east leg prior to the right turn lane
• Install a transition for the westbound bike lane across Cherry and
ŽŶƚŽƚŚĞŵƵůƚŝƵƐĞƉĂƚŚǁĂLJ
EŽƌƚŚ ůĂĐŬĂƚͬŚŝŶĚĞŶ • Install school zone flashers on Black Cat approach to Pleasant
sŝĞǁ
• Paint new crosswalk on the north leg
• Refresh painted crosswalks on the east and west legs
• Update the crosswalk painting frequency on the east and west
ůĞŐƐƚŽĞŶƐƵƌĞƚŚĞĐƌŽƐƐǁĂůŬŝƐĂůǁĂLJƐǀŝƐŝďůĞŝŶƚŚŝƐŚŝŐŚƚƌĂĨĨŝĐ
ŝŶƚĞƌƐĞĐƚŝŽŶEŽƌƚŚůĂĐŬĂƚͬhƐƚŝĐŬ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ͖ƵŶĚĞƌĚĞƐŝŐŶ
EŽƌƚŚ ŽŝƐĞŽͲŽƉĂƚdŚĞ
sŝůůĂŐĞͬZŝǀĞƌsĂůůĞLJ
• Evaluate for crossing
^ŽƵƚŚ ƌĂŶĚLJΖƐ:ĞǁĞůͬsŝĐƚŽƌLJ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ
EŽƌƚŚ ĞŶƚƌĞƉŽŝŶƚͬhƐƚŝĐŬ • Fill sidewalk gap on southern side of Ustick, east of Centrepoint
EŽƌƚŚ ĂŐůĞͬWŝŶĞ • Paint bike ladders on west leg prior to the right turn lane
^ŽƵƚŚ ĂŐůĞͬ ĂƐLJ:Ğƚ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ
^ŽƵƚŚ ĂŐůĞͬdĂĐŽŶŝĐ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ
^ŽƵƚŚ ĂŐůĞͬdĞŶŵŝůĞ&ĞĞĚĞƌ
WĂƚŚ
EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ
^ŽƵƚŚ ĂŐůĞͬsŝĐƚŽƌLJ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ
EŽƌƚŚ ĂŐůĞͬ/Ͳϴϰ;^KŶͲZĂŵƉͿ • Prioritize connecting the pathways on the east side of Eagle.
WĞĚĞƐƚƌŝĂŶƚƌĂĨĨŝĐĐĂŶŝŶƚĞƌƐĞĐƚǀĞŚŝĐƵůĂƌůĂŶĞƐĂƚƚŚĞĞdžŝƐƚŝŶŐƐŝŐŶĂů
ĂƚƚŚĞĞĂƐƚďŽƵŶĚ/ͲϴϰŽŶƌĂŵƉ͘
• Evaluate an interchange redesign for better vehicle, pedestrian,
ĂŶĚĞŵĞƌŐĞŶĐLJǀĞŚŝĐůĞĐŽŶŶĞĐƚŝǀŝƚLJ
^ŽƵƚŚ ĂŐůĞͬĂůĚŝĂ • Install RRFBs at crosswalks
EŽƌƚŚ ĂŐůĞͬZŝǀĞƌsĂůůĞLJ • Install pedestrian refuge island on east leg
EŽƌƚŚ ĂŐůĞͬsŝůůĂŐĞ • Install a pedestrian crossing signal across Village Dr
^ŽƵƚŚ ĂŐůĞͬZŝĚĞŶďĂƵŐŚ • Evaluate the feasibility to replace full signal with a pedestrian
ŚLJďƌŝĚďĞĂĐŽŶĂŶĚŐŝǀĞ&ŝƌĞĞƉĂƌƚŵĞŶƚĂĐĐĞƐƐƚŽĂĐƚŝǀĂƚĞ
ŝŵŵĞĚŝĂƚĞůLJ
other Government Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 103
ŝƚLJŽĨDĞƌĚŝĂŶ/ŶƚĞƌƐĞĐƚŝŽŶWĞĚĞƐƚƌŝĂŶ^ĂĨĞƚLJdĂƐŬĨŽƌĐĞZĞƉŽƌƚ
ZĞŐŝŽŶ /ŶƚĞƌƐĞĐƚŝŽŶ ZĞĐŽŵŵĞŶĚĂƚŝŽŶƐ ,ŝŐŚWƌŝŽƌŝƚLJ /ĚĞŶƚŝĨŝĞĚKŶ
/ŶƚĞŐƌĂƚĞĚ&ŝǀĞzĞĂƌtŽƌŬ
WůĂŶ
;/&ztWͿZĂŶŬŝŶŐ
^ŽƵƚŚ ĂŐůĞͬ'ŽůĚƐƚŽŶĞ • Evaluate for ADA compliance; needs truncated domes
EŽƌƚŚ ĂŐůĞͬ&ƌĂŶŬůŝŶ • Evaluate feasibility of straightening the crosswalk on the west leg
EŽƌƚŚ ĂŐůĞͬ^ƚ>ƵŬĞΖƐ • Coordinate with St Luke's and Ada County Paramedics to explore
ŽƉƚŝŽŶƐƚŽŝŵƉƌŽǀĞĞŵĞƌŐĞŶĐLJǀĞŚŝĐůĞĐŽŶŶĞĐƚŝǀŝƚLJ
EŽƌƚŚ &ŽdžZƵŶͬŚŝŶĚĞŶ • Paint bike ladder adjacent Fox Run at access to 6351 N Fox Run
tĂLJ
EŽƌƚŚ ,ŝĐŬŽƌLJͬ&ĂŝƌǀŝĞǁ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ͖ƵŶĚĞƌĚĞƐŝŐŶ
^ŽƵƚŚ ,ŝůůƐĚĂůĞ
ůĞŵĞŶƚĂƌLJͬ^ƚŽĐŬĞŶŚĂŵ
• Install a feedback speed limit sign
• Install school zone flashers
• Concerns with parents speeding at school pick up/drop off
• Evaluate the placement of the crossing or need for an additional
ĐƌŽƐƐŝŶŐďĞĐĂƵƐĞƐƚƵĚĞŶƚƐĂƌĞĐƌŽƐƐŝŶŐĂƚZŽĐŬŚĂŵƉƚŽŶĂŶĚ
>ĂĐŚůĂŶ
• Coordinate an education effort with WASD to mitigate parent
ƐƉĞĞĚƐĂŶĚƐƚƵĚĞŶƚƐĐƌŽƐƐŝŶŐǁŚĞƌĞŶŽĐƌŽƐƐŝŶŐŐƵĂƌĚŝƐƉƌĞƐĞŶƚ
ŽǁŶƚŽǁŶ >ĂŬĞƐͬ&ĂŝƌǀŝĞǁ • Paint new crosswalk on the west leg (High)
• Evaluate for an additional crossing between Main and Lakes ͊
EŽƌƚŚ >ĂƵĚĞƌŚŝůůͬŚĞƌƌLJ • Upgrade to directional ramps
• Evaluate if crosswalks angles can be straightened
EŽƌƚŚ >ŝŶĚĞƌͬŝǀŝĚĞƌĞĞŬ • Paint new crosswalk on Divide Creek
• Paint bike ladders on Linder adjacent to Divide Creek
EŽƌƚŚ >ŝŶĚĞƌͬhƐƚŝĐŬ • Paint bike ladders on all legs prior to the right turn lanes
EŽƌƚŚ >ŝŶĚĞƌͬĂLJƵƐĞƌĞĞŬ • Paint bike ladder on Linder adjacent to Cayuse Creek
EŽƌƚŚ >ŝŶĚĞƌͬdƵƌƚůĞƌĞĞŬ • Paint a crosswalk on Turtle Creek
• Evaluate need for ADA compliant ramps at pedestrian hybrid
ďĞĂĐŽŶ
^ŽƵƚŚ >ŝŶĚĞƌͬKǀĞƌůĂŶĚ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ͖ƵŶĚĞƌĚĞƐŝŐŶ
EŽƌƚŚ >ŝŶĚĞƌͬŚĂƚĞĂƵ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ
EŽƌƚŚ >ŝŶĚĞƌͬŚŝŶĚĞŶ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ
EŽƌƚŚ >ŝŶĚĞƌͬDŽŶƵŵĞŶƚ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ
EŽƌƚŚ >ŝŶĚĞƌͬKƌĐŚĂƌĚWĂƌŬ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ
EŽƌƚŚ >ŝŶĚĞƌͬ^ƚŽŶĞsĂůůĞLJ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ
ŽǁŶƚŽǁŶ >ŝŶĚĞƌͬ&ƌĂŶŬůŝŶ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ
^ŽƵƚŚ >ŝŶĚĞƌͬ<ŽĚŝĂŬ • Install a pedestrian hybrid beacon
ŽǁŶƚŽǁŶ >ŝŶĚĞƌͬDĞƌŝĚŝĂŶ,ŝŐŚ • Evaluate the distance from stop bar north of the crosswalk to the
ĐƌŽƐƐǁĂůŬ
EŽƌƚŚ >ŽĐƵƐƚ'ƌŽǀĞͬhƐƚŝĐŬ • Paint a bike ladder on the north leg prior to the right turn lane
ŽǁŶƚŽǁŶ >ŽĐƵƐƚ'ƌŽǀĞͬ&ƌĂŶŬůŝŶ • Paint a bike ladder on north and south legs on the bike lanes
ĂĚũĂĐĞŶƚƚŽƌŝŐŚƚƚƵƌŶůĂŶĞƐ
^ŽƵƚŚ >ŽĐƵƐƚ'ƌŽǀĞͬKǀĞƌůĂŶĚ • Paint bike ladders on the north, west, and south legs prior to the
ƌŝŐŚƚƚƵƌŶůĂŶĞƐ
• Paint a bike ladder on the east leg prior to the eastbound right
ƚƵƌŶůĂŶĞƚŽ:ĂĐŬƐŽŶƐ
• Evaluate opportunity for pedestrian refuge islands
ŽǁŶƚŽǁŶ >ŽĐƵƐƚ'ƌŽǀĞͬ&ĂŝƌǀŝĞǁ • Paint a bike ladder on the west leg prior to the right turn lane
• Complete bike lane gap Fairview, Locust Grove to Dixie Ln
• Install pedestrian refuge islands on Fairview
ŽǁŶƚŽǁŶ >ŽĐƵƐƚ'ƌŽǀĞͬWŝŶĞ • Paint a bike ladder on the east leg prior to the right turn lane
• Evaluate the sight triangle on the northwest corner and mitigate
ŽďƐƚƌƵĐƚŝŽŶƐďLJĐŽŶƐŝĚĞƌŝŶŐŽƉƚŝŽŶƐƚŽůŽǁĞƌͬƐŚŝĨƚƚŚĞĨĞŶĐĞŽƌ
ĐŽŶƐŝĚĞƌĂΗEŽZŝŐŚƚŽŶZĞĚΗĂƚƚŚĞƐŝŐŶĂůĨƌŽŵƐŽƵƚŚďŽƵŶĚ>ŽĐƵƐƚ
'ƌŽǀĞƚŽWŝŶĞ;,ŝŐŚͿ
͊
EŽƌƚŚ >ŽĐƵƐƚ'ƌŽǀĞͬŚŝŶĚĞŶ • Install continuous streetlights on Chinden
ŽǁŶƚŽǁŶ >ŽĐƵƐƚ'ƌŽǀĞͬ>ŽĐƵƐƚsŝĞǁ • Install a pedestrian hybrid beacon
ŽǁŶƚŽǁŶ >ŽĐƵƐƚ'ƌŽǀĞͬĞŶƚƌĂů • ICOM sign blocks view from eastbound Central to Locust Grove
• Evaluate the vision triangle on the northwest corner
• Evaluate the location of the midblock crosswalk on Central to
ĚĞƚĞƌŵŝŶĞŝĨŝƚƐŚŽƵůĚďĞŵŽǀĞĚƚŽƚŚĞƉĂƚŚǁĂLJĂĚũĂĐĞŶƚƚŽƚŚĞ
/KDƉĂƌŬŝŶŐůŽƚ
other Government Budget request detail
FINANCIAL sUMMArIes
104 Proposed Budget | Fiscal Year 2025
ŝƚLJŽĨDĞƌĚŝĂŶ/ŶƚĞƌƐĞĐƚŝŽŶWĞĚĞƐƚƌŝĂŶ^ĂĨĞƚLJdĂƐŬĨŽƌĐĞZĞƉŽƌƚ
ZĞŐŝŽŶ /ŶƚĞƌƐĞĐƚŝŽŶ ZĞĐŽŵŵĞŶĚĂƚŝŽŶƐ ,ŝŐŚWƌŝŽƌŝƚLJ /ĚĞŶƚŝĨŝĞĚKŶ
/ŶƚĞŐƌĂƚĞĚ&ŝǀĞzĞĂƌtŽƌŬ
WůĂŶ
;/&ztWͿZĂŶŬŝŶŐ
EŽƌƚŚ >ŽĐƵƐƚ'ƌŽǀĞͬ,ĞƌŝƚĂŐĞ
WĂƌŬ
• Coordinate with WASD to educate Heritage Middle students to
ƵƐĞƚŚĞĐƌŽƐƐǁĂůŬŽƌĂĚĚĂŶŽƚŚĞƌĐƌŽƐƐŝŶŐŐƵĂƌĚ
EŽƌƚŚ >ŽŶŐ>ĂŬĞͬŚŝŶĚĞŶ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ͖ŐŽŽĚĞdžĂŵƉůĞ
ŽǁŶƚŽǁŶ DĂŝŶͬĞŶƚƌĂů • Paint zebra crosswalks on Main St north leg and Central Dr leg
ŽǁŶƚŽǁŶ DĂŝŶͬŽƌƉŽƌĂƚĞ • Paint bike ladder on Main prior to right turn lane
ŽǁŶƚŽǁŶ DĂŝŶͬ&ƌĂŶŬůŝŶ • Pathway south of Franklin ends at the intersection
• Paint bike lane on Main
• Evaluate how to transition cyclists from the pathway to bike lane
ŽǁŶƚŽǁŶ DĂŝŶͬWŝŶĞ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ͖ĨƵŶĐƚŝŽŶƐǁĞůů
ŽǁŶƚŽǁŶ DĂŝŶͬ'Ğŵ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ
ŽǁŶƚŽǁŶ DĂŝŶͬ&ĂŝƌǀŝĞǁ • Install pedestrian refuge island on Fairview
• Width is concerning
ŽǁŶƚŽǁŶ DĂŝŶͬƌŽĂĚǁĂLJ • Evaluate removing passive permissive left
• Good bulb-outs
• Restrict parking on Main at the alley entrance north of 713 N
DĂŝŶƚŽĞŶƐƵƌĞĂŐŽŽĚǀŝƐŝŽŶƚƌŝĂŶŐůĞ;,ŝŐŚͿ
͊
EŽƌƚŚ DĂƌƐŚĂůůƐĂƚdŚĞ
sŝůůĂŐĞͬsŝůůĂŐĞ
EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ
^ŽƵƚŚ DĂƌLJDĐWŚĞƌƐŽŶͬŵŝƚLJ • Install pedestrian and bike facilities with
ǁŝĚĞŶŝŶŐͬƌĞĚĞǀĞůŽƉŵĞŶƚ
EŽƌƚŚ DĐĞƌŵŽƚƚͬhƐƚŝĐŬ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ͖ƵŶĚĞƌĐŽŶƐƚƌƵĐƚŝŽŶ
EŽƌƚŚ DĞƌŝĚŝĂŶͬŝƌĞĐƚŽƌ • Paint new crosswalks on the east and west legs
ŽǁŶƚŽǁŶ DĞƌŝĚŝĂŶͬ/Ͳϴϰ • Paint bike ladders at all locations the vehicle lane crossing the
ďŝŬĞůĂŶĞ
EŽƌƚŚ DĞƌŝĚŝĂŶͬŚŝŶĚĞŶ • Paint bike ladder on south leg prior to right turn lane
^ŽƵƚŚ DĞƌŝĚŝĂŶͬsŝĐƚŽƌLJ • Paint the crosswalks on the north and south legs
• Evaluate for ADA compliance
• Install bike lane transitions to/from the multiuse path on the east
ůĞŐ
• Construct a pathway on the west side of Meridian, Bloomington
ƚŽsŝĐƚŽƌLJ
• Construct a pathway on the west side of Meridian, Harris to
ůŽŽŵŝŶŐƚŽŶŽǁŶƚŽǁŶ DĞƌŝĚŝĂŶͬĂƌůƚŽŶ • Evaluate if lighting is adequate
• Paint new crosswalks on the east and west legs
ŽǁŶƚŽǁŶ DĞƌŝĚŝĂŶͬWŝŶĞ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ͖ĨƵŶĐƚŝŽŶƐǁĞůů
EŽƌƚŚ DĞƌŝĚŝĂŶͬ:ĂŵĞƐŽƵƌƚ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ
EŽƌƚŚ DĞƌŝĚŝĂŶͬtŽŽĚďƵƌLJ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ
ŽǁŶƚŽǁŶ DĞƌŝĚŝĂŶͬŽƌƉŽƌĂƚĞ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ
ŽǁŶƚŽǁŶ DĞƌŝĚŝĂŶͬƵƚƵŵŶWĂƌŬ>Ŷ • Sidewalk repairs needed at alley access south of Les Schwab
^ŽƵƚŚ DĞƌŝĚŝĂŶͬŵŝƚLJ • Install pedestrian and bike facilities with
ǁŝĚĞŶŝŶŐͬƌĞĚĞǀĞůŽƉŵĞŶƚ
^ŽƵƚŚ DĞƌŝĚŝĂŶͬ>ĂŬĞ,ĂnjĞů • Install pedestrian and bike facilities with
ǁŝĚĞŶŝŶŐͬƌĞĚĞǀĞůŽƉŵĞŶƚ
ŽǁŶƚŽǁŶ DĞƌŝĚŝĂŶͬƌŽĂĚǁĂLJ • Evaluate if a full signal is warranted
• Review pedestrian crossing time
ŽǁŶƚŽǁŶ DĞƌŝĚŝĂŶͬ&ƌĂŶŬůŝŶ • Evaluate how to improve alignment of vehicular lanes on Franklin
ƚŚƌŽƵŐŚƚŚĞŝŶƚĞƌƐĞĐƚŝŽŶ
EŽƌƚŚ DĞƌŝĚŝĂŶͬ ŶƐĞŶĂĚĂ • Coordinate with WASD to educate Heritage Middle students to
ƵƐĞƚŚĞĐƌŽƐƐǁĂůŬŽƌĂĚĚĂŶŽƚŚĞƌĐƌŽƐƐŝŶŐŐƵĂƌĚ
ŽǁŶƚŽǁŶ DĞƌŝĚŝĂŶ>ŝďƌĂƌLJͬŚĞƌƌLJ • Pedestrian refuge island needs reflective paint or accents for
ďĞƚƚĞƌǀŝƐŝďŝůŝƚLJ
^ŽƵƚŚ DĞƌŝĚŝĂŶWƌŽŵĞŶĂĚĞ
;>ŽǁĞƐͬtĂůŵĂƌƚͿͬKǀĞƌůĂŶ
Ě
• Paint the crosswalks on the north and south legs
ŽǁŶƚŽǁŶ DĞƌŝĚŝĂŶͬDĂŝŶͬĞŶƚƌĂů • Paint zebra crosswalks on Meridian Rd north leg and Waltman Ln
ůĞŐ
• Paint bike ladder on Meridian prior to right turn lane
• With Waltman development, install crosswalk on the south legs
^ŽƵƚŚ DŝůůĞŶŶŝƵŵͬKǀĞƌůĂŶĚ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ͖ŐŽŽĚĞdžĂŵƉůĞ
EŽƌƚŚ WĂƌŬĚĂůĞͬWŝŶĞ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ͖ŐŽŽĚĞdžĂŵƉůĞ
ŽǁŶƚŽǁŶ WĂƚŚǁĂLJǁͬŽ
^ƚŽŶĞŚĞŶŐĞͬWŝŶĞ
EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ͖ŐŽŽĚĞdžĂŵƉůĞ
other Government Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 105
ŝƚLJŽĨDĞƌĚŝĂŶ/ŶƚĞƌƐĞĐƚŝŽŶWĞĚĞƐƚƌŝĂŶ^ĂĨĞƚLJdĂƐŬĨŽƌĐĞZĞƉŽƌƚ
ZĞŐŝŽŶ /ŶƚĞƌƐĞĐƚŝŽŶ ZĞĐŽŵŵĞŶĚĂƚŝŽŶƐ ,ŝŐŚWƌŝŽƌŝƚLJ /ĚĞŶƚŝĨŝĞĚKŶ
/ŶƚĞŐƌĂƚĞĚ&ŝǀĞzĞĂƌtŽƌŬ
WůĂŶ
;/&ztWͿZĂŶŬŝŶŐ
EŽƌƚŚ ZĞĐŽƌĚƐͬ&ĂŝƌǀŝĞǁ • Install pedestrian refuge island on Fairview
EŽƌƚŚ ZĞĐŽƌĚƐͬhƐƚŝĐŬ • Evaluate removing passive permissive left and extending
ƉƌŽƚĞĐƚĞĚůĞĨƚƐŝŐŶĂůŽŶĂůůůĞŐƐ
EŽƌƚŚ ZĞĚ,ŽƌƐĞͬDĐDŝůůĂŶ • North leg needs reflective paint or accents on the crosswalk for
ďĞƚƚĞƌǀŝƐŝďŝůŝƚLJ
^ŽƵƚŚ ^ŝůǀĞƌƐƚŽŶĞͬKǀĞƌůĂŶĚ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ
^ŽƵƚŚ ^ƚĂŶĚŝŶŐdŝŵďĞƌͬsŝĐƚŽƌLJ • Paint new crosswalks on the north and south legs
^ŽƵƚŚ ^ƚŽĚĚĂƌĚͬ<ŽĚŝĂŬ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ͖ƵŶĚĞƌĚĞƐŝŐŶ
^ŽƵƚŚ ^ƚŽĚĚĂƌĚͬKǀĞƌůĂŶĚ • Install bike turn medians
ŽǁŶƚŽǁŶ ^ƚŽƌĞLJWĂƌŬͬ&ƌĂŶŬůŝŶ • Install a wider landing on the south side
ŽǁŶƚŽǁŶ ^ƚƌĂƚĨŽƌĚͬ&ƌĂŶŬůŝŶ • Replace "Keep Clear" pavement markings with "Do Not Block
/ŶƚĞƌƐĞĐƚŝŽŶΗŵĂƌŬŝŶŐƐĂƚƚŚĞ&ŝƌĞĞƉĂƌƚŵĞŶƚĚƌŝǀĞǁĂLJ
EŽƌƚŚ dĞŶDŝůĞͬ&ƌĂŶŬůŝŶ • Repaint the crosswalks with high visibility bars
EŽƌƚŚ dĞŶDŝůĞͬdĞƚĞƌ • Paint new crosswalk on the west leg
• Trees may be blocking the pedestrian hybrid beacon
ƐŝŐŶĂŐĞͬůŝŐŚƚƐ;,ŝŐŚͿ ͊
EŽƌƚŚ dĞŶDŝůĞͬDĂůƚĂ • Paint a crosswalk on Malta
• Paint a bike ladder on Ten Mile adjacent to Malta
EŽƌƚŚ dĞŶDŝůĞͬ/Ͳϴϰ • Install rapid rectangular flashing beacons at the crosswalks
• Paint bike ladders at all locations the vehicle lane crossing the
ďŝŬĞůĂŶĞ
EŽƌƚŚ dĞŶDŝůĞͬ>ŽƐƚZĂƉŝĚƐ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ͖ĨƵŶĐƚŝŽŶƐǁĞůů
EŽƌƚŚ dĞŶDŝůĞͬŚŝŶĚĞŶ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ
EŽƌƚŚ dĞŶDŝůĞͬ&ŝǀĞŵŝůĞƌĞĞŬ
WĂƚŚ
EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ
EŽƌƚŚ dĞŶDŝůĞͬDĐDŝůůĂŶ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ
EŽƌƚŚ dĞŶDŝůĞͬWŝŶĞ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ
EŽƌƚŚ dĞŶDŝůĞͬhƐƚŝĐŬ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ
EŽƌƚŚ dĞŶDŝůĞͬsĂŶŐƵĂƌĚ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ
EŽƌƚŚ dĞŶDŝůĞͬ^ŽƵƚŚŽĨWĂƌŬ
ƌĞĞŬ
• Replace the full signal with a pedestrian hybrid beacon
• Install pedestrian refuge islands at the midblock crossing
EŽƌƚŚ dĞŶDŝůĞͬ'ƌĂŶĚZĂƉŝĚƐ • Evaluate opportunity for pedestrian refuge island
EŽƌƚŚ dŽĚĚͬŚĞƌƌLJ • Evaluate if lighting is adequate
• Mitigate conflicts between turning drivers and crosswalk users;
ĞǀĂůƵĂƚĞĨŽƌƌĂŝƐĞĚŵĞĚŝĂŶƐƚŽƌĞƐƚƌŝĐƚͬŐƵŝĚĞƚƵƌŶŵŽǀĞŵĞŶƚƐ
EŽƌƚŚ dŽƵĐŚŵĂƌŬͬ&ƌĂŶŬůŝŶ • Paint new crosswalk on the north leg
EŽƌƚŚ dƌĞĞ&ĂƌŵtĂLJͬŚŝŶĚĞŶ • Bainbridge landscaping elements do not align with the crosswalk
ůŽĐĂƚŝŽŶ
EŽƌƚŚ dƌŽdžĞůͬhƐƚŝĐŬ • Install a pedestrian hybrid beacon
• Paint new crosswalk on the north leg
EŽƌƚŚ tĂLJĨŝŶĚĞƌͬ&ƌĂŶŬůŝŶ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ͖ǁĂŝƚƚŽĞǀĂůƵĂƚĞĨŽƌĂĨŝůůƐŝŐŶĂů
ŝŶƐƚĂůůĂƚŝŽŶ
EŽƌƚŚ tĞďďͬWŝŶĞ • Install signage/paint for a sharrow through the RAB
• Paint zebra crosswalk on the north leg
• Install RRFB
• Move the RAB markings on the pavement back 50' on the east
ůĞŐ͕ǁĞƐƚĂŶĚͬŽƌŶŽƌƚŚďŽƵŶĚůĂŶĞƐ͘dŚĞĚŝƌĞĐƚŝŽŶĂůŵĂƌŬŝŶŐƐĐŽŵĞ
ƚŽŽůĂƚĞƚŽĂĚĞƋƵĂƚĞůLJĚĞƚĞƌŵŝŶĞǁŚŝĐŚůĂŶĞƚŽĞŶƚĞƌĨŽƌƚŚĞ
ĂƉƉƌŽƉƌŝĂƚĞĚŝƌĞĐƚŝŽŶŽĨƚƌĂǀĞů͘^ŽƵƚŚ tĞůůƐͬKǀĞƌůĂŶĚ EŽŶŽƚĞĚŝŵƉƌŽǀĞŵĞŶƚƐ͘
other Government Budget request detail
FINANCIAL sUMMArIes
106 Proposed Budget | Fiscal Year 2025
ŝƚLJŽĨDĞƌĚŝĂŶ/ŶƚĞƌƐĞĐƚŝŽŶWĞĚĞƐƚƌŝĂŶ^ĂĨĞƚLJdĂƐŬĨŽƌĐĞZĞƉŽƌƚ
ZĞŐŝŽŶ /ŶƚĞƌƐĞĐƚŝŽŶ ZĞĐŽŵŵĞŶĚĂƚŝŽŶƐ ,ŝŐŚWƌŝŽƌŝƚLJ /ĚĞŶƚŝĨŝĞĚKŶ
/ŶƚĞŐƌĂƚĞĚ&ŝǀĞzĞĂƌtŽƌŬ
WůĂŶ
;/&ztWͿZĂŶŬŝŶŐ
ŝƚLJtŝĚĞ
'ĞŶĞƌĂů
WĞĚĞƐƚƌŝĂŶ
• Paint crosswalks at arterial/collector intersections that are over
ϳϬΖŽƌŚĂǀĞůĂŶĚƐĐĂƉĞĚŵĞĚŝĂŶƐ
• Install pedestrian refuge islands at existing midblock crossings
;ĂŶĚĨƵƚƵƌĞĚĞƐŝŐŶĞĚŵŝĚďůŽĐŬĐƌŽƐƐŝŶŐƐͿƚŚĂƚŵĞĞƚƚŚĞĨŽůůŽǁŝŶŐ
ĐƌŝƚĞƌŝĂ͗ƚŚĞĐƌŽƐƐŝŶŐŝƐŽǀĞƌϯůĂŶĞƐĂŶĚŽƚŚĞƌŝŶƚĞƌƐĞĐƚŝŶŐƐƚƌĞĞƚƐ
ĂƌĞŽǀĞƌϭϬϬΖĂǁĂLJ
• Consider refuge islands on intersection legs over 7 lanes
• Implement leading pedestrian intervals (LPI) along full corridors
• Roundabouts (RAB) should include Rapid Rectangular Flashing
ĞĂĐŽŶƐ;ZZ&ͿĂƚĐƌŽƐƐǁĂůŬƐ
• Consider In-Road Crosswalk Lights (IRWL) with all Rapid
ZĞĐƚĂŶŐƵůĂƌ&ůĂƐŚŝŶŐĞĂĐŽŶƐ;ZZ&ͿŝŶƐƚĂůůĂƚŝŽŶƐ
• In-Road Crosswalk Lights (IRWL) should be considered for
ĐƌŽƐƐǁĂůŬƐǁŝƚŚŚŝŐŚĞƌƌĞĨůĞĐƚŝǀŝƚLJͬǀŝƐŝďŝůŝƚLJŶĞĞĚƐ
• Set a guideline on frequency of painting crosswalks based on
ǀĞŚŝĐůĞŵŝůĞƐƚƌĂǀĞůĞĚ
ŝƚLJtŝĚĞ
'ĞŶĞƌĂůŝŬĞ
• Paint bike ladders on the intersection approach when bike lane is
ƚŽƚŚĞƌŝŐŚƚŽĨƚŚĞƌŝŐŚƚƚƵƌŶůĂŶĞ
• Consider painted bike ladders at intersections over 70' wide or
ǁŝƚŚůĂŶĚƐĐĂƉĞĚŵĞĚŝĂŶƐ
• Consider bike turn medians at intersections
• Future bike studies should consider Locust Grove to be identified
ĂƐĂďŝŬĞĐŽƌƌŝĚŽƌŽǁŶƚŽǁŶ
ƌĞĂͬŽƌƌŝĚŽƌ
• Franklin to Bower & Meridian to Main - Evaluate for better
ŵƵůƚŝŵŽĚĂůĐŽŶŶĞĐƚŝǀŝƚLJĂƚŝŶƚĞƌƐĞĐƚŝŽŶƐĂŶĚĂůŽŶŐǁĂůŬͬďŝŬĞ
ƌŽƵƚĞƐ
• Main, Idaho to Broadway - Parking needs to be restricted at alley
ĂƉƉƌŽĂĐŚĞƐ͖ŝŵƉƌŽǀĞƚŚĞǀŝƐŝŽŶƚƌŝĂŶŐůĞĨŽƌƉĞŽƉůĞƚƵƌŶŝŶŐŝŶƚŽͬŽƵƚ
ŽĨƚŚĞĂůůĞLJ
• Main, Watertower to Fairview - Bike lane needs new paint
ŵĂƌŬŝŶŐƐĂŶĚƐŝŐŶĂŐĞ
• Franklin, Linder to Locust Grove - Install continuous bike lanes
• Meridian, I-84 to Cherry - Install continuous bike lanes
ŝƚLJtŝĚĞ
'ĞŶĞƌĂů
sĞŚŝĐƵůĂƌ
• Whenever feasible do not implement passive permissive yellow
ůŝŐŚƚƐĂƚŝŶƚĞƌƐĞĐƚŝŽŶƐǁŝƚŚhͲƚƵƌŶƐĂŶĚŽŶͲƐƚƌĞĞƚďŝŬĞĨĂĐŝůŝƚŝĞƐ
^ŽƵƚŚ^ƉĞĞĚ
>ŝŵŝƚƐ
• Ten Mile, I-84 to south Meridian - reduce speed to 40 MPH
EŽƌƚŚ^ƉĞĞĚ
>ŝŵŝƚƐ
• Meridian, Cherry to Ustick - reduce speed to 35 MPH
• Ten Mile, Chinden to Franklin - reduce speed to 35 MPH
• Ten Mile, Franklin to I-84 - reduce speed to 40 MPH
• Eagle Road, City limits to Overland - reduce speed limit on to 45
DW,
• Black Cat Road, Chinden to City limits - reduce speed limit on to
ϰϬDW,EŽƌƚŚ
ƌĞĂͬŽƌƌŝĚŽƌ
• Eagle, City Limits to Overland - Build a pathway
EŽƌƚŚ >ŽĐƵƐƚ'ƌŽǀĞͬŚĂƚĞĂƵ • Evaluate the vison triangle on all corners and coordinate with
ĐŽĚĞĞŶĨŽƌĐĞŵĞŶƚƚŽŵŝƚŝŐĂƚĞĂŶLJŽďƐƚƌƵĐƚŝŽŶƐ;,ŝŐŚͿ
• Trees may be causing a visual obstruction on the northwest
ĐŽƌŶĞƌ
• Install candles or other vertical elements to buffer the bike lanes
ŽŶ>ŽĐƵƐƚ'ƌŽǀĞ
• Corners should be bulbed to slow turning movements
͊/&ztWͲWƌŽŐƌĂŵŵĞĚ Ϯ
ŽǁŶƚŽǁŶ >ŝŶĚĞƌͬŚĞƌƌLJ • Evaluate for ADA compliance /&ztWͲWƌŽŐƌĂŵŵĞĚ͖
ŽŵŵƵŶŝƚLJWƌŽŐƌĂŵƐ
ϰ
EŽƌƚŚ dĞŶDŝůĞͬŚĞƌƌLJ • Install bike lane with transitions to/from the sidewalk on the east
ůĞŐ
/&ztWͲWƌŽŐƌĂŵŵĞĚϵ
^ŽƵƚŚ ĂŐůĞͬKǀĞƌůĂŶĚ • Bike facilities are needed on Eagle
• Add bike turn medians for turn movements
• Paint a bike ladder on the east leg prior to the right turn lane
/&ztWͲWƌŽŐƌĂŵŵĞĚϭϬ
EŽƌƚŚ >ŽĐƵƐƚ'ƌŽǀĞͬ>ĞŝŐŚ&ŝĞůĚ
• Add a full signal to the Integrated Five Year Work Plan
ƌĞƋƵĞƐƚůŝƐƚƚŽďĞƉƌŝŽƌŝƚŝnjĞĚďLJŽƵŶĐŝů
/&ztWͲWƌŽŐƌĂŵŵĞĚ͖
ŽŵŵƵŶŝƚLJWƌŽŐƌĂŵƐ ϭϭ
EŽƌƚŚ DĞƌŝĚŝĂŶͬhƐƚŝĐŬ • Paint bike ladders on all legs prior to the right turn lanes /&ztWͲWƌŽŐƌĂŵŵĞĚ ϭϮ
EŽƌƚŚ ůĂĐŬĂƚͬ&ƌĂŶŬůŝŶ
• Eastbound traffic on Franklin has been observed turning around
ƚŚĞŵĞĚŝĂŶŝŶƚŽŽŵƉĂƐƐŚĂƌƚĞƌ^ĐŚŽŽů
• Extend the median curb on the east leg further to the east to
ďůŽĐŬĞĂƐƚďŽƵŶĚƚƌĂĨĨŝĐĨƌŽŵƚƵƌŶŝŶŐŝŶƚŽŽŵƉĂƐƐŚĂƌƚĞƌ^ĐŚŽŽů
;,ŝŐŚͿ
• Support the effort for an improved railroad crossing on Black Cat ͊/&ztWͲWƌŽŐƌĂŵŵĞĚ ϭϲ
ŽǁŶƚŽǁŶ >ŽĐƵƐƚ'ƌŽǀĞͬtŽŽĚďƌŝĚŐĞ • Install a pedestrian hybrid beacon
/&ztWͲWƌŽŐƌĂŵŵĞĚ͖
ŽŵŵƵŶŝƚLJWƌŽŐƌĂŵƐ Ϯϭ
other Government Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 107
ŝƚLJŽĨDĞƌĚŝĂŶ/ŶƚĞƌƐĞĐƚŝŽŶWĞĚĞƐƚƌŝĂŶ^ĂĨĞƚLJdĂƐŬĨŽƌĐĞZĞƉŽƌƚ
ZĞŐŝŽŶ /ŶƚĞƌƐĞĐƚŝŽŶ ZĞĐŽŵŵĞŶĚĂƚŝŽŶƐ ,ŝŐŚWƌŝŽƌŝƚLJ /ĚĞŶƚŝĨŝĞĚKŶ
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• Concerns with the slip lane conflict points with pedestrians
• Crash data indicates pedestrian and vehicle improvements may
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• Evaluate synchronizing and lengthening the crossing RRFB stages
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• Fill sidewalk gap on the northwest corner
• Paint a bike ladders on the west and east legs prior to the right
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• Prioritize pedestrian push button to have
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other Government Budget request detail
FINANCIAL sUMMArIes
108 Proposed Budget | Fiscal Year 2025
Budget Request Title:Youth Performing Arts Projects
Narrative:This program is an existing program of the Arts Commission. The current budget is $7,000,
and selected proposals may receive a full or partial award up to $3,500 per project. In
FY2024, multiple proposals were received totaling $17,870 in funding requests. We would like
to increase the budget and add an additional $7,000 for a total of $14,000 for FY2025 and
beyond in order to expand performing arts opportunities for youth in Meridian.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses 7,000
Total Capital Outlay -
Total Budget Request $ 7,000
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Proposed Budget | Fiscal Year 2025 109
FINANCIAL sUMMArIes
Communications Budget
The Communications Division is the principle link and central source of information between the City, the public
and media outlets regarding city information. The program is responsible for overall communications for the city
including all print, video, television, radio, social media, live productions and websites, and also develops and
disseminates news releases, strategic marketing campaigns, and maintains the city’s digital media presence. The
communications program is also responsible for all internal communication needs, providing guidance and advice
to Departments, City Council and the Mayor on communication strategies and change management efforts and
messaging to employees.
