2015-06-17 Budget Workshop 4ERQDIAN --
IDC
CITY OF MERIDIAN
CITY COUNCIL SPECIAL MEETING
BUDGET WORKSHOP AGENDA
Wednesday, June 17, 2015 at 8:00 AM
City Council Conference Room
33 East Broadway Avenue, Meridian, Idaho
1. Roll-call Attendance:
X David Zaremba X Joe Borton
X Charlie Rountree X Keith Bird
X Genesis Milam X Luke Cavener
X Mayor Tammy de Weerd
2. Adoption of the Agenda Adopted
3. City of Meridian FY2016 Budget Meeting Presentation
4. Amended onto the Agenda: Executive Session Per Idaho State Code 67-
2345 (1)(d): To Consider Records that are Exempt from Disclosure as
Provided in Chapter 3, Title 9, Idaho Code
Into Executive Session at 12:15 p.m.
Out of Executive Session at 1:19 p.m.
Adjourned at 4:57 p.m.
Meridian City Council Special Meeting Agenda—Wednesday June 17,2015 Page 1 of 1
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please contact the City Clerk's Office at 888-4433 at least 48 hours prior to the public meeting.
Meridian City Council Budget Workshop June 17, 2015
A meeting of the Meridian City Council was called to order at 8:10 a.m., Wednesday, June
17, 2015, by Mayor Tammy de Weerd.
Members Present: Mayor Tammy de Weerd, Charlie Rountree, Keith Bird, David
Zaremba, Joe Borton, Genesis Milam and Luke Cavener.
Item 1: Roll-call Attendance:
Roll call.
X David Zaremba X _ Joe Borton
X__ Charlie Rountree X_ Keith Bird
__X__ Genesis Milam __X__ Lucas Cavener
__X Mayor Tammy de Weerd
De Weerd: Okay. I will open up the budget workshop. It is Wednesday, June 17th. It's
8:10. We will start with roll attendance, Madam Clerk.
Item 2: Adoption of the Agenda
De Weerd: Item No. 2 is adoption of the agenda.
Rountree: Madam Mayor?
De Weerd: Mr. Rountree.
Rountree: I move that we adopt the agenda as published.
Zaremba: Second.
Bird: Second.
De Weerd: I have a motion and a second to adopt the agenda as published. All those in
favor say aye. All ayes.
MOTION CARRIED: ALL AYES.
Item 3: City of Meridian FY2016 Budget Meeting Presentation
De Weerd: Item No. 3 is the budget meeting presentation. I will turn this over to Stacy.
Kilchenmann: Good morning. Or it sounds like for some of us it's just a continuation of
the morning. So, what we -- we have a little different format today that we are trying. So,
we do have -- Todd is on the intranet if we have questions that need to be answered, but
he needs to access -- there will be like a satellite delay, because he's over there, so it will
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be like a foreign country correspondence. But I think we can dig up anything that -- that
you might need in our files. What we are going to do today is I'm going to just give you a
brief overview of the calendar, then, we are going to start with the computation, which
Patty will present and, then, we will go through each department. So, we -- I think we
have scheduled plenty of breaks, so we should be able to get through it in a fairly timely
manner. Because of the issues with trying to present -- have the slides show up on the
live streaming and the directors put down the -- I should give you hard copies of their
presentations and, then, it will also be streaming for the public. So, there is just a few
changes to the book. Fire Department withdrew their captains. The Finance -- the
Finance Department increased their printing and production base budget by 2,000 dollars
to print these books. We wanted to have some kind of shocking, exciting revelation, so
that you would -- you know, that you would remember this day by. HR Department
increased their reimbursement space budget by 6,000. That actually was a decision that
had already been made, we just kind of skipped the -- getting it in there. MUBS increased
professional services budget by 10,000. They didn't have enough for a third-party
processor. And, then, the Planning Department reduced one of their enhancements,
which I think they will talk about. So, on our next budget workshop, which will be the --
July 21st, I will actually do a formal overview of the revenue manual, so we will present
that, and we will do a summary, a more higher level -- more higher -- a higher level
summary of what the budget looks like, how big is it, what did we add, personnel, capital,
et cetera. We are not -- we are not going to do that today, we will do that the second day.
So, with that, before Patty starts, I think the Mayor has a few comments.
De Weerd: Yes. You know, we are kind of excited about this new format in two days.
You know, what you have in front of you is a draft and we will share information with you
today that is really pertinent to what is contained in that book that you received from
Finance. There will be discussion points along the way that we will seek policy-related
feedback from you and the two separate budget days really allow us to have further
consideration, I think, additional questions, and really time for thought. This is an informal
setting, as informal as public officials are -- are to have to discuss budget-related issues
and this is the place that you are supposed to discuss those. The budget will drive our
services that we provide in all of our departments and in some cases it might enhance
them for the people that we serve. Certainly we will present the draft that contains a
budget that focuses on our strategic focus areas that was recently presented to you and
adopted and next year it should mirror to our strategic goals and objectives as we bring
those back to you as well and we hope to have that work real hand in glove with the
budget process. It's not different from what we have been doing, because as you see on
your budget request forms it does go into how it aligns with the strategic focus areas, but
we want to make that more relevant and specifically drawing that out through discussion.
By doing so I think this really allows for greater transparency by having more direct
conversations around this table, other than in the hall, and in some cases we hope that it
will increase the public trust and maybe even greater participation, if not in person, on the
website where they can see it streamed on the web. We have sought feedback to
develop this budget and continue to provide our services through the city-wide survey
through our listening tour. Each department has had various community outreaches. We
have done it through town hall meetings and -- and our Parks Department there is a parks
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master plan. This draft does reflect what we have heard. You have had an update on the
benefits discussion. You have had a presentation on the compensation plan and each of
you participated in the department base budget discussion. There you had an opportunity
to understand if a department that you are liaison to -- to drill down line by line into each of
those budgets and, then, ask questions for further understanding. By now we hope that
you have vetted any concern for your department and that you will stand ready to help
answer questions from your fellow Council Members as well. At the end of this day we
will ask you if there are any priorities important to you. This represents the budget
enhancements that we have received from the departments as they align with the
strategic plan. This allows us to find -- have we missed any of your priorities and that's
why we like this new format is that it really allows a two-way discussion, that this budget
reflects the entire team and that team consists of the department directors, yourself, and --
and me. Our policy discussions might relate to that level of service that can impact
replacement costs or it can talk about overtime versus FTEs. It will also reflect things that
you have -- policies that you have already received or -- and approved during the
compensation plan, the benefits plan, the vehicle and computer replacement plan and
those are the questions we will ask you. Are these policies -- do these need to be
updated if they are not adequately reflecting your priorities. So, with that said I will turn
this over to Todd or Stacy -- or Patty.
Perkins: Or me.
Kilchenmann: On this I wanted to tell you that this development services -- they will be
next and they have their own -- so, they have their own sheet -- their own summary sheet.
Each fund has a summary sheet.
Perkins: Because you don't have enough paper I'm giving you some more and I
appreciate the opportunity to come before you on -- my presentation this morning is very
short and it's really for the more global budget items not having to do specifically with the
HR Department that I'm going to talk just a little bit about the compensation piece. I do
not have a separate slide on the benefits piece, but what I would tell you is that we have a
number in there that I believe is about ten percent -- represents a ten percent increase,
which was -- excuse me -- was a placeholder number that I asked Todd to put in there in
anticipation of our renewal number. We are still in negotiations with Blue Cross, but they
actually came in right at 10.2 percent increase. So, my guess was accurate, which I'm
happy to say, and we are hoping to reduce that at least by half and we will keep our
fingers crossed with that, but I'm sure it will be less than the full ten percent. But that's
what is in there currently. Our intention is to continue to offer the PPO plan that you all
are familiar with with no changes in plan design, but we would also be offering a side by
side option that appeals to some of the employees that would have a health savings
account associated with it and a high deductible healthcare plan. More details to come on
that as we get our final numbers, but that's our intention and it starts providing some
options for the employee who want that choice. So, going to the first slide, it's really kind
of a reminder of why we do what we do. The compensation programs that we have here
at the city are really designed to pay fairly, pay a decent wage to attract and retain
employees. We cannot do what we do for the citizens without our employees and so it is
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important that we get this right and it's important that we recognize the contributions of our
employees and as I -- as I had done with our previous conversations, we -- I just remind
you that we -- our intention is to remain competitive with other municipalities and other
competitors, which sometimes is in the private sector depending on the kinds of job that
you're talking about. We have a pay for performance policy. We are a merit-based
employer and so that is the basis on which I go forward to -- to discuss what I am
recommending. We have surveyed -- or have looked at the national data that includes
economic data and survey data of other employers nationally and it is anticipated that
most employers are going to be budgeting between three and five percent for merit
increases in this year and in the coming budget year. So, based on that I am
recommending that we -- that we establish a three percent merit pool and this merit pool is
for those employees that are covered under the merit program. So, it specifically
excludes Fire, who is covered under the collective bargaining agreement, so that only the
Fire administration employees are a part of this group and in the Police there is just a few
police that -- the police administration is part of this group, but it excludes those police
officers that are on the STEP program. So, we have three different salary plans and what
I'm talking about right now is just for the general -- what I call the general employee merit
pool. Merit increases I will remind you are based on performance ratings and those
performance ratings will occur in September and October of this coming year, they are not
established yet. I think there was a question on -- in terms of how it was shown in your
budget materials and I realize I didn't have the pages that you were looking at, so that's
why I was a little confused, I didn't quite understand what you were -- what you were
seeing. But that is simply a budget representation of how this looks for each employee. It
is -- yes, Stacy will explain it, because she is a lot better.
Kilchenmann: What -- how -- what those pages represented -- if you could take the total --
like the total are 100,000 dollars and multiply it by two percent to get this pool, but Todd,
being very meticulous of detail, takes each position and multiplies it by three percent and
the reason he does that is so he can carry the number over into PERSI, taxes, overtime,
and so forth. So, that's kind of our bad for not labeling it more clearly.
Milam: I assume that that's why you did it, but it was made a very much more difficult
process I feel that would have been for us reviewing personally if there was this line item
that was a merit pool for that department --
Kilchenmann: Yes.
Milam: -- as opposed to each individual, because I'm like reviews haven't even been
done, how are these people already --
Kilchenmann: We just know they are going to be great.
Perkins: We are playing Carnac.
Kilchenmann: Right. You're right. It was -- at the top of it -- or included in it is an
explanation of changes from June to June, so we pick -- we pick a point in time -- in I think
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May -- or whenever we do this -- so, to pick a salary at a point in time, because they
change constantly, where Todd goes back and explains all the changes over a year, so if
you look -- we don't have time now, but if you look in that it's kind of interesting, because
that first part will summarize why did this department salary change and part of it is merit
changes, part of it is people leave, part of it is we hire new people, et cetera. But, yeah,
we didn't label that very well, so I can certainly understand why it would be -- like, whoa.
Perkins: So, just to assure you that we do not spread it -- like I say spread it like peanut
butter, which would be a flat rate for everybody, this will be distributed per the rules of the
merit program based on the position of the individual in the salary range and their rating
come November -- or September, October. I went ahead and put the matrix in here again
for your reference, just, again, so you can see how that gets distributed and that folks that
are lower in the salary range get -- get higher percentage increases than those that are
higher in the salary range, so you could have somebody doing the same job, rated the
same, but if one person is in the lower part of the salary range and the other person is in
the high part of the salary range, they would actually get a different percentage because
of the way that that gets distributed and it's -- there is no -- we don't have a up to or a
discretion built in here, it is what it is as it appears in the matrix. So, my recommendation
is for a three percent merit pool based on -- on those reasons I articulated. The other part
of this presentation for your edification is that we do throughout any given year we look at
different positions as -- as we become aware that they are, A, no longer competitive in the
market or the job has changed significantly. Positions morph over time. As the city grows
and we change -- you know, jobs develop and change over time and at some point you
have to say, oh, wait a minute, we have fallen out of the competitive range. So, in
preparation for budget we ask for those -- for individuals -- for the departments to bring
forward those jobs that they feel have fallen out of competition with the market and need
to be looked at. There were 14 requests that came through and ten of those were
regarded that had a budget impact. The other four came out to be the same. So, on -- we
have in the past BVTA has provided most of our reclassification work. We are
transitioning away from having them do that. It gets to be a little costly and I have taken
on a good deal of that work, though we have them do some of the work still. We also
have one request for equity increase, which is where you have people that are in a job
that are -- the job itself is graded correctly and has the correct salary range associated
with it, but we are not paying them at the right place in the salary range for either their --
their responsibility, their skill, their experience or in competition. So, you have one
increase that affects for people in this as well. The next slide shows you that by
department and the number of employees that are impacted by these requests and there
is -- Finance has one position that's been regraded and these are fully loaded numbers
that you're seeing, so it includes the PERSI impact and benefits as well. HR has two and I
will just tell you I did not do my own reclassification, so just to be really clear. This is
something that BVTA did early in the year. I did not do it. Public Works has three
positions, nonsworn police have one, water division has one, parks and rec has one,
building services within Community Development has one for a total of ten and you can
see the total budget impact and what you're seeing here is the increase. So, these are
positions that have been moved up one or more grades, depending on the analysis. The
equity increase that is represented here is for Fire Department and it is for a nonunion
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position, management position, after quite a bit of research with regional municipalities,
including those all in Idaho, but also kind of comparing regionally, we were falling behind
in the deputy chief hourly rates and the division chief and so there is an adjustment -- you
know, an hourly adjustment for those positions requested in this budget. And that
concludes my presentation for the requests.
Bird: Patty, on the Fire deal you said the vacancies -- you mean chiefs are --
Perkins: No. There is one position chief --
Bird: I was going to say -- because they are under collective bargaining.
Perkins: Correct. And there is one division chief and three deputy chiefs and this is an
adjustment for those positions. They -- last year when we went through -- you may
remember I came to you with a list of about 40 positions that we felt were not quite right
after the first round of the new merit implementation. They were not part of that, so we did
not adjust them back then. There was discussion about it, but we did not ask for it then,
so this is -- this is the only adjustment we are asking for this year.
Zaremba: Madam Mayor?
De Weerd: It's informal.
Zaremba: Oh. Okay. Well, then, I'm just going to speak. At the Association of Idaho
Cities board meeting last week -- was that last week? It was last week.
Perkins: Time flies when you're having fun.
Zaremba: Yes. Couple of the mayors of smaller cities mentioned the benefits program
that started three or four years ago, I guess, called --
De Weerd: Triple I.
Zaremba: -- III A -- triple I A and the take away I got from that discussion was is the group
like ICRMP for benefits, what ICRMP is to risk management --
Perkins: Yes.
Zaremba: -- this is for employee benefits and it -- the smaller cities were saying it's
working great for them, because they are just pooled it with their own three employees,
they are pooled and ICRMP does the whole state and I was thinking about looking into it,
but when I -- there was a booth at -- at the convention that had III A in the booth. It
happened to be the Blue Cross booth, so I didn't investigate it any farther, but I -- Tammy,
did you look into it at all?
De Weerd: I asked Patty about it.
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Perkins: Yeah. We actually have looked into it.
Zaremba: Okay.
Perkins: Unfortunately, we would be the driver in that group, because we are three times
the size of anybody else in the group and so whatever our current pool is would be the
driver for the group. We actually will probably hurt them. They think -- they think we
might help them, but we are so much bigger that it doesn't -- it doesn't help us. Having
said that, I will tell you that we are all looking for options to contain the creep of the health
benefits. I mean that is just -- you know, if you -- we only got a ten percent initial increase.
The news story going around was that Blue Cross had an average of 25 percent increase
that they were giving. So, we got our big hit last year when they came at us with 18
percent and we negotiated it down and made some plan changes. So, I feel kind of
fortunate that all we had was ten percent in this initial run, but we are wanting to look at
some things and the Mayor did mention that our large neighbor to the east is -- they have
an employee benefit trust currently. I'm not sure exactly how it works. We have looked
into similar things like self insurance, but there is a huge investment up front for that. I
believe it's the same way if you enter into a trust, but we will continue to look at those
options, because I think at some point the larger pool and a different -- we just have to be
open to different ways of doing things. So, I -- that's a great suggestion. In this particular
case I don't think that particular issue -- institution is going to help us and would probably
hurt them if we were to participate.
De Weerd: Great question.
Perkins: That was. Thank you for looking out for us. And I have talked to them. I have
talked to them since I have been here, so --
Cavener: Patty?
Perkins: Yes, sir.
Cavener: What kinds of national data do you receive ceiling for classification?
Perkins: Ceiling?
Cavener: You have a weighted ceiling in your classification.
Perkins: We do.
Cavener: And from a national perspective how many -- what's the price tag like? Do you
have ceilings on theirs?
Perkins: Uh-huh. Uh-huh. They do. They are very similar to most companies.
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Cavener: What do you guesstimate any of our employees that are receiving wages higher
than that ceiling?
Perkins: We have -- I don't -- if we have two or three I would be surprised. We had one --
we had three last year that were at the max and as you may remember with our merit
program we do a lump sum for anybody who is already at the max and they would -- you
know, depending on their rating they are getting a one or two percent, you know, at that --
as that amount. But we had -- we had three individuals last year. I know that one of those
individuals is reflected in one of these -- actually, it's not reflected here, but actually got
promoted into a job that was vacated, so he's in a higher -- and so won't be in that
situation, so maybe two this year.
Cavener: Great. Thank you.
Perkins: Uh-huh.
De Weerd: It takes a long time to reach that point for most.
Perkins: Yeah. That is true. All right. Thank you.
De Weerd: Any other questions on -- on the merit compensation benefits? No? Okay.
Thank you.
Perkins: Thank you.
Chatterton: Got the brain trust here and I do mean that literally. Todd's rate is I think 50
cents per slide advancement. I hope I don't have to backtrack at all. We don't have a
huge package of enhancements this time around, but I think it's important to point out that
each of them -- that each division within Community Development has enhancements.
So, community development is, of course, the overall umbrella for the three divisions of
Development Services, Planning, and Economic Development, and so for some strange
reason I kept those -- the color coding that you see there for the enhancements in this -- in
this presentation. So, Todd, next slide, please. We will go through these one by one.
Next, please. Our lobby. We love our lobby. It sees a lot of activity. It was designed
originally only for Development Services. That is the building and plan division that, of
course, originally was part of Public Works. Planning and Economic Development were
added to that. The lobby, frankly, is a bit smaller. It has desk positions. We -- when you
meet with a customer you're standing at the counter with them. We think there is a better
model. Next one, Todd, please. This is -- earlier Patty mentioned the municipality to our
east, which I am fairly familiar with. What you can see here are some sit down positions
and this is a much more commodious lobby than we have; right? But the point is they
have various places where customers can sit with the people they are talking to, rather
than standing over -- over a counter. That is -- is something we would like to achieve,
plus creating greater space efficiency within our lobby as well. So, Todd, the next one,
please. What we would like to do is put in three desk height workstations for the permit
techs. We have three permit techs out there currently. Again, the lobby was designed
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only for two positions and they have desks, you know, in each corner, including one that's
kind of odd as you walk in. There is one of our most important people, Paula, is off to
your right and people sometimes miss her when they walk in for the first time. So, this
would make better use of a very small lobby, which -- and, of course, we are using it in a
high capacity way than it was ever designed. We have also planned a storage and
records cabinet. So, the cost for this is 23,400 dollars. Bruce, did you want to add
anything to that?
Freckleton: The only other things that maybe I would add is that we did design into this
space a consult desk, which is on the other side of the lobby. You can kind of see it
poking out there. As Tom mentioned before, a lot of times when customers come in we
end up meeting with them at our tall counter. This little consult area is actually -- we
would be repurposing part of our current counters to build this one -- this consult area over
on the side. At that station we would have a computer terminal that would allow us to sit
down with the customers and get the pull up mapping and the codes and so forth to be
able to discuss any questions they had and it would be off a little bit more remote than
right up at front, consult area or the area for permit review.