objectives:
9 Plan and execute external and internal communications for the City using appropriate media sources including
broadcast, print, social media, email and website.
9 Respond to and interact with all media outlets for timely, accurate and relevant news stories and requests
informing the community.
9 Promote city news, events and community services, outreach and engagement programs to constituents
through all forms of media.
9 Develop and manage City branding, marketing and public and media relations, ensuring all communication
is consistent, and advises City management and elected officials in external and internal communications
efforts.
9 Manage digital media platforms to ensure accurate communications for Meridian citizens.
Communications Budget
110 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
60k
120k
180k
240k
300k
360k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Expenditures
Personnel $ 161,937 $ 153,428 $ 8,509 5.5%$ 262,084 $ 225,339
Operating 24,620 33,456 (8,836) (26.4)% 28,717 13,934
Total Expenditures 186,557 186,884 (327) (0.2)% 290,801 239,273
Transfers (46,639) (81,069) 34,430 (42.5)% (72,700) (59,455)
Total Expenditures
including Transfers 139,918 105,815 34,103 32.2% 218,101 179,818
Net Income (Loss)$ (139,918)$ (105,815)$ (34,103) (32.2)%$ (218,101)$ (179,818)
Personnel
Full-Time 1.00 1.00
Part-Time 0.50 0.50
Total Personnel 1.50 1.50
Proposed Budget | Fiscal Year 2025 111
FINANCIAL sUMMArIes
Capital Projects Budget
The Capital Projects Division consists of the Facilities Project Manager. The Facilities Project Manager manages
all phases of project development for all manner of size and complexity of construction and facility improvement
projects for non-Enterprise Fund activities. This includes providing technical support and services related to
planning, design, construction management, and inspection for a variety of City-owned building and facility
projects.
objectives:
9 Deliver completed projects as assigned on schedule, within budget and scope to the best of their ability.
Capital Projects Budget
112 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
25k
50k
75k
100k
125k
150k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Expenditures
Personnel $ 136,685 $ 129,364 $ 7,321 5.7%$ 124,294 $ 104,991
Operating 2,607 2,358 249 10.6% 3,817 1,105
Total Expenditures 139,292 131,722 7,570 5.7% 128,111 106,096
Transfers (34,824) (33,081) (1,743) 5.3% (32,027) (26,524)
Total Expenditures
including Transfers 104,468 98,641 5,827 5.9% 96,084 79,572
Net Income (Loss)$ (104,468)$ (98,641)$ (5,827) (5.9)%$ (96,084)$ (79,572)
Personnel
Full-Time 1.00 1.00
Total Personnel 1.00 1.00
Proposed Budget | Fiscal Year 2025 113
FINANCIAL sUMMArIes
City Hall Budget
The City Hall Department houses the City’s Facilities Maintenance Team which is responsible for all aspects of
building lifecycle needs for a majority of City-owned properties.
objectives:
9 Provide response to Facilities submitted cases from customers.
9 Provide maintenance and repair services to City facilities including, but not limited to: basic electrical, plumbing,
HVAC, life/safety, alarms and monitoring, inspections, capital planning and tenant improvement activities.
9 Provide contract management for 3rd party vendor services such as Janitorial, HVAC and Life/Safety needs.
9 Maintain stock for Janitorial, maintenance and repair items.
9 Employ strategies to improve efficiencies and cost savings in the operation of the City facilities.
City Hall Budget
114 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
400k
800k
1,200k
1,600k
2,000k
2,400k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 20,000 $ 20,000 $ - -%$ 22,572 $ 22,572
Expenditures
Personnel 449,672 425,790 23,882 5.6% 378,290 270,447
Operating 737,128 695,914 41,214 5.9% 547,429 497,990
Capital 750,000 48,950 701,050 1,432.2% - -
Total Expenditures 1,936,800 1,170,654 766,146 65.4% 925,719 768,437
Transfers (637,311) (622,553) (14,758) 2.4% (497,388) (412,880)
Total Expenditures
including Transfers 1,299,489 548,101 751,388 137.1% 428,331 355,557
Net Income (Loss)$ (1,279,489)$ (528,101)$ (751,388) (142.3)%$ (405,759)$ (332,985)
Personnel
Full-Time 4.00 4.00
Total Personnel 4.00 4.00
City Hall Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 115
Budget Request Title:City Hall-Fire dept-Tenant Improvement
Narrative:This request will provide funding for the construction phase of a tenant improvement for Fire
Admin that will provide additional office space for Fire Command staff.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses -
Total Capital Outlay 250,000
Total Budget Request $ 250,000
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
City Hall Budget request detail
FINANCIAL sUMMArIes
116 Proposed Budget | Fiscal Year 2025
Budget Request Title:City Hall-Hr dept-Tenant Improvement
Narrative:This budget request would facilitate providing separate office space for City Council Members
and provide a secure work area for the HR department by modifying access points to their
workspace
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses 66,000
Total Capital Outlay -
Total Budget Request $ 66,000
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
City Hall Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 117
Budget Request Title:City Hall-IT dept-Tenant Improvement
Narrative:This request will provide funding for the construction phase of a tenant improvement for IT
Dept that will provide additional office space for supervisory staff.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses -
Total Capital Outlay 250,000
Total Budget Request $ 250,000
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
City Hall Budget request detail
FINANCIAL sUMMArIes
118 Proposed Budget | Fiscal Year 2025
Budget Request Title:City Hall-Mayor’s Office-Tenant Improvement
Narrative:This request will provide funding for the construction phase to reconfigure cubicles and office
layout.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses -
Total Capital Outlay 250,000
Total Budget Request $ 250,000
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Proposed Budget | Fiscal Year 2025 119
FINANCIAL sUMMArIes
streetlights Budget
Public Works Street Lighting resources plan, design, construct, operate and maintain the City’s streetlight system
and coordinate, review, approve and inspect streetlight work related to new development.
objectives:
9 Enhance pedestrian and vehicular safety by providing an adequate street lighting system.
9 Deter neighborhood crime through appropriate lighting.
9 Focus City investments in school zones and walking routes to school, and to bring lighting to underserved
areas.
9 Reduce power consumption and cost by leveraging new technology when found cost effective.
streetlights Budget
120 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
300k
600k
900k
1,200k
1,500k
1,800k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ -$ 217,222 $ (217,222) (100.0)%$ 85,606 $ 241,579
Expenditures
Personnel 123,668 - 123,668 100.0% - -
Operating 887,656 1,669,587 (781,931) (46.8)% 729,549 985,006
Total Expenditures 1,011,324 1,669,587 (658,263) (39.4)% 729,549 985,006
Transfers (61,834) - (61,834) 100.0% - -
Total Expenditures including Transfers 949,490 1,669,587 (720,097) (43.1)% 729,549 985,006
Net Income (Loss)$ (949,490)$ (1,452,365)$ 502,875 34.6%$ (643,943)$ (743,427)
Personnel
Full-Time 1.00 0.00
Total Personnel 1.00 0.00
streetlights Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 121
Budget Request Title:street Light Fixture Upgrade to Led
Narrative:Funding is being requested to convert HPS light fixtures to LED. LED light fixtures have a life
of 20 years (HPS fixtures’ life is generally 5 years) and use less electricity. Savings are seen
in both maintenance costs and electrical costs. The FY25 request will upgrade approximately
500 LED fixtures.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses 260,000
Total Capital Outlay -
Total Budget Request $ 260,000
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
streetlights Budget request detail
FINANCIAL sUMMArIes
122 Proposed Budget | Fiscal Year 2025
Budget Request Title:street Lights - supplemental Projects
Narrative:Funding is being requested for construction of new street lighting in areas that do not meet
the City’s current lighting standards. Street lighting enhances visibility, which is fundamental
to the safety and effectiveness of motorist, cyclist and pedestrian traffic. Projects are
prioritized in proximity to school walking routes, parks and areas with increased crime or
traffic accidents. Street lighting can reduce crime rates in areas where it’s installed. The FY25
request will install between 4-6 new lights.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses 63,250
Total Capital Outlay -
Total Budget Request $ 63,250
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?Yes
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
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COMMUNITY DEVELOPMENT DEPARTMENT
Administration Division
Planning Department
Economic Development Division
Building Department
Proposed Budget | Fiscal Year 2025 125
FINANCIAL sUMMArIes
Community development department Budget
The Community Development Department provides the City with core services (Planning, Land Development, and
Building) to our development community to support the City’s C.A.R.E. values and City Strategic Plan. Planning
serves as an initial point of contact and ensures that new development, land use changes and designs adhere
to federal and state laws, the City’s Comprehensive Plan, specific area plans and City Codes. Land Development
ensures that future development can be serviced by utilities; and Building verifies, through plan review and
inspections, that all buildings in the City are safe for occupancy.
objectives:
9 Continue to update development regulations to maintain consistency with the Comprehensive Plan and make
the framework user friendly.
9 Provide support to economic development, affordable housing and other citywide community development
initiatives.
9 Provide yearly update and accurate reporting for Community Development.
9 Continue to provide quality Customer Service and care for our citizen complaints/inquiries.
Community development department Budget
126 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
2M
4M
6M
8M
10M
12M
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 8,364,486 $ 10,888,849 $ (2,524,363) (23.2)%$ 11,178,098 $ 12,005,878
Expenditures
Personnel 5,168,025 5,012,370 155,655 3.1% 3,738,902 3,601,109
Operating 2,420,250 3,918,693 (1,498,443) (38.2)% 3,149,369 4,644,062
Capital - - - -% - 29,364
Total Expenditures 7,588,275 8,931,063 (1,342,788) (15.0)% 6,888,271 8,274,535
Transfers 154,917 93,550 61,367 65.6% 3,793,246 3,369,429
Total Expenditures
including Transfers 7,743,192 9,024,613 (1,281,421) (14.2)% 10,681,517 11,643,964
Net Income (Loss)$ 621,294 $ 1,864,236 $ (1,242,942) (66.7)%$ 496,581 $ 361,914
Personnel
Full-Time 47.00 47.00
Total Personnel 47.00 47.00
Proposed Budget | Fiscal Year 2025 127
FINANCIAL sUMMArIes
Community development department Budget requests
Budget Replacement Request Title
Budget
Amount
Equip. Replace.-Building-Computers $ 7,500
Equip. Replace.-Building-Wireless Router 11,200
Equip. Replace.-EconDev-Computers 1,800
Total Budget Replacement Requests $ 20,500
Budget Change Request Title Personnel Operating Capital
Net Rev-Cost
Budget
Amount
Personnel Reclassification - Comm. Dev. Dept.$ 7,178 $ -$ -$ 7,178
Total Budget Change Requests $ 7,178 $ -$ -$ 7,178
Community development Administration division Budget
128 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Community Development Administration creates conditions of economic and social standards that produce
tangible and sustainable benefits for the Community and the City as a whole.
This duty includes administration of the City’s land use policies and regulations, including the Comprehensive
Plan, zoning and subdivision codes, environmental plans and ordinances, land development, and building and fire
codes.
objectives:
9 Continue to update development regulations to maintain consistency with the Comprehensive Plan and make
the framework user friendly.
9 Provide support to economic development, affordable housing and other citywide community development
initiatives.
9 Provide yearly update and accurate reporting for Community Development activity.
9 Continue to provide quality Customer Service and C.A.R.E. for our citizen complaints/inquiries.
Proposed Budget | Fiscal Year 2025 129
FINANCIAL sUMMArIes
Community development Administration division Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
80k
160k
240k
320k
400k
480k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ -$ -$ - -%$ -$ 19,939
Expenditures
Personnel 282,912 310,018 (27,106) (8.7)% 230,859 278,301
Operating 37,869 38,567 (698) (1.8)% 28,818 24,902
Total Expenditures 320,781 348,585 (27,804) (8.0)% 259,677 303,203
Transfers 186,675 187,865 (1,190) (0.6)% 3,793,246 3,386,262
Total Expenditures including Transfers 507,456 536,450 (28,994) (5.4)% 4,052,923 3,689,465
Net Income (Loss)$ (507,456)$ (536,450)$ 28,994 5.4%$ (4,052,923)$ (3,669,526)
Personnel
Full-Time 2.00 2.00
Total Personnel 2.00 2.00
Community development Administration division Budget request detail
FINANCIAL sUMMArIes
130 Proposed Budget | Fiscal Year 2025
Budget Request Title:Personnel Reclassification - Comm. Dev. Dept.
Narrative:This request will address employee / position reclassifications for the fiscal year 2025. A
reclassification occurs when duties and responsibilities change substantially in the degree
of difficulty, level of accountability, and /or qualification requirements. Per the Annual
Budget Development Calendar Human Resources receives requested for a review of general
employee positions and applies the City’s Salary Administration Guideline to establish proper
salary placement in the new range.
This addresses 2 Community Development Employees
Budget Amount
Total Revenue $ -
Total Personnel Costs 7,178
Total Operating Expenses -
Total Capital Outlay -
Total Budget Request $ 7,178
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Proposed Budget | Fiscal Year 2025 131
FINANCIAL sUMMArIes
Planning department Budget
The Planning Department is part of the Community Development Department and serves as an initial point of
contact to ensure that proposed residential, commercial and industrial development adhere to federal and state
laws, the City’s Comprehensive Plan, specific area plans, and City codes pertaining to land use.
The Planning Department documents the City’s vision for the future through long-range and strategic planning.
It provides assistance to the community in development and permit review processes, creates and carries out
plans in strategic locations, and provides data, analysis and other information to decision makers and the public
to support quality growth throughout the city. Planning also coordinates with agency partners such as ACHD, ITD,
the School District and utility providers to ensure the quality of life Meridian residents and business have come to
enjoy are maintained and even improved through high quality growth and focused development..
objectives:
9 Provide accurate, timely, helpful information and analysis to decision makers and the public that supports
quality growth and development of a premier community.
9 Maintain development regulations consistent with the Comprehensive Plan, Strategic Plan and make the
development framework user friendly.
9 Provide excellent customer service and problem-solving approaches that promote quality growth and
development throughout the city.
9 Collect, maintain, and share data, information and analysis regarding Meridian’s growth and development
trends.
9 Ensure proposed projects contribute to the livable, vibrant and connected community vision.
Planning department Budget
132 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
300k
600k
900k
1,200k
1,500k
1,800k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 306,066 $ 575,941 $ (269,875) (46.9)%$ 340,406 $ 531,676
Expenditures
Personnel 1,336,033 1,212,636 123,397 10.2% 1,097,491 955,548
Operating 100,592 112,545 (11,953) (10.6)% 60,909 24,802
Total Expenditures 1,436,625 1,325,181 111,444 8.4% 1,158,400 980,350
Total Expenditures
including Transfers 1,436,625 1,325,181 111,444 8.4% 1,158,400 980,350
Net Income (Loss)$ (1,130,559)$ (749,240)$ (381,319) (50.9)%$ (817,994)$ (448,674)
Personnel
Full-Time 10.00 10.00
Total Personnel 10.00 10.00
Proposed Budget | Fiscal Year 2025 133
FINANCIAL sUMMArIes
economic development division Budget
Economic Development fosters business development and private investment in the community to create job
opportunities and tax revenue to meet community needs.
objectives:
9 Support business development that increases the number of family wage jobs in the community.
9 Retain and recruit businesses in target industries including professional services, technology, advanced
manufacturing, and healthcare industries.
9 Utilize urban renewal areas and specific area plans to promote business investment in targeted areas.
9 Pursue downtown development that ensures a balance of residential and business uses to serve the community.
economic development division Budget
134 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
100k
200k
300k
400k
500k
600k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ -$ 52,608 $ (52,608) (100.0)%$ 39,663 $ 62,625
Expenditures
Personnel 373,235 354,161 19,074 5.4% 225,645 160,817
Operating 30,444 138,323 (107,879) (78.0)% 81,133 177,425
Total Expenditures 403,679 492,484 (88,805) (18.0)% 306,778 338,242
Total Expenditures
including Transfers 403,679 492,484 (88,805) (18.0)% 306,778 338,242
Net Income (Loss)$ (403,679)$ (439,876)$ 36,197 8.2%$ (267,115)$ (275,617)
Personnel
Full-Time 3.00 3.00
Total Personnel 3.00 3.00
Proposed Budget | Fiscal Year 2025 135
FINANCIAL sUMMArIes
Building division Budget
The Building Division’s mission includes serving the citizens of Meridian Idaho, providing for the safety, health
and general welfare of building occupants, as well as for firefighters and emergency responders during building
emergencies. We protect the lives and safety of the residents and visitors within the City of Meridian jurisdiction,
preserve quality of life and contribute to economic development.
objectives:
9 Public safety is our number one concern. We place the Public’s welfare above all other interests and recognize
that the chief function of government is to serve the best interests of all people.
9 Be responsible for human safety associated with buildings or structures. Ensure the economic well-being of
the community by reducing potential spread of fire and disease.
9 Demonstrate integrity, honesty and fairness in all transactions and constantly strive for excellence in all
matters of ethical conduct.
9 Support the uniformity and consistency in administering adopted codes for code enforcement, plans examining
and building inspections for the City of Meridian.
9 Be responsible for all activities associated with structural, fire, electrical, mechanical and plumbing permits
within the City of Meridian for residential, commercial and industrial projects. These activities include permit
application, plan review, permit issuance and field inspection.
9 Be responsible for the development, administration, interpretation, application, and enforcement of the codes
adopted by our jurisdiction.
9 Provide great customer service to gain the public trust, build credibility for the department and achieve the
ultimate goal of ensuring safe, healthy and durable buildings in our community.
9 Ensure that all buildings, including homes, businesses, and places of public assembly, are built to required
minimum building safety codes, which address structural stability, fire safety, exits, sanitation, electricity,
energy efficiency, and more.
Building division Budget
136 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
1.2M
2.4M
3.6M
4.8M
6M
7.2M
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 8,058,420 $ 10,260,300 $ (2,201,880) (21.5)%$ 10,798,029 $ 11,391,638
Expenditures
Personnel 3,175,845 3,135,555 40,290 1.3% 2,184,907 2,206,443
Operating 2,251,345 3,629,258 (1,377,913) (38.0)% 2,978,509 4,416,933
Capital - - - -% - 29,364
Total Expenditures 5,427,190 6,764,813 (1,337,623) (19.8)% 5,163,416 6,652,740
Transfers (31,758) (94,315) 62,557 (66.3)% - (16,833)
Total Expenditures
including Transfers 5,395,432 6,670,498 (1,275,066) (19.1)% 5,163,416 6,635,907
Net Income (Loss)$ 2,662,988 $ 3,589,802 $ (926,814) (25.8)%$ 5,634,613 $ 4,755,731
Personnel
Full-Time 32.00 32.00
Total Personnel 32.00 32.00
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POLICE DEPARTMENT
Administration Division
Uniform Patrol Division
Records Division
Criminal Investigations Division
Community Services Division
North West Police Station
Public Safety Training Center
Code Enforcement Division
Proposed Budget | Fiscal Year 2025 139
FINANCIAL sUMMArIes
Police department Budget
The Meridian Police Department is a premier organization valued for our innovation, positive culture, community
partnerships, and core values. We strive to provide the best quality service to the community we serve, and
continuously provide positive development of our staff to ensure we promote and expect accountability, respect,
and excellence.
At the Meridian Police Department, our CARE values guide the Meridian Way, and it is the expectation of our
department and our community that we treat everyone with respect and we focus on the “little things”. This includes
quality of life issues because we believe there is no such thing as a non-police problem. Our community knows
that the Meridian Police Department is always available and willing to help someone in need. At the Meridian
Police Department, we are problem solvers. Being a resource for our community is one of our top priorities. Should
we not know the answer to a problem, we will work diligently to find one.
objectives:
9 The mission of the City’s police department is to partner with our community in preserving the peace and
reducing the incidence of crime for everyone who lives, works, and visits the City.
Justification:
The Meridian Police Department developed this budget based on our continued growth and call load as a city,
balancing fiscal responsibility with the continued safety needs of our citizens and employees. Priorities were made
with this in mind coupled with improvement of our efficiency as a modern police organization.