Milam: You would be able to spend a lot more time with the -- you need more people
because they are talking too long?
Chatterton: Well, our -- you know, the interesting thing, Genesis, about our customers is
that there is no -- there is no identical project. Every single project that comes in is
different and every one is a one off and so sometimes you do need to -- to spend that time
and we -- and if you do rush things sometimes you see the results of that, that people
don't like the results.
Zaremba: I don't know why this never occurred to me before, but do applicants ever want
privacy when they are talking about their -- their plans and is this -- what do you do, move
into the conference room and shut the doors?
Chatterton: Yes. Exactly. That's what we did. That's what the conference rooms are for.
Zaremba: Okay.
Freckleton: The -- each of the three workstations, too, have dividers between them, the
short glass partitions that -- that we kind of get a little bit of privacy. Certainly not like you
would have in a conference room. Rarely do we ever have anybody that wants to, you
know, talk privately about an issue, but it does happen.
Zaremba: Okay.
Chatterton: Any other questions on that before we move on?
Borton: I have got a question for you, maybe for Todd. It says 23,400.
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Chatterton: Uh-huh.
Borton: The enhancement request form says 25,680.
Chatterton: I believe that's my mistake. Part of it was peeled off into -- I believe it was
600 dollars that was separated out for something which was not capital, Todd?
Freckleton: It was the terminal.
Chatterton: Okay. Right. I believe that's the discrepancy there.
Borton: Is that the current one or --
Chatterton: This is -- this is what it will cost to do the improvements that you see on that
-- on that screen there, so --
Todd: But it doesn't take into account the security and the computer.
Chatterton: Right. Okay. I think you're right. For some reason I didn't realize there
would be a difference in between the two.
Borton: The 1,870 would be security --
Chatterton: Right. I --
Borton: Is that gone or is that --
Freckleton: No. It's in there, but --
Chatterton: And I have seen the difference for the --
Kilchenmann: Todd, do you want to provide clarification?
Lavoie: Councilman Joe Borton --
Borton: Yes.
Lavoie: -- the date that I have shows that the modifications would show 25,080 dollars,
which would represent all the enhancements that you have and, then, there is 600 dollars
also associated for a client that Bruce is speaking about off to the side there. So, it
probably shows the final numbers. I mean we can adjust if needed if the answer should
be 23,400 dollars for the modifications and 600 dollars for the sitting client and obviously
adjusted. But right now the data that I have provided you, Council Members, are -- would
represent 25,080 dollars in modifications, 600 dollars for a sitting client.
Borton: It all adds up. The 18,700 for the security and --
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Chatterton: Right.
Borton: Was that a component of this whole project not part of it anymore?
Freckleton: No. It's still included.
Borton: So, then, it would be a total of 23,400 plus 1,870?
Chatterton: Yes.
Borton: Okay. Talk briefly about the security camera. What was done before, why is it
now --
Chatterton: We -- I think for one thing it's a good practice in customer contact areas within
City Hall. We did have an issue, of course, where we were having some theft taking place
in our lobby and that was not -- which you're all aware of a few months back and that
wasn't captured by -- by camera, so, basically, the -- at the time we were using a cash
box. That's not -- you know, we have changed our practice on that, as a lot of folks at City
Hall have in the meantime. Sometimes you get folks that are -- like any other place within
City Hall are agitated. We have never really had an issue. We hope not to have one. But
we think -- we think it's a good practice for a customer contact area to be covered -- to be
covered by security cameras.
Zaremba: Well, that brings up another issue that's hot and that's retention policies --
records retention and records requests. Would that be subject to a records request and
how long would we need to keep the tapes? I'm assuming this is a system that's going to
record. Mr. Nary.
Nary: Madam Mayor, Members of the Council, Council Member Zaremba, we have -- if
we -- which right now we don't record them or retain them, but we have them as part of
our retention policy now, so we already have that incorporated both in anticipation of the
police taping and recording. We have it already involved in our schedule. I don't recall
the exact amount of time we have to retain it, but it is already incorporated in our system.
Cavener: I'm sorry, were you --
Zaremba: I'm done.
Cavener: Sure?
Zaremba: Yes. Thank you.
Cavener: In our session you indicated that movements were either further growth and
expansion in that department. How does this piece that you present here today
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incorporate into what your future plans are and we don't want to come next time and say
we need to remodel our --
Chatterton: Right. What Luke is referring to -- and it is a delicate subject -- would be the
idea that we could find a new home for the -- the historical society. That's the only
adjacent space that Community Development could expand into. It would make a logical
lobby and some additional space for us right now. We are -- and, you know, I don't want
to dwell on this, but we are -- we have the greatest person per square foot density in City
Hall right now and it is -- we have had to just do a lot of shuffling to make -- to make things
work. So, that would be a logical place to expand. We don't have that figured out yet, but
-- for the historical society. What -- most of the cost of this enhancement has to do with
the millwork that you're seeing and we have purposely designed those to be movable, so
that could be relocated and it's suitable measurement wise for the space that the historical
society currently occupies.
Rountree: So, for Todd's benefit, what are the numbers that we are looking at? Because
I have got three sets of numbers here. Not a big difference, but -- the document we have
is 23,210, plus 1,870, plus 600.
Bird: Six hundred.
Rountree: So, 23,400?
Chatterton: The correct numbers should be, Charlie, 25,680.
De Weerd: Twenty-five what?
Bird: Six eighty. It's right in -- it's right in your deal.
Kilchenmann: So, it's actually -- I think we have it in two pieces. In the capital and the
600 for the -- is that correct; Todd? You do -- you have a total of 25,680 in your budget;
correct?
Lavoie: Madam Mayor, Members of the Council, you will notice on the developed
sources, funds on the report that you have, the enhancement request for a front log in
modification for 600 dollars, which represents the city price and, then, on the General
Fund summary where the City Hall will be in charge of managing the project, there is
25,000 that sits over there for accommodating the 25,680 dollars, with modification for the
Community Development team.
Kilchenmann: So, there is four counter remodels and they are all -- they are all in the
department City Hall, just because they are part of City Hall and we moved, so we don't
know where -- I mean the department could change. So, it's like capital -- or the remodel
will be in City Hall and if they requested anything that's mobile will be within that
department. But each department will present their own.
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Borton: What would be great for next year for having like their own parking lot for ideas, is
to have all of the intensive forms numbered and, then, go like sequential the entire thing
and, then, the entire binder from one to 2,000 sequentially numbered, so we can make
this reference back and forth amongst us --
Kilchenmann: That would be a great plan if it stayed static. The problem is it changes
every day.
De Weerd: Well, then, I think the numbering will just change. You know.
Borton: You could do a 642A and a 642B and --
Kilchenmann: We would have to manually number every --
Borton: Well, we can talk about that.
Kilchenmann: When we get our great new budget software --
Borton: Yeah. Let's wait for --
Milam: This is a little off, but somewhat related. I have a request from a -- from a citizen,
customer, if you're planning on doing a remodel, it's just -- just to mention it, but to revamp
your forms, make them more easily accessible, understandable, labeled -- but they are
just trying to figure out what you need for what --
Chatterton: Right.
Milam: -- really if they were labeled really clearly that this is step one, this is step two, so
you're not wasting your time in --
Chatterton: Very good point. We will look at that. We are in the process of updating a
number of different applications and perhaps a numbering system, you know, tying that
code into some flowcharts would be helpful to folks. I have seen that done in other
places. We will look at that. Thank you. Appreciate that. Anything else before we move
on? Okay. Next one, Todd, please. Fields District. I think it was the Mayor that said that
Meridian is where agriculture, technology, and innovation come together. As you
remember, we did the original Fields District report, finished that about a year and a half
ago. Since that time we have had some really interesting conversations with some
potential partners and also some things have happened in terms of land use, especially in
-- in northwest Meridian and we think there might be both some threats and some
opportunities that we need to -- not take another look, but further some of the -- the ideas
from the fields district. So, next slide, please. As you remember, the consultants
recommended three different projects that we could possibly pursue. One is agri-topia or
a ag-centered real estate development, basically taking a working farm and instead of
having a golf course, a park in the middle of it, you would have a working farm and
insuring compatibility to the design and the CC&Rs. An ag experience center. It could be
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a museum, it could be -- but, basically, perhaps that same working farm could be used to
give kids and adults a taste of what modern agriculture is all about and it could also be
coupled with a -- possibly with a farm-to-table restaurant and, then, an ag innovation
center, ag incubator. So, it would be similar to what we have going on right now in the
downtown with New Ventures Lab, but specifically trying to commercialize ag patents and
ag technology. On top of that -- and you don't actually have the bullet in your hard copy
right now. There have been some changes out there. Caleb can fill you in a bit more, but
Intermountain Gas has a large facility that's been sitting out there in the county of all these
years and they are looking to double it. That facility really should have a half mile or so
buffer around it. So, working through some of those issues could be important. The type
of uses -- of uses that we could have in the Fields District related to agriculture, research,
and the need to protect agricultural land for these specialty uses, could fall in and dovetail
perfectly with the idea of having to protect rooftops -- keep rooftops away from the -- the
Intermountain Gas facility. Coupled with that, we have been in discussions with --
especially with Nampa. Brian McClure has been attending their -- they are doing a
specific area plan for their -- their eastern boundary and, of course, the two cities will
eventually be coming together and so we have been coordinating the land uses. They
have got the -- the chief plan on that side. They have been trying to protect that from
encroachment by rooftops as well, because it's important industrial use and so we may be
able to put these different things together into a land use plan that not only achieves some
of the ends of the -- of the -- of the original Fields District, but provide better land use
compatibility and we -- it was really time I think at the Mayor's suggestion, that we engage
with Nampa and take a look at what they are doing, because what they are doing on their
side is much more urban than what we are showing on our land use map and so we are
going to have to -- have to make a few adjustments, even if it's to -- to change things, so
that we are, you know, protecting different uses from each other. Caleb, is there anything
else you wanted to add about that with the --
Caleb: I think that's good.