Police department Budget
140 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
8M
16M
24M
32M
40M
48M
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 2,586,560 $ 2,565,004 $ 21,556 0.8%$ 2,619,978 $ 2,063,836
Expenditures
Personnel 30,160,281 27,579,660 2,580,621 9.4% 24,926,889 21,340,020
Operating 6,367,477 5,352,564 1,014,913 19.0% 4,744,561 4,059,545
Capital 279,440 3,676,719 (3,397,279) (92.4)% 6,011,537 2,251,931
Total Expenditures 36,807,198 36,608,943 198,255 0.5% 35,682,987 27,651,496
Total Expenditures including Transfers 36,807,198 36,608,943 198,255 0.5% 35,682,987 27,651,496
Net Income (Loss)$ (34,220,638)$ (34,043,939)$ (176,699) (0.5)%$ (33,063,009)$ (25,587,660)
Personnel
Full-Time 197.00 193.00
Total Personnel 197.00 193.00
Proposed Budget | Fiscal Year 2025 141
FINANCIAL sUMMArIes
Police department Budget requests
Budget Replacement Request Title Budget Amount
Equip. Replace.-Police-Armor Vests $ 86,865
Equip. Replace.-Police-Canine (3) 39,900
Equip. Replace.-Police-Computers 80,500
Equip. Replace.-Police-Drone 5,000
Equip. Replace.-Police-Mountain Bikes 30,000
Equip. Replace.-Police-Wireless Router 22,400
Replacement-Police-Carpet and Paint at Admin Bldg 125,000
Replacement-Police-Monument Signs 50,000
Replacement-Police-Roof Design for Admin Bldg 823,509
Vehicle Replace.-Police-Fleet Vehicles 183,720
Total Budget Replacement Requests $ 1,446,894
Budget Change Request Title Personnel Operating Capital
Net Rev-Cost
Budget
Amount
Laptop Computers (2)$ -$ 4,000 $ -$ 4,000
Personnel Reclassification - Police Department 27,723 - - 27,723
Pool Car - 38,000 - 38,000
Traffic Reconstruction Equipment - 11,500 - 11,500
Whelen Cloud Software for Patrol vehicles - 12,240 - 12,240
Police Officers (2) with Vehicle (1) 233,622 53,220 96,440 383,282
Police Detective with Vehicle 131,124 69,576 - 200,700
Support Services Commander and Vehicle 164,443 47,161 - 211,604
Total Budget Change Requests $ 556,912 $ 235,697 $ 96,440 $ 889,049
Police Administration division Budget
142 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Administration Division is commanded by the Chief of Police whose primary responsibility is to provide
general management direction and control for the Administration Division. The Administration Division consists
of the Chief of Police, Public Information Officer and Executive Assistant.
objectives:
9 The Chief of Police is responsible for administering and managing the Meridian Police Department.
Proposed Budget | Fiscal Year 2025 143
FINANCIAL sUMMArIes
Police Administration division Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
2.5M
5M
7.5M
10M
12.5M
15M
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 1,679,155 $ 1,605,961 $ 73,194 4.6%$ 1,803,448 $ 1,349,045
Expenditures
Personnel 2,741,525 2,310,673 430,852 18.6% 2,055,369 1,793,619
Operating 5,552,506 4,285,230 1,267,276 29.6% 4,041,827 3,349,608
Capital 279,440 1,646,475 (1,367,035) (83.0)% 6,011,537 2,072,732
Total Expenditures 8,573,471 8,242,378 331,093 4.0% 12,108,733 7,215,959
Total Expenditures including Transfers 8,573,471 8,242,378 331,093 4.0% 12,108,733 7,215,959
Net Income (Loss)$ (6,894,316)$ (6,636,417)$ (257,899) (3.9)%$ (10,305,285)$ (5,866,914)
Personnel
Full-Time 15.00 13.00
Total Personnel 15.00 13.00
Police Administration division Budget request detail
FINANCIAL sUMMArIes
144 Proposed Budget | Fiscal Year 2025
Budget Request Title:Laptop Computers (2)
Narrative:Need to add four (2) laptop computers to the police department for new hire testing, oral
board use and training unit.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses 4,000
Total Capital Outlay -
Total Budget Request $ 4,000
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Police Administration division Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 145
Budget Request Title:Personnel Reclassification - Police Department
Narrative:Human Resources receives requested for a review of general employee positions and applies
the City’s Salary Administration Guidelines to establish proper salary placement in the new
range.
This addresses 2 police department employees.
Budget Amount
Total Revenue $ -
Total Personnel Costs 27,723
Total Operating Expenses -
Total Capital Outlay -
Total Budget Request $ 27,723
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Police Administration division Budget request detail
FINANCIAL sUMMArIes
146 Proposed Budget | Fiscal Year 2025
Budget Request Title:Pool Car
Narrative:We need to add a vehicle to our fleet that can be used daily by multiple employees. The
vehicle will be used by the Fleet Manager and volunteers primarily to maintain the fleet and
accomplish tasks at the North Station and get supplies for building maintenance. This will not
be a take home vehicle but it may be checked out to PD staff for out of town training when a
marked patrol car should not be used. It may also be used by Records and other Admin staff
for in-town errands.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses 38,000
Total Capital Outlay -
Total Budget Request $ 38,000
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Police Administration division Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 147
Budget Request Title:Traffic Reconstruction Equipment
Narrative:Emlid RTK Reach RS2 kit- $2,800 This a GPS surveying tool that measures evidentiary
scenes. We currently have one, an additional is necessary both for expansion of the unit
as well as the fact that in instance where there is no cell coverage two units can be used in
tandem to measure a sceneBosch CDR DLC Base Kit- $5,000 This is hardware and software
necessary to download onboard computer information from vehicles in crash reconstruction.
We are pooling hardware with ACSO, which are the adapters necessary for different makes/
years of vehicles so we dont just have duplicate kits but can expand our joint capability.Bosch
CDR software-$1.500 yearly this an ongoing software cost for the above system
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses 11,500
Total Capital Outlay -
Total Budget Request $ 11,500
Is the request required to meet legal, compliance, or regulatory mandates?Yes
Does the request address a safety concern for employees or citizens?Yes
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Police Administration division Budget request detail
FINANCIAL sUMMArIes
148 Proposed Budget | Fiscal Year 2025
Budget Request Title:Whelen Cloud software for Patrol vehicles
Narrative:A couple years ago we started installing Whelen lights and siren controllers in our new and
replacement Patrol vehicles. As with many current electronics, these vehicle’s emergency
lights, siren controls, and other systems are connected to an internet gateway in the vehicle
that communicates with Whelen’s Cloud. These systems sometimes require firmware
updates that can be pushed out over the air. This connectivity also allows us to make other
over the air configuration changes, see heat maps of vehicle activity, alert Officers if they are
approaching the same intersection, alert public of a First Responder coming up behind them
or on the side of the road ahead, pull reports of vehicle speeds and diagnostic information all
without plugging in to the vehicle. This is becoming especially important as the size of the
fleet grows because it allows us to push updates out to all vehicles at once. This service has
been available to us at no charge for the last couple years but it will soon cost $360.00 per
vehicle per year starting in FY25. At the start of FY25 we will have 24 vehicles that we need to
continue this service with. *From there this will become a standard cost added to new patrol
vehicles and replacements not already equipped with Whelen.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses 12,240
Total Capital Outlay -
Total Budget Request $ 12,240
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?Yes
Proposed Budget | Fiscal Year 2025 149
FINANCIAL sUMMArIes
Uniform Patrol division Budget
The Uniform Patrols Division is commanded by four (4) Lieutenants whose primary responsibility is to provide
general management direction and control for the division. The Uniform Patrols Division consists of Uniformed
Patrol Teams, which includes DRE/DUI Team, Bike Team, Traffic Team, Patrols, Canine Unit, SWAT/Hostage
Negotiations, SRO/NCO’s Team, CIT Team and Mobile Field Force Team.
objectives:
9 The mission of the City’s police department is to partner with our community in preserving the peace and
reducing the incidence of crime for everyone who lives, works, and visits the City.
Uniform Patrol division Budget
150 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
4M
8M
12M
16M
20M
24M
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ -$ 82,539 $ (82,539) (100.0)%$ 71,992 $ 74,835
Expenditures
Personnel 16,898,233 14,875,646 2,022,587 13.6% 15,267,284 13,855,297
Operating 504,342 576,305 (71,963) (12.5)% 519,466 483,281
Total Expenditures 17,402,575 15,451,951 1,950,624 12.6% 15,786,750 14,338,578
Total Expenditures
including Transfers 17,402,575 15,451,951 1,950,624 12.6% 15,786,750 14,338,578
Net Income (Loss)$ (17,402,575)$ (15,369,412)$ (2,033,163) (13.2)%$ (15,714,758)$ (14,263,743)
Personnel
Full-Time 107.00 101.00
Total Personnel 107.00 101.00
Uniform Patrol division Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 151
Budget Request Title:Police Officers (2) with Vehicle (1)
Narrative:PAM Model for FY 2025 plus 6 foregone positions from FY 2024.
Budget Amount
Total Revenue $ -
Total Personnel Costs 233,622
Total Operating Expenses 53,240
Total Capital Outlay 96,440
Total Budget Request $ 383,302
Is the request required to meet legal, compliance, or regulatory mandates?Yes
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
records division Budget
152 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Records Division serves internal and external customers in person, over the phone, and electronically by
assisting with filing police reports, public records requests, parking citations and payments, and answering a
variety of general questions. Our unit processes incoming crime report documents, and completes data entry for
non-NIBRS crime reports into our Records Management System. Stolen property and missing persons entries
and maintenance is completed by the Records Unit according to the strict guidelines set forth by the Idaho State
Police and FBI.
Our Public Records Request team processes information requests for police reports, associated audio and video
recordings, background checks, and statistics, working diligently with the Prosecutor’s office to ensure request are
fulfilled according to Idaho Public Records Law. This team also assists the Office of Professional Standards and
Training with the department’s Body Worn Camera program.
objectives:
9 The Records Unit is committed to providing courteous and timely customer service to both our internal and
external customers, while also ensuring accurate information is delivered.
Proposed Budget | Fiscal Year 2025 153
FINANCIAL sUMMArIes
records division Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
250k
500k
750k
1,000k
1,250k
1,500k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Expenditures
Personnel $ 1,372,395 $ 1,236,050 $ 136,345 11.0%$ 910,048 $ 936,502
Operating 3,600 17,583 (13,983) (79.5)% 22,252 8,286
Total Expenditures 1,375,995 1,253,633 122,362 9.8% 932,300 944,788
Total Expenditures
including Transfers 1,375,995 1,253,633 122,362 9.8% 932,300 944,788
Net Income (Loss)$ (1,375,995)$ (1,253,633)$ (122,362) (9.8)%$ (932,300)$ (944,788)
Personnel
Full-Time 15.00 14.00
Total Personnel 15.00 14.00
Criminal Investigations division Budget
154 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Criminal Investigations Division, comprised of three specialized units is responsible for investigating and
charging the majority of felony level crimes in the City of Meridian.
The Criminal Investigations Division is commanded by a Lieutenant whose primary responsibility is to provide
general management direction and control for the Criminal Investigations Division. The Criminal Investigations
Division consists of the Fraud Investigations, Property Investigations, Special Victims Investigations, Major Crime
Investigations, Impact Team Unit, Narcotics & Violent Crime Task Force Members, ICAC Task Force, Victim/
Witness Unit, Evidence/Crime Scene Unit and an Administrative Assistant.
objectives:
9 The Criminal Investigations Division is committed to providing accurate, timely, and professional investigative
support to the citizens of Meridian.
9 The division will continue to improve capabilities and leverage technology to meet the challenges of a rapidly
growing community.
Proposed Budget | Fiscal Year 2025 155
FINANCIAL sUMMArIes
Criminal Investigations division Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
1M
2M
3M
4M
5M
6M
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ -$ -$ - -%$ 38,504 $ 24,524
Expenditures
Personnel 4,619,483 4,857,913 (238,430) (4.9)% 4,363,379 3,795,662
Operating 46,967 61,574 (14,607) (23.7)% 54,171 86,761
Total Expenditures 4,666,450 4,919,487 (253,037) (5.1)% 4,417,550 3,882,423
Total Expenditures
including Transfers 4,666,450 4,919,487 (253,037) (5.1)% 4,417,550 3,882,423
Net Income (Loss)$ (4,666,450)$ (4,919,487)$ 253,037 5.1%$ (4,379,046)$ (3,857,899)
Personnel
Full-Time 29.00 33.00
Total Personnel 29.00 33.00
Criminal Investigations division Budget request detail
FINANCIAL sUMMArIes
156 Proposed Budget | Fiscal Year 2025
Budget Request Title:Police detective with Vehicle
Narrative:Property Crimes Staffing Analysis June 2023 results:MPDs current authorized staffing of
5 investigators (1 corporal, 3 detectives and 1 CSO) does not fit the recommendations of
the staffing models applied. The time-based model indicates that 3 additional investigators
are needed to meet the workload demand of Meridians property crime cases.The property
crimes team is responsible for investigations primarily relating to incidents of auto theft,
residential, commercial and vehicle burglaries, embezzlement, counterfeiting, forgery, fraud,
and grand the?? of firearms, tools and precious metals. They also investigate extortion cases
and felony malicious injury to property. The team is currently assigned 1 sergeant, 1 corporal,
3 detectives and 1 community service officer position although additional staff have been
designated to the team for temporary assignments during some months.Individual caseloads
are relatively comparable among detectives with an average of 160-175 cases per detective
per year. The industry benchmark is 12 to 15 active cases per month (144 to 180 per year)
with lower caseloads of 10 to 12 for fraud (120 to 144 per year). More than a third of MPDs
cases were categorized as fraud cases and would warrant the lower benchmark industry
benchmark.
Budget Amount
Total Revenue $ -
Total Personnel Costs 131,124
Total Operating Expenses 69,586
Total Capital Outlay -
Total Budget Request $ 200,710
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?Yes
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Proposed Budget | Fiscal Year 2025 157
FINANCIAL sUMMArIes
Community services division Budget
The Community Services Division consists of professional staff in Records, Code Enforcement, Crime Analysis,
Crime Prevention, Drug Prevention as well as officers within the Crisis Intervention Team and School Resource
Officer Program. The division is dedicated in its internal support and education, prevention and enforcement
efforts for our community as a whole to maintain the city’s commitment to being the West’s premier community
in which to live, work and raise a family.
The Drug Prevention Unit provides prevention education and resources through a comprehensive set of prevention
strategies, defined by the Substance Abuse and Mental Health Services of Administration (SAMHSA).
The Analytical Services Unit is responsible for the management and execution of Criminal and Business Intelligence
(BI), the management of numerous reporting and analytics for various State and Federal agencies, and leadership
of the Department’s Idaho Law Enforcement Telecommunications System (ILETS) & National Crime Information
Center (NCIC) Programs.
objectives:
9 The Community Services Division is committed to providing dedicated, friendly, fair and timely service to our
external and internal customers while also being proactive in responding to the needs of our community.
9 The Community Services Division strives for quality in our actions by setting the highest goals within the
Meridian Police Department.
9 The Drug Prevention Units mission is to strengthen our community through substance abuse prevention. This
aligns with the prevention and education included in the mission of the Meridian Police Department.
9 The Analytical Services Units mission is to generate reliable, accurate and timely Criminal and Business
Intelligence (BI) that supports our internal and external customers and sustainable initiatives for use in
administration, operation and management of Public Safety for Meridian Police Department, the City of
Meridian, or our Community as a whole; Together, we are Meridian.
Community services division Budget
158 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
800k
1,600k
2,400k
3,200k
4,000k
4,800k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 907,405 $ 876,504 $ 30,901 3.5%$ 705,294 $ 615,432
Expenditures
Personnel 3,798,946 3,607,844 191,102 5.3% 1,695,473 466,005
Operating 27,410 26,059 1,351 5.2% 34,108 31,382
Total Expenditures 3,826,356 3,633,903 192,453 5.3% 1,729,581 497,387
Total Expenditures
including Transfers 3,826,356 3,633,903 192,453 5.3% 1,729,581 497,387
Net Income (Loss)$ (2,918,951)$ (2,757,399)$ (161,552) (5.9)%$ (1,024,287)$ 118,045
Personnel
Full-Time 24.00 25.00
Total Personnel 24.00 25.00
Community services division Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 159
Budget Request Title:support services Commander and Vehicle
Narrative:The Meridian Police Department continues to self-evaluate our staffing model and when
possible leverage Non-Sworn positions in place of Sworn Positions. This Support Services
Commander request is the latest example of (Community Service Officers being the
other) this analysis. Historically, Professional Staff positions are easier to hire, training is
quicker, needing less equipment and less salary. This position is currently occupied by a
Lieutenant to run the Community Services Division which is comprised of all Professional
Staff (Non-Sworn). Removing the Lieutenant in this position and re-allocating it to the Patrol
Division where there is a huge need would provided greater benefit to the organization and the
city.
Budget Amount
Total Revenue $ -
Total Personnel Costs 164,443
Total Operating Expenses 47,171
Total Capital Outlay -
Total Budget Request $ 211,614
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
North West Police station
160 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
This is a rapidly growing area of the City with several large commercial developments, housing, schools, and offices
being built; a Police Station is necessary in order to maintain the level of quality currently offered by Meridian
Police Department. This precinct will help provide and maintain existing response times support to this area. While
having a positive impact on the community.
objectives:
9 The North West Station will help meet the challenges of a rapidly growing community and decrease response
time to calls.
9 The North West Station will provide additional support, education, prevention and enforcement efforts for this
area of the City.
9 Provide a positive impact to the community and provide more support to the growing community.
Proposed Budget | Fiscal Year 2025 161
FINANCIAL sUMMArIes
North West Police station
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
800k
1,600k
2,400k
3,200k
4,000k
4,800k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Expenditures
Operating $ 137,789 $ 191,139 $ (53,350) (27.9)%$ -$ -
Capital - 2,030,244 (2,030,244) (100.0)% - -
Total Expenditures 137,789 2,221,383 (2,083,594) (93.8)% - -
Total Expenditures
including Transfers 137,789 2,221,383 (2,083,594) (93.8)% - -
Net Income (Loss)$ (137,789)$ (2,221,383)$ 2,083,594 93.8%$ -$ -
Public safety Training Center Budget
162 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Public Safety Training Center provides public safety employees training facilities for on-going training and
support needs. The Public Safety Training Center provides services from traditional classroom settings, to
monitored testing locations, self-defense/combat rooms, and scenario environment training locations.
The Professional Standards and Training Division is commanded by a Lieutenant whose primary responsibility is
to provide general management direction and control for the Division. The Professional Standards and Training
Division consists of Internal Investigations, Hiring, Back Ground Investigations, Joint Meridian/Nampa Academy,
On-going staff training, policy/procedure development, body camera administration.
objectives:
9 The Professional Standards and Training Division is tasked with training new and existing staff to meet Peace
Officer Standards Training standards.
Proposed Budget | Fiscal Year 2025 163
FINANCIAL sUMMArIes
Public safety Training Center Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
50k
100k
150k
200k
250k
300k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ -$ -$ - -%$ 140 $ -
Expenditures
Operating 92,098 191,901 (99,803) (52.0)% 71,086 96,355
Capital - - - -% - 179,199
Total Expenditures 92,098 191,901 (99,803) (52.0)% 71,086 275,554
Total Expenditures
including Transfers 92,098 191,901 (99,803) (52.0)% 71,086 275,554
Net Income (Loss)$ (92,098)$ (191,901)$ 99,803 52.0%$ (70,946)$ (275,554)
Code enforcement division Budget
164 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Code Enforcement Division conducts field investigations concerning city ordinance violation complaints for
residential and commercial properties. This is completed by conducting interviews, obtaining witness statements,
taking photos, recording activity and documenting findings which are then maintained in a database. These cases
can be used to support citations, legal proceedings and revocation of permits or licenses.
Code Enforcement Officers work to protect the community from public blight by removing abandoned vehicles from
the roadway, perform nuisance abatements on private and commercial properties and enforce illegal commercial
use in residential areas. Code Enforcement has built successful relationships with community partners who are
able to provide abatement services free of charge to those in need.
objectives:
9 The Code Enforcement Unit is committed to providing dedicated, friendly, fair and timely service to external
and internal customers while also being proactive in responding to the needs of our community.
9 The Code Enforcement Unit strives for quality in our actions by setting the highest goals and standards in
order to maintain the beauty of Meridian.
Proposed Budget | Fiscal Year 2025 165
FINANCIAL sUMMArIes
Code enforcement division Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
150k
300k
450k
600k
750k
900k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ -$ -$ - -%$ 600 $ -
Expenditures
Personnel 729,699 691,534 38,165 5.5% 635,336 492,935
Operating 2,765 2,773 (8) (0.3)% 1,651 3,872
Total Expenditures 732,464 694,307 38,157 5.5% 636,987 496,807
Total Expenditures
including Transfers 732,464 694,307 38,157 5.5% 636,987 496,807
Net Income (Loss)$ (732,464)$ (694,307)$ (38,157) (5.5)%$ (636,387)$ (496,807)
Personnel
Full-Time 7.00 7.00
Total Personnel 7.00 7.00
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FIRE DEPARTMENT
Administration Division
Station #1
Station #2
Station #3
Station #4
Station #5
Station #6
Station #7
Station #8
Fire Health and Safety Division
Training Division
Fire Logistics Division
Prevention Division
Fire EMS Division
Education Division
Fire department Budget
168 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Meridian Fire Department’s mission is to protect and enhance our community through professionalism and
compassion.
The department provides the City with an all-hazards emergency response service. The core functions of the
Department are fire suppression, emergency medical response, hazardous materials response, fire prevention,
and education. Members of the Department respond to all major events such as ice storms, snow storms, major
electrical outages, floods, and any other emergent need from homeowners in the community.
Members of the Department do much more than just respond to emergencies as well. Other programs offered by
the Department include child passenger safety restraint installations, CPR and defibrillator training, along with fire
extinguisher training.
objectives:
9 Provide property fire protection to reduce fire loss and to minimize the dollar amount of property value lost to
fire damage in commercial and residential structures.
9 Meet or exceed City Council adopted standards for alarm handling and response times.
9 Maintain emergency response effectiveness.
9 Reduce or eliminate the recurrence of fires and minimize arson.
9 Provide proper tools, equipment, training and policy to reduce accidents and injuries to firefighters.
Justification:
The proposed FY2025 budget for the Meridian Fire Department represents the Cities commitment to supporting
and enhancing its service delivery and preparedness capabilities. As the City continues to experience healthy
growth; developing and enhancing public safety through staffing and strategically located infrastructure will
support effective emergency response models. This budget and those in the future will continue to give these
initiatives paramount consideration. This budget proposal supports the Mission of City of Meridian and on behalf
of the Meridian Fire Department we are pleased to present it for your consideration.
Proposed Budget | Fiscal Year 2025 169
FINANCIAL sUMMArIes
Fire department Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
8M
16M
24M
32M
40M
48M
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 6,597,963 $ 7,086,204 $ (488,241) (6.9)%$ 4,921,325 $ 3,595,463
Expenditures
Personnel 23,672,498 23,090,544 581,954 2.5% 16,257,560 13,302,630
Operating 4,005,970 3,499,893 506,077 14.5% 3,241,738 2,103,763
Capital - 4,213,590 (4,213,590) (100.0)% 15,731,444 4,548,441
Total Expenditures 27,678,468 30,804,027 (3,125,559) (10.1)% 35,230,742 19,954,834
Transfers 127,225 87,259 39,966 45.8% 99,237 82,376
Total Expenditures
including Transfers 27,805,693 30,891,286 (3,085,593) (10.0)% 35,329,979 20,037,210
Net Income (Loss)$ (21,207,730)$ (23,805,082)$ 2,597,352 10.9%$ (30,408,654)$ (16,441,747)
Personnel
Full-Time 147.00 147.00
Total Personnel 147.00 147.00
Fire department Budget requests
170 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
Budget Replacement Request Title Budget Amount
Equip. Replace.-Fire-Computers $ 30,300
Equip. Replace.-Fire-Radios 912,104
Equip. Replace.-Fire-Wireless Router 2,800
Total Budget Replacement Requests $ 945,204
Budget Change Request Title Revenue Personnel Operating Capital
Net Rev-Cost
Budget
Amount
Fire Department Wage Adjustment $ -$ 39,442 $ -$ -$ 39,442
Fire Station Capital Improvement Plan - - 250,000 - 250,000
Mobile Air Unit - Up Fit - - 90,000 - 90,000
Personnel Reclassification - Fire Department - 78,081 - - 78,081
Video Laryngoscope - - 39,000 - 39,000
Total Budget Change Requests $ -$ 117,523 $ 379,000 $ -$ 496,523
Proposed Budget | Fiscal Year 2025 171
FINANCIAL sUMMArIes
Fire Administration division Budget
The Fire Administration Division oversees the Operations, Administrative Services, Prevention, Public Education,
Community Risk Reduction, Health and Safety, Training, EMS, and Logistics Divisions of the Fire Department
as well as all Fire Stations (1-8) and other Fire facilities. The Fire Department is responsible for preparing for,
responding to, and resolving fire, rescue, medical and environmental emergencies along with public assistance for
non-emergency situations for our community.
objectives:
9 Provide property fire protection to reduce fire loss and to minimize the dollar amount of property value lost to
fire damage in commercial and residential structures.
9 To be prepared for and respond to emergency medical incidents and provide exceptional care to those in need.
9 Meet or exceed City Council adopted standards for alarm handling and response times.
9 Maintain emergency response effectiveness.
9 Reduce or eliminate the recurrence of fires and minimize arson.
9 Provide proper tools, equipment, training and policy to reduce accidents and injuries to firefighters.
Fire Administration division Budget
172 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
1.5M
3M
4.5M
6M
7.5M
9M
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 4,502,580 $ 5,282,802 $ (780,222) (14.8)%$ 4,905,075 $ 3,581,556
Expenditures
Personnel 1,287,724 1,644,035 (356,311) (21.7)% 1,625,804 1,342,392
Operating 2,085,970 2,982,788 (896,818) (30.1)% 2,733,571 1,623,978
Capital - 2,036,588 (2,036,588) (100.0)% 3,374,134 1,311,372
Total Expenditures 3,373,694 6,663,411 (3,289,717) (49.4)% 7,733,509 4,277,742
Transfers 127,225 87,259 39,966 45.8% 99,237 82,376
Total Expenditures
including Transfers 3,500,919 6,750,670 (3,249,751) (48.1)% 7,832,746 4,360,118
Net Income (Loss)$ 1,001,661 $ (1,467,868)$ 2,469,529 168.2%$ (2,927,671)$ (778,562)
Personnel
Full-Time 8.00 11.00
Total Personnel 8.00 11.00
Fire Administration division Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 173
Budget Request Title:Fire department Wage Adjustment
Narrative:This budget request is to provide compensation to the Fire Admin Chiefs following the
Compensation guidelines.
Budget Amount
Total Revenue $ -
Total Personnel Costs 39,442
Total Operating Expenses -
Total Capital Outlay -
Total Budget Request $ 39,442
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Fire Administration division Budget request detail
FINANCIAL sUMMArIes
174 Proposed Budget | Fiscal Year 2025
Budget Request Title:Fire station Capital Improvement Plan
Narrative:In 2023, Meridian Fire Department completed a self-assessment manual (SAM) as well as a
peer review and site visit of the Meridian Fire Department. This through review illustrated for
us that our fire stations are inadequate. Specifically, the technical review report called out, 15.
It is recommended that the department advocate for building or renovating five fire stations to
ensure bunker gear and workout equipment are separated from the apparatus bays to avoid
carcinogens. (11A.9). To that end, MFD would like to create a ten-year plan, that addresses
significant remodels in the five identified stations. To do this, MFD will need to create a
compressive fire station capital improvement plan by hiring an architectural firm to provide
the necessary plan and best course of action.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses 250,000
Total Capital Outlay -
Total Budget Request $ 250,000
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?Yes
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?Yes
Fire Administration division Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 175
Budget Request Title:Mobile Air Unit - Up Fit
Narrative:The physical and mental demands associated with firefighting and other emergency
operations, coupled with the environmental dangers of extreme heat and humidity or
extreme cold, create conditions that can have an adverse impact on the safety and health of
emergency responders.
The department should outfit the recently donated mobile air unit to improve organizational
capability to support firefighter rehydration and recovery during emergency operations or
training exercises to help reduce the risk for illness or injury when emergency responders may
become fatigued and their ability to make critical decisions diminishes.
Rehabilitation is an essential element on the incident scene to prevent more serious
conditions such as cardiovascular events, dehydration, heat exhaustion or heat stroke from
occurring.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses 90,000
Total Capital Outlay -
Total Budget Request $ 90,000
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?Yes
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?Yes
Fire Administration division Budget request detail
FINANCIAL sUMMArIes
176 Proposed Budget | Fiscal Year 2025
Budget Request Title:Personnel Reclassification - Fire Department
Narrative:A reclassification request occurs when duties and responsibilities change substantially in
the degree of difficulty, level of accountability, and/or qualification requirements. Per the
Annual Budget Development Calendar Human Resources receives requests for position
reclassification and applies the City’s Step Compensation Plan to establish proper placement
in the plan.
This addresses 3 Fire positions reclassifying to a higher grade.
Budget Amount
Total Revenue $ -
Total Personnel Costs 78,081
Total Operating Expenses -
Total Capital Outlay -
Total Budget Request $ 78,081
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Proposed Budget | Fiscal Year 2025 177
FINANCIAL sUMMArIes
Fire station #1 Budget
The Fire Department provides fire suppression, first response emergency medical services and fire safety education
to our residents and visitors. The Fire Department’s main mission is to save lives and protect property from the
effects of fires, medical emergencies and hazards. There are Fire Stations strategically located throughout the
city to serve you.
Fire Station 1 is located at 540 E Franklin Rd. It houses a training room, conference room, and state of the art
Training Tower.
objectives:
9 Provide property fire protection to reduce fire loss and to minimize the dollar amount of property value lost to
fire damage in commercial and residential structures.
9 Provide advanced life support services (ALS) for medical emergency incidents.
9 Meet or exceed City Council adopted standards for alarm handling and response times.
9 Maintain emergency response effectiveness.
9 Reduce or eliminate the recurrence of fires and minimize arson.
9 Provide proper tools, equipment, adequate training and policy to reduce accidents and injuries to firefighters.
Fire station #1 Budget
178 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
4M
8M
12M
16M
20M
24M
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 2,095,383 $ 1,803,402 $ 291,981 16.2%$ -$ -
Expenditures
Personnel 8,927,391 19,653,710 (10,726,319) (54.6)% 13,390,028 10,816,365
Operating 107,823 16,402 91,421 557.4% 17,803 21,496
Capital - - - -% 70,836 22,162
Total Expenditures 9,035,214 19,670,112 (10,634,898) (54.1)% 13,478,667 10,860,023
Total Expenditures including Transfers 9,035,214 19,670,112 (10,634,898) (54.1)% 13,478,667 10,860,023
Net Income (Loss)$ (6,939,831)$ (17,866,710)$ 10,926,879 61.2%$ (13,478,667)$ (10,860,023)
Personnel
Full-Time 59.00 125.00
Total Personnel 59.00 125.00
Proposed Budget | Fiscal Year 2025 179
FINANCIAL sUMMArIes
Fire station #2 Budget
The Fire Department provides fire suppression, first response emergency medical services and fire safety education
to our residents and visitors. The Fire Department’s main mission is to save lives and protect property from the
effects of fires, medical emergencies and hazards. There are Fire Stations strategically located throughout the
city to serve you.
Fire Station 2 is located at 2401 N Ten Mile Road, Meridian.
objectives:
9 Provide property fire protection to reduce fire loss and to minimize the dollar amount of property value lost to
fire damage in commercial and residential structures.
9 Provide advanced life support services (ALS) for medical emergency incidents.
9 Meet or exceed City Council adopted standards for alarm handling and response times.
9 Maintain emergency response effectiveness.
9 Reduce or eliminate the recurrence of fires and minimize arson.
9 Provide proper tools, equipment, adequate training and policy to reduce accidents and injuries to firefighters.
Fire station #2 Budget
180 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
300k
600k
900k
1,200k
1,500k
1,800k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Expenditures
Personnel $ 1,519,709 $ -$ 1,519,709 100.0%$ -$ -
Operating 48,270 11,722 36,548 311.8% 11,566 11,178
Total Expenditures 1,567,979 11,722 1,556,257 13,276.4% 11,566 11,178
Total Expenditures
including Transfers 1,567,979 11,722 1,556,257 13,276.4% 11,566 11,178
Net Income (Loss)$ (1,567,979)$ (11,722)$ (1,556,257) (13,276.4)%$ (11,566)$ (11,178)
Personnel
Full-Time 9.00 0.00
Total Personnel 9.00 0.00
Proposed Budget | Fiscal Year 2025 181
FINANCIAL sUMMArIes
Fire station #3 Budget
The Fire Department provides fire suppression, first response emergency medical services and fire safety education
to our residents and visitors. The Fire Department’s main mission is to save lives and protect property from the
effects of fires, medical emergencies and hazards. There are Fire Stations strategically located throughout the
city to serve you.
Fire Station 3 is located at 3545 N Locust Grove Rd.
objectives:
9 Provide property fire protection to reduce fire loss and to minimize the dollar amount of property value lost to
fire damage in commercial and residential structures.
9 Provide advanced life support services (ALS) for medical emergency incidents.
9 Meet or exceed City Council adopted standards for alarm handling and response times.
9 Maintain emergency response effectiveness.
9 Reduce or eliminate the recurrence of fires and minimize arson.
9 Provide proper tools, equipment, adequate training and policy to reduce accidents and injuries to firefighters.
Fire station #3 Budget
182 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
300k
600k
900k
1,200k
1,500k
1,800k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Expenditures
Personnel $ 1,512,579 $ -$ 1,512,579 100.0%$ -$ -
Operating 45,507 10,943 34,564 315.9% 10,586 10,110
Total Expenditures 1,558,086 10,943 1,547,143 14,138.2% 10,586 10,110
Total Expenditures
including Transfers 1,558,086 10,943 1,547,143 14,138.2% 10,586 10,110
Net Income (Loss)$ (1,558,086)$ (10,943)$ (1,547,143) (14,138.2)%$ (10,586)$ (10,110)
Personnel
Full-Time 9.00 0.00
Total Personnel 9.00 0.00
Proposed Budget | Fiscal Year 2025 183
FINANCIAL sUMMArIes
Fire station #4 Budget
The Fire Department provides fire suppression, first response emergency medical services and fire safety education
to our residents and visitors. The Fire Department’s main mission is to save lives and protect property from the
effects of fires, medical emergencies and hazards. There are Fire Stations strategically located throughout the
city to serve you.
Fire Station 4 is located at 2515 S. Eagle Rd.
objectives:
9 Provide property fire protection to reduce fire loss and to minimize the dollar amount of property value lost to
fire damage in commercial and residential structures.
9 Provide advanced life support services (ALS) for medical emergency incidents.
9 Meet or exceed City Council adopted standards for alarm handling and response times.
9 Maintain emergency response effectiveness.
9 Reduce or eliminate the recurrence of fires and minimize arson.
9 Provide proper tools, equipment, adequate training and policy to reduce accidents and injuries to firefighters.
Fire station #4 Budget
184 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
300k
600k
900k
1,200k
1,500k
1,800k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Expenditures
Personnel $ 1,537,401 $ -$ 1,537,401 100.0%$ -$ -
Operating 48,921 12,454 36,467 292.8% 12,829 13,820
Total Expenditures 1,586,322 12,454 1,573,868 12,637.4% 12,829 13,820
Total Expenditures
including Transfers 1,586,322 12,454 1,573,868 12,637.4% 12,829 13,820
Net Income (Loss)$ (1,586,322)$ (12,454)$ (1,573,868) (12,637.4)%$ (12,829)$ (13,820)
Personnel
Full-Time 9.00 0.00
Total Personnel 9.00 0.00
Proposed Budget | Fiscal Year 2025 185
FINANCIAL sUMMArIes
Fire station #5 Budget
The Fire Department provides fire suppression, first response emergency medical services and fire safety education
to our residents and visitors. The Fire Department’s main mission is to save lives and protect property from the
effects of fires, medical emergencies and hazards. There are Fire Stations strategically located throughout the
city to serve you.
Fire Station 5 is located at 6001 N Linder Rd..
objectives:
9 Provide property fire protection to reduce fire loss and to minimize the dollar amount of property value lost to
fire damage in commercial and residential structures.
9 Provide advanced life support services (ALS) for medical emergency incidents.
9 Meet or exceed City Council adopted standards for alarm handling and response times.
9 Maintain emergency response effectiveness.
9 Reduce or eliminate the recurrence of fires and minimize arson.
9 Provide proper tools, equipment, adequate training and policy to reduce accidents and injuries to firefighters.
Fire station #5 Budget
186 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
400k
800k
1,200k
1,600k
2,000k
2,400k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Expenditures
Personnel $ 1,934,716 $ -$ 1,934,716 100.0%$ -$ -
Operating 50,980 11,340 39,640 349.6% 11,055 9,656
Total Expenditures 1,985,696 11,340 1,974,356 17,410.5% 11,055 9,656
Total Expenditures
including Transfers 1,985,696 11,340 1,974,356 17,410.5% 11,055 9,656
Net Income (Loss)$ (1,985,696)$ (11,340)$ (1,974,356) (17,410.5)%$ (11,055)$ (9,656)
Personnel
Full-Time 12.00 0.00
Total Personnel 12.00 0.00
Proposed Budget | Fiscal Year 2025 187
FINANCIAL sUMMArIes
Fire station #6 Budget
The Fire Department provides fire suppression, first response emergency medical services and fire safety education
to our residents and visitors. The Fire Department’s main mission is to save lives and protect property from the
effects of fires, medical emergencies and hazards. There are Fire Stations strategically located throughout the
city to serve you.
Fire Station 6 is located at 1435 W Overland Rd
objectives:
9 Provide property fire protection to reduce fire loss and to minimize the dollar amount of property value lost to
fire damage in commercial and residential structures.
9 Provide advanced life support services (ALS) for medical emergency incidents.
9 Meet or exceed City Council adopted standards for alarm handling and response times.
9 Maintain emergency response effectiveness.
9 Reduce or eliminate the recurrence of fires and minimize arson.
9 Provide proper tools, equipment, adequate training and policy to reduce accidents and injuries to firefighters.
Fire station #6 Budget
188 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
300k
600k
900k
1,200k
1,500k
1,800k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Expenditures
Personnel $ 1,510,030 $ -$ 1,510,030 100.0%$ -$ -
Operating 49,963 17,306 32,657 188.7% 15,768 15,398
Total Expenditures 1,559,993 17,306 1,542,687 8,914.2% 15,768 15,398
Total Expenditures
including Transfers 1,559,993 17,306 1,542,687 8,914.2% 15,768 15,398
Net Income (Loss)$ (1,559,993)$ (17,306)$ (1,542,687) (8,914.2)%$ (15,768)$ (15,398)
Personnel
Full-Time 9.00 0.00
Total Personnel 9.00 0.00
Proposed Budget | Fiscal Year 2025 189
FINANCIAL sUMMArIes
Fire station #7 Budget
The Fire Department provides fire suppression, first response emergency medical services and fire safety education
to our residents and visitors. The Fire Department’s main mission is to save lives and protect property from the
effects of fires, medical emergencies and hazards. There are Fire Stations strategically located throughout the
city to serve you.
Fire Station 7 is located at 6343 E. Lake Hazel Rd.
objectives:
9 Provide property fire protection to reduce fire loss and to minimize the dollar amount of property value lost to
fire damage in commercial and residential structures.
9 Provide advanced life support services (ALS) for medical emergency incidents.
9 Meet or exceed City Council adopted standards for alarm handling and response times.
9 Maintain emergency response effectiveness.
9 Reduce or eliminate the recurrence of fires and minimize arson.
9 Provide proper tools, equipment, adequate training and policy to reduce accidents and injuries to firefighters.
Fire station #7 Budget
190 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
1.2M
2.4M
3.6M
4.8M
6M
7.2M
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Expenditures
Personnel $ 1,522,447 $ -$ 1,522,447 100.0%$ -$ -
Operating 52,682 17,306 35,376 204.4% 93,578 139,971
Capital - 1,159,384 (1,159,384) (100.0)% 6,388,649 1,792,683
Total Expenditures 1,575,129 1,176,690 398,439 33.9% 6,482,227 1,932,654
Total Expenditures
including Transfers 1,575,129 1,176,690 398,439 33.9% 6,482,227 1,932,654
Net Income (Loss)$ (1,575,129)$ (1,176,690)$ (398,439) (33.9)%$ (6,482,227)$ (1,932,654)
Personnel
Full-Time 9.00 0.00
Total Personnel 9.00 0.00
Proposed Budget | Fiscal Year 2025 191
FINANCIAL sUMMArIes
Fire station #8 Budget
The Fire Department provides fire suppression, first response emergency medical services and fire safety education
to our residents and visitors. The Fire Department’s main mission is to save lives and protect property from the
effects of fires, medical emergencies and hazards. There are Fire Stations strategically located throughout the
city to serve you.
Fire Station 8 is located at 4250 N. Owyhee Storm Avenue.
objectives:
9 Provide property fire protection to reduce fire loss and to minimize the dollar amount of property value lost to
fire damage in commercial and residential structures.
9 Provide advanced life support services (ALS) for medical emergency incidents.
9 Meet or exceed City Council adopted standards for alarm handling and response times.
9 Maintain emergency response effectiveness.
9 Reduce or eliminate the recurrence of fires and minimize arson.
9 Provide proper tools, equipment, adequate training and policy to reduce accidents and injuries to firefighters.
Fire station #8 Budget
192 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
1.2M
2.4M
3.6M
4.8M
6M
7.2M
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ -$ -$ - -%$ -$ 10,167
Expenditures
Personnel 1,499,247 - 1,499,247 100.0% - -
Operating 52,762 17,306 35,456 204.9% 84,388 139,508
Capital - 1,017,618 (1,017,618) (100.0)% 5,897,825 1,422,224
Total Expenditures 1,552,009 1,034,924 517,085 50.0% 5,982,213 1,561,732
Total Expenditures including Transfers 1,552,009 1,034,924 517,085 50.0% 5,982,213 1,561,732
Net Income (Loss)$ (1,552,009)$ (1,034,924)$ (517,085) (50.0)%$ (5,982,213)$ (1,551,565)
Personnel
Full-Time 9.00 0.00
Total Personnel 9.00 0.00
Proposed Budget | Fiscal Year 2025 193
FINANCIAL sUMMArIes
Fire Health and safety division
The Health and Safety Division focuses on the health, wellness and safety of the department’s employees to ensure
that the department complies with laws and industry standards pertaining to workplace safety, provides tools and
equipment necessary to protect staff against job related health hazards, and promotes employee well-being in
an effort to reduce the incidence and cost of illness and injury. This program includes a comprehensive physical
fitness program designed to reduce the likelihood of cardiac related illnesses and ensure that staff maintains a
level of fitness commensurate with the physical demands of their job.
objectives:
9 NFPA 1581 annual standards for first responders including employee vaccinations, flu shots, and medical
testing.
9 Per NFPA 1582, all firefighters engaged in emergency operations should be medically examined on an annual
base.
9 The fitness evaluation is based on the Wellness Fitness Initiative. This expense supports the District’s emphasis
on promoting employee wellness and physical fitness.
9 This account supports the District’s Behavioral Health Program that includes Behavioral Health Site Clinician
Visits, Personal Services, Family Sessions, and Peer Support Training.
9 Expenses related to incident decontamination and infection control personal protective equipment.
9 Peer Fitness Trainers support member’s needs for improvement, continuing education is required to maintain
certification.
9 Regular professional maintenance and replacement of parts no longer covered by warranty will help maximize
the useful life of the District’s fitness equipment.
Fire Health and safety division
194 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
60k
120k
180k
240k
300k
360k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Expenditures
Personnel $ 194,077 $ -$ 194,077 100.0%$ -$ -
Operating 100,030 - 100,030 100.0% - -
Total Expenditures 294,107 - 294,107 100.0% - -
Total Expenditures
including Transfers 294,107 - 294,107 100.0% - -
Net Income (Loss)$ (294,107)$ -$ (294,107) (100.0%)$ -$ -
Personnel
Full-Time 1.00 0.00
Total Personnel 1.00 0.00
Proposed Budget | Fiscal Year 2025 195
FINANCIAL sUMMArIes
Fire Training division Budget
The Fire Training Division ensures that all employees of the fire department meet or exceed required training
standards and best practices. The Training Division coordinates the training of department personnel in the areas
of fire suppression, EMS, hazardous materials, special operations, leadership and other operational areas. The
Training Division consists of the Training Division Chief and two Training Captains and works under the Operations
Division. The Training Division also conducts recruit academies for incoming personnel and conducts promotional
exams for current personnel.
objectives:
9 Provide current and best practice training on firefighting, emergency medical and special operations along
with professional development to all fire personnel.
9 Provide the training and resources needed to properly train new incoming personnel.
9 Provide a robust and fair promotional process for advancement and retention.
9 Provide proper training and policy to reduce accident and injury to firefighters and to ensure a safe work
environment.
Fire Training division Budget
196 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
150k
300k
450k
600k
750k
900k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Expenditures
Personnel $ 573,795 $ 581,301 $ (7,506) (1.3)%$ 456,001 $ 480,011
Operating 106,023 104,776 1,247 1.2% 94,529 75,513
Total Expenditures 679,818 686,077 (6,259) (0.9)% 550,530 555,524
Total Expenditures
including Transfers 679,818 686,077 (6,259) (0.9)% 550,530 555,524
Net Income (Loss)$ (679,818)$ (686,077)$ 6,259 0.9%$ (550,530)$ (555,524)
Personnel
Full-Time 3.00 3.00
Total Personnel 3.00 3.00
Proposed Budget | Fiscal Year 2025 197
FINANCIAL sUMMArIes
Fire Logistics division
The Logistics Division manages the procurement, maintenance and oversight of all apparatus, vehicles,
equipment, uniforms and personnel protective equipment (PPE) for the Meridian Fire Department. The division
develops comprehensive planning and future budgeting projections utilizing the comprehensive financial plan
(CFP) for replacement of fire apparatus, staff vehicles, firefighting equipment, and PPE. The division schedules
maintenance and repairs for all apparatus, vehicles and firefighting equipment including annual required testing
on all hose, ladders, self-contained breathing apparatus (SCBA) fit testing and apparatus.
objectives:
9 Strategic Planning for all fire apparatus, staff vehicles, uniforms and equipment
9 Budget development and forecasting for fire apparatus, staff vehicles, uniforms and equipment
9 Annual testing programs for hose, ladders, aerial devices, mask fit testing and apparatus pump testing
9 Managing inventory for all PPE and uniforms
9 Maintenance and repair of all firefighting equipment, apparatus, and staff vehicles
9 Managing procurement of all apparatus, staff vehicles, uniforms and equipment
9 Assists with building maintenance of eight fire stations, training tower and training center
Fire Logistics division
198 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
250k
500k
750k
1,000k
1,250k
1,500k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Expenditures
Personnel $ 354,041 $ -$ 354,041 100.0%$ -$ -
Operating 994,392 - 994,392 100.0% - -
Total Expenditures 1,348,433 - 1,348,433 100.0% - -
Total Expenditures
including Transfers 1,348,433 - 1,348,433 100.0% - -
Net Income (Loss)$ (1,348,433)$ -$ (1,348,433) (100.0%)$ -$ -
Personnel
Full-Time 2.00 0.00
Total Personnel 2.00 0.00
Proposed Budget | Fiscal Year 2025 199
FINANCIAL sUMMArIes
Fire Prevention division Budget
The Prevention Division consists of the Fire Marshal/ Deputy Chief of Prevention and three Fire Inspectors. The
Fire Prevention Division also directs and works with other personnel who do plan reviews for the city in other
departments. The Fire Prevention Division serves our community by inspecting new commercial construction,
existing commercial and public buildings for fire and life safety hazards. The Division also tracks hood systems,
hood extinguishing systems, fire sprinkler systems and fire alarm systems in the city. Our fire inspectors are
trained to do fire investigations. These include fires of suspicious origin, fires that involve fatalities and those that
result in large dollar loss. Our Division’s goal is to prevent fires by pre-planning, ensuring code compliance and
finding the cause of fires to help others from suffering the same loss.
objectives:
9 Fire and Life Safety through comprehensive inspection programs.
9 Build fire safe buildings through plan review and fire code implementation.
9 Learn causes of fire to prevent future fires.
Fire Prevention division Budget
200 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
120k
240k
360k
480k
600k
720k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Expenditures
Personnel $ 618,669 $ 620,749 $ (2,080) (0.3)%$ 514,295 $ 492,928
Operating 24,116 30,115 (5,999) (19.9)% 17,400 9,606
Total Expenditures 642,785 650,864 (8,079) (1.2)% 531,695 502,534
Total Expenditures
including Transfers 642,785 650,864 (8,079) (1.2)% 531,695 502,534
Net Income (Loss)$ (642,785)$ (650,864)$ 8,079 1.2%$ (531,695)$ (502,534)
Personnel
Full-Time 3.00 3.00
Total Personnel 3.00 3.00
Proposed Budget | Fiscal Year 2025 201
FINANCIAL sUMMArIes
Fire eMs division Budget
The EMS Division oversees all of the Emergency Medical Services within the Fire Department. More than 70% of
the calls our crews respond to, are medical related. Calls ranging from simple slips trips and falls, to complicated
medical calls, to highly sensitive mass casualty incidents. An active member of the ACCESS (Ada County City
Emergency Services System) JPA that incorporates all Ada County Fire and EMS departments for joint oversight,
purchasing ,etc. The EMS division also supports all the state licensure and certifications required for our personnel
to work in the field. This includes making sure all appropriate training is accomplished as laid out from the Idaho
EMS Bureau. Along with overseeing EMS responses, the EMS Division oversees the City of Meridian’s Heart
Safe Initiative by managing more than 128 strategically placed AED’s (and their maintenance) throughout the city.
These AED’s are placed in all the City Buildings, parks, police vehicles, and Fire Admin vehicles. EMS Division also
oversees the EMS Bike Team/Special Events team that provides EMS standby coverage for city sponsored events.
objectives:
9 To provide the best quality emergency medical care to the citizens of Meridian
9 To be as prepared as possible for any type of emergency medical call that happens in Meridian and Ada
County.
9 Collaborate with our ACCESS partners to provide the best EMS system available.
9 Collaborate with our Hospitals and other allied health agencies, so that the continuum of patient care is
seamless.
9 Provide appropriate classes and training for our personnel, so they feel confident, comfortable, and are well
trained.
9 Maintain appropriate training to meet or exceed required certification hours as set forth by the Idaho EMS
Bureau.
9 Train and equip our responders so that out of hospital cardiac arrest in the city of Meridian increases a patient’s
chance of survival.
9 Provide our members with the best possible equipment to do their job appropriately.
Fire eMs division Budget
202 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
100k
200k
300k
400k
500k
600k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Expenditures
Personnel $ 366,649 $ 279,162 $ 87,487 31.3%$ -$ -
Operating 164,633 217,247 (52,614) (24.2)% - -
Total Expenditures 531,282 496,409 34,873 7.0% - -
Total Expenditures
including Transfers 531,282 496,409 34,873 7.0% - -
Net Income (Loss)$ (531,282)$ (496,409)$ (34,873) (7.0)%$ -$ -
Personnel
Full-Time 2.00 2.00
Total Personnel 2.00 2.00
Fire eMs division Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 203
Budget Request Title:Video Laryngoscope
Narrative:As a member of A.C.C.E.S.S., we are trying to remain cutting edge. In the fall of 2023,
Ada County Paramedics added video Laryngoscopes to their compliment of Advanced
Life Support equipment. Currently our paramedics are able to assist patients who are not
breathing, or are struggling to breathe, by directly visualizing the patients airway and placing a
tube in the airway for direct access to the lungs.
Video laryngoscope allows for us to indirectly visualize the vocal cords and other related
airway structures, without a direct line of sight. Often times direct line of sight can be blocked
by obstructions in the airway, or can be a health hazard for our paramedics, who have to be
directly over a patients airway. The health hazard stems from the proximity to the patients
airway. Video Laryngoscopes are the standard for use in operating rooms. We would like to
increase our capabilities in the field along with our first pass success of placing advanced
airways. This new device has already shown to improve first pass success in the data since
fall of 2023 as noted by Ada County Paramedics. Not all paramedic programs in the country
utilize this tool, but it is rapidly becoming the norm for EMS agencies.
Attached is a quote for cost of the device along with batteries that will need to be replaced
regularly. We have also added annually the purchase of one device as an ongoing expense in
case we have a failure of a device etc.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses 39,000
Total Capital Outlay -
Total Budget Request $ 39,000
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?Yes
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?No
Is this request for a new activity, program, or service not currently provided by the City?Yes
Fire Community risk reduction division Budget
204 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Community Risk Reduction (CRR) Division promotes safer communities through community outreach,
education and the promotion of hazard mitigation. CRR uses a risk assessment process to identify and prioritize
local risks, followed by the integrated and strategic investment of department resources to reduce their occurrence
and impact. In addition to ongoing identification and assessment of city-wide risks, the CRR Division collaborates
with local, state and federal agencies to ensure the Department’s ability to appropriately assist communities in the
mitigation, preparedness, response, and recovery phases of hazards to communities it serves. The division also
provides key fire and life safety programs to Meridian City and Meridian Rural Fire District businesses, schools
and residences. The Division’s goals are to reach those who live, work, and play in Meridian with key educational
programs that train our public to prevent, respond, and react to fire and life safety emergencies.
objectives:
9 Reducing incidents of fire loss though city-wide public fire education programs.
9 Reducing incidents of death by Cardiac Arrest through Heart-Safe CPR/First Aid Classes.
9 Reducing incidents of death by fire/CO by managing smoke/carbon monoxide education and maintenance
programs.
9 Reducing incidents of automotive collision injuries by managing child passenger seat education programs.
9 Reducing incidents of older adult loss by managing older adult fire and fall programs.
9 Reducing emergency responses through community risk reduction efforts..
Proposed Budget | Fiscal Year 2025 205
FINANCIAL sUMMArIes
Fire Community risk reduction division Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
80k
160k
240k
320k
400k
480k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ -$ -$ - -%$ 16,250 $ 3,740
Expenditures
Personnel 314,023 311,587 2,436 0.8% 271,432 170,934
Operating 73,898 50,188 23,710 47.2% 138,665 33,529
Total Expenditures 387,921 361,775 26,146 7.2% 410,097 204,463
Total Expenditures
including Transfers 387,921 361,775 26,146 7.2% 410,097 204,463
Net Income (Loss)$ (387,921)$ (361,775)$ (26,146) (7.2)%$ (393,847)$ (200,723)
Personnel
Full-Time 3.00 3.00
Total Personnel 3.00 3.00
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PARKS AND RECREATION DEPARTMENT
Administration Division
Recreation Sports Division
Recreation Community Events Division
Recreation Camps and Classes Division
Homecourt Division
Recreation Division
Parks Division
Construction Division
Lakeview Golf Course Division
Lakeview Cart Rental Division
Lakeview Pro Shop Division
Lakeview Golfing and Grounds Maintenance Division
Lakeview Food and Beverage Division
Lakeview Capital Projects Division
Community Pool Division
Parks and recreation department Budget
208 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Meridian Parks and Recreation Department’s mission is to enhance the community’s quality of life by providing
innovatively designed parks, connected pathways, and diverse recreational opportunities for all citizens.
Quality: We provide quality parks, pathways and recreational opportunities that are beautifully designed,
exceptionally maintained, safe, and create memories for the citizens and visitors to Meridian.
Community: We build the sense of community in Meridian by connecting people through parks, pathways,
programs, and events that bring enjoyment to individuals and families of all ages and abilities.
Fun: We provide places and opportunities that create quality of life experiences, bring balance to working individuals
and families, and are fun and enjoyable. At the end of the day, this is what it’s all about!
objectives:
9 To invest in facilities, programs, and partnerships to establish itself as an active and vibrant community that
fulfills the diverse recreational needs of the City’s population.
9 To provide recreational facilities for sports enthusiasts to play a variety of popular sports throughout the week.
9 To coordinate with community groups who provide scheduling and maintenance of various parks and leisure
areas.
9 To provide an affordable and accessible golf facility for the City’s residents.
9 To provide safe and enjoyable aquatics programming at the Meridian Pool.
Justification:
The proposed FY2025 budget for Parks & Recreation reflects the priorities of the community and department.
Pathways continue to rank as a top priority in community surveys. The existing community center will be
demolished next year to make way for downtown redevelopment and we need to press forward with planning and
design for the new community center. The expansion of Discovery Park and our entire park system over the years
require additional park staff, along with necessary equipment, supplies, maintenance, and amenity upgrades for
our growing park system.
Proposed Budget | Fiscal Year 2025 209
FINANCIAL sUMMArIes
Parks and recreation department Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
5M
10M
15M
20M
25M
30M
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 11,698,744 $ 13,123,411 $ (1,424,667) (10.9)%$ 10,976,163 $ 8,607,358
Expenditures
Personnel 6,239,586 5,606,865 632,721 11.3% 5,090,477 4,279,764
Operating 4,929,457 5,046,665 (117,208) (2.3)% 4,811,336 4,692,609
Capital 3,303,070 13,231,166 (9,928,096) (75.0)% 9,083,497 9,920,067
Total Expenditures 14,472,113 23,884,696 (9,412,583) (39.4)% 18,985,310 18,892,440
Transfers 85,609 39,510 46,099 116.7% 66,652 55,327
Total Expenditures
including Transfers 14,557,722 23,924,206 (9,366,484) (39.2)% 19,051,962 18,947,767
Net Income (Loss)$ (2,858,978)$ (10,800,795)$ 7,941,817 73.5%$ (8,075,799)$ (10,340,409)
Personnel
Full-Time 51.00 51.00
Part-Time 1.00 1.00
Total Personnel 52.00 52.00
Parks and recreation department Budget requests
210 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
Budget Replacement Request Title Budget Amount
Equip. Replace.-Parks-Computers $ 10,800
Park Facility Life Cycle Replacements 823,540
Vehicle & Equipment Replacements 364,000
Total Budget Replacement Requests $ 1,198,340
Budget Change Request Title Personnel Operating Capital
Net Rev-Cost
Budget
Amount
Personnel Reclassification - Parks Department $ 62,065 $ -$ -$ 62,065
Fuller Park Sidewalk Connection - 85,000 - 85,000
MPR Maintenance Equipment & Vehicle Purchases - 117,690 - 117,690
Roundabout Landscaping - Locust Grove/Victory - 3,000 42,000 45,000
Shade Structure in Existing Parks - - 80,000 80,000
Community Center - Construction - - 750,000 750,000
Greenup of Donated Land at Hillsdale Park - - 175,000 175,000
Pathway Connections 1,500 4,275 658,000 663,775
Lakeview Golf Course Improvements - - 805,230 805,230
Total Budget Change Requests $ 63,565 $ 209,965 $ 2,510,230 $ 2,783,760
Proposed Budget | Fiscal Year 2025 211
FINANCIAL sUMMArIes
recreation Administration division Budget
The Recreation Administration Division enhances the quality of life for the community by providing diverse
recreational opportunities for the citizens of Meridian.
objectives:
9 To offer diverse classes, camps, activities, and excursions for all ages.
9 To host quality special events that are fun for the whole family.
9 To provide robust adult sports leagues.
9 To offer ways for volunteers to connect and serve.
9 To enrich the community with arts and culture.
9 To identify desired uses, location, and develop a new Meridian Community Center.
recreation Administration division Budget
212 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
250k
500k
750k
1,000k
1,250k
1,500k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 19,777 $ 7,000 $ 12,777 182.5%$ 42,000 $ 699,157
Expenditures
Personnel 506,263 485,314 20,949 4.3% 319,654 691,727
Operating 60,376 77,208 (16,832) (21.8)% 49,766 453,858
Total Expenditures 566,639 562,522 4,117 0.7% 369,420 1,145,585
Total Expenditures
including Transfers 566,639 562,522 4,117 0.7% 369,420 1,145,585
Net Income (Loss)$ (546,862)$ (555,522)$ 8,660 1.6%$ (327,420)$ (446,428)
Personnel
Full-Time 3.00 3.00
Total Personnel 3.00 3.00
Proposed Budget | Fiscal Year 2025 213
FINANCIAL sUMMArIes
recreation sports division Budget
The Recreation Sports Division enhances the quality of life for the community by providing diverse recreational
adult sports leagues and tournaments for the citizens of Meridian.
objectives:
9 To provide robust adult sports leagues.
recreation sports division Budget
214 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
80k
160k
240k
320k
400k
480k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 383,977 $ 288,906 $ 95,071 32.9%$ 373,655 $ -
Expenditures
Personnel 196,720 185,083 11,637 6.3% 234,012 -
Operating 184,550 184,550 - -% 184,363 -
Total Expenditures 381,270 369,633 11,637 3.1% 418,375 -
Total Expenditures
including Transfers 381,270 369,633 11,637 3.1% 418,375 -
Net Income (Loss)$ 2,707 $ (80,727)$ 83,434 103.4%$ (44,720)$ -
Personnel
Full-Time 2.00 2.00
Total Personnel 2.00 2.00
Proposed Budget | Fiscal Year 2025 215
FINANCIAL sUMMArIes
recreation Community events division Budget
The Recreation Community Events Division enhances the quality of life for the community by providing diverse
recreational opportunities for the citizens of Meridian.
objectives:
9 To host quality special events that are fun for the whole family.
9 To provide robust adult sports leagues.
9 To offer ways for volunteers to connect and serve.
9 To enrich the community with arts and culture.
9 To identify desired uses, location, and develop a new Meridian Community Center.
recreation Community events division Budget
216 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
60k
120k
180k
240k
300k
360k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 30,825 $ 30,320 $ 505 1.7%$ 31,811 $ -
Expenditures
Personnel 212,646 115,255 97,391 84.5% 174,780 6,382
Operating 110,000 119,000 (9,000) (7.6)% 63,600 -
Total Expenditures 322,646 234,255 88,391 37.7% 238,380 6,382
Total Expenditures
including Transfers 322,646 234,255 88,391 37.7% 238,380 6,382
Net Income (Loss)$ (291,821)$ (203,935)$ (87,886) (43.1)%$ (206,569)$ (6,382)
Personnel
Full-Time 2.00 1.00
Total Personnel 2.00 1.00
Proposed Budget | Fiscal Year 2025 217
FINANCIAL sUMMArIes
recreation Camps and Classes division Budget
The Recreation Camps and Classes Division is responsible for providing a wide variety of community education
classes, activities, and programs for our community. It also provides week-long summer camps to keep kids
engaged throughout the summer months.
objectives:
9 To offer diverse classes, camps, activities, and excursions for all ages.
recreation Camps and Classes division Budget
218 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
80k
160k
240k
320k
400k
480k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 320,770 $ 313,313 $ 7,457 2.4%$ 311,427 $ -
Expenditures
Personnel 118,190 111,519 6,671 6.0% 97,618 6,824
Operating 240,017 226,864 13,153 5.8% 207,074 -
Total Expenditures 358,207 338,383 19,824 5.9% 304,692 6,824
Total Expenditures
including Transfers 358,207 338,383 19,824 5.9% 304,692 6,824
Net Income (Loss)$ (37,437)$ (25,070)$ (12,367) (49.3)%$ 6,735 $ (6,824)
Personnel
Full-Time 1.00 1.00
Total Personnel 1.00 1.00
Proposed Budget | Fiscal Year 2025 219
FINANCIAL sUMMArIes
Homecourt division Budget
The Meridian Homecourt serves as an indoor sports facility for the citizens of the City of Meridian and the Treasure
Valley as a whole. It is the goal of Meridian Parks and Recreation to create and provide a fair and equal opportunity
for community members to maximize facility usage.
objectives:
9 To coordinate community recreation programs, such as Pickleball, Basketball, and Volleyball, as well as special
event tournaments, and to host a wide variety of other community education classes.