Chatterton: So, what we are looking at here is 34,000 dollars to pick one or more of these
projects and advance them. The same way in which we did with the -- the work we did
with the economic development plan, we -- we advanced the idea of the three projects,
which we are pursuing right now with the RFP for downtown. We would be trying to
advance with partners. Did three projects. We will also be addressing the land use
issues in that area. And so we would be looking to take on funding partners, but we
believe that we could get to -- even if we don't acquire any partners for funding, that with
34,000 dollars for this project that we could come up with a -- with a decent land use plan
and advance one or more of those -- those three projects.
Zaremba: So, when talking about partners, I'm going to prove that I am a city boy. I have
heard the term extension services and I have no idea what that is, but is that -- I know
they do ag development and help people.
Chatterton: Yes.
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Zaremba: Is that anything that would be a partner?
Chatterton: I understand that's Department of Agriculture and that’s technical assistance
and outreach. Does anyone --
De Weerd: Well, there is also University of Idaho.
Kilchenmann: They help with identifying weeds, research on seed. They are very ag
driven, like if you have a disease in your tree you might call them and if your corn field has
got blight you will call them. If you want to do soil testing they do soil research, seed
research, that kind of thing, so --
Zaremba: So, there is a research component to what we are proposing for the Fields
District. Would they may be interested in it?
Kilchenmann: Well, they -- because of the universities they live on research money, so I
don't think they would be.
Chatterton: The consultant talked to U of I during the original study and they -- one of the
ideas is that they want to continue that to see if there are any partnerships that -- that we
might be able to bring forward.
Zaremba: Cool.
Chatterton: The point, even if we don't move ahead with this project to develop further
one of these three projects, we are still going to be working the land use issues with
Nampa. It's important. We owe it to our future citizens out there.
Bird: That's right.
Chatterton: Let's move on. We -- there will also be some small enhancements, but one
that's greatly needed. We need to improve our building review software. As you all know,
structural design could be really complex. The software that we would like to purchase
helps us to, in advance of an inspection or an actual permit to find out what cross-issues
there are, to model the structural issues. So, the idea is to better -- have better quality
control, quality assurance, greater consistency of the review at 2,700 dollars for that
software. Bruce, anything you want to add to that?
Freckleton: No. It will help us to be able to improve our documentation. You know, when
we do a plan review we will be able to do -- out of this software -- we looked at this, these
are the design loads, it gives us good record keeping for the analysis that we do as part of
our plan review.
Borton: I don't know what this means. It's a great sentence. Software will enhance our
department's ability to ground truth submitted information. I don't know what the means.
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De Weerd: That is a building term.
Borton: I circled it, question mark, so --
Freckleton: When an applicant submits their plan, their engineering designs for their
building, it will enable us to be able to input their design criteria into the software. The
software, then, gives us output as to whether we are meeting code.
Borton: Okay.
Freckleton: So, we are ground truthing what is being submitted to us.
De Weerd: Like a ground wire.
Borton: That's a good answer. That makes sense.
Chatterton: Truthing is a term that's used especially like when you see something like an
aerial photography and you want to send someone down to say is that really what we
think it is. It's kind of a military term.
Borton: Okay.
Chatterton: Yeah.
Kilchenmann: I learned something new.
Borton: Okay. Thank you.
Chatterton: Anything else on that? Okay. Next point, Todd. Economic Development.
The economic business incentive. We have, of course, been talking with you all over the
last few months about this. Brenda is going to have a few words to say.
Sherwood: As you know we have had this discussion before about the tax reimbursement
incentive that is a community match that we have to make with that TRI and that is a state
statute. To -- just to remind you -- I know we have talked about this and this is important
when we are talking about spending our own money, to be eligible the company must
create 15 new jobs and have a salary of equal fund wages at approximately 42,500 --
42,500 and that's the Ada County wage. I wanted you to just kind of see that the average
wage in Meridian is 39,574 and so any win with the TRI is a definite win for the City of
Meridian and for the employees here. I know we put 75,000 -- and we discussed this
before, we talked about 200,000, but what we decided, rather than tie up a full 200,000,
which is kind of assessed from the last six months and it would be great if four or five
projects came in, because that 200,000 would cover four to five projects, but within a
year's time the likelihood would be a little lower, so we did drop that, so we are coming in
at 75,000 and that should cover a couple projects. If we are blessed enough to have
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more than a couple projects come in that would be a great scenario, so, then, I will come
back, too. Any questions about that?
Borton: Yeah. There was questions from Finance on the form, who could approve it,
Council, Mayor. Is there a policy and procedures protocol developed?
Sherwood: Usually it goes through the Mayor.
De Weerd: Did you not see the questions?
Sherwood: No, I did not. Thank you.
Borton: I don't know if those are for response or --
Kilchenmann: Yeah. We sent the questions to all of the departments. We sent them to
the directors to distribute.
Borton: Okay. So, if there is a -- if there is an incentive payout match program that was
run through the Mayor, it does not go through the Council or --
De Weerd: It definitely will go to Council.
Sherwood: Yes, it will go to Council.
De Weerd: And usually -- Charlie and I talked about it first and if needed it, then, goes to
executive session and discussion with Council.
Borton: Right. And a further question that might answer that is is there or will there be
policies and procedures, protocol developed for the implementation of this, which I
presume the answer is yes. That's what you were talking about.
De Weerd: We have asked for those.
Borton: Okay.
De Weerd: And so --
Borton: Great.
Chatterton: Anything else on the incentive? All right. Planning has two incentives. Oh,
we lost two incentives. Yeah.
Caleb: It's a good time for a PowerPoint to go down, because there is nothing real
exciting with this --
Bird: Come on now, Caleb.
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Hood: Good morning. I am going to present the first one is for legal descriptions and
surveys. The purpose and need for this request is really -- I will it back to the 2000 plan
under strategic growth and this is implementing part of our growth management system,
the complete rezone, the targeted growth areas. Now, we haven't gotten to the point yet
of actually identifying the targeted growth areas and having the discussion, but this is a
further annexing properties that are either, one, already receiving services and have since
become contiguous to the city. So, that's one thing that happens on a fairly regular basis.
Public Works will hook up a property that is ineligible for annexation, because there is an
ACHD roadway project going by, their septic system failed, whatever, but they aren't
actually touching city limits. Well, as time goes by the city limits grow and now they are.
There is a form that Public Works signs saying that they consent to that annexation, but
there are costs associated with annexing property. So, we have to hire a legal -- or hire a
surveyor to prepare a legal description. So, part of what this request will go towards. It
could also cover instances like Idaho Power last night we had Idaho Power, well, they
may consent to annex, but we probably aren't going to get them to go to the expense of
preparing a legal description to actually annex the property. So, this is -- this is really a
clean up item. It's for us to go and clean up some of the Swiss cheese that's out there.
We may also use some of it kind of depending on the timing for properties in south
Meridian. So, there is a need -- kind of an ongoing need from time to time. We have
done some annexations in the past that the city has initiated them, but this would cover
the requirements of state code to get metes and bounds, a legal description so this
property does annex in. So, the request is for 5,000 dollars from the General Funds for
those legal descriptions. The consultants will be chosen from Public Works' master list of
the roster that they have got, so --
Chatterton: Just to point out, we haven't had to have line items like this that much in the
past, because, there haven't been that many city initiated annexations. Usually it's -- well,
it would be cost to the applicant, you know, bringing in their own legal descriptions at their
own expense. Any other questions on that? Okay. Next one. CDBG administrator.
Hood: So, this one is a little bit more complex. And I will start out -- Stacy mentioned at
the very beginning that we have some changes to this one and so I will hand out -- this
one originally -- we started with a full-time employee and I will go through some of the
things there in the spreadsheet, but I am happy to present now with these revisions a
revenue neutral enhancement that the CDBG entitlement will cover this request. Again,
tying this enhancement to the strategic plan, it consentually helps facilitate the
development and growth of Meridian's downtown, because our downtown does cover a
large -- large chunk of it anyway by our low to moderate income families and it helps
develop and sustain the connection, the shape of our community, so there is a couple of
thing in our strategic plan on this request. So, some of the -- the reason for this request at
this time -- and it's unfortunate now that the PowerPoint presentation isn't working, but the
two by three exhibits there are some of my talking points there, but the CDBG program is
growing and changing and that time required for oversight is intensifying, so moving to
kind of the next -- I have got a couple of charts and graphs that Sean Kelly put together,
he's our current part-time CDBG administrator. The entitlement and number of projects
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increasing annually. Generally. Not every year does our entitlement allotment from HUD
go up, but if you look at some of the charts from 2007 to 2015 our -- around 237,000 this
next year, we anticipate about 330,000. So, it is growing as -- just the sheer dollar
amount that we have to allocate throughout the community. With that becomes -- comes
a number -- an increasing number of projects and your administration and your oversight
increases. I mentioned downtown and LMI area primarily. Well, we just doubled our LMI
area allocation area recently, because of new census data increased our numbers. So,
there is a bigger area now in the city where CDBG dollars can be spent. Some of the
other requests -- HUD is requiring more detailed reporting and environmental reviews,
consolidated plans being posted online -- just overall reporting requirements becoming
more complex and they want you to touch these projects more and more often. Part of
that also is this last year when we had our audit, they have really encouraged us to do
more one-on-one site checks with the sub recipients to make sure they are spending the
money where it's supposed to be spent, and see them, see how it's working. Someone
that's working 19 and a half hours on average does not have -- there is not the capacity
there to do those things that HUD is pushing on us harder and harder to do. We have
kind of scathed by to this point with doing the bare minimum in kind of those gray line
areas, they are like, okay, you're small enough where we are really not going to push you
that far. But they are really encouraging us to take our administration to the next level and
really do things the right way, if you will. So, that's some of the -- the administration.