9 To schedule the facility for community user groups, including sport courts and class instruction areas.
9 To manage and coordinate the maintenance and upkeep of the facility.
Homecourt division Budget
220 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
200k
400k
600k
800k
1,000k
1,200k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 238,226 $ 168,502 $ 69,724 41.4%$ 273,360 $ 248,425
Expenditures
Personnel 443,243 420,158 23,085 5.5% 372,640 323,615
Operating 516,765 351,970 164,795 46.8% 184,126 168,368
Total Expenditures 960,008 772,128 187,880 24.3% 556,766 491,983
Total Expenditures
including Transfers 960,008 772,128 187,880 24.3% 556,766 491,983
Net Income (Loss)$ (721,782)$ (603,626)$ (118,156) (19.6)%$ (283,406)$ (243,558)
Personnel
Full-Time 4.00 4.00
Part-Time 1.00 1.00
Total Personnel 5.00 5.00
Proposed Budget | Fiscal Year 2025 221
FINANCIAL sUMMArIes
Parks and recreation Administration division Budget
The Parks and Recreation Administration Division provides management direction of the day-to-day operations
for the entire Department, including the Recreation, Community Events, Homecourt, Sports, Parks, Construction,
Pool, and Lakeview Golf Course Divisions.
objectives:
9 To invest in facilities, programs, and partnerships to establish Meridian as an active and vibrant community
that fulfills the diverse recreational needs of the City’s population and helps our citizens build lasting, positive
memories.
9 To prepare short- and long-range plans for innovatively designed parks, pathway development and a variety of
recreation programs.
Parks and recreation Administration division Budget
222 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
150k
300k
450k
600k
750k
900k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 8,551,636 $ 9,799,989 $ (1,248,353) (12.7)%$ 7,181,776 $ 3,886,033
Expenditures
Personnel 659,507 664,228 (4,721) (0.7)% 547,660 554,038
Operating 132,882 170,764 (37,882) (22.2)% 167,133 219,653
Total Expenditures 792,389 834,992 (42,603) (5.1)% 714,793 773,691
Transfers 85,609 39,510 46,099 116.7% 66,652 55,327
Total Expenditures including Transfers 877,998 874,502 3,496 0.4% 781,445 829,018
Net Income (Loss)$ 7,673,638 $ 8,925,487 $ (1,251,849) (14.0)%$ 6,400,331 $ 3,057,015
Personnel
Full-Time 5.00 6.00
Total Personnel 5.00 6.00
Parks and recreation Administration division Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 223
Budget Request Title:Personnel Reclassification - Parks Department
Narrative:A reclassification request occurs when duties and responsibilities change substantially in
the degree of difficulty, level of accountability, and/or qualification requirements. Per the
Annual Budget Development Calendar Human Resources receives requests for position
reclassification and applies the City’s Step Compensation Plan to establish proper placement
in the plan.
This addresses 3 Parks & Recreation positions reclassifying to a higher grade.
Budget Amount
Total Revenue $ -
Total Personnel Costs 62,065
Total Operating Expenses -
Total Capital Outlay -
Total Budget Request $ 62,065
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Parks division Budget
224 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Parks Division is responsible for the management and maintenance of our urban forest, parks, pathways, and
facilities that meet and exceed the community’s need for open spaces that keep up with a growing demand.
objectives:
9 To gain the public’s trust by providing parks and pathways that are safe and well maintained.
Proposed Budget | Fiscal Year 2025 225
FINANCIAL sUMMArIes
Parks division Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
1.2M
2.4M
3.6M
4.8M
6M
7.2M
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ -$ -$ - -%$ 8,927 $ 21,438
Expenditures
Personnel 2,891,004 2,517,768 373,236 14.8% 2,366,476 1,814,036
Operating 2,335,259 2,222,834 112,425 5.1% 2,457,563 1,953,403
Capital 488,840 968,089 (479,249) (49.5)% 240,831 46,353
Total Expenditures 5,715,103 5,708,691 6,412 0.1% 5,064,870 3,813,792
Total Expenditures including Transfers 5,715,103 5,708,691 6,412 0.1% 5,064,870 3,813,792
Net Income (Loss)$ (5,715,103)$ (5,708,691)$ (6,412) (0.1)%$ (5,055,943)$ (3,792,354)
Personnel
Full-Time 24.00 24.00
Total Personnel 24.00 24.00
Parks division Budget request detail
FINANCIAL sUMMArIes
226 Proposed Budget | Fiscal Year 2025
Budget Request Title:Fuller Park sidewalk Connection
Narrative:This request is to fund the installation of a sidewalk connection from the subdivision to
the existing multi-use pathway. Currently, school-aged children walking to school use the
parking lot to access the multi-use pathway, which is unsafe, given the amount of traffic in the
mornings and afternoons during school pickup.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses 85,000
Total Capital Outlay -
Total Budget Request $ 85,000
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?Yes
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Parks division Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 227
Budget Request Title:MPr Maintenance equipment & Vehicle Purchases
Narrative:Service Bodies: Currently, we are working out of pickups with minimal storage space and very
tall boxes to reach into. Service bodies allow us to stock tools and supplies more efficiently.
Two Trailers: Need is to haul longer heavier loads with tractors and turf equipment. Current
trailers are not heavy duty enough and have too steep of a load angle for tractors with a PTO
attached to a piece of equipment. Currently, we are roading tractors and equipment with
speed restrictions to 15 MPH. The desire is to get equipment from park to park and golf
course in a more timely manner and avoid turf tires on roads.*22,000 lb rated pintel hitch
trailer - $25,000*22,000 lb rated gooseneck trailer - $25,000Used Truck for Lakeview Golf
Course Maintenance Division: We need a used F250 pickup truck to conduct LGC operations,
including parts purchases and hauling equipment.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses 117,690
Total Capital Outlay -
Total Budget Request $ 117,690
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?Yes
Parks division Budget request detail
FINANCIAL sUMMArIes
228 Proposed Budget | Fiscal Year 2025
Budget Request Title:roundabout Landscaping - Locust Grove/Victory
Narrative:The newly constructed roundabout at the intersection of Locust Grove Road and Victory Road
currently has ground cover rock and boulders that were provided by ACHD. To enhance the
appearance of this roundabout and to create consistency with other corridors, this request
would fund the installation of low water consumptive plant material and an inexpensive
irrigation system for plant establishment. This also includes the ongoing maintenance of the
plants and landscaping.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses 3,000
Total Capital Outlay 42,000
Total Budget Request $ 45,000
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Parks division Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 229
Budget Request Title:shade structure in existing Parks
Narrative:This request would fund the shade structure requested for the Kleiner Park Community
Garden.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses -
Total Capital Outlay 80,000
Total Budget Request $ 80,000
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?Yes
Parks and recreation Construction division Budget
230 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Parks and Recreation Construction Division is responsible for the planning and implementation of new park/
pathway construction, roadway beautification, and the life cycle replacements in existing parks and facilities..
objectives:
9 To meet and exceed the community’s need for new and well-maintained parks, pathways, and facilities through
the wise use of available resources.
Proposed Budget | Fiscal Year 2025 231
FINANCIAL sUMMArIes
Parks and recreation Construction division Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
2M
4M
6M
8M
10M
12M
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ -$ 722,192 $ (722,192) (100.0)%$ 130,698 $ 295,123
Expenditures
Operating - 323,600 (323,600) (100.0)% - 90,574
Capital 1,954,000 8,866,492 (6,912,492) (78.0)% 6,811,028 6,957,210
Total Expenditures 1,954,000 9,190,092 (7,236,092) (78.7)% 6,811,028 7,047,784
Total Expenditures
including Transfers 1,954,000 9,190,092 (7,236,092) (78.7)% 6,811,028 7,047,784
Net Income (Loss)$ (1,954,000)$ (8,467,900)$ 6,513,900 76.9%$ (6,680,330)$ (6,752,661)
Parks and recreation Construction division Budget request detail
FINANCIAL sUMMArIes
232 Proposed Budget | Fiscal Year 2025
Budget Request Title:Community Center - Construction
Narrative:This budget request would allow us to develop construction documents for the future
Community Center.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses -
Total Capital Outlay 750,000
Total Budget Request $ 750,000
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?Yes
Parks and recreation Construction division Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 233
Budget Request Title:Greenup of donated Land at Hillsdale Park
Narrative:The land that was donated by Marti Hill needs to be greened up and made part of Hillsdale
Park.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses -
Total Capital Outlay 175,000
Total Budget Request $ 175,000
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Parks and recreation Construction division Budget request detail
FINANCIAL sUMMArIes
234 Proposed Budget | Fiscal Year 2025
Budget Request Title:Pathway Connections
Narrative:Ten Mile Trailhead Restroom Construction: This request would fund the construction of a
small restroom facility at the Trailhead on Ten Mile Road. $350,000
Five Mile Creek Pathway: This request will fund an infill section of Five Mile Creek Pathway
in North Meridian from McDermott Road under the new Highway 16 to N. Glassford Way.
$308,000
Budget Amount
Total Revenue $ -
Total Personnel Costs 1,500
Total Operating Expenses 4,275
Total Capital Outlay 658,000
Total Budget Request $ 663,775
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?Yes
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Proposed Budget | Fiscal Year 2025 235
FINANCIAL sUMMArIes
Lakeview Golf Course Administration division Budget
The City’s only public golf course, Lakeview Golf Course, is an 18-hole par 72 golf course. It is equipped with a
full-service clubhouse for community gatherings, pro shop, golf cart rentals, driving range, and practice area.
It offers men’s and women’s golf associations, junior golf programs, golf lessons and packages, and can host
tournaments and special events.
objectives:
9 To provide an affordable and accessible golf facility that is well maintained and a source of pride for our
residents.
Lakeview Golf Course Administration division Budget
236 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
800k
1,600k
2,400k
3,200k
4,000k
4,800k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ -$ -$ - -%$ 7,298 $ 735,937
Expenditures
Personnel 158,054 139,396 18,658 13.4% 189,596 103,012
Operating 209,502 234,165 (24,663) (10.5)% 285,445 553,259
Capital 55,000 162,222 (107,222) (66.1)% 1,892,981 2,904,304
Total Expenditures 422,556 535,783 (113,227) (21.1)% 2,368,022 3,560,575
Total Expenditures including Transfers 422,556 535,783 (113,227) (21.1)% 2,368,022 3,560,575
Net Income (Loss)$ (422,556)$ (535,783)$ 113,227 21.1%$ (2,360,724)$ (2,824,638)
Personnel
Full-Time 1.00 1.00
Total Personnel 1.00 1.00
Proposed Budget | Fiscal Year 2025 237
FINANCIAL sUMMArIes
Lakeview Cart rental division Budget
The City’s only public golf course, Lakeview Golf Course, is an 18-hole par 72 golf course. It is equipped with a
full-service clubhouse for community gatherings, golf shop, golf cart rentals, driving range, and practice area.
It offers men’s and women’s golf associations, junior golf programs, golf lessons and packages, and can host
tournaments and special events.
objectives:
9 To provide affordable access to a clean, well maintained fleet of golf carts for our residents.
Lakeview Cart rental division Budget
238 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
25k
50k
75k
100k
125k
150k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 353,461 $ 300,493 $ 52,968 17.6%$ 328,874 $ 340,728
Expenditures
Operating 7,880 10,100 (2,220) (22.0)% 7,685 10,576
Total Expenditures 7,880 10,100 (2,220) (22.0)% 12,837 132,306
Total Expenditures
including Transfers 7,880 10,100 (2,220) (22.0)% 12,837 132,306
Net Income (Loss)$ 345,581 $ 290,393 $ 55,188 19.0%$ 316,037 $ 208,422
Proposed Budget | Fiscal Year 2025 239
FINANCIAL sUMMArIes
Lakeview Pro shop division Budget
The City’s only public golf course, Lakeview Golf Course, is an 18-hole par 72 golf course. It is equipped with a
full-service clubhouse for community gatherings, golf shop, golf cart rentals, driving range, and practice area.
It offers men’s and women’s golf associations, junior golf programs, golf lessons and packages, and can host
tournaments and special events.
objectives:
9 To provide golf services and a wide variety of merchandise in a friendly setting that promotes the game to our
residents.
Lakeview Pro shop division Budget
240 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
150k
300k
450k
600k
750k
900k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 435,146 $ 234,700 $ 200,446 85.4%$ 356,698 $ 286,093
Expenditures
Personnel 478,309 423,711 54,598 12.9% 484,144 222,347
Operating 190,388 147,727 42,661 28.9% 261,219 156,979
Total Expenditures 668,697 571,438 97,259 17.0% 745,363 379,326
Total Expenditures
including Transfers 668,697 571,438 97,259 17.0% 745,363 379,326
Net Income (Loss)$ (233,551)$ (336,738)$ 103,187 30.6%$ (388,665)$ (93,233)
Personnel
Full-Time 4.00 4.00
Total Personnel 4.00 4.00
Proposed Budget | Fiscal Year 2025 241
FINANCIAL sUMMArIes
Lakeview Golfing and Grounds Maintenance Division Budget
The City’s only public golf course, Lakeview Golf Course, is an 18-hole par 72 golf course. It is equipped with a
full-service clubhouse for community gatherings, golf shop, golf cart rentals, driving range, and practice area.
It offers men’s and women’s golf associations, junior golf programs, golf lessons and packages, and can host
tournaments and special events.
objectives:
9 To provide an affordable and accessible golf facility in a comfortable setting that is up to date, well maintained
and a source of pride for our residents.
Lakeview Golfing and Grounds Maintenance Division Budget
242 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
150k
300k
450k
600k
750k
900k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 1,231,000 $ 993,996 $ 237,004 23.8%$ 1,213,428 $ 993,997
Expenditures
Personnel 451,490 434,335 17,155 3.9% 192,636 288,688
Operating 305,213 271,644 33,569 12.4% 350,338 331,240
Total Expenditures 756,703 705,979 50,724 7.2% 542,974 619,928
Total Expenditures
including Transfers 756,703 705,979 50,724 7.2% 542,974 619,928
Net Income (Loss)$ 474,297 $ 288,017 $ 186,280 64.7%$ 670,454 $ 374,069
Personnel
Full-Time 4.00 4.00
Total Personnel 4.00 4.00
Proposed Budget | Fiscal Year 2025 243
FINANCIAL sUMMArIes
Lakeview Food and Beverage division Budget
The City’s only public golf course, Lakeview Golf Course, is an 18-hole par 72 golf course. It is equipped with
full-service food and beverage offerings operated by a contractor that caters to golfers and the general public.
objectives:
9 To provide quality food and beverage options in a comfortable environment for golfers and general public at
an affordable price.
Lakeview Food and Beverage division Budget
244 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
100k
200k
300k
400k
500k
600k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 13,926 $ -$ 13,926 100.0%$ 1,849 $ 512,607
Expenditures
Operating 16,827 17,323 (496) (2.9)% 12,116 382,938
Total Expenditures 16,827 17,323 (496) (2.9)% 12,116 480,315
Total Expenditures
including Transfers 16,827 17,323 (496) (2.9)% 12,116 480,315
Net Income (Loss)$ (2,901)$ (17,323)$ 14,422 83.3%$ (10,267)$ 32,292
Proposed Budget | Fiscal Year 2025 245
FINANCIAL sUMMArIes
Lakeview Capital Projects division Budget
The Lakeview Capital Project Division is responsible for the planning and implementation of improvements at
Lakeview Golf Course and the existing life cycle replacements.
objectives:
9 To provide an affordable and accessible golf facility that is well maintained and a source of pride for our
residents.
Lakeview Capital Projects division Budget
246 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
600k
1,200k
1,800k
2,400k
3,000k
3,600k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Expenditures
Operating $ -$ 44,475 $ (44,475) (100.0)%$ 105,525 $ -
Capital 805,230 3,234,363 (2,429,133) (75.1)% 138,657 12,200
Total Expenditures 805,230 3,278,838 (2,473,608) (75.4)% 244,182 12,200
Total Expenditures
including Transfers 805,230 3,278,838 (2,473,608) (75.4)% 244,182 12,200
Net Income (Loss)$ (805,230)$ (3,278,838)$ 2,473,608 75.4%$ (244,182)$ (12,200)
Lakeview Capital Projects division Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 247
Budget Request Title:Lakeview Golf Course Improvements
Narrative:This budget would fund two restrooms; one on #11 and the other between #15 and #16.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses -
Total Capital Outlay 805,230
Total Budget Request $ 805,230
Is the request required to meet legal, compliance, or regulatory mandates?Yes
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Community Pool division Budget
248 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Community Pool Division is responsible for providing quality aquatics programming at the Meridian Pool, with
a focus on affordable public swim lessons and open public swim to meet the public demands.
objectives:
9 To offer safe and quality aquatics programs with a balance of public swim lessons and open public swim in a
clean and improved Meridian pool facility.
Proposed Budget | Fiscal Year 2025 249
FINANCIAL sUMMArIes
Community Pool division Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
150k
300k
450k
600k
750k
900k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 120,000 $ 264,000 $ (144,000) (54.5)%$ 714,362 $ 587,820
Expenditures
Personnel 124,160 110,098 14,062 12.8% 106,109 49,988
Operating 619,798 644,441 (24,643) (3.8)% 475,383 371,761
Total Expenditures 743,958 754,539 (10,581) (1.4)% 581,492 421,749
Total Expenditures
including Transfers 743,958 754,539 (10,581) (1.4)% 581,492 421,749
Net Income (Loss)$ (623,958)$ (490,539)$ (133,419) (27.2)%$ 132,870 $ 166,071
Personnel
Full-Time 1.00 1.00
Total Personnel 1.00 1.00
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BUDGET SUMMARYENTERPRISE FUND
enterprise Fund Budget
252 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Enterprise Fund includes the water and sewer operations fund of the City financed and operated in a manner
similar to private business. The intent of the Enterprise Fund is that costs (expenses, including depreciation) of
providing goods or services to users on a continuing basis be financed or recovered primarily through user charges.
objectives:
9 Assist in the engineering design standards and construction criteria for many programs required by state and
federal law.
9 Promote a positive relationship between the community’s constructed environment and the community’s
natural environment.
9 To guide long-range growth and development, as well as, assisting with the preparation of functional plans for
transportation, utilities, and public safety to support planned growth.
9 Efficiently direct, plan, and coordinate all water operations.
9 Efficiently direct, plan, and coordinate all drinking water operations to meet regulatory and community
expectations.
9 Efficiently direct, plan, and coordinate all sewer operations to meet regulatory and community expectations.
Justification:
The Enterprise Fund FY2025 Budget represents the operational and capital needs to continue to provide the Meridian
community with safe, high quality drinking water and wastewater services. The primary drivers for Enterprise fund
services include meeting stringent state and federal regulations and providing premiere customer service to our
growing community. Notable FY2025 projects include continued upgrades at the Wastewater Resource Recovery
Facility to meet the impending phosphorus and ammonia requirements of our 2027 state issued discharge permit,
installing additional drinking water treatment facilities, and building new sewer lines and a lift station to serve the
Fields District area in Northwest Meridian.
Proposed Budget | Fiscal Year 2025 253
FINANCIAL sUMMArIes
enterprise Fund Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
20M
40M
60M
80M
100M
120M
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 52,293,363 $ 54,141,116 $ (1,847,753) (3.4)%$ 58,214,580 $ 48,991,376
Expenditures
Personnel 15,000,299 14,082,371 917,928 6.5% 12,210,907 10,682,559
Operating 11,034,971 11,479,903 (444,932) (3.9)% 9,916,420 8,562,022
Capital 49,480,000 80,143,926 (30,663,926) (38.3)% 19,338,438 14,877,301
Total Expenditures 75,515,270 105,706,200 (30,190,930) (28.6)% 41,465,765 34,121,882
Transfers 4,365,735 4,330,620 35,115 0.8% 3,369,331 2,974,272
Total Expenditures
including Transfers 79,881,005 110,036,820 (30,155,815) (27.4)% 44,835,096 37,096,154
Net Income (Loss)$ (27,587,642)$ (55,895,704)$ 28,308,062 50.6%$ 13,379,484 $ 11,895,222
Personnel
Full-Time 136.00 134.00
Total Personnel 136.00 134.00
enterprise Fund Budget requests
254 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
Budget Replacement Request Title
Budget
Amount
Equip. Replace.-Land Dev.-Computers $ 3,600
Equip. Replace.-PW-Computers 35,100
Vehicle Replace.-PW-1998 Ford 1/2 Ton Ranger 55,000
Equip. Replace.-MUBS-Computers 1,800
Equip. Replace.-Water-Computers 12,300
Replacement-Water-SCADA 100,000
Replacement-Water-Water Main(s) 1,600,000
Vehicle Replace.-Water-2007 Ford 1/2 Ton 55,000
Equip. Replace.-WRRF-CCTV Camera / Transporter 73,000
Equip. Replace.-WRRF-Centrifugal Bypass Pump 100,000
Equip. Replace.-WRRF-Computers 29,700
Replacement-WRRF-DAFT HVAC 40,000
Replacement-WRRF-SCADA 120,000
Replacement-WRRF-Sewer Main(s) 1,300,000
Vehicle Replace.-WRRF-2001 UTV 9,000
Vehicle Replace.-WRRF-2002 GMC Sonoma - SCADA 55,000
Total Budget Replacement Requests $ 3,589,500
Proposed Budget | Fiscal Year 2025 255
FINANCIAL sUMMArIes
enterprise Fund Budget requests
Budget Change Request Title Personnel Operating Capital
Net Rev-Cost
Budget
Amount
Personnel Reclassification - Land Dev.$ 7,166 $ -$ -$ 7,166
Personnel Reclassification - PW Department 29,318 - - 29,318
Personnel Reclassification - Water Department 76,996 - - 76,996
Water Main Extensions / Adjustments - - 3,000,000 3,000,000
Well 24 Water Treatment - - 1,400,000 1,400,000
Personnel Reclassification - WRRF Department 6,097 - - 6,097
Critical WRRF Equipment - 130,000 - 130,000
Mechanic II 84,419 9,627 - 94,046
Operator III 180,677 8,814 - 189,491
Re-use Tank Recoat - 300,000 - 300,000
Variable Frequency Drive - Blower - - 550,000 550,000
WRRF Second Access - 125,000 - 125,000
WRRF South Junction Box Repairs - 450,000 - 450,000
CCTV Van - 7,500 350,000 357,500
Can-Ada Lift Station - - 6,200,000 6,200,000
Sewer Line Extensions / Adjustments - - 1,265,000 1,265,000
Tertiary Filter Expansion - - 21,000,000 21,000,000
WRRF Aeration Basin 9 and 10 - - 12,200,000 12,200,000
WRRF Power System Improvements - - 350,000 350,000
Total Budget Change Requests $ 384,673 $ 1,030,941 $ 46,315,000 $ 47,730,614
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UTILITY BILLING DEPARTMENT
Utility Billing department Budget
258 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Meridian Utility Billing Division is responsible for the assessment of user charges to customer utility accounts,
providing City utility accounts with invoices, and processing payments for water, sewer, trash and other fees as
assessed. The Division also processes requests for various payment options, utility billing directives, renters’
addendums, and billing adjustments.
objectives:
9 Ensure accuracy in the assessment of utility user charges.
9 Maintain professional and responsive service and provide accurate and timely utility billings.
9 Efficiently collect and accurately post revenue from water sales and sewer charges.
Proposed Budget | Fiscal Year 2025 259
FINANCIAL sUMMArIes
Utility Billing department Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
300k
600k
900k
1,200k
1,500k
1,800k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 1,414,850 $ 1,278,771 $ 136,079 10.6%$ 1,400,480 $ 1,261,516
Expenditures
Personnel 700,443 660,539 39,904 6.0% 572,539 491,960
Operating 850,436 760,102 90,334 11.9% 792,467 713,307
Total Expenditures 1,550,879 1,420,641 130,238 9.2% 1,365,006 1,205,267
Total Expenditures
including Transfers 1,550,879 1,420,641 130,238 9.2% 1,365,006 1,205,267
Net Income (Loss)$ (136,029)$ (141,870)$ 5,841 4.1%$ 35,474 $ 56,249
Personnel
Full-Time 7.00 7.00
Total Personnel 7.00 7.00
Utility Billing department Budget requests
260 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
Budget Replacement Request Title
Budget
Amount
Equip. Replace.-MUBS-Computers $ 1,800
Total Budget Replacement Requests $ 1,800
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PUBLIC WORKS DEPARTMENT
Administration Division
Engineering Division
Environmental Administration Division
Land Development Division
Proposed Budget | Fiscal Year 2025 263
FINANCIAL sUMMArIes
Public Works department Budget
The Public Works Department provides Engineering services, Environmental Programs, and Land Development
services for the City. The department also provides support to the Water and Wastewater services with engineering
and business management services..
objectives:
9 Manage current resources dedicated to the provision of water and sewer utilities while always planning for the
future.
9 Assist in the engineering design standards and construction criteria for many programs required by state and
federal law.
9 Emergency response planning and recovery along with continuity of operations.
9 Ensure the safety of the City infrastructure by reviewing building plans and conducting inspections.
Public Works department Budget
264 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
1.2M
2.4M
3.6M
4.8M
6M
7.2M
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 180,066 $ 215,000 $ (34,934) (16.2)%$ 293,544 $ 641,658
Expenditures
Personnel 5,682,603 5,427,642 254,961 4.7% 4,771,835 4,224,104
Operating 740,253 1,124,326 (384,073) (34.2)% 972,380 795,621
Capital 55,000 - 55,000 100.0% - 27,750
Total Expenditures 6,477,856 6,551,968 (74,112) (1.1)% 5,744,215 5,047,475
Transfers 237,803 307,920 (70,117) (22.8)% 185,792 171,057
Total Expenditures
including Transfers 6,715,659 6,859,888 (144,229) (2.1)% 5,930,007 5,218,532
Net Income (Loss)$ (6,535,593)$ (6,644,888)$ 109,295 1.6%$ (5,636,463)$ (4,576,874)
Personnel
Full-Time 46.00 47.00
Total Personnel 46.00 47.00
Proposed Budget | Fiscal Year 2025 265
FINANCIAL sUMMArIes
Public Works department Budget requests
Budget Replacement Request Title Budget Amount
Equip. Replace.-Land Dev.-Computers $ 3,600
Equip. Replace.-PW-Computers 35,100
Vehicle Replace.-PW-1998 Ford 1/2 Ton Ranger 55,000
Total Budget Replacement Requests $ 93,700
Budget Change Request Title Personnel Operating Capital
Net Rev-Cost
Budget
Amount
Personnel Reclassification - Land Dev.$ 7,166 $ -$ -$ 7,166
Personnel Reclassification - PW Department 29,318 - - 29,318
Total Budget Change Requests $ 36,484 $ -$ -$ 36,484
Public Works Administration division Budget
266 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
Public Works Administration facilitates the development and maintenance of processes and models that enable
organizational excellence and customer satisfaction. The group houses the support staff for the Utilities including
administrative, business, safety and leadership personnel. Areas of focus include: leadership, financial, asset
management, GIS oversight, environmental and solid waste programs, work-force development, strategic planning,
performance management and continuous improvement.
objectives:
9 Provide Public Works departmental direction and oversight in their mission to operate the utilities and serve
the utility customers.
9 Provide business unit functions including: financial support, asset management, administrative support,
analytics and rate & fee development.
9 Identify strategies to increase efficiencies and reduce costs around the PW department’s operations, policies
and procedures.
9 Provide environmental and solid waste program oversight in the form of contract management, program
development and customer service.
9 Provide support and oversight to GIS and SCADA services.
Proposed Budget | Fiscal Year 2025 267
FINANCIAL sUMMArIes
Public Works Administration division Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
600k
1,200k
1,800k
2,400k
3,000k
3,600k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 180,066 $ 215,000 $ (34,934) (16.2)%$ 285,713 $ 631,566
Expenditures
Personnel 2,646,285 2,474,946 171,339 6.9% 2,044,246 1,802,675
Operating 316,448 369,800 (53,352) (14.4)% 407,208 270,317
Capital 55,000 - 55,000 100.0% - -
Total Expenditures 3,017,733 2,844,746 172,987 6.1% 2,451,454 2,072,992
Transfers 237,803 307,920 (70,117) (22.8)% 185,792 171,057
Total Expenditures
including Transfers 3,255,536 3,152,666 102,870 3.3% 2,637,246 2,244,049
Net Income (Loss)$ (3,075,470)$ (2,937,666)$ (137,804) (4.7)%$ (2,351,533)$ (1,612,483)
Personnel
Full-Time 21.00 21.00
Total Personnel 21.00 21.00
Public Works Administration division Budget request detail
FINANCIAL sUMMArIes
268 Proposed Budget | Fiscal Year 2025
Budget Request Title:Personnel Reclassification - Land Dev.
Narrative:This request will address employee / position reclassifications for the fiscal year 2025. A
reclassification occurs when duties and responsibilities change substantially in the degree
of difficulty, level of accountability, and /or qualification requirements. Per the Annual
Budget Development Calendar Human Resources receives requested for a review of general
employee positions and applies the City’s Salary Administration Guideline to establish proper
salary placement in the new range.
This addresses 2 Community Development Employees
Budget Amount
Total Revenue $ -
Total Personnel Costs 7,166
Total Operating Expenses -
Total Capital Outlay -
Total Budget Request $ 7,166
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Public Works Administration division Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 269
Budget Request Title:Personnel Reclassification - PW Department
Narrative:A reclassification request occurs when duties and responsibilities change substantially in
the degree of difficulty, level of accountability, and/or qualification requirements. Per the
Annual Budget Development Calendar Human Resources receives requests for position
reclassification and applies the City’s Step Compensation Plan to establish proper placement
in the plan.
This addresses 3 Public Works position reclassifying to a higher grade.
Budget Amount
Total Revenue $ -
Total Personnel Costs 29,318
Total Operating Expenses -
Total Capital Outlay -
Total Budget Request $ 29,318
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
engineering division Budget
270 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
Public Works Engineering Division is responsible to plan, design and construct Wastewater, Water, and recycled
water infrastructure. In addition, the division lends assistance to the maintenance and operation of the city’s
street lights and inspects the Public Works infrastructure described above.
objectives:
9 Deliver completed projects as assigned on schedule, within budget and scope to the best of their ability.
9 Provide planning and modeling to satisfy the water and sewer service demands of the City of Meridian.
9 Provide inspection services for various City infrastructure projects.
9 Provide transportation and utility coordination efforts with outside organizations.
Proposed Budget | Fiscal Year 2025 271
FINANCIAL sUMMArIes
engineering division Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
500k
1,000k
1,500k
2,000k
2,500k
3,000k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ -$ -$ - -%$ 10 $ -
Expenditures
Personnel 2,284,489 2,238,649 45,840 2.0% 2,172,605 1,816,725
Operating 300,959 602,788 (301,829) (50.1)% 475,021 427,130
Total Expenditures 2,585,448 2,841,437 (255,989) (9.0)% 2,647,626 2,243,855
Total Expenditures
including Transfers 2,585,448 2,841,437 (255,989) (9.0)% 2,647,626 2,243,855
Net Income (Loss)$ (2,585,448)$ (2,841,437)$ 255,989 9.0%$ (2,647,616)$ (2,243,855)
Personnel
Full-Time 17.00 18.00
Total Personnel 17.00 18.00
environmental Administration division Budget
272 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Environmental Administration Division consists of the Environmental Programs Coordinator. The Environmental
Programs Coordinator is responsible for coordinating the environmental programs and activities of the Public
Works Department, and assists with environmental clearances and compliance for capital projects of the
Department. Programs include, but are not limited to Floodplain, Stormwater, Surface Water, Water Conservation,
Energy Efficiency & Conservation.
objectives:
9 Coordinate the Department’s planning , development and implementation of relevant environmental programs,
plans, projects and services.
9 Maintain floodplain maps and flood data, monitor floodplain activity, review and approve floodplain development
applications.
9 Administer the Stormwater Program which includes the Construction General Permit (CGP) for storm water
discharges from City construction activities and the City of Meridian Construction Storm Water Management
Plan (CSWMP).
9 Review Construction Stormwater Pollution Prevention Plans (SWPPPs) and Erosion Sediment Control Plans
for City Capital Improvement Projects to assure compliance.
Proposed Budget | Fiscal Year 2025 273
FINANCIAL sUMMArIes
environmental Administration division Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
30k
60k
90k
120k
150k
180k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Expenditures
Personnel $ 131,138 $ 124,164 $ 6,974 5.6%$ 106,665 $ 93,031
Operating 14,998 42,756 (27,758) (64.9)% 3,684 3,904
Total Expenditures 146,136 166,920 (20,784) (12.5)% 110,349 96,935
Total Expenditures
including Transfers 146,136 166,920 (20,784) (12.5)% 110,349 96,935
Net Income (Loss)$ (146,136)$ (166,920)$ 20,784 12.5%$ (110,349)$ (96,935)
Personnel
Full-Time 1.00 1.00
Total Personnel 1.00 1.00
Land development division Budget
274 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Land Development Division ensures that future development can be serviced by utilities and verifies
construction of new utilities conform to City, State, and Federal standards.
objectives:
9 Ensure new public utilities are built in a way that grants future developments access to City services.
9 Verify new public infrastructure is designed to protect clean drinking water and promote the conveyance and
treatment of wastewater.
9 Administer the collection of sewer and water assessment fees, and ensure that newly constructed sewer and
water infrastructure is warranted against defects in materials and poor workmanship by collecting warranty
sureties.
Proposed Budget | Fiscal Year 2025 275
FINANCIAL sUMMArIes
Land development division Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
150k
300k
450k
600k
750k
900k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ -$ -$ - -%$ 7,821 $ 10,092
Expenditures
Personnel 620,691 589,883 30,808 5.2% 448,319 511,673
Operating 107,848 108,982 (1,134) (1.0)% 86,467 94,270
Capital - - - -% - 27,750
Total Expenditures 728,539 698,865 29,674 4.2% 534,786 633,693
Total Expenditures including Transfers 728,539 698,865 29,674 4.2% 534,786 633,693
Net Income (Loss)$ (728,539)$ (698,865)$ (29,674) (4.2)%$ (526,965)$ (623,601)
Personnel
Full-Time 7.00 7.00
Total Personnel 7.00 7.00
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WATER DEPARTMENT
Administration Division
Operations Division
Distribution Division
Production Division
Backflow DIvision
Construction Projects
Water department Budget
278 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Water Division provides customers of the City Water Utility system with clean, safe drinking water. The Division
ensures that water necessary for firefighting is available on demand through the maintenance of our integrated
well field and storage reservoirs.
objectives:
9 Efficiently direct, plan, and coordinate all drinking water operations to meet regulatory and community
expectations.
9 Expand the City’s water supply as needed to accommodate planned and responsible growth.
9 Continually improve water quality aesthetics through the installation of filter treatment systems to remove the
iron and manganese that naturally exists in the aquifer.
Proposed Budget | Fiscal Year 2025 279
FINANCIAL sUMMArIes
Water department Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
150k
300k
450k
600k
750k
900k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 16,759,469 $ 16,217,425 $ 542,044 3.3%$ 18,048,798 $ 15,944,983
Expenditures
Personnel 3,328,691 3,138,361 190,330 6.1% 2,681,305 2,390,044
Operating 4,088,041 4,047,435 40,606 1.0% 3,627,037 3,450,983
Capital 6,055,000 20,251,645 (14,196,645) (70.1)% 6,468,442 5,373,498
Total Expenditures 13,471,732 27,437,441 (13,965,709) (50.9)% 12,776,784 11,214,525
Transfers 2,063,966 2,011,350 52,616 2.6% 1,580,892 1,393,338
Total Expenditures
including Transfers 15,535,698 29,448,791 (13,913,093) (47.2)% 14,357,676 12,607,863
Net Income (Loss)$ 1,223,771 $ (13,231,366)$ 14,455,137 109.2%$ 3,691,122 $ 3,337,120
Personnel
Full-Time 32.00 32.00
Total Personnel 32.00 32.00
Water department Budget replacement requests
280 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
Budget Replacement Request Title
Budget
Amount
Equip. Replace.-Water-Computers $ 12,300
Replacement-Water-SCADA 100,000
Replacement-Water-Water Main(s) 1,600,000
Vehicle Replace.-Water-2007 Ford 1/2 Ton 55,000
Total Budget Replacement Requests $ 1,767,300
Budget Change Request Title Personnel Operating Capital
Net Rev-Cost
Budget
Amount
Personnel Reclassification - Water Department $ 76,996 $ -$ -$ 76,996
Water Main Extensions / Adjustments - - 3,000,000 3,000,000
Well 24 Water Treatment - - 1,400,000 1,400,000
Total Budget Change Requests $ 76,996 $ -$ 4,400,000 $ 4,476,996
Proposed Budget | Fiscal Year 2025 281
FINANCIAL sUMMArIes
Water Administration division Budget
The Water Administration Division is responsible for directing and overseeing all operations within the City’s water
utility including personnel, budget, operations, and regulatory compliance activities. The division oversees all
aspects of the operation and maintenance of the City’s Water system including operations, distribution, production
and backflow.
objectives:
9 Direct, plan, coordinate, and manage all water utility operations and customer service needs.
9 Direct, oversee, maintain regulatory compliance of drinking water quality, utility line locating, water discharges,
reclaimed water, backflow prevention, and jobsite safety.
9 Identify operational strategies to increase efficiencies, reduce costs, and enhance customer service.
9 Ensure the reliability and emergency preparedness of the City’s water system.
9 Identify upcoming legislative and regulatory changes that will affect the Water Division and adapt operations
and capital budget plans accordingly.
Water Administration division Budget
282 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
200k
400k
600k
800k
1,000k
1,200k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 12,226,103 $ 11,725,107 $ 500,996 4.3%$ 11,794,688 $ 11,395,260
Expenditures
Personnel 359,833 342,463 17,370 5.1% 422,057 312,125
Operating 529,415 561,804 (32,389) (5.8)% 485,519 451,974
Total Expenditures 889,248 904,267 (15,019) (1.7)% 907,576 764,099
Transfers 2,063,966 2,011,350 52,616 2.6% 1,580,892 1,393,338
Total Expenditures including Transfers 2,953,214 2,915,617 37,597 1.3% 2,488,468 2,157,437
Net Income (Loss)$ 9,272,889 $ 8,809,490 $ 463,399 5.3%$ 9,306,220 $ 9,237,823
Personnel
Full-Time 3.00 3.00
Total Personnel 3.00 3.00
Water Administration division Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 283
Budget Request Title:Personnel Reclassification - Water Department
Narrative:A reclassification request occurs when duties and responsibilities change substantially in
the degree of difficulty, level of accountability, and/or qualification requirements. Per the
Annual Budget Development Calendar Human Resources receives requests for position
reclassification and applies the City’s Step Compensation Plan to establish proper placement
in the plan.
This addresses 6 Water position reclassifying to a higher grade.
Budget Amount
Total Revenue $ -
Total Personnel Costs 76,996
Total Operating Expenses -
Total Capital Outlay -
Total Budget Request $ 76,996
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Water operations division Budget
284 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The water operations division is responsible for maintaining the water systems’ meter-related infrastructure to
ensure accurate usage and billing for the City’s customers.
objectives:
9 Ensure timely, accurate, and consistent capture of water usage data for monthly billing; audit/verify data for
anomalies and correct.
9 Direct, plan, and coordinate installation and activation of new water service connections. Develop, plan, and
execute strategy for replacement of meters and transmitting units to maintain measuring accuracy and
communication reliability.
9 Employ strategies to provide customers with education and data to better manage water usage and provide
early alerting to potential water-related issues.
9 Test and replace meters to maintain operational service and accuracy within American Water Work Association
(AWWA) standards.
9 Maintaining and ensuring the integrity of existing meters and associated equipment.
Proposed Budget | Fiscal Year 2025 285
FINANCIAL sUMMArIes
Water operations division Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
500k
1,000k
1,500k
2,000k
2,500k
3,000k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ -$ -$ - -%$ -$ 1,523
Expenditures
Personnel 1,019,144 958,729 60,415 6.3% 775,836 852,483
Operating 1,323,643 1,314,621 9,022 0.7% 1,243,361 1,096,733
Capital - 523,734 (523,734) (100.0)% 9,667 4,255
Total Expenditures 2,342,787 2,797,084 (454,297) (16.2)% 2,028,864 1,953,471
Total Expenditures including Transfers 2,342,787 2,797,084 (454,297) (16.2)% 2,028,864 1,953,471
Net Income (Loss)$ (2,342,787)$ (2,797,084)$ 454,297 16.2%$ (2,028,864)$ (1,951,948)
Personnel
Full-Time 9.00 9.00
Total Personnel 9.00 9.00
Water distribution division Budget
286 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Water Distribution Division is responsible for all underground water and reclaimed water system infrastructure
maintenance, repair and replacement along with various utility locating services.
objectives:
9 Operate water distribution system for normal operations and ensure operational readiness for emergency use.
9 Perform routine maintenance, replacements, installations, and emergency repairs to water and reclaimed
water systems.
9 Perform utility locates within the regulatory requirements of Idaho Digline rules for City owned water, reclaimed,
wastewater, fiber optic, and streetlight utilities.
9 Routinely perform mainline flushing activities in accordance with Idaho Department of Environmental Quality
(IDEQ) to maintain and improve water quality.
Proposed Budget | Fiscal Year 2025 287
FINANCIAL sUMMArIes
Water distribution division Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
300k
600k
900k
1,200k
1,500k
1,800k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ -$ -$ - -%$ 2,391 $ -
Expenditures
Personnel 1,019,320 964,116 55,204 5.7% 763,565 582,986
Operating 277,014 281,976 (4,962) (1.8)% 220,774 329,399
Capital 55,000 240,000 (185,000) (77.1)% - -
Total Expenditures 1,351,334 1,486,092 (134,758) (9.1)% 984,339 912,385
Total Expenditures including Transfers 1,351,334 1,486,092 (134,758) (9.1)% 984,339 912,385
Net Income (Loss)$ (1,351,334)$ (1,486,092)$ 134,758 9.1%$ (981,948)$ (912,385)
Personnel
Full-Time 11.00 11.00
Total Personnel 11.00 11.00
Water Production division Budget
288 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Water Production Division maintains, operates, and oversees groundwater production wells, storage reservoirs,
and treatment facilities ensuring safe, clean drinking water is produced and distributed to the Citizens of Meridian
within regulatory requirements.
objectives:
9 Maintain, repair, operate, and improve upon City drinking water related production and treatment facilities.
9 Monitor and sample source and system water to ensure drinking water standards and regulatory compliance.
9 Maintain and improve drinking water quality by reducing and or removing regulated and aesthetic constituents
from groundwater.
9 Develop and incorporate strategies to reduce energy and operational costs for the production and treatment
of drinking water.
9 Educate and assist customers with water quality and chemistry related questions and concerns.
Proposed Budget | Fiscal Year 2025 289
FINANCIAL sUMMArIes
Water Production division Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
500k
1,000k
1,500k
2,000k
2,500k
3,000k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ -$ -$ - -%$ -$ 6,504
Expenditures
Personnel 717,894 677,087 40,807 6.0% 534,472 496,367
Operating 1,878,247 1,812,590 65,657 3.6% 1,596,773 1,492,726
Total Expenditures 2,596,141 2,489,677 106,464 4.3% 2,131,245 1,989,093
Total Expenditures
including Transfers 2,596,141 2,489,677 106,464 4.3% 2,131,245 1,989,093
Net Income (Loss)$ (2,596,141)$ (2,489,677)$ (106,464) (4.3)%$ (2,131,245)$ (1,982,589)
Personnel
Full-Time 7.00 7.00
Total Personnel 7.00 7.00
Water Backflow Prevention Division Budget
290 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Water Backflow Prevention Division proactively educates, inspects, and enforces backflow prevention rules
and standards for commercial and residential properties in accordance with regulatory requirements to protect
the City’s drinking water supply.
objectives:
9 Administer the City’s backflow program to protect the City’s drinking water system.
9 Manage, oversee, and enforce backflow assembly testing requirements and ensure compliance with Federal
and local rules and regulations.
9 Provide customers and development with education and assistance to comply with the backflow program.
9 Review and approve plans of new and existing customer projects for adherence to the backflow program.
Proposed Budget | Fiscal Year 2025 291
FINANCIAL sUMMArIes
Water Backflow Prevention Division Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
60k
120k
180k
240k
300k
360k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Expenditures
Personnel $ 212,500 $ 195,966 $ 16,534 8.4%$ 185,375 $ 146,083
Operating 79,722 76,444 3,278 4.3% 80,610 80,151
Total Expenditures 292,222 272,410 19,812 7.3% 265,985 226,234
Total Expenditures
including Transfers 292,222 272,410 19,812 7.3% 265,985 226,234
Net Income (Loss)$ (292,222)$ (272,410)$ (19,812) (7.3)%$ (265,985)$ (226,234)
Personnel
Full-Time 2.00 2.00
Total Personnel 2.00 2.00
Water Construction Projects division Budget
292 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
Water capital construction is the result of the engineering division’s efforts in planning, budgeting, designing
and constructing new and replacement water infrastructure projects to meet operational requirements, system
demands, regulatory compliance and water quality standards.
objectives:
9 Replace failing, aging, or undersized water infrastructure, such as water pipelines, booster stations or well
components throughout the production and distribution system.
9 Expand the City’s water production capacity to accommodate increased flows that accompany growth.
9 Ensure sufficient well treatment capacity to maintain compliance with State and Federal regulations and
improve customer satisfaction.
9 Plan for the addition of new production and treatment components to comply with evolving and expanding
environmental regulations.
Proposed Budget | Fiscal Year 2025 293
FINANCIAL sUMMArIes
Water Construction Projects division Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
4M
8M
12M
16M
20M
24M
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 4,533,366 $ 4,492,318 $ 41,048 0.9%$ 6,251,719 $ 4,541,696
Expenditures
Capital 6,000,000 19,487,911 (13,487,911) (69.2)% 6,458,775 5,369,243
Total Expenditures 6,000,000 19,487,911 (13,487,911) (69.2)% 6,458,775 5,369,243
Total Expenditures
including Transfers 6,000,000 19,487,911 (13,487,911) (69.2)% 6,458,775 5,369,243
Net Income (Loss)$ (1,466,634)$ (14,995,593)$ 13,528,959 90.2%$ (207,056)$ (827,547)
Water Construction Projects division Budget request detail
FINANCIAL sUMMArIes
294 Proposed Budget | Fiscal Year 2025
Budget Request Title:Water Main extensions / Adjustments
Narrative:This request is for the design and construction of water main extension projects to continue
expansion and improvement of the distribution system or to maintain service by adjustment
of existing infrastructure as needed for road construction projects. This also includes the
design and construction of system flush lines and pressure reducing valves. These projects
build and improve water delivery infrastructure. This can be done as system needs are
identified and as road construction projects are completed. When executed in conjunction
with ACHD and ITD roadway projects, the City saves money on pipe installation by removing
the need to restore pavement and pay for traffic control. Cooperative projects with ACHD and
ITD also minimize inconvenience to the traveling public. FY25 projects include ACHD-FY25
Residential Capital Maintenance, ACHD-FY25 Cul-de-sac Reconstruction, ACHD-FY25
Cul-de-sac Repair, ACHD-Intersection - Ten Mile Rd. and Cherry Lane, ACHD-Linder
Road - Cherry Lane to Ustick, ACHD-Linder Road - Overland to Franklin Rd (Overpass),
ACHD-Meridian Road - McMillan to Chinden, ACHD-Meridian Road - Ustick to McMillan,
ACHD-Overland and Eagle Intersection, ACHD-Stoddard Rd-Overland to Victory, ACHD-Ustick
Rd-Black Cat to Ten Mile, ACHD-Ustick Rd-Ten Mile to Linder, ACHD-Victory Rd-Meridian Rd
to Locust Grove, project in conjunction with City of Nampa-Ustick Rd Widening - Can Ada to
Owyhee Storm, Well 17 & Well 25 Water Blending.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses -
Total Capital Outlay 3,000,000
Total Budget Request $ 3,000,000
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Water Construction Projects division Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 295
Budget Request Title:Well 24 Water Treatment
Narrative:This project will fund the design, equipment procurement, and construction of a water supply
treatment facility to improve the water quality supplied by Well 24. Iron and manganese,
which are naturally occurring elements in our water supply, can be removed through filtration
treatment units which will improve water aesthetic issues.
This is the 2nd year of a three year project and includes the design of the treatment equipment
and building. Well 24 serves pressure Zone 2, near Linder and Ustick.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses -
Total Capital Outlay 1,400,000
Total Budget Request $ 1,400,000
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
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WASTEWATER DEPARTMENT
Administration Division
Treatment Plant Division
Collection Lines Division
Pretreatment Division
Laboratory Division
Construction Projects
Wastewater department Budget
298 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Wastewater Department operates and maintains a centralized wastewater treatment facility and a significant
network of sewer lines and lift stations located throughout the City. The primary objective of the Wastewater
Division is the protection of public health and the environment.
objectives:
9 Efficiently direct, plan, and coordinate all sewer operations to meet regulatory and community expectations.
9 Meet all regulatory requirements while also increasing treatment capacity to support continued growth in the
City.
Proposed Budget | Fiscal Year 2025 299
FINANCIAL sUMMArIes
Wastewater department Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
15M
30M
45M
60M
75M
90M
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 33,938,978 $ 36,429,920 $ (2,490,942) (6.8)%$ 38,471,758 $ 31,143,219
Expenditures
Personnel 5,288,562 4,855,829 432,733 8.9% 4,185,228 3,576,451
Operating 5,356,241 5,548,040 (191,799) (3.5)% 4,524,536 3,602,111
Capital 43,370,000 59,892,281 (16,522,281) (27.6)% 12,869,996 9,476,053
Total Expenditures 54,014,803 70,296,150 (16,281,347) (23.2)% 21,579,760 16,654,615
Transfers 2,063,966 2,011,350 52,616 2.6% 1,602,647 1,409,877
Total Expenditures
including Transfers 56,078,769 72,307,500 (16,228,731) (22.4)% 23,182,407 18,064,492
Net Income (Loss)$ (22,139,791)$ (35,877,580)$ 13,737,789 38.3%$ 15,289,351 $ 13,078,727
Personnel
Full-Time 51.00 48.00
Total Personnel 51.00 48.00
Wastewater department Budget requests
300 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
Budget Replacement Request Title
Budget
Amount
Equip. Replace.-WRRF-CCTV Camera / Transporter $ 73,000
Equip. Replace.-WRRF-Centrifugal Bypass Pump 100,000
Equip. Replace.-WRRF-Computers 29,700
Replacement-WRRF-DAFT HVAC 40,000
Replacement-WRRF-SCADA 120,000
Replacement-WRRF-Sewer Main(s) 1,300,000
Vehicle Replace.-WRRF-2001 UTV 9,000
Vehicle Replace.-WRRF-2002 GMC Sonoma - SCADA 55,000
Total Budget Replacement Requests $ 1,726,700
Budget Change Request Title Personnel Operating Capital
Net Rev-Cost
Budget
Amount
Personnel Reclassification - WRRF Department $ 6,097 $ -$ -$ 6,097
Critical WRRF Equipment - 130,000 - 130,000
Mechanic II 84,419 9,627 - 94,046
Operator III 180,677 8,814 - 189,491
Re-use Tank Recoat - 300,000 - 300,000
Variable Frequency Drive - Blower - - 550,000 550,000
WRRF Second Access - 125,000 - 125,000
WRRF South Junction Box Repairs - 450,000 - 450,000
CCTV Van - 7,500 350,000 357,500
Can-Ada Lift Station - - 6,200,000 6,200,000
Sewer Line Extensions / Adjustments - - 1,265,000 1,265,000
Tertiary Filter Expansion - - 21,000,000 21,000,000
WRRF Aeration Basin 9 and 10 - - 12,200,000 12,200,000
WRRF Power System Improvements - - 350,000 350,000
Total Budget Change Requests $ 271,193 $ 1,030,941 $ 41,915,000 $ 43,217,134
Proposed Budget | Fiscal Year 2025 301
FINANCIAL sUMMArIes
Wastewater Administration division Budget
The Wastewater Administration Division is responsible for directing and overseeing all operations within the City’s
wastewater utility including personnel, budget, operations, and regulatory compliance activities. The division
oversees all aspects of the operation and maintenance of the Wastewater Resource Recovery Facility (treatment
plant), the sewer collection system, the analytical testing laboratory, and the pretreatment program.
objectives:
9 Efficiently direct, plan, manage and coordinate all sewer operations.
9 Direct, oversee, and maintain regulatory compliance with IPDES discharge, reclaimed water, and state air
permits.
9 Identify operational strategies to increase efficiencies, reduce costs, and improve treatment effectiveness
9 Ensure the reliability and emergency preparedness of sewer collection services and sewage treatment
processes.
9 Identify upcoming legislative and regulatory changes that will affect the Wastewater Division and adapt
operations and capital budget plans accordingly.
Wastewater Administration division Budget
302 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
300k
600k
900k
1,200k
1,500k
1,800k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 20,425,417 $ 19,601,346 $ 824,071 4.2%$ 19,682,177 $ 18,523,779
Expenditures
Personnel 414,097 392,598 21,499 5.5% 223,129 244,846
Operating 483,302 1,042,322 (559,020) (53.6)% 575,371 345,332
Total Expenditures 897,399 1,434,920 (537,521) (37.5)% 798,500 590,178
Transfers 2,063,966 2,011,350 52,616 2.6% 1,602,647 1,409,877
Total Expenditures including Transfers 2,961,365 3,446,270 (484,905) (14.1)% 2,401,147 2,000,055
Net Income (Loss)$ 17,464,052 $ 16,155,076 $ 1,308,976 8.1%$ 17,281,030 $ 16,523,724
Personnel
Full-Time 3.00 3.00
Total Personnel 3.00 3.00
Wastewater Administration division Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 303
Budget Request Title:Personnel Reclassification - WRRF Department
Narrative:A reclassification request occurs when duties and responsibilities change substantially in
the degree of difficulty, level of accountability, and/or qualification requirements. Per the
Annual Budget Development Calendar Human Resources receives requests for position
reclassification and applies the City’s Step Compensation Plan to establish proper placement
in the plan.
This addresses 1 Wastewater position reclassifying to a higher grade.
Budget Amount
Total Revenue $ -
Total Personnel Costs 6,097
Total Operating Expenses -
Total Capital Outlay -
Total Budget Request $ 6,097
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Wastewater Treatment Plant Budget
304 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Wastewater Resource Recovery Facility receives all sewage from the City of Meridian residences and
businesses. The facility is tasked with treating the wastewater to specified permit levels. It utilizes a variety of
processes to reduce or remove unacceptable content, such as solids, organic matter, and other pollutants, before
discharging the treated water to the environment.
objectives:
9 Consistently receive and treat the perpetual flow of wastewater generated by the community.
9 Ensure that treated sewage effluent discharged to the environment meets limitations for pollutant
concentrations and other limits dictated by Federal regulations.
9 Efficiently operate and maintain all treatment components comprising the wastewater treatment plant,
ensuring that equipment maintenance schedules are maintained and that equipment repair is performed
promptly, efficiently, and safely, without interruption to treatment quality.
Proposed Budget | Fiscal Year 2025 305
FINANCIAL sUMMArIes
Wastewater Treatment Plant Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
1.5M
3M
4.5M
6M
7.5M
9M
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ -$ -$ - -%$ 1,042 $ 1,601
Expenditures
Personnel 2,900,310 2,550,422 349,888 13.7% 2,441,219 2,060,063
Operating 4,161,811 3,595,429 566,382 15.8% 3,364,926 2,616,012
Capital 605,000 347,942 257,058 73.9% 190,939 -
Total Expenditures 7,667,121 6,493,793 1,173,328 18.1% 5,997,084 4,676,075
Total Expenditures including Transfers 7,667,121 6,493,793 1,173,328 18.1% 5,997,084 4,676,075
Net Income (Loss)$ (7,667,121)$ (6,493,793)$ (1,173,328) (18.1)%$ (5,996,042)$ (4,674,474)
Personnel
Full-Time 29.00 26.00
Total Personnel 29.00 26.00
Wastewater Treatment Plant Budget request detail
FINANCIAL sUMMArIes
306 Proposed Budget | Fiscal Year 2025
Budget Request Title:Critical WrrF equipment
Narrative:This request is for critical equipment needed for the WRRF plant. The FY25 request provides
funding to purchase 3 primary sludge grinders, a 700 HP blower motor and a Headworks
grinder. The ability to purchase, store and rapidly repair this equipment is essential to
maintain plant operations and compliance.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses 130,000
Total Capital Outlay -
Total Budget Request $ 130,000
Is the request required to meet legal, compliance, or regulatory mandates?Yes
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Wastewater Treatment Plant Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 307
Budget Request Title:Mechanic II
Narrative:This request is to hire a full-time Mechanic II for the Wastewater Resource Recovery Facility.