Could you go to the next slide, please. These are the couple -- the chart and the graph --
the number of projects and, then, our funding allotment on the right. Not every year, but
there is a trend certainly for sheer volume of projects and, then, the dollars that we can
spend in the community are going up over time. Next slide, please. So, the original
request we had was for 40,022 dollars. The breakdown of that is 9,884 dollars from the
General Fund and 30,000 and change from the CDBG grant for a full time, 40 hour
position. So, that position was a part-time, it's already in the budget, plus the 40, basically
that position would be at 50,822. That came as we -- as we were putting this together that
was in consultation with Finance and HR and the thought process was, well, once you go
over that part -- you're in a part-time and so that thought process is, well, can you pay
benefits, go ahead and ask for the full 40 hours, because once you go over that and start
paying benefits your hourly wage is isn't really what drives a lot of that -- of that budget
cost. But when we get into the CDBG grant and what we are cast on spending in this next
year, it's around 65, 66 thousand, we would need some help from the General Fund.
Talking with our liaison a little bit, we thought maybe it would be a little more palatable and
really reflect our current need and that's what you see now for, really five to ten more
hours on average every week to administer the program. We don't need another 20 hours
right now. It's not a doubling of our admin, but originally we put that in with some of the
hopes that maybe -- or looking forward that the ten or 12 or 15 hours that would be CDBG
related, there is going to be an upcoming need in our department to do some other things
and so we thought Sean could maybe wear another hat for another ten, 12, 15 hours.
Since then we thought it was cleaner and clearer, it is more reflective of what our current
need is for FY-15 to request 27,600. What that does is it takes our request to be fully
funded from our entitlement and to leave this money within our administration to do those
other things that are needed. Planning. Studies. Fair housing. Mailing the notices. It
would all be covered from the grant that we receive from the federal government. So,
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again, it's a revenue neutral request where the CDBG grant covers the entire salary and
benefits and there is still about 15,000 dollars left to do those other things that also need
to be done for administration of the grant. So, I can run through the changes in the
spreadsheet if you would like to replace -- again, I touched on the big one there, it's
basically a reduction in the request of 12,422 dollars from the General Fund to get it --
now it's going to be fully funded of funding source 20, which is our grant, not a multi-
funding source. So, I have updated the -- the description under item two on the second
page of that spreadsheet. Everything else pretty much stays the same.
Bird: The 48,400 up there, that's the total benefits and everything -- that's the total
package and --
Hood: Right. That's 30 hours --
Bird: Of work.
Hood: Thirty hours full time.
Bird: Yes.
Borton: Madam Mayor?
De Weerd: Yes.
Borton: That -- Caleb, that's a great approach, making that adjustment, understanding
there may be, you know, expanded needs relatively soon, but I really appreciate the way
you have restructured that and try to capture the current need.
Hood: We will use the product in the next year or two when we come back and ask for the
other ten hours, so -- or 12 for 15.
De Weerd: But when you need it that's when they --
Cavener: And, Caleb, too, I think that it's allocated due to increase in the regional projects
and possibly require full time and there is going to be additional dollars that flow into that
as well.
Caleb: Correct. Yeah. And it's been -- I mean it's been a part-time position since its
inception and, again, we have grown, so if we -- our entitlement goes up over half a million
dollars we will probably have to continue to track that and it may be that we need a full
time CDBG administrator and add ten or 12 or 15 hours on for other things that we need
in Community Development, but --
Borton: But the proceeds available may come in percentage of that total fund gross, too.
So it still might not --
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Caleb: That's right. And that’s our goal.
Borton: Yeah.
Chatterton: Any questions on that? Okay. Next slide, please, Todd. This is actually an
Enterprise Funded position. I apologize for sort of taking it out of order, but since it would
be housed in Community Development Tom and I felt that it was important to have as part
of this -- this overall discussion, since it does affect the -- our shop down here in
Community Development, as well as other departments as well. And we have been
working closely with Public Works to make sure that this position meets the need and
solves the problem. Bruce, you have updated enhancement --
De Weerd: So, where is this enhancement?
Freckleton: Public Works.
Chatterton: This is Public Works No. 2.
De Weerd: I just want everyone to be able to find it.
Chatterton: Thank you. Could you hand those out?
Freckleton: I sent a -- I sent out a memorandum last week with the updated enhancement
to it -- or added to it. If anybody doesn't have that copy I brought additional copies.
De Weerd: I'm sure it was printed off.
Chatterton: I also sent -- it's attached to -- I'm actually going to come back to this slide
about the overall duties and design of the -- of the position, but I need to take you through
just some brief -- so, Todd, if you can go to the next slide, please. Our land -- our land
development group is really the group that works with Public Works, Finance, Planning
and others to make sure that infrastructure is in place. To make sure that it's properly
designed. Really, there is that interface between our engineers, our utilities, and the
customer. So, this group back in 2009 -- this was the staffing for -- for this group. It was
the development services manager Bruce Freckleton. We had at the time a land
development supervisor, three development analysts and a department specialist doing
addressing. Pretty important efforts there. So, next slide, Todd, please. We lost the
development analyst position. Actually took a job in Public Works -- directly in Public
Works -- or another part of Public Works at the time and as a result we decided not to
replace that position, because that was the beginning of what -- we were in the middle of
the recession. Can you advance to the next one, Rita, please. Then our land
development supervisor left us and we went through a process where we couldn't -- this is
going to be very familiar with the folks in Public Works -- we couldn't hire -- rehire that for
what -- what the position paid. The folks that have that specialty were all working for
engineering firms, surveying firms, and they just -- we couldn't find that skill set for what --
what we were able to pay for the position. We, then, made the decision to downgrade it to
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a development analyst. Now, the supervisor performed many of the administrative and
support services for our land development analyst. So, the supervisor actually was
getting files in place -- was working on bonding and that sort of thing. So -- next slide,
please. So, this is -- we ended up in the -- you can see in blue there -- that development
analyst position resulted from downgrading that supervisor down to a worker bee,
because we felt that we had the need for -- for the ability to process applications. The
problem with this approach -- and as it turned out especially as we began to get busier
and our surety program came in, the new surety program in 2012, was that all of those
support services then rolled up to Bruce, the Development Services manager, and this
simply hasn't been sustainable. We have had some -- some complaints about the
processing time overall and particularly the processing time for release of -- of surety. So,
if you can go onto the next one, please. So, this is the current staffing that we have. One
more, please. What we are proposing here is to have a land development support
specialist to take those administrative tasks -- and I'm talking about support tasks from
Bruce and really be able to focus on those, plus the surety system as well and we will talk
about those duties in a second. Next slide, please. This graph shows -- the bar chart
shows the number of -- the amount of staffing and, then, the line shows -- on the graph
shows the number of total applications. So, as you can see back to the far left is -- is
2009. Starting there you can see that we were much more adequately -- we were a bit
understaffed, but, then, as the recession began to go into place we had balance, there
really wasn't a need to replace that -- those positions, but we are in a situation right now
where we are having more applications than we really have the labor to perform them,
especially for the support. So -- next slide, please. Just to remind everyone that
Community Development has had the smallest growth in overall budget over the last five
years and, thus, we have had the lowest increase in FTEs. We have added just half an
FTE over the past five years versus about 53 for the rest of the city. So, one more,
please. The land development support specialist would support that Enterprise Funded
land development section, get the files, prepare the files, so that the professionals can do
their professional review, support the workload which is all important here and, very
important, the demands of the surety program were more than we thought they would be.
It's a good system that have put into place in Public Works back in 2012, but it's been
burdensome. We have had 130 agreements, over 30 million dollars in value, and there is
a lot of coordination that has to take place of Public Works, the City Clerk, Finance, and
with others. So, this position is really needed to support this group and to help us address
some of the -- some of the backlog issues we have had in the land division. Any
questions on that?
Cavener: You mentioned earlier you guys were packed in pretty tight.
Chatterton: Yes.
Cavener: How are you going to accommodate another body in that department?
Chatterton: Oh, physically tight.
Cavener: Yeah.
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Chatterton: Yeah. Yeah. I thought you were saying the number of applications. We --
we do have room for them.
De Weerd: I was wondering what you were saying.
Chatterton: I was thinking the backlog of applications. Yeah. No. We actually do have
space for this.
Cavener: Okay.
Freckleton: We recently -- with the fill in of the building official position we did a
reconfiguration of our existing layout cubicles and when we did that we gained one
additional cubicle, so --
De Weerd: Yeah. Because if you didn't have space it would be a good reason not to do
this. Just saying.
Chatterton: Initial Point Gallery.
De Weerd: Oh, good. They can be the receptionist up there.
Chatterton: Jaycee just said we can put them in the Historical Society space.
De Weerd: Any questions?
Chatterton: Appreciate you listening. Appreciate your patients. As the Mayor said earlier,
helping us kick off the conversations. Thank you.
Rountree: Question on process. In this one and several others have the reclassification
budget enhancement that was mentioned in Patty's budget. Do we discuss those here?
Do you want to discuss them in each individual vocation? We have one in Community
Development that --
De Weerd: What is the process for that?
Perkins: I'm sorry, I did not hear the --
De Weerd: The process of the reclassification, do we discuss that department by
department, so we can ask the director or do we do it at a later time?
Perkins: I don't know that there is a process for --
Rountree: Yeah. This is new. The reclassification is kind of sketchy at best, to be quite
honest, but we have them in our budget book now and we don't have an item here to
discuss them. Does each director discuss them or --
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Perkins: Not the reclasses, but the additions, the new positions, each director --
De Weerd: You will talk about the reclass --
Perkins: But I -- I wasn't intending to go much further than I had, so if there is --
Kilchenmann: The question really is to discuss -- discuss the particular position in a public
setting, because it will be obvious who the position is.
Rountree: Maybe to some.
Kilchenmann: Well, yeah, it will be pretty obvious.
De Weerd: Fire department.
Perkins: Yeah. You know, there is a lot of the departments have one position --
Rountree: Right.
Perkins: -- that has been reclassed, so --
Kilchenmann: But we certainly can. It's up to -- it's up to you.
Rountree: Well, we have no information whether it's a reclass. We don't know the
position, we don't know who, we don't know what the position is, we don't know --
Kilchenmann: We can discuss it or she can go get it and give it to you.
De Weerd: Why don't we do that towards --
Rountree: It would be nice to have what the positions are --
Kilchenmann: We can do that.
Rountree: The title is personnel reclassification request.
De Weerd: Could you get that for us?
Perkins: I will.
Kilchenmann: We can do that, so the e-mail --
Bird: Which one are you under, Charlie?
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Rountree: That's under -- under the Building Department. There was an enhancement
form, the first one.
Borton: Can I add to that --
De Weerd: Uh-huh.
Borton: -- question? Before the discussion -- that's a great question. We see some
changing grades and there is the details on --
Rountree: I think we do have it there.
Borton: We have what change and the job description or job duties, to justify the
reclassification, but in the explanation down below it speaks to the desire to create a
marketable and equitable wage, which is a different consideration. Are you reclassifying
the position because --
Perkins: It could be a -- it could be a combination of any of those reasons. So,
sometimes the request comes because we become aware that the competition has
moved ahead and so we look at the job to see whether or not we have -- we kept up and if
we didn't, then, we will reclass it and maybe move it up a grade or whatever is
appropriate. Sometimes it's because of a functional change in the job and the job has
grown and changed over time.
Borton: Right.
Perkins: So, it could be any one or a combination of those reasons. It's different with the
different requests.
Borton: So -- Madam Mayor? To that point -- and we can do this at the end, but, for
example, in the -- in this particular one on your summary sheet that change is referenced
as a reclassification.
Perkins: No, it isn't. That's a separate -- oh, I'm sorry.
Borton: Hang on a second.
Perkins: Okay.
Borton: On this form it makes reference to that position being a reclassification, not an
equitable investment. You said that here, but on this it makes reference to both.
Perkins: Yes. In Community Development they have got two things going on. There was
one position that was reclassified and they are adding a second position, which is not
referenced on my sheet, and the equity increase has nothing to do with Community
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Development. So, the reclassification in Community Development has to do with the
competition moving more than the job morphing, if that makes sense.
Borton: Okay.
Zaremba: So, wouldn't that go with the base budget?
De Weerd: So, it was a --
Perkins: It was in addition to what is currently budgeted.
Bird: Yeah.
Perkins: It's a higher level position and so anytime that there is a change -- it's not just a
-- anytime there is a change in the current salary budget, other than a merit consideration,
we come before you to ask for that.
Borton: Okay.
De Weerd: So, Patty, it wasn't a morphing of the position, it was a market adjustment?
Perkins: Well, I guess you could consider it to be that. It is the -- the salary range that
has been assigned to the position was deemed to be not competitive, so we increased --
we increased it a grade.
De Weerd: Well, I think in the compensation plan you talk about market adjustments
and --
Perkins: Right.
De Weerd: -- and I'm just trying to get the same --
Perkins: And generally -- there is a lot of jargon here, but generally when we talk about
market adjustment it's across the board and we are looking at -- although that -- in this
case I guess it's essentially the same kind of thing done on a singular job, as opposed to
everybody across the board. Generally when we have asked for money for a market
adjustment it has been because we have adjusted the entire range up a certain
percentage and so it impacts everybody and that wasn't the case in this particular
situation. It's a reclass. It's a reclass and so --
Kilchenmann: The building department is not an equity change, so moving the position
from one grade to a higher -- so that's -- your question is what changed in the job to cause
it to be moved to a different level.
Borton: Well, yes, and -- the answer to your question three on the enhancement form
makes reference to the objective of the HR department is to insure a marketable and
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equitable way to all positions, so I was just trying to differentiate. I understand both
considerations, but it seems to be a blend, at least the way this is written, that is this
change to try and balance the equitable marketable wage or is it to try and accomplish the
other goal of correctly classifying the specific job here?
Perkins: In this case it was a -- it was -- the comparators indicated it should be paid at a
higher rate. That the job range --
De Weerd: Can we -- let's figure out where this conversation is most appropriate and
maybe after a break or lunch we can recommend where we can have more detailed
conversation.
Borton: Okay.
De Weerd: But it is a good question, you know, where it says there is no increase, yet
they are moving from L to M and what are those triggers.
Chatterton: Thank you.
Kilchenmann: Would you like to have your break now, or would you like to go to IT
Clerks?
De Weerd: Are you guys ready for a quick break or -- or David and Keith and Matt? We
will recess for ten minutes.
(Recess.)
De Weerd: Okay. I will go ahead open the meeting up again. We -- because of some --
some questions and additional information we would like to add an Executive Session
during the lunch and I would need a motion to --
Rountree: Madam Mayor?
De Weerd: Yes.
Rountree: I move that we add to the agenda Item 4, Executive Session per Idaho State
Code 67-2345 (d) relative to public records.
Borton: Second.
De Weerd: I have a motion and a second. All those in favor say aye? No. Amending the
agenda -- amending the agenda is that roll call?
Nary: Madam Mayor, Members of the Council, if you post a roll call and also the maker of
the motion include that new information that has just come to your attention based on the
discussion today.
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Rountree: The maker of the motion includes that statement.
Borton: Second agrees.
De Weerd: Okay. Roll call.
Roll Call: Rountree, yea; Bird, yea; Zaremba, yea; Borton, yea; Milam, yea; Cavener, yea.
De Weerd: All ayes.
MOTION CARRIED: ALL AYES.
De Weerd: Thank you.
Holman: Are you ready?
De Weerd: We are.
Holman: Okay. Ready. Okay. I'm presenting the Information Services budget and I'm
going to start with the City Clerk's Office. We have two requests in front of you. One is for
an assistant city clerk, which is adding one FTE and one is to remodel the front counter in
the clerk's office. So, very quickly, our current staff in the clerk's office is the director,
myself; Senior Deputy City Clerk, who handles public records requests, City Council,
Historic Preservation Commission support, and manages the day to day operations,
including supervision of the clerk's office. Deputy City Clerk. We have -- she is mainly
assigned -- all right. So, the Deputy City Clerk, which is Machelle Hill, she handles
everything that has to do with Planning and Zoning. Applications, everything. That's
pretty much her full-time job. We have two assistant city clerks. One who handles all the
licensing, which includes everything from TUPs to dog licensing and any type of license or
permit we take and, then, we also have an assistant city clerk who handles just passports,
which is her full-time job, and we have an admin one, who handles everything else. So,
lots of phones and website and walk-in traffic -- I mean it's everything else, basically.
De Weerd: And just to note, the one that covers just passports is fully funded by the
passports.
Holman: It is. I believe we are actually about 13 -- I think we were headed out 1,350
dollars. This year, if you're just talking about her position, that doesn't account for what
the other staff in the clerk's office do to support passports, being walk-in customers, phone
calls, things like that. But that position itself is fully funded with passport revenue. We get
25 dollars per passport that we accept on behalf of the Department of State, so -- so, core
duties of our office -- and I'm just giving a small amount of background here, so you can
understand a little bit why we are asking for this position and what this position is going to
cover. The core duties of the clerk, licensing and permitting, main phone lines into City
Hall, our general customer service for walk-in citizens, which oftentimes it doesn't
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actually have to do with the clerk's office, they are needing to be directed somewhere else
in the city or sometimes to another agency. Public records requests and staff support to
City Council and Planning and Zoning meetings. That's what the clerk's have always
done. What changed a little bit since 2008, which I kind of wanted to cover here, is we
added on room reservations when we moved to this City Hall, because we all of a sudden
had public meeting rooms and somebody needed to administer those and -- and keep
track of who is in there and when and make sure we are not double booked and so we do
rooms A and B. We schedule the Council chambers, the City Council conference room.