IPDES Compliance Schedule mandated projects are currently underway for Aeration Basin 1-4
retrofit, Blower Building upgrade, Aeration Basins 9 & 10, and Tertiary Membrane Filters with
accompanying chemical addition facilities. All of these projects add in new processes and
components that require skilled mechanics for ongoing maintenance and repairs.
Budget Amount
Total Revenue $ -
Total Personnel Costs 84,419
Total Operating Expenses 9,637
Total Capital Outlay -
Total Budget Request $ 94,056
Is the request required to meet legal, compliance, or regulatory mandates?Yes
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Wastewater Treatment Plant Budget request detail
FINANCIAL sUMMArIes
308 Proposed Budget | Fiscal Year 2025
Budget Request Title:operator III
Narrative:This request is to hire a full-time Wastewater Treatment Operator III for the Wastewater
Resource Recovery Facility. IPDES Compliance Schedule mandated projects are currently
underway for Aeration Basin 1-4 retrofit, Blower Building upgrade, Aeration Basins 9 & 10,
and Tertiary Membrane Filters with accompanying chemical addition facilities. All of these
projects add in new processes and components that must be operated, controlled, and
monitored by skilled operators to ensure proper function and achieve mandated effluent water
quality limits.
Budget Amount
Total Revenue $ -
Total Personnel Costs 90,339
Total Operating Expenses 4,417
Total Capital Outlay -
Total Budget Request $ 94,756
Is the request required to meet legal, compliance, or regulatory mandates?Yes
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Wastewater Treatment Plant Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 309
Budget Request Title:operator III
Narrative:This request is to hire a full-time Wastewater Treatment Operator III for the Wastewater
Resource Recovery Facility. IPDES Compliance Schedule mandated projects are currently
underway for Aeration Basin 1-4 retrofit, Blower Building upgrade, Aeration Basins 9 & 10,
and Tertiary Membrane Filters with accompanying chemical addition facilities. All of these
projects add in new processes and components that must be operated, controlled, and
monitored by skilled operators to ensure proper function and achieve mandated effluent water
quality limits.
Budget Amount
Total Revenue $ -
Total Personnel Costs 90,339
Total Operating Expenses 4,417
Total Capital Outlay -
Total Budget Request $ 94,756
Is the request required to meet legal, compliance, or regulatory mandates?Yes
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Wastewater Treatment Plant Budget request detail
FINANCIAL sUMMArIes
310 Proposed Budget | Fiscal Year 2025
Budget Request Title:re-use Tank recoat
Narrative:The City intends to repurpose two 500,000 gallon bolted steel tanks to now serve as flow
equalization for the Tertiary filtration project. By re-using these tanks (formerly used in
the Reclaimed Water Program), the City will defer the need to install additional filtration
equipment, saving close to $3M in expense. These tanks, originally constructed in 2009, need
to be re-coated to continue to extend their lives.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses 300,000
Total Capital Outlay -
Total Budget Request $ 300,000
Is the request required to meet legal, compliance, or regulatory mandates?Yes
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Wastewater Treatment Plant Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 311
Budget Request Title:Variable Frequency drive - Blower
Narrative:This enhancement will fund the purchase of a variable frequency drive for the 700 horsepower
wastewater resource recovery facility blower. Currently, the plant is experiencing issues
starting up the 700 horsepower blowers with the generators when there is a power outage.
The addition of the variable frequency drive would help to solve this problem and allow the
blowers to start up properly when the generators are in use during a power outage. Blowers
are critical pieces of equipment that must be operational due to permit compliance.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses -
Total Capital Outlay 550,000
Total Budget Request $ 550,000
Is the request required to meet legal, compliance, or regulatory mandates?Yes
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Wastewater Treatment Plant Budget request detail
FINANCIAL sUMMArIes
312 Proposed Budget | Fiscal Year 2025
Budget Request Title:WrrF second Access
Narrative:This project will fund construction of an all-weather road to provide secondary access to the
WRRF in compliance with the Fire Code.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses 125,000
Total Capital Outlay -
Total Budget Request $ 125,000
Is the request required to meet legal, compliance, or regulatory mandates?Yes
Does the request address a safety concern for employees or citizens?Yes
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Wastewater Treatment Plant Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 313
Budget Request Title:WrrF south Junction Box repairs
Narrative:This request is for the design and completion of repairs necessary to maintain the WRRF
South Junction Box, which receives incoming flow from large, major lift stations. This
includes addition of bypass capabilities necessary for future structure maintenance and
repairs.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses 450,000
Total Capital Outlay -
Total Budget Request $ 450,000
Is the request required to meet legal, compliance, or regulatory mandates?Yes
Does the request address a safety concern for employees or citizens?Yes
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Wastewater Collection Lines division Budget
314 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
The Wastewater Collections Division is tasked with inspecting, maintaining, and repairing the system which
conveys raw sewage to the Wastewater Resource Recovery Facility for treatment. This system is comprised of
gravity lines, pressure lines, and lift stations.
objectives:
9 Ensure that the sewer collection system operates effectively at all times, conveying sewage to the treatment
facility, and preventing system overflows or spills into the community.
9 Characterize the condition of the sewer collection system through systematic televised and documented
video inspection, which is scored using a national standard system of comparison.
9 Efficiently maintain the sewer system through systematic scheduled cleaning activities.
9 Provide excellent customer service by promptly responding onsite to call-outs and working to quickly and
efficiently resolve any sewer related issues that may be affecting customers.
Proposed Budget | Fiscal Year 2025 315
FINANCIAL sUMMArIes
Wastewater Collection Lines division Budget
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
400k
800k
1,200k
1,600k
2,000k
2,400k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ -$ -$ - -%$ 1,444 $ -
Expenditures
Personnel 985,628 969,820 15,808 1.6% 723,043 578,357
Operating 512,713 423,947 88,766 20.9% 374,237 334,967
Capital 450,000 650,000 (200,000) (30.8)% - -
Total Expenditures 1,948,341 2,043,767 (95,426) (4.7)% 1,097,280 913,324
Total Expenditures including Transfers 1,948,341 2,043,767 (95,426) (4.7)% 1,097,280 913,324
Net Income (Loss)$ (1,948,341)$ (2,043,767)$ 95,426 4.7%$ (1,095,836)$ (913,324)
Personnel
Full-Time 10.00 10.00
Total Personnel 10.00 10.00
Wastewater Collection Lines division Budget request detail
FINANCIAL sUMMArIes
316 Proposed Budget | Fiscal Year 2025
Budget Request Title:CCTV Van
Narrative:As the City continues to grow, hundreds of miles of sewer lines have been added. These lines
require periodic televising to validate conditions and lifespans. The televising of the sewer
lines also serves an important purpose to find issues and defects that may cause blockages
and sewer overflows. This van will bring our total count to 3 vehicles providing important
operational redundancy.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses 7,500
Total Capital Outlay 350,000
Total Budget Request $ 357,500
Is the request required to meet legal, compliance, or regulatory mandates?Yes
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Proposed Budget | Fiscal Year 2025 317
FINANCIAL sUMMArIes
Wastewater Pretreatment division Budget
The Wastewater Pretreatment Division objectives are to ensure that the City’s sewer lines and wastewater
treatment facility are protected from restricted discharges, such as fats, oils, and grease or industrial wastes, that
could create sewer blockages, damage the infrastructure, or cause noncompliance with IPDES permit restrictions.
objectives:
9 Review construction plans for new construction and tenant improvements to ensure that appropriate
pretreatment equipment is included in design plans.
9 Perform field inspections to ensure that pretreatment equipment is correctly installed and appropriately
maintained.
9 Help local businesses understand their pretreatment responsibilities defined in the Meridian City Code and the
Federal Pretreatment Rules and provide best management practices.
9 Incorporate pollution prevention strategies to reduce untreatable solids or trash entering the sewer collection
system and wastewater treatment facility.
Wastewater Pretreatment division Budget
318 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
50k
100k
150k
200k
250k
300k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ -$ -$ - -%$ 24,375 $ 27,675
Expenditures
Personnel 225,138 212,940 12,198 5.7% 209,446 159,054
Operating 9,696 13,592 (3,896) (28.7)% 53,311 7,488
Total Expenditures 234,834 226,532 8,302 3.7% 262,757 166,542
Total Expenditures
including Transfers 234,834 226,532 8,302 3.7% 262,757 166,542
Net Income (Loss)$ (234,834)$ (226,532)$ (8,302) (3.7)%$ (238,382)$ (138,867)
Personnel
Full-Time 2.00 2.00
Total Personnel 2.00 2.00
Proposed Budget | Fiscal Year 2025 319
FINANCIAL sUMMArIes
Wastewater Laboratory division Budget
The Wastewater Laboratory provides analytical sampling and testing of wastewater to support compliance with
the IPDES discharge permit. The laboratory ensures that data is generated following methods prescribed in the
Federal Clean Water Act and protocols established in the Quality Assurance Project Plan. These efforts are to
provide accurate, ethical, and defensible analytical results used to demonstrate compliance with State and Federal
regulations.
objectives:
9 The laboratory manages analytical data handling, sampling records, and reporting of analytical results,
including the discharge monitoring report.
9 Ensure that data is provided to end users in clear, accurate, and complete reports.
9 Provide data to WRRF staff in a prompt manner to facilitate operational control decisions in support of effluent
quality.
9 Provide analytical testing for non-regulatory projects, such as construction project design, pilot studies, and
treatment process control optimization.
9 Provide analytical testing in support of the City’s reclaimed water permit.
Wastewater Laboratory division Budget
320 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
200k
400k
600k
800k
1,000k
1,200k
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Expenditures
Personnel $ 763,389 $ 730,049 $ 33,340 4.6%$ 588,391 $ 534,131
Operating 188,719 170,138 18,581 10.9% 156,691 172,712
Capital - 212,000 (212,000) (100.0)% - -
Total Expenditures 952,108 1,112,187 (160,079) (14.4)% 745,082 706,843
Total Expenditures
including Transfers 952,108 1,112,187 (160,079) (14.4)% 745,082 706,843
Net Income (Loss)$ (952,108)$ (1,112,187)$ 160,079 14.4%$ (745,082)$ (706,843)
Personnel
Full-Time 7.00 7.00
Total Personnel 7.00 7.00
Proposed Budget | Fiscal Year 2025 321
FINANCIAL sUMMArIes
Wastewater Construction Projects Budget
Wastewater capital construction is the result of the engineering division’s efforts in planning, budgeting, designing
and constructing new and replacement wastewater infrastructure projects to meet operational requirements,
system demands and regulatory compliance.
objectives:
9 Expand the City’s wastewater treatment capacity to accommodate increased flows that accompany growth.
Ensure sufficient treatment capacity at the Wastewater Resource Recovery Facility (WRRF) to maintain
compliance with State and Federal regulations.
9 Expand the City’s sewage collection system to accommodate increased flows that accompany growth. Ensure
sufficient capacity in the collection system to prevent sewer overflows.
9 Replace failing, aging, or undersized sewage infrastructure, such as sewer pipelines or treatment components
at the WRRF.
9 Plan for the addition of new treatment components at the WRRF to comply with evolving and expanding
environmental regulations.
Wastewater Construction Projects Budget
322 Proposed Budget | Fiscal Year 2025
FINANCIAL sUMMArIes
DollarsTotal Expenditures
Proposed Budget Current Budget FY 2023 Actuals FY 2022 Actuals
0
12M
24M
36M
48M
60M
72M
FY 2025
Proposed
Budget
FY 2024
Current
Budget
2025 to 2024
Budget Change FY 2023
Actuals
FY 2022
ActualsAmountPercent
Revenue $ 13,513,561 $ 16,828,574 $ (3,315,013) (19.7)%$ 18,762,720 $ 12,590,164
Expenditures
Operating - 302,612 (302,612) (100.0)% - 125,600
Capital 42,315,000 58,682,339 (16,367,339) (27.9)% 12,679,057 9,476,053
Total Expenditures 42,315,000 58,984,951 (16,669,951) (28.3)% 12,679,057 9,601,653
Total Expenditures
including Transfers 42,315,000 58,984,951 (16,669,951) (28.3)% 12,679,057 9,601,653
Net Income (Loss)$ (28,801,439)$ (42,156,377)$ 13,354,938 31.7%$ 6,083,663 $ 2,988,511
Wastewater Construction Projects Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 323
Budget Request Title:Can-Ada Lift station
Narrative:This project provides the construction of a lift station, sewer pressure main, and gravity sewer
line in the NW area of Meridian. Installing this infrastructure will support the 4 square mile
Fields District priority growth area. This is the final year of a four year project.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses -
Total Capital Outlay 6,200,000
Total Budget Request $ 6,200,000
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Wastewater Construction Projects Budget request detail
FINANCIAL sUMMArIes
324 Proposed Budget | Fiscal Year 2025
Budget Request Title:sewer Line extensions / Adjustments
Narrative:This project builds and improves sewer collection system infrastructure and provides
funding necessary to construct new sewer infrastructure and improvements throughout the
City. One major driver for these types of projects is Ada County Highway District (ACHD)
road reconstruction. As ACHD projects are scheduled, City staff looks for deficiencies in
capacity or improved operational opportunities that can be completed in conjunction with
ACHD projects. By designing improvements in coordination with road construction, the City
saves money on pipe installation by removing the need to restore pavement and provide
traffic control. This also minimizes inconvenience to the traveling public. FY25 projects
include ACHD-FY25 Cul-de-sac Repair, ACHD-Intersection - Ten Mile Rd. and Cherry Lane,
ACHD-Linder Road - Cherry Lane to Ustick, ACHD-Linder Road - Overland to Franklin Rd
(Overpass), ACHD-Meridian Road - McMillan to Chinden, ACHD-Meridian Road - Ustick to
McMillan, ACHD-Overland and Eagle Intersection, ACHD-Stoddard Rd-Overland to Victory,
ACHD-Ustick Rd-Black Cat to Ten Mile, ACHD-Ustick Rd-Ten Mile to Linder, ACHD-Victory
Rd-Meridian Rd to Locust Grove, ACHD-Locust Grove Rd - Fairview to Ustick.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses -
Total Capital Outlay 1,265,000
Total Budget Request $ 1,265,000
Is the request required to meet legal, compliance, or regulatory mandates?No
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Wastewater Construction Projects Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 325
Budget Request Title:Tertiary Filter expansion
Narrative:This project is required to meet IPDES permit requirements. This request will fund the design
and construction of membrane filters. The project will include membranes with associated
pumps, compressed air system, backwash tank and pumps, and scour air blowers, along
with inlet strainers and chemical day tanks/totes for cleaning with a building for equipment,
and install covers on the membrane basins and feed channel. Tertiary membrane filters will
allow the WRRF to meet stringent IPDES effluent Phosphorus limits, along with some potential
future limits on emerging contaminants. This is the fourth year of the current five-year
project. The funding in FY29 and 34 is required to expand the system to meet increasing flow
demands of the City.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses -
Total Capital Outlay 21,000,000
Total Budget Request $ 21,000,000
Is the request required to meet legal, compliance, or regulatory mandates?Yes
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Wastewater Construction Projects Budget request detail
FINANCIAL sUMMArIes
326 Proposed Budget | Fiscal Year 2025
Budget Request Title:WrrF Aeration Basin 9 and 10
Narrative:This project is required to meet NPDES permit requirements and supports future growth. This
request will fund year five of a six year project that includes the retrofit of the existing plant
and addition of aeration basins 9 and 10 at the WRRF. Retrofitting Aeration Basins 14 will
allow the basins to operate in a 5-Stage Bardenpho configuration, matching the configuration
of new Aeration Basins 58 and providing the most efficient process for biological nutrient
removal. By upgrading existing infrastructure, the City will be able to delay construction of
future Aeration Basins 11 and 12, saving capital expense. Operators will benefit from having a
consistent plant process configuration for treatment. Aeration Basins 9 and 10 are necessary
because additional treatment volume is required to achieve compliance with final effluent
limitations in the Citys NPDES permit. The stringent ammonia-nitrogen limits are the primary
driver for expansion, which would create enough nitrification volume for the remainder of the
facility planning window.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses -
Total Capital Outlay 12,200,000
Total Budget Request $ 12,200,000
Is the request required to meet legal, compliance, or regulatory mandates?Yes
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?Yes
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
Wastewater Construction Projects Budget request detail
FINANCIAL sUMMArIes
Proposed Budget | Fiscal Year 2025 327
Budget Request Title:WrrF Power system Improvements
Narrative:This project replaces the control system for the WRRF’s back-up emergency generators. The
current control system is outdated and no longer serviceable. The emergency generators are
essential components for plant reliability and in maintaining permit compliance.
Budget Amount
Total Revenue $ -
Total Personnel Costs -
Total Operating Expenses -
Total Capital Outlay 350,000
Total Budget Request $ 350,000
Is the request required to meet legal, compliance, or regulatory mandates?Yes
Does the request address a safety concern for employees or citizens?No
Is the request needed to accomodate and support growth?No
Does the request align with either the City’s or Department’s Strategic Plan?Yes
Is this request for a new activity, program, or service not currently provided by the City?No
ProPosed BUdGeT
CITY oF MerIdIAN
APPe N dIX
Proposed Budget | Fiscal Year 2025 329
APPeNdIX
Department Staffing Report
Significant Changes in Staffing:
●FY2025:
●Legal added 1 position.
●Police added 4 positions.
●Wastewater added 3 positions.
●FY2024:
●Fire added 18 new Firefighter positions.
●Parks & Rec added 3 positions and the Administration Departments added 3 positions.
●Police added 6 FTEs.
●Water and Wastewater Departments added 3 FTEs..
●FY2023:
●Fire added 35 FTEs, of which 30 were Firefighter positions for new Fire Stations
●Parks & Rec added 9 FTEs for Lakeview Golf Course.
●Police added 9 Officers, 1 Detective and a Victim Witness Coordinator position.
●FY2022:
●Staffing in the City increased by 13.5 FTEs.
●FY2021:
●Police added 1 Corporal, 1 Community Service Office and 1 Records Specialist position.
●Wastewater added 2 FTEs to assist in staffing as the treatment plant moved to 24 hour operations.
Total City of Meridian FTE Count
533533 546.5546.5
608.5608.5 641.5641.5 649.5649.5
WWTP Water PW MUBS Comm. Dev.Parks Fire Police Admin
2021 2022 2023 2024 2025
0.0
250.0
500.0
750.0
Cost of Living Analysis
330 Proposed Budget | Fiscal Year 2025
APPeNdIX
General Fund Police Step Enterprise Fund Total City
Base Personnel Costs $ 20,538,864.09 $ 19,830,875.78 $ 11,545,642.51 $ 51,915,382.38
0.50%$ 102,694.32 $ 99,154.38 $ 57,728.21 $ 259,576.91
1.00%$ 205,388.64 $ 198,308.76 $ 115,456.43 $ 519,153.83
1.50%$ 308,082.96 $ 297,463.14 $ 173,184.64 $ 778,730.74
2.00%$ 410,777.28 $ 396,617.52 $ 230,912.85 $ 1,038,307.65
2.50%$ 513,471.60 $ 495,771.89 $ 288,641.06 $ 1,297,884.55
3.00%$ 616,165.92 $ 594,926.27 $ 346,369.28 $ 1,557,461.47
3.50%$ 718,860.24 $ 694,080.65 $ 404,097.49 $ 1,817,038.38
4.00%$ 821,554.56 $ 793,235.03 $ 461,825.70 $ 2,076,615.29
4.50%$ 924,248.88 $ 892,389.41 $ 519,553.91 $ 2,336,192.20
5.00%$ 1,026,943.20 $ 991,543.79 $ 577,282.13 $ 2,595,769.12
5.50%$ 1,129,637.52 $ 1,090,698.17 $ 635,010.34 $ 2,855,346.03
6.00%$ 1,232,331.85 $ 1,189,852.55 $ 692,738.55 $ 3,114,922.95
6.50%$ 1,335,026.17 $ 1,289,006.93 $ 750,466.76 $ 3,374,499.86
7.00%$ 1,437,720.49 $ 1,388,161.30 $ 808,194.98 $ 3,634,076.77
7.50%$ 1,540,414.81 $ 1,487,315.68 $ 865,923.19 $ 3,893,653.68
8.30%$ 1,704,725.72 $ 1,645,962.69 $ 958,288.33 $ 4,308,976.74
8.50%$ 1,745,803.45 $ 1,685,624.44 $ 981,379.61 $ 4,412,807.50
9.00%$ 1,848,497.77 $ 1,784,778.82 $ 1,039,107.83 $ 4,672,384.42
9.50%$ 1,951,192.09 $ 1,883,933.20 $ 1,096,836.04 $ 4,931,961.33
10.00%$ 2,053,886.41 $ 1,983,087.58 $ 1,154,564.25 $ 5,191,538.24
General Fund does not include Fire Union or Police Step employee costs
Above data is best estimates and are not actuals
Proposed Budget | Fiscal Year 2025 331
APPeNdIX
Fire department salary step Plan
Step #1 Step #2 Step #3 Step #4 Step #5 Step #6
Firefighter $ 24.65 $ 26.62 $ 28.75 $ 30.18 $ 30.79 $ 31.40
Engineer $ 31.64 $ 32.27 $ 32.93 $ 33.58 $ 34.26 $ 34.94
Captain of Suppression $ 36.19 $ 36.92 $ 37.67 $ 38.42 $ 39.19 $ 39.96
40-Hour Captain $ 53.36 $ 54.43 $ 55.52 $ 56.62 $ 57.76 $ 58.92
Battalion Chief $ 40.29 $ 41.11 $ 41.92 $ 42.77 $ 43.62 $ 44.50
Longevity Pay 24 Hour FTE 40 Hour FTE
5 Years $ 0.73 $ 1.03
10 Years $ 1.48 $ 2.08
15 Years $ 2.21 $ 3.11
20 Years $ 2.95 $ 4.14
General employee salary s tep Plan
332 Proposed Budget | Fiscal Year 2025
APPeNdIX
DBM Rating Market Target Min Market Target Max
A11 $16.85 $17.69
A12 $19.19 $20.71
A13 $21.53 $23.74
B21 $23.88 $26.78
B22 $26.22 $29.80
B23 $28.56 $32.83
B24 $31.49 $36.62
B25 $35.01 $41.17
B31 $31.49 $36.62
B32 $35.01 $41.17
C41 $37.94 $44.96
C42 $40.28 $47.98
C43 $42.62 $51.01
C44 $45.55 $54.80
C45 $49.06 $59.35
C51 $45.55 $54.80
C52 $49.06 $59.35
D61 $51.99 $63.14
D62 $54.34 $66.16
D63 $56.68 $69.19
D64 $59.61 $72.98
D65 $63.12 $77.53
D71 $59.61 $72.98
D72 $63.12 $77.53
E81 $66.05 $81.32
E82 $68.39 $84.34
E83 $70.73 $87.37
Proposed Budget | Fiscal Year 2025 333
APPeNdIX
Police department salary step Plan (Hourly rates)
Position FY2021 FY2022 FY2023 FY2024 FY2025
CHIEF AND DEPUTY CHIEF
Police Chief $ 76.53 $ 82.04 $ 88.85 $ 91.07 $ 91.98
Deputy Chief $ 69.58 $ 74.59 $ 80.78 $ 82.80 $ 83.63
CAPTAIN
Captain $ 65.87 $ 68.44 $ 74.12 $ 75.97 $ 76.73
LIEUTENANTS
Lieutenant III Mgt.$ 63.25 $ 65.72 $ 71.17 $ 72.95 $ 73.68
Supv.$ 62.01 $ 64.43 $ 69.78 $ 71.52 $ 72.24
Lieutenant II Mgt.$ 60.80 $ 63.17 $ 68.41 $ 70.12 $ 70.83
Supv.$ 59.60 $ 61.92 $ 67.06 $ 68.74 $ 69.43
Lieutenant I Mgt.$ 58.43 $ 60.71 $ 65.75 $ 67.39 $ 68.07
Supv.$ 57.29 $ 59.52 $ 64.46 $ 66.08 $ 66.74
SERGEANTS
Sergeant III Supv.$ 54.97 $ 57.11 $ 61.85 $ 63.40 $ 64.03
Adv.$ 53.37 $ 55.45 $ 60.05 $ 61.56 $ 62.17
Interm.$ 49.64 $ 51.58 $ 55.86 $ 57.25 $ 57.83
Sergeant II Supv.$ 52.15 $ 54.18 $ 58.68 $ 60.15 $ 60.75
Adv.$ 50.64 $ 52.61 $ 56.98 $ 58.41 $ 58.99
Interm.$ 49.16 $ 51.08 $ 55.32 $ 56.70 $ 57.27
Sergeant I Supv.$ 50.64 $ 52.61 $ 56.98 $ 58.41 $ 58.99
Adv.$ 49.16 $ 51.08 $ 55.32 $ 56.71 $ 57.27
Interm.$ 47.73 $ 49.59 $ 53.71 $ 55.05 $ 55.60
CORPORALS
Corporal III Adv.$ 46.63 $ 48.45 $ 52.47 $ 53.78 $ 54.32
Interm.$ 45.28 $ 47.05 $ 50.95 $ 52.22 $ 52.75
Corporal II Adv.$ 45.27 $ 47.04 $ 50.94 $ 52.21 $ 52.74
Interm.$ 43.95 $ 45.66 $ 49.45 $ 50.69 $ 51.20
Corporal I Adv.$ 43.96 $ 45.67 $ 49.47 $ 50.70 $ 51.21
Interm.$ 42.68 $ 44.34 $ 48.03 $ 49.23 $ 49.72
UNIFORM POLICE OFFICERS
Senior PO III Masters $ 46.15 $ 49.98 $ 51.23 $ 51.74
20 Years Adv. $ 44.80 $ 48.52 $ 49.73 $ 50.23
Interm. $ 43.50 $ 47.11 $ 48.29 $ 48.77
Senior PO II Masters $ 43.12 $ 44.80 $ 48.52 $ 49.73 $ 50.23
15 Years Adv.$ 41.86 $ 43.49 $ 47.10 $ 48.28 $ 48.76
Interm.$ 40.65 $ 42.24 $ 45.74 $ 46.88 $ 47.35
Senior PO I Masters $ 41.25 $ 42.86 $ 46.42 $ 47.58 $ 48.05
10 Years Adv.$ 40.05 $ 41.61 $ 45.07 $ 46.19 $ 46.65
Interm.$ 38.88 $ 40.40 $ 43.75 $ 44.84 $ 45.29
Senior PO Masters $ 40.18 $ 41.75 $ 45.21 $ 46.34 $ 46.81
Adv.$ 39.01 $ 40.53 $ 43.90 $ 44.99 $ 45.44
Interm.$ 37.87 $ 39.35 $ 42.61 $ 43.68 $ 44.11
Basic $ 36.77 $ 38.20 $ 41.37 $ 42.41 $ 42.83
Police Officer IV Adv.$ 37.15 $ 38.60 $ 41.80 $ 42.85 $ 43.28
or lateral entry 8+ yrs.Interm.$ 36.07 $ 37.48 $ 40.59 $ 41.60 $ 42.02
Basic $ 35.02 $ 36.39 $ 39.41 $ 40.39 $ 40.79
Police Officer III Adv.$ 33.46 $ 34.76 $ 37.65 $ 38.59 $ 38.98
or lateral entry 5+ yrs.Interm.$ 32.48 $ 33.75 $ 36.55 $ 37.46 $ 37.84
Basic $ 31.54 $ 32.77 $ 35.49 $ 36.38 $ 36.74
Police Officer III Adv.$ 29.52 $ 30.67 $ 33.22 $ 34.05 $ 34.39
or lateral entry 3-5 yrs.Interm.$ 28.66 $ 29.78 $ 32.25 $ 33.06 $ 33.39
Basic $ 27.82 $ 28.90 $ 31.30 $ 32.09 $ 32.41
Police Officer I Adv.$ 28.62 $ 29.74 $ 32.20 $ 33.01 $ 33.34
of lateral entry 1-3 yrs.Interm.$ 27.79 $ 28.87 $ 31.27 $ 32.05 $ 32.37
Basic $ 26.98 $ 28.03 $ 30.36 $ 31.12 $ 31.43
City dues and Memberships
334 Proposed Budget | Fiscal Year 2025
APPeNdIX
description of dues
Budget
FY2021
Budget
FY2022
Budget
FY2023
Budget
FY2024
Budget
FY2025
Annual Assessment $ 62,941.00 $ 67,526.00 $ 79,491.00 $ 83,360.00 $ 82,019.00
Capital - 12,869.00 25,804.00 22,361.00 12,514.00
Local / Service Assessment 119,172.00 255,211.23 539,582.25 585,634.00 525,837.00
Limited Special Services 260,593.00 240,040.75 240,040.75 179,700.00 259,923.00
Valley regional Transit dues 442,706.00 575,646.98 884,918.00 871,055.00 880,293.00
Ada City/County Emergency Mgmt. 39,386.00 42,204.00 44,045.00 56,022.00 56,034.00
AIC Membership dues 47,740.00 51,156.00 51,156.00 54,225.36 56,027.00
Allumbaugh House 67,053.36 67,053.36 67,053.36 67,053.36 67,053.36
Associated Taxpayers of Idaho 1,000.00 - - - -
Compass 52,622.00 56,388.00 58,848.00 61,119.00 62,975.00
Downtown Business Association 250.00 250.00 250.00 250.00 250.00
Meridian Chamber of Commerce 675.00 675.00 675.00 675.00 675.00
Treasure Valley Partnership 10,044.10 10,044.10 11,764.00 18,853.64 11,764.00
218,770.46 227,770.46 233,791.36 251,295.48 254,778.36
Total $ 661,476.46 $ 803,417.44 $ 1,118,709.36 $ 1,122,350.48 $ 1,135,071.36
Proposed Budget | Fiscal Year 2025 335
APPeNdIX
Population History and Forecast
9,596
142,830
192,858
PopulationJan.1990Jan.1992Jan.1994Jan.1996Jan.1998Jan.2000Jan.2002Jan.2004Jan.2006Jan.2008Jan.2010Jan.2012Jan.2014Jan.2016Jan.2018Jan.2020Jan.2022Jan.2024Jan.2026Jan.2028Jan.2030Jan.2032Jan.2034Jan.2036Jan.2038Jan.2040Jan.2042Jan.2044Jan.2046Jan.2048Jan.20500
50,000
100,000
150,000
200,000
250,000
dwelling Unit History and Forecast
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Dwelling Units Added by Year
(Historical and Projection)
Single Family (1:1 Dwelling Units)Multi-family (1:1 Dwelling Units)CY1990CY1991CY1992CY1993CY1994CY1995CY1996CY1997CY1998CY1999CY2000CY2001CY2002CY2003CY2004CY2005CY2006CY2007CY2008CY2009CY2010CY2011CY2012CY2013CY2014CY2015CY2016CY2017CY2018CY2019CY2020CY2021CY2022CY2023CY2024CY2025CY2026CY2027CY2028CY2029CY2030CY2031CY2032CY2033CY2034CY2035CY2036CY2037CY2038CY2039CY2040CY2041CY2042CY2043CY2044CY2045CY2046CY2047CY2048CY2049CY20500
500
1000
1500
2000
2500
3000
3500
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Consumer Price Index History
Annual (March) year over year % Change
Source: Bureau of Labor
Yr/Yr % Chg Average
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
-1.00%
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
7.00%
8.00%
9.00%
Construction Cost Index History
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Annual y/y % Change
CCI Index Average
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
7.00%
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Unemployment and Quit rate History
Unemployment Rates - Monthly Rate % Change
Target Idaho US MeridianApr-19May-19Jun-19Jul-19Aug-19Sep-19Oct-19Nov-19Dec-19Jan-20Feb-20Mar-20Apr-20May-20Jun-20Jul-20Aug-20Sep-20Oct-20Nov-20Dec-20Jan-21Feb-21Mar-21Apr-21May-21Jun-21Jul-21Aug-21Sep-21Oct-21Nov-21Dec-21Jan-22Feb-22Mar-22Apr-22May-22Jun-22Jul-22Aug-22Sep-22Oct-22Nov-22Dec-22Jan-23Feb-23Mar-23Apr-23May-23Jun-23Jul-23Aug-23Sep-23Oct-23Nov-23Dec-23Jan-24Feb-24Mar-240.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
US Quit Rate - Monthly year over % Change
Source : Bureau of Labor
US AvgJan-18Mar-18May-18Jul-18Sep-18Nov-18Jan-19Mar-19May-19Jul-19Sep-19Nov-19Jan-20Mar-20May-20Jul-20Sep-20Nov-20Jan-21Mar-21May-21Jul-21Sep-21Nov-21Jan-22Mar-22May-22Jul-22Sep-22Nov-22Jan-23Mar-23May-23Jul-23Sep-23Nov-23Jan-240.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
3.5%
Total Computer replacements Cost
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Total Computer Replacements Cost
General Fund Enterprise Fund Grand Total
FY25 FY26 FY27 FY28 FY29
$0
$120,000
$240,000
$360,000
$480,000
$600,000
$720,000
FY25 FY26 FY27 FY28 FY29 Total Total
Funds
Count
of UID
Sum
of Value
Count
of UID
Sum
of Value
Count
of UID
Sum
of Value
Count
of UID
Sum
of Value
Count
of UID
Sum
of Value
Count
of UID
Sum
of Value
General Fund 89 $ 152,100 189 $ 525,100 74 $ 124,900 134 $ 240,500 57 $ 81,600 543 $ 1,124,200
Enterprise Fund 33 $ 42,600 27 $ 49,700 19 $ 31,400 45 $ 78,600 35 $ 58,600 159 $ 260,900
Grand Total 122 $ 194,700 216 $ 574,800 93 $ 156,300 179 $ 319,100 92 $ 140,200 702 $ 1,385,100
ProPosed BUdGeT
CITY oF MerIdIAN
VEHICLE REPLACEMENT REQUEST FORMS
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REPLACEMENTS VEHICLES: PUBLIC WORKS
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REPLACEMENTS VEHICLES: POLICE
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DEFINITIONS
Definitions
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1. Accounts Payable (A/P)
a. An account within the general ledger that represents a company’s obligation to pay off a short-term debt
to its creditors or suppliers.