Some of that was turned over to the rest of the staff this year as far as --- the rest of the
staff at City Haul as far as booking rooms, but there is no way for a central booking
department to get away from it. Somebody has to be paying attention to what's being
booked when and moving stuff. And we also handle homeowners associations and any
nonprofits that want to rent rooms in City Hall. In the old city hall we used to answer
phones just mainly for the people in that building, which was I think somewhere around 25
people. Now we answer for the whole city. The 888-4433 is the main phone number that
everybody calls. We spend a lot of time routing calls to other departments, routing calls to
other agencies -- our phone calls are -- I think it was -- in 2014 24,400 phone calls is what
we either came in or routed. So, it's a lot. We definitely never answered that many at the
old city hall. So, additional walk-in traffic -- I mean in one day here we probably get twice
as many as we got in a week in the old city hall. Passports. A couple of years ago you
approved the passport position, so we did add an FTE. That, of course, took over one
position, but it's also -- we didn't know what we didn't know. There is a lot more that goes
on with passports. So, that has caused some bleed over onto the rest of us, as far as
walk-in traffic and phone calls and scheduling passports. If someone is in -- Sherry is our
passport agent and if she's in doing passports all day she can't answer the phone calls
and return phone calls for people who want to make appointments. Those phone calls
take probably close to five to ten minutes per phone call to return, just because people
want to line up all their documents, they want to make sure they have everything they
need before come in. So, that takes up a lot of time. At one point in January we were
averaging 50 voicemails a day for people wanting to make appointments. There was no
way to return those phone calls without every staff member stopping doing their core
duties and returning passport phone calls. We changed the voicemail on our passport line
to say we will return your call within 72 hours. That helped to cut down on the voicemails,
but if we took that off I think we would, again, have 50 voicemails a day. We do think
differently with passports than other offices that are passport acceptance facilities do. It's
more of a sit down formal appointment. We use our small conference room to sit down
with the customer. They lay out all of their information on the table. It's a customer
service approach to doing it versus walk up to the counter and stand in line and we could
do lots more than we do, but that's not the business model that I want to do. I like the way
that we are doing passports. So, people like to come here. They hear good things about
us. The other thing that started in 2008 was we -- Council passed the policy to start
regulating temporary uses. That was something that the clerks took on and that has just
gained -- gained speed over time. More and more applications. Those take a lot more
time than just an average mobile sales unit or a fireworks permit or a -- any of the -- the
easier ones we have, they can take anywhere from an hour for a general temporary use
permit to -- I don't know, I would say five to six hours for the big events, because we have
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a whole team that convenes and we meet with applicants for the major events. So, those
have gone up a lot and those have really taken a lot of the time for the licensing agent,
which is Nancy Radford. When I took over the clerk's office in 2008 licensing probably
took -- I would say a quarter or less of an FTE's time. Now, with Nancy's position it is,
without a doubt, a full-time position and many times one and a half, depending on the time
of year. If we are going through alcohol licensing or it's spring when mobile sales units
are heating up and especially during the warm months when everybody's having these
events everywhere. So -- so, that's kind of changed. I'm trying to make -- oh. For room
reservations we helped facilitate 625 of them last year. Public records requests have also
-- those have really increased. Like I say, when I took over in 2008 there wasn't even a
formal tracking system for it. I probably did, that I know of, between three and five in the
whole year. So, we are on track to do between 170 and 180 this year and we have a
whole tracking system and a whole system we work very closely with Legal on. I'm just
giving you all the things that have just kind of ramped up and sent us past the tipping
point. The next slide that I did was just kind of showing you licensing and permitting
history. I know it doesn't look like the temporary uses have gone up all that much, but the
amount of time and the trend that they keep going up just -- it takes a lot of time to handle
all of those. So, during -- how we got through kind of the slower time is our -- Machelle's
position, which is the Planning and Zoning support, when land use went down and dipped
and we weren't getting a lot of applications, Machelle was kind of a floater. She did
everything. She helped with public records requests, she would help with licensing, she
would help with everything that's there and kind of filled that gap and she can't do that
anymore. In fact, she is so busy that we are using our admin to help with a lot of the
easier parts of her job with the noticing, which really takes a lot of time and we are all
pretty well cross-trained in each other's jobs and cover for each other, but we have
reached the point where we don't have a lot of band width to do that anymore. So, history
of FTEs, we have had five and a half full-time employees in the clerk's office from 2008 to
2012. In FY-13 we added that one employee, which was the passport clerk. We also
gave up our half -- when we got that new position, if you recall, we gave up that half-time
position, which was an intern position. So, technically, without passports, we still have
five positions, so -- so, our request for an assistant city clerk is to act as support for
passports, meaning while our passport -- full-time passport clerk is in taking passports,
then, this other person can be taking phone calls, setting up appointments, answering all
the walk-in traffic, people come in a lot asking questions about them They will assist with
that position. I put in there that they might bring in about 15,000 a year in offsetting
revenue, because that person, in order to be knowledgeable with passports and to help
during the busy times will need to be taking passport appointments every week. So, that's
ten to 12 passport appointments a week, which should be fairly easy to do. That person
would also take over what Machelle used to do as a floater. They help with licensing
during the busy times, they help with the land use noticing. They help phone -- with
phones. That's -- phones are a lot. With the 24,000 calls coming in, that's not just our
admin answering calls, they ring to everybody in our office and we are answering phones.
De Weerd: And it's probably important to note, too, that I -- I know our city wants to
maintain that you have a person at the end of the phone. Now, there are occasions -- and
the clerk's office -- the only time they can have a staff meeting is they have to forward their
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phone and so a person will get a recording during that time or if they are already on the
phone and the down lines are on the phone, you will get the message, but the clerk's
office continues to have that focus on personal interaction and they are very dedicated --
why are you laughing?
Bird: I got one of those answering ones and --
Holman: And I heard about it.
Bird: And I seen Jaycee about two minutes later. And I said when did we start this? Oh.
Oh. Oh.
Holman: We had some staff shortages over the last few months, so the Mayor agreed to
let us use that in the interim to help us, so that people could do their jobs. But we did take
it back off again, though, we do use it during our staff meetings, so -- and it's very
effective. We really like our phone system, but we understand. This is where we want to
stay, so you will keep answering phones. But what I would like to do with this other
position, if they were the secondary person that answers phones, if -- that's the lowest
cost way to have somebody handling as a phone answering job. Right now with it ringing
to everybody we have got people in positions I don't think it makes the most sense in their
position and their salary to be answering and routing general phone calls, so -- and the
walk-in customers, having somebody right there all the time that can help with customers,
so -- let's see. I will go through my second one, too, because they are kind of related.
That is the request for the counter redesign. This goes right along with talking about how
busy we have been. When the new counter was designed for city -- for the new City Hall
it was designed just like the old city hall. Right now nobody sits at the counter and we
have so much walk-in traffic that every time a customer walks someone gets up from their
desk to help them. So, we do have a sym client up there as a computer, but that's mainly
used for taking receipts and printing receipts -- or doing receipts, printing receipts, taking
dog licenses and applications and things like that. What we'd like to do with our redesign
is when you walk into the clerk's lobby, to the right we will have a lower counter with a
chair, so people can sit there and be helped. Someone will be stationed there full time.
That will actually be their work station. And, then, straight ahead -- and it's a lot like
MUBS. If you took utility billing's lobby and you took where -- that lower section right
when you walk in the door and just turned it to the right, that's how we, basically, want to
redesign that front counter.
De Weerd: And that's where Ev is?
Holman: Correct. That's where Ev sits. So, right now, basically, this redesign creates the
lower station on the right and, then, it also puts a pedestal kind of in the middle of the front
counter, which allows two upper work stations a lot like the ones that are utility billing. So,
we would just be staffing -- we would take our sym client and put it up on that upper
section and that station will be used for somebody to walk up -- mainly Nancy probably
when she's helping people with licensing and permitting and, then, the lower station we
have that committed work station. There is some electrical that has to be rerouted with
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that design. We took -- I actually -- it was actually Jacy Jones' idea, because she was
horrified that we would cut off that beautiful counter and, then, just get rid of it, so we
asked them can you cut that upper right part of the counter off and, then, turn it and use it
so it matches and they said they could do that, so that was actually really nice. Very good
idea. And, then, the rest that's behind is just a laminate. We didn't do the high quality -- I
can't remember what that surface is made of, but -- so, the way that one breaks down is
our quote to redo the counter was 10,214 dollars. Putting in security cameras for --
because we take money over that counter quite a bit. We have never had security
cameras there before, but the other departments who take cash, I believe security
cameras are a good idea and, then, the electrical redesign is 1,100 dollars and, then, we
added a chair for 400 dollars, so anyhow. So, with those two I would like to add -- and
asking for the new position. If you choose not to fund that position or don't want to go that
direction, my recommendation is we need to stop doing passports. So, that we can -- and
take the current passport position and spread that around to help everybody else out with
their core function, so with --
De Weerd: Which, in essence, would be an increase --
Holman: Yeah.
De Weerd: -- so you would decrease services.
Holman: Correct.
De Weerd: So -- and that's one of the -- those -- not policy discussions, but sort of
discussions that -- that this is about, too, is do we continue to provide that additional
service. When we designed City Hall we -- we had hoped it would be a full service place
for our citizens to get what they need, whether it's county or other services. We haven't
still figured out the county part, but --
Holman: And this is -- it's very well received. I mean it is definitely -- I know it's not a core
function of the clerk's office, but it's -- we are not here because it's not working. you know,
it's because we don't have the customers. We certainly do. Though in talking to Stacy if
we choose not to -- choose not to fund that one request, this would be an increase to the
budget because we would lose the offsetting revenue. So, last year it was 56,000 dollars.
We would lose that revenue and, then, that position would now sit on the -- on the general
fund. So, I would have to do a modified enhancement for that for the 54,900 dollars that
the current position has. So, with that are there any questions regarding these two?
Bird: Jaycee, I -- I think that for -- all our citizens it's a benefit and not only Meridian, but
west Ada County.
De Weerd: Can you articulate a little for Dean.
Holman: Can't hear you.
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Bird: Yeah. I think that we -- we have to keep Sherry doing the passports. I think
passports are very important to have in here. I think it's a convenience to -- that the
citizens expect and love and if we have to have another -- you're actually the face of the
city when somebody walks into City Hall and city clerk to see where they need to go, so
we need to make sure that we are -- we have the manpower in there to take care of our
customers.
De Weerd: And we want you to be a happy face, not a stressful face.
Bird: Yeah.
Holman: Well, one of the questions that I did have that I apologize I forgot to address is I
got a question and I don't remember whom, asking how many of the passports are
Meridian citizens versus the rest of the valley. I can't tell you that, because we are not
allowed to retain that information. So, Department of State -- you can't keep records of
where -- we can't keep any form of records that way. I could do an informal analysis if
anybody wants that information, but it would just be kind of checking them out on a day by
day basis. But we get a lot of Meridian residents in here, but we are very convenient -- we
all know we are the center of the Treasure Valley, so we get people from everywhere
here.
Milam: It's a really important service that we offer and it's so convenient, any other
options that we -- or our residents have, whether it's downtown Boise or Caldwell, I mean
there is not any other good option for them, so I think it's really important that we keep that
service.
De Weerd: And, you know, it does -- in looking at downtown being a to destination, it
does add to that. I can say because of their good reputation they are attracting more than
just Meridian.
Cavener: Chief, question. You have got a lot of departments that are talking
reconfiguration this year and the security cameras seems to be a component over most all
of those. Are the rest of the departments recorded with all the same camera equipment or
is your equipment different than some of the other departments that are making requests.
De Weerd: IT has to approve everything.
Holman: I will let Dave answer that question.
Tiede: We are under the same system at this point for security cameras at City Hall and
the police department, so --
Cavener: Is this the same everyone -- the requests would be the same?
Tiede: Yes.
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De Weerd: And, Mr. Cavener, we want to make sure in particular those departments that
accept money do have that technology.
Holman: And we do every once in a while get the hostile customer in there, too, that it
could be convenient also. Not as much, but it happens every now and then where we get
put in a position where we are trying to do -- we call the police, what do we do. So -- but
mainly my idea behind it was because of the money that comes over the counter all the
time. So, we get a lot of cash, we get a lot of different, you know, forms of payment, so I
think it's always good to have cameras there. People carry cash?
De Weerd: Other questions?
Rountree: I think it's a good idea to continue to maintain the passport function.