b. Division that is responsible for making payments owed by the company to suppliers and other creditors.
2. Accounts Receivable (A/R)
a. Accounts receivable is a legally enforceable claim for payment held by a business against its customer/
clients for goods supplied and/or services rendered in execution of the customer’s order.
3. Accounting System
a. See Financial Accounting System
4. Automatic Clearing House (ACH)
a. An electronic network for financial transactions in the United States.
5. Appeal
a. An objection to a specification, process, procedure or award.
6. Arbitrage
a. The simultaneous buying and selling of securities, currency, or commodities in different markets or in
derivative forms in order to take advantage of differing prices for the same asset.
b. Arbitrage is the interest earned on the investment of the bond proceeds above the interest paid on debt.
7. Asset Disposal Form
a. An internal City of Meridian form utilized to request the approval to dispose of City owned inventory.
8. Asset Tag
a. An internal City of Meridian identification tag affixed to City owned property for the management and
tracking of inventory.
9. Award
a. The City’s acceptance and approval of a bid or proposal.
10. Bad Debt
a. Payment for actual costs incurred on any given accounts receivable that is deemed uncollectible.
11. Bid
a. A competitive price offer submitted by a prospective vendor in response to a formal or informal invitation
issued by the City.
12. Bid Documents
a. Formal and Semi-Formal:
i. A set of documents, made available to bidders that may include an invitation to bid, instructions to
bidders, bid form, general conditions, supplemental general conditions, special provisions, technical
specifications, drawings, or other information necessary to adequately convey the characteristics of
the item or service being sought.
13. Budget
a. The budget is a document that informs and educates the public and elected officials about the City’s
structure, achievements, challenges and direction.
b. A budget document should ideally be a policy document, an operations guide, a financial plan and a
communication device.
14. Budget Basis
a. The City of Meridian uses a combination of line item budgeting, program based budgeting, incremental,
project based, and zero-based budgeting.
15. Budget Calendar
a. The budget calendar will provide the annual due dates for specified budget items for the annual budget
process.
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Definitions
b. The Finance department will be responsible for the development and distribution of the annual budget
calendar to all employees.
16. Capital Improvement Plan (CIP)
a. A capital improvement plan is a short-range plan, usually ten years long, which identifies capital projects
and equipment purchases, provides a planning schedule, and identifies options for financing the plan.
17. Capital Infrastructure
a. The physical components of interrelated systems providing commodities and services essential to enable,
sustain, or enhance societal living conditions
18. Capital Investment
a. A capital expense should be a major, nonrecurring budget item that results in a fixed asset with an
anticipated life of at least three years.
b. Capital investments eligible for inclusion into the CIP must have a minimum cost of $25,000.
19. Capital Lease
a. That transfers substantially all the benefits and risks inherent in the ownership of property to the City. A
lease must meet one or more of the following four criteria to qualify as a capital lease:
i. Ownership of the leased property is transferred to the state by the end of the lease term; or
ii. The lease contains a bargain purchase option; or
iii. The lease term is equal to 75 percent or more of the estimated useful life of the leased property; or
iv. If, at the inception of the lease, the present value of the future minimum lease payments, excluding
executory costs (usually insurance, maintenance, and taxes paid in connection with the leased
property, including any profit thereof) is 90 percent or more of the fair value of the leased property.
20. Capital Outlay
a. Is the outlay of funds for capital equipment purchases over a certain dollar threshold amount and useful
life that have been approved through the budget process by Council.
21. Cash Receipts
a. Receipt of coin, currency, checks, warrants, money orders, cashier checks, or EFT wire transfers.
22. Change Order (CO)
a. A written alteration that is issued to modify a Contract or Purchase Order. A bilateral request that directs
the Contractor to make changes to the contracted Scope of Work or Specifications. The modification may
include time and/or costs changes. In reference to construction contracts, it relates primarily to changes
caused by unanticipated conditions encountered during construction not covered by the drawings, plans,
or Specifications of the project.
23. Community Development Departments
a. Community Development Administration (1900)
b. Planning Department (1910)
c. Economic Development (1930)
d. Building Department (1940)
24. Comprehensive Financial Plan (CFP)
a. A comprehensive financial plan is both a short-term and long-term guide for capital, operating, and
personnel expenditures.
b. The CFP includes a list of capital (obtained from CIP), operating, and personnel requests that a City and
its community envisions for the future, and a plan that integrates timing of expenditures with the City’s
annual budget.
c. The CFP identifies future needs that will benefit the City and its community.
d. The CFP also indicates the priorities assigned to each requests and presents a target construction/
implementation schedule.
25. Construction in Progress
Definitions
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a. A long-term capital asset that records costs associated directly with the building of the asset. Once the
capital asset is substantially complete, the capital asset is recognized by the City as a fixed asset.
26. Consultant
a. A person or firm that possesses unique qualifications that allow them to perform specialized advisory
services usually for a fee. Serves in an advisory capacity.
27. Contract
a. Contract types include, Professional Services Agreements, Master Agreements, Task Orders, Contracted
Services Agreements and Purchase Orders.
28. Contracted Services
a. Janitorial services, landscape services etc.
29. Contractor
a. An individual or firm who has been awarded a contract to provide goods and/or services to the City.
30. Delinquent Account
a. Are accounts that are 90 days or more past the date payment was due.
31. Disbursement
a. The payment of money from a fund.
32. Discretionary Revenues
a. Revenues available to the City after all personnel and operating expenses have been accounted for.
33. Electronic Funds Transfer (EFT)
a. a system of transferring money from one bank account directly to another without any paper money
changing hands.
34. Emergency Purchase
a. A purchase made without a solicitation to safeguard life, health or property in response to a disaster,
public calamity, or other unforeseen situation. Emergency purchases MUST be approved by Council.
35. Financial Accounting System
a. Is a computer program that assists bookkeepers and accountants in recording and reporting a firm’s
financial transactions.
i. Currently the City uses a program called ABILA MIP Fund Accounting (as of Dec. 2018).
36. Fiscal Year
a. The City follows State Code Section : 50-1001 “Fiscal Year” to establish the beginning and ending of a
fiscal year.
b. The City begins its annual fiscal year on October 1st.
37. Fixed Assets
a. Tangible (also known as property, plant, and equipment (PP&E) ) or intangible property item of a relatively
permanent nature (useful life of at least 3 years) of significant value used in conducting the City’s activities.
b. Assets are capitalized when it is determined that the costs provide probable future benefits.
c. The full acquisition cost, including directly related expenses (i.e. freight, handling fees, installation charges,
etc.) must meet the current minimum threshold set by Finance and approved by Council.
i. Types of fixed assets:
1. Land, buildings, machinery, furniture, equipment, software, improvements, water and sewer
lines, wells and easements.
ii. Capitalization Thresholds (see Fixed Asset Capitalization Status)
38. Full Accrual Accounting Basis
a. An accounting system which incorporates accrual accounting with expense basis and periodic allocation
of expenses between accounts. Accrual accounting recognizes assets and liabilities at the time they are
accrued and not at the time payment changes hands.
39. Full Cost Recovery
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Definitions
a. 100% of all costs associated with a service will be collected from users of said services via a user fee.
40. Generally Accepted Accounting Principles (GAAP)
a. GAAP is a common set of accounting principles, standards and procedures that companies must follow
when they compile their financial statements.
41. Governmental Accounting Standards Board (GASB)
a. GASB is the source of generally accepted accounting principles (GAAP) used by state and local
governments in the United States.
b. As with most of the entities involved in creating GAAP in the United States, it is a private, non-governmental
organization.
42. Grant Committee
a. Select employees under the direction of the Grant Committee Administrator (Finance employee) to provide
oversight and coordination for all potential grant submissions and to ensure that all relevant personnel are
made aware of award notices in a timely manner.
i. For more information on the Grant Committee, please click link.
43. Idaho Code (I.C.)
a. Legal code of Idaho found in the Idaho State Statutes. (This policy refers to several Idaho Statutes. See
Appendix A for a list of all statutes that impact public purchasing).
44. Incremental Based Budgeting
a. A budget prepared using a previous year’s budget or actual performance as a basis with incremental
amounts added for the new budget year.
45. Intangible Asset
a. Either purchased or internally developed such as land use rights not acquired with the purchase of land,
software, patents, land easements, and trademarks. The asset is capable of being separated or divided
and sold, transferred, licensed, rented or exchanged.
46. Internal Controls
a. Measures employed for the purpose of safeguarding resources against waste, fraud, and inefficiency:
promoting accuracy and reliability in accounting and operating data: encouraging and measuring
compliance with policy and judging the efficiency of operations.
47. Inventory
a. Tangible property with a significant value used in conducting City business.
b. Assets classified as inventory (and not as fixed assets) will not be capitalized or depreciated for accounting
purposes.
48. Legal Tender
a. United States currency, coins, checks, money orders, cashier’s checks, credit and debit cards, or any other
payment media declared by the United States Federal Government to be legal tender.
49. Line Item Based Budgeting
a. Each general ledger line item is discussed and reviewed for budget consideration.
50. Minimal Cost Recovery
a. 1% - 59% of all costs associated with a service will be collected from users of said services via a user fee.
51. Modified Accrual Accounting Basis
a. Modified accrual accounting is an accounting method commonly used by government agencies that
combines accrual-basis accounting with cash-basis accounting. Modified accrual accounting recognizes
revenues when they become available and measurable. Revenues are considered to be available when
they are collectible within the current period or soon enough thereafter to pay liabilities of the current
period. For this purpose, the government considers revenues to be available if they are collected within 60
days of the end of the current fiscal period. Expenditures are generally recorded when a liability is incurred,
as under accrual accounting.
52. Notice of Intent to Award
Definitions
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a. A formal notice sent to the respondents to a bid or RFP stating the low bidder/highest ranked proposer and
the City’s intent to enter into contract with the successful bidder/proposer.
53. One-Time Revenue
a. Revenue sources that the City cannot reasonably expect to receive from operating activities on an on-going
basis for more than 12 months.
54. Partial Cost Recovery
a. 60% - 99% of all costs associated with a service will be collected from users of said services via a user fee.
55. Payment Bond
a. A financial or contractual instrument, issued by a surety that guarantees that subcontractors and material
providers to contractors will be paid for labor and materials expended by the subcontractor. Acceptable
forms of payment bonds may include cashier’s check, certified check, or a surety bond. Also known as
Labor and Materials Bond.
56. Performance Bond
a. An instrument executed, subsequent to award, by a successful bidder that protects the public entity from
loss due to the bidder’s inability to complete the contract as agreed.
57. Petty Cash Box
a. Petty cash boxes are used for making and reimbursing small purchases within the City.
58. Piggyback
a. A form of intergovernmental cooperative purchasing in which an entity will extend the pricing and terms
of a contract entered into by a separate entity.
59. Project Manager (PM)
a. The City employee responsible for a purchasing of goods, services, equipment or a construction project.
They are accountable for accomplishing the stated project objectives and have the responsibility of the
planning, execution, and closing of a project, including processing of payment requests.
60. Professional Services
a. Services rendered by members of a recognized profession or a person possessing a special skill. Such
Professional Services are generally acquired to obtain information, advice, training, or direct assistance.
This includes but is not limited to accounting and auditing, legal, education, engineering, architecture,
construction management and research.
61. Program Based Budgeting
a. A program is a broad category of similar services (WHAT) for an identifiable group (WHO) and for a specific
purpose (WHY). A program has specified goals and objectives.
62. Project Based Budgeting
a. A project budget is developed at the project level as opposed to Line Item budgeting.
63. Property
a. Tangible ownership of something that can be disposed of.
b. Something to which a person or business has a legal title.
64. Proposal
a. A document submitted by a firm or individual in response to a Request for Proposals (RFP).
65. Proposer
a. A person or entity who submits a proposal in response to a Request for Proposals (RFP).
66. Prudent Person Standard
a. A standard of care that holds that investments shall be made with judgment and care, under circumstances
then prevailing which persons of prudence, discretion, and intelligence exercise in the management of
their own affairs, not for speculation, but for investment, considering the probable safety of their capital
as well as the probable income to be derived.
67. Public Hearings
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Definitions
a. A public hearing is typically held when a government, government agency, or organization is making a
decision on a course of action, such as a law or plan for construction.
68. Public Purchasing
a. The purchasing or purchasing of an item or a service for a Public Entity using public funds.
69. Public Works Construction
a. Public works construction includes any or all of the following branches:
i. Heavy construction
1. which is defined as constructing substantially in its entirety any fixed works and structures (not
including “building construction”), without limitation, for any or all of the following divisions of
subjects: irrigation, drainage, sanitation, sewage, water power, water supply, reservoirs, flood
control, reclamation, inland waterways, railroads, grade separations, track elevation, elevated
highways, hydroelectric developments, aqueducts, transmission lines, duct lines, pipelines,
locks, dams, dikes, levees, revetments, channels, channel cutoffs, intakes, drainage, excavation
and disposal of earth and rocks, foundations, piers, abutments, retaining walls, viaducts, shafts,
tunnels, airports, air bases and airways, and other facilities incidental to the same;
ii. Highway construction
1. which is defined as all work included in highway construction contracts, including, without
limitation, highways, roads, streets, bridges, tunnels, sewer and street grading, street paving,
curb setting, surfacing and other facilities incidental to any of the same;
iii. Building construction
1. which is defined as all work in connection with any structure now built, being built, or hereafter
built, for the support, shelter and enclosure of persons, chattels, personal and movable property
of any kind, requiring in its construction the use of more than two (2) unrelated building trades
or crafts.
iv. Specialty construction
1. which is defined as any work in connection with any public works construction, requiring special
skill and the use of specially skilled trades or crafts.
b. Statute and this policy cover any construction, repair or reconstruction of any public work (including,
but not limited to, buildings, pipelines, irrigation, drainage facilities, curbing, and numerous “specialty
construction” types of work). See I.C. §54-1901 for further definition and types of work subject to the
requirements of this policy.
70. Purchase Order (PO)
a. A short form of contract. PO includes goods and services to be purchased, amount and payment terms.
71. Purchasing
a. The process of ordering and receiving goods and services. A subset of the wider purchasing process.
72. Purchasing Manager
a. The professional within the City who is responsible for procuring or approving the acquisition of goods and
services needed by the company. A Purchasing Manager oversees the acquisition of materials needed
for production, general supplies for offices and facilities, equipment, or construction contracts.
73. Qualified Bidder
a. A bidder, determined by the Purchasing Division, that;
b. meets the minimum standards of business competence, reputation, financial ability, and product quality
for placement on the bidders List, and/or;
c. has met the requirements of a solicitation.
74. Request for Proposal (RFP)
a. A method for acquiring services, equipment and supplies that permits the negotiation of all terms, including
scope and price, prior to the award.
b. RFP’s are typically utilized where the need is known but the solution is not.
Definitions
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c. An RFP describes a problem or need in general terms and seeks a written proposal. RFP’s are evaluated
and awarded on criteria listed in the solicitation.
d. Price is often one of the evaluation factors, however it is typically not the predominate basis for contract
award.
75. Request for Qualification(RFQ)
a. A Request for Qualification is a form of solicitation used to obtain statements of qualifications for
professional services.
b. The basis for award shall be established in the solicitation. RFQ’s may not consider pricing in the evaluation
and award of solicitations.
76. Responsive Bidder
a. A contractor, business entity, or individual who has submitted a bid or proposal that fully conforms in all
material respects to the Invitation for Bids (IFB)/Request for Proposals (RFP) and all of its requirements,
including all form and substance.
77. Scope of Work/Services
a. A detailed, written description of the requirements for a procurement contained within an Invitation for
Bids or Request for Proposals and/or contract.
b. The scope of work should establish a clear understanding of what the City requires.
78. Specialized Repair
a. Specialized repair refers to repair of rolling stock (vehicles, trailers and equipment) where the repairs
cannot be determined without tearing down the vehicle/equipment.
79. Specification
a. A precise description of the physical characteristics, quality, or desired outcomes of good or services to
be procured, which a supplier must be able to produce or deliver for consideration of award of a contract.
b. Specifications are written not to restrict bidding but to encourage open competition.
c. The goal is to attract maximum reasonable competition.
80. Statement of Work (SOW)
a. Describes the work necessary to complete the required tasks. Used most commonly to procure services.
81. Statutes
a. The written laws approved by legislatures, also known as legislation.
82. Straight Line Depreciation
a. The straight line depreciation method is used to calculate the annual depreciation expense of a fixed
asset.
b. The straight line method is the simplest and most generally used method of calculating depreciation, and
is given by the straight line method formula as follows:
i. Straight Line Depreciation = (Cost – Salvage Value) / Useful Life
83. Surety
a. A pledge or guarantee by an insurance company, bank, individual, or corporation on behalf of the bidder/
proposer that protects against default or failure of the contracted bidder/proposer to satisfy the contractual
obligations.
84. Surplus Property
a. Personal property owned by the City that is of no further use to the City, obsolete and/or where the cost
of maintenance, transportation, storage, or other costs exceed the economic or useful life of the property.
85. Tangible Asset
a. Tangible property in law is, literally, anything which can be touched, and includes both real property and
personal property (or moveable property), and stands in distinction to intangible property.
b. In English law and some Commonwealth legal systems, items of tangible property are referred to as
choses in possession (or a chose in possession in the singular).
86. Terms and Conditions
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Definitions
a. Standard boilerplate language that includes standard clauses and rules that apply to bids and proposals
formally solicited that may become incorporated into the final contract.
87. Threshold
a. Is a dollar amount set by Finance that will be the minimum amount that will be regarded as a fixed asset
that will be capitalized and depreciated.
88. Transparency
a. In an ethical context, the idea that the more information disclosed about a business, financial, or economic
activity, the better.
b. Transparency improves ethical conduct. Maximum disclosure is for the betterment of the public and will
help to discourage more regulation.
89. Use Tax
a. A tax imposed on contractors when they install City owned and/or pre-purchased goods, materials or
equipment.
90. Vendor
a. A vendor is a party in the supply chain that makes goods and services available to companies or consumers.
b. The term “vendor” is typically used to describe the entity that is paid for goods that are provided.
91. Zero-Based Budgeting
a. Zero-based budgeting requires the budget request be re-evaluated thoroughly, starting from zero.
92. Zero Cost Recovery
a. 0% of all costs associated with a service will be collected from users of said services via a user fee.
Fund Identification
1. General Fund (01)
a. The primary operating fund of the City.
b. The general fund derives most of its income from property tax and funds the general operations of the
City.
c. The fund uses the accounting approach known as the modified accrual accounting basis.
2. Impact Fee Fund (07)
a. A general fund used to account for and report the proceeds of impact fee revenue sources that are
associated to expenditures for impact fee purposes.
b. The fund uses the accounting approach known as the modified accrual accounting basis.
3. Public Safety Fund (08)
a. A general fund used to account for and report the proceeds of public safety fund revenue sources that are
associated to expenditures for public safety purposes.
i. Primary revenue source is derived from transfers from the General Fund.
b. The fund uses the accounting approach known as the modified accrual accounting basis.
4. Grants Fund (20)
a. A general fund used to account for and report the proceeds of grant revenue sources (federal, state, local)
that are associated to expenditures for grant purposes.
b. The fund uses the accounting approach known as the modified accrual accounting basis.
5. Capital Improvement Fund (55)
a. A capital projects fund used to account for and report the proceeds of capital improvement fund revenue
sources that are restricted or committed to expenditures for capital improvement purposes within the
general fund.
i. Primary revenue source is derived from transfers from the General Fund.
1. Primary revenue source is derived from excess revenues generated by the Community
Development Department.
Definitions
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b. The fund uses the accounting approach known as the modified accrual accounting basis.
6. Enterprise Fund (60)
a. A government-owned self-sustaining fund that accounts for any activity for which a fee is charged to
external users for goods or services.
b. User fees finance activities in these funds.
c. The primary goods and services in this fund would be Public Works and utility billing administration.
d. The fund uses the accounting approach known as the economic resources measurement focus and the
accrual basis of accounting.
7. Enterprise Fund - Grants (61)
a. An enterprise fund used to account for and report the proceeds of grant revenue sources that are
associated for grant purposes and associated to Enterprise Fund assets.
b. The fund uses the accounting approach known as the economic resources measurement focus and the
accrual basis of accounting.
8. Enterprise Fund - Water (62)
a. A government-owned self-sustaining fund that accounts for any activity for which a fee is charged to
external users for goods or services.
b. User fees finance activities in these funds.
c. The primary goods and services sold in this fund would be water utilities.
d. The fund uses the accounting approach known as the economic resources measurement focus and the
accrual basis of accounting.
9. Enterprise Fund - Wastwater (65)
a. A government-owned self-sustaining fund that accounts for any activity for which a fee is charged to
external users for goods or services.
b. User fees finance activities in these funds.
c. The primary goods and services sold in this fund would be sewer utilities.
d. The fund uses the accounting approach known as the economic resources measurement focus and the
accrual basis of accounting.
10. Enterprise Fund FAAG (68)
a. A clearing fund used to account for and report the transactions associated to the annual closing process
to track assets.
i. Fund is based on accrual accounting.
ii. Fund will never have actual cash transaction.
b. The fund uses the accounting approach known as the full accrual accounting basis.
11. Enterprise Fund LTDG (69)
a. A clearing fund used to account for and report the transactions associated to the annual closing process
to track accruals for debt/liability transactions.
i. Fund is based on accrual accounting.
ii. Fund will never have actual cash transaction.
b. The fund uses the accounting approach known as the full accrual accounting basis.
12. General Fund FAAG (90)
a. A clearing fund used to account for and report the transactions associated to the annual closing process
to track assets.
i. Fund is based on accrual accounting.
ii. Fund will never have actual cash transaction.
b. The fund uses the accounting approach known as the full accrual accounting basis.
13. General Fund LTDG (91)
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Definitions
a. A clearing fund used to account for and report the transactions associated to the annual closing process
to track accruals for debt/liability transactions.
i. Fund is based on accrual accounting.
ii. Fund will never have actual cash transaction.
b. The fund uses the accounting approach known as the full accrual accounting basis.
Fund Type Classifications
1. General Fund
a. A general fund is the primary operating fund for the entire government. It slightly serves as a catch-all fund
for resources that aren’t required or designated for another fund.
2. Special Revenue Funds
a. These are used to track the revenue from specific sources restricted to certain purposes.
b. Special revenue funds provide an extra level of accountability and transparency to taxpayers/ratepayers
that their dollars will go toward an intended purpose.
3. Debit Service Fund
a. A debt service fund is used to pay back long-term debt issued in order to finance specific government
projects. This includes both the principal and interest amounts paid out.
4. Capital Projects Fund
a. This accounts for financial resources related to the construction of major capital projects or facilities.
Capital projects tend to include work on long-lived facilities like libraries or government buildings.
5. Permanent Fund
a. This is a restricted endowment fund that generates and disburses money for those that are entitled to
receive it.
Fund Balance Classifications
1. Nonspendable
a. This fund balance is for those assets that are non cash or legally or contractually required to be maintained
intact. Amounts that are not in a spendable form.
i. Examples would include inventory, long term loans receivable, property held for sale, endowment or
permanent fund principal and prepaid items.
2. Restricted
a. This fund balance is constrained for a specific purpose and legally restricted by external parties, such as
state or federal agencies.
i. Examples would include grants.
3. Committed
a. This fund balance constraint is self-imposed by the City Council. Formal action is required by City Council
to commit funds and must occur prior to year-end; however, the actual dollar amount may be determined
in the subsequent period.
i. Examples would include contractual agreements and fund balance reserves approved by City Council.
4. Assigned
a. This fund balance is intended for a specific purpose and the authority to “assign” is delegated to the Chief
Financial Officer/City Treasurer or City Council. Formal action is not necessary to impose, remove, or
modify any assigned fund balance.
i. Examples would be Carryforward amounts.
ii. Examples would be Reserves (Operating and Emergency)
5. Unassigned
a. This fund balance is the residual classification of the Fund and the includes all amounts not contained in
other classifications. Unassigned amounts are available for any purposes.
Definitions
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User Fees and Charges - Cost recovery Criteria
1. The following criteria are used to determine if a service is Full, Partial, Minimal or No Cost
recovery.
2. The service does not have to meet every criterion.
1. Full Cost Recovery
a. Individuals or groups benefit from the service and there is little community benefit.
b. There is excess demand for the service; therefore, allocation of limited services is required.
c. Administrative costs of imposing and collecting the fee are not excessive.
d. The service is provided at market price by the private sector.
2. Partial Cost Recovery
a. The individual or group using the service is the primary beneficiary.
b. Administrative costs of imposing and collecting the fee are not excessive.
c. Imposing a substantial cost fee would not place the agency at a competitive disadvantage.
d. The service is usually provided by the private sector, but may also be provided by the public sector.
e. User fees should recover the substantial cost of services benefiting specific groups or individuals.
3. Minimal Cost Recovery
a. Services benefit those who participate but the community at large also benefits.
b. Administrative costs of imposing and collecting the fee are not excessive.
c. Imposing a full cost fee would place the agency at a competitive disadvantage.
d. The services may be provided by the public sector, but may also be provided by the private sector.
e. There is considerable community and balanced community/ individual benefits
4. No Cost Recovery
a. The service is equally available to everyone in the community and should benefit everyone.
b. Because the service is basic, it is difficult to determine benefits received by one user.
c. The level of service attributable to a user is not known.
d. Administrative costs of imposing and collecting a fee exceed revenue expected from the fee.
e. Imposing the fee would place the agency at a serious disadvantage.
f. The service is primarily provided by the public sector.
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