Holman: Okay. All right. If anybody thinks of any questions between now and the next
meeting, too, I'm happy to provide anymore information that you would like. So -- I wasn't
including Stacy in that. Just Council and Mayor. Okay. So, now onto IT. We have -- I'm
just doing a real quick -- what I'm doing is just a brief overview of computer replacements.
If you want a deeper analysis of computer replacements between now and the next
meeting, we are happy to do that, too. You can either meet one on one with us or you can
have us do a presentation at the July 21st gathering. I just didn't want to -- since we are
trying to get through so much today I didn't want to load you down today. But if you do
want more information, if you could send me specifically what you would like more
information on that would be helpful, because this is just a huge broad, broad, broad area,
so --
Cavener: Maybe just one quick question related to your -- you're all classified as -- I mean
could you be classified as for. Who is making that determination and --
Tiede: IT is the one that makes that determination.
Cavener: Great.
Holman: Okay. So, just briefly, total city replacements across the board -- not computers
-- everything -- is 1.7 million. Computers and servers are 174,000 of that. So, roughly
10.2 percent of the entire replacement budget. Right now our policy that was adopted in
2010, which we have not made changes to since 2010 I don't believe, have we? Is
servers are four years or as needed. Desktops and laptops, which includes MDTs,
everything, is five years or as needed and printers and projectors are seven years or as
needed. The Mayor asked what we did before that, so I asked Dave to go back in his
institutional memory and when it was adopted in 2010 the change that was made -- before
that printers and -- I think printers and projectors weren't on there, so they added that and
servers went from five years to four. Is that correct? So, anyhow. And we are not
recommending making any changes to that policy this year. What I decided to do is I
looked into -- I asked a couple of private sector people that I know what's your
replacement policy. They are at like two years. Two years, three years. We can't
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compete with that and that's not where we want to head. But we did check with Boise city,
Garden City, Ada County. I checked with state of Idaho. I checked with the state liquor
dispensary, because I had a contact there in IT and the Attorney General's Office and this
is the data for them. Boise city is about four years. Garden City is four years -- are they
the ones that are adopting a plan or recommending that?
Tiede: They are trying to adopt a plan at this point.
Holman: Okay. And, then, Ada County is about five years on everything. I had a little
more detail on that. But five years, roughly. State of Idaho, both agencies I checked with
said they are at three years. Every once in a while occasionally something they will push
to four years, but they try to stick with the three years. So, we are definitely not on the
leading edge, but I think we are well within where we need to be right now. And with Ada
County their tablets and iPads, they are turning those around roughly every three years.
So, I will -- I wanted to just let everyone know this year, so there is no surprises next year,
one thing we are going to look at over the next year is MDT's and whether it makes sense
to replace those at less than five years. Somewhere between three and four years. Our
MDTs are running all the time. They are in hot weather, cold weather. If I'm correct,
Chief, if the -- I believe if the MDT is down the car is down, because they don't have a
spare MDT to put in it; is that correct? He said it's correct. So, they get beat up. They
are pulled in and out of cars. They are running all the time. To have them on the same
replacement cycle as a computer that sits in an air conditioned office and never moves -- I
don't know that that makes a lot of sense. We will see. We are going to definitely do
some analysis and fact gathering and figure out where we need to be.
De Weerd: And bring that back in the fall.
Holman: We will. Absolutely. With plenty of facts and figures and research. I know that
MTDs are more expensive than our regular computers, there are about 4,000, correct,
versus our little over a thousand dollar desktop computers. So, I understand, definitely,
the hesitation to make a move like that, which is why we will spend plenty of time
researching it and looking into it. Is there anything you want to add from the support side?
I know they require -- I know we spend a lot of time reimaging MDTs, so --
Tiede: Yeah. They do take up a lot of time and they are a high priority in nature for us
and for public safety, so that's why we want to make sure that we are doing the right thing
moving forward, so --
Bird: I got a couple of questions. What you're talking about is one like a laptop -- what I
call a laptop that goes in and out of the cars?
Tiede: Ruggedized.
Bird: Okay.
Tiede: Meets military standards.
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De Weerd: You can drop it.
Bird: And don't we have the same thing in the fire trucks, too?
Tiede: We do.
Holman: Our Police and Fire.
Bird: Yeah. That's what I thought. Another question. I take it the HP Thin Client is our
computers?
Tiede: Those are actually more like dumb terminals.
Bird: They are what?
Tiede: More like dumb terminals.
De Weerd: Yeah. They are for you.
Bird: Is that them? That's an iPad.
Tiede: That's an iPad. So, they are not to the same level of a computer, they don't have
the same processing power. They can't really do a lot, they have to connect to another
machine.
De Weerd: You have them up there and --
Bird: Oh, the ones that we got -- oh, that's one of those.
Tiede: Yeah.
Bird: Okay. Then what's these Power Edge?
Tiede: Power Edge is a series of servers that Del manufactures.
Bird: Thank you.
Tiede: But I assume if that's an IT budget for 1,550 it's because in our training lab we
have had problems with the Thin Clients with training on a regular basis with other
departments coming in and trying to do web-based training with audio and video. So, we
wanted to take that down from the fifteen that we have in there and just replace them with
laptops that were a little bit more portable and could be used at other locations and
facilities as needed, so if Fire had training off site and they needed laptops we could say,
okay, we have training there or if HR had training and they wanted to hold it over there,
we would have to make it more portable and something that works.
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Cavener: What's the hours on an MDT versus a regular desktop?
Tiede: They are -- many of them are running 24/7.
Cavener: Okay.
Tiede: Versus desktops, they will stay on sometimes overnight, but usage is, you know,
business ours.
De Weerd: And as was explained, they have different environmental impacts than those
in a control environment, air conditioned or heated versus in your car.
Cavener: One other question. The price tag on an MDT, that is including infrastructure
and installation within the vehicle, that's just for the hardware?
Holman: The mounting hardware, is that what you're taking about?
Tiede: It does not include that, no.
Cavener: So, the 4,000 dollar price tag is just for the computer.
Tiede: Just for the computer and the warranty. The additional mounting hardware usually
comes out of the vehicle budget.
Holman: Any other questions?
De Weerd: And, again, I will tell you that our budget was prepared with the standing
policy and I think they have recognized that we need to come back to Council with a policy
change recommendation, so you will get that outside of the budget process, but to look at
that for this coming year. But they will -- they will replace the MDTs as needed, because
of the importance of -- yeah.
Bird: They can't be down.
Borton: Madam Mayor, a question for the next meeting as a follow up on. Is the
difference between -- or what is the difference between the security cameras that are
around 1,700 dollars and these reconfigurations and the replacement security cameras
that are about 3,000 each? The difference in price, do they all give you the same -- but
there is a discrepancy there.
De Weerd: I think it's inside versus outside, isn't it?
Tiede: I would believe that's part of it, but I would have to actually pull out the information
that I got from the --
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Borton: Okay. Get into that later.
Bird: David, why don't we have a backup or two, even though they are 4,000 dollars, I
mean if -- if we take one of our -- if Chief Lavey has to take one or two of his police cars
off the streets it -- I mean that affects -- that affects our safety and so --
Tiede: Agreed. Agreed. And we do keep spares around.
Bird: Okay. We do have spares. I misunderstood. I thought that you said we had no
spares.
Tiede: We keep spares.
Bird: Okay.
De Weerd: Can you bring the security camera information back by the end of the day?
Okay. Thanks.
Rountree: Jaycee, what's the sequencing of the purchases based on the policy? Every
four years or five years? Half of the computers? A quarter of them? All of them?
Holman: That's -- it depends on when they are bought. As we hire new positions that
position, obviously, gets added to that fiscal year and, then, five years. So, if we hire 25
people, then, you have 25 more computers on that year. So, you want to answer -- he
handles that.
Tiede: Ideally or what typically happens is that means that there is no computer in our
inventory that's over five years old is what it comes down to. Does that make sense?
Rountree: So, you don't have a -- working towards sequencing a quarter of them, a
quarter of the --
Tiede: It's -- typically that's the way it rolls out. When we -- when we have added
positions or other things in the past, then, that -- that order kind of gets thrown out a little
bit. So, for instance, if we add 20 MDTs, then, it's going to be a bigger year that year in
five years; right? But, otherwise, yes, it is spaced out, so we are hitting roughly a fifth of
the fleet every year.
Rountree: Okay.
Tiede: But there are years that are a little bit bigger because of acquisitions or positions
or --
Rountree: How about the rest of the computers?
Holman: Like servers and things like that?
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Rountree: Well, the desktops and --
Tiede: All of them are --
Rountree: About that? Okay.
De Weerd: When you come back with a policy discussion, if you can show what those
various -- if you had a replacement of three years, four years, five years, or six years, but
-- wouldn't recommend that, but if you could -- wouldn't recommend that, Joe, but if you
can really show what those -- what the cost differences would be --
Holman: Uh-huh.
De Weerd: -- same as when we bring back the MDTs conversation.
Holman: Yes. We will do that. Okay. So, IT has two enhancements -- yeah, two
enhancement requests this year. One is for a SANS, which is a storage area network, is
that what it's called? Okay. I'm learning the lingo. It's a primary storage source for most
applications and servers. It's critical to our infrastructure. I will increase the available
performance based storage and it would serve all city departments. It's a total of 57,500
dollars, 2,500 dollars a year ongoing, and, then, 55,000 in capital. And if you ask
anymore detailed questions as to what it does, that would be Dave's arena. Are there any
questions on that one?
Rountree: So, the -- the computers is something different than what you have normally to
support this --
Holman: Can you explain what the SAN does?
Tiede: I can explain what it does.
Holman: Yeah.
Rountree: And, then, you have got computers and printers.
Tiede: Right. So, computers traditionally come with a hard drive, with memory, with the
brains that actually does all the work; right? But, then, storage as well where everything
resides. With our servers we actually separate those out, so the servers are the brains,
they do all the operation. The storage sits in another spot and the reason that we do that
is because of the redundancy scalability and portability, basically it enables us to have
disaster recovery options that are a lot more viable. So, basically, everything that runs on
our servers, all the storage ports, is on this unit and this is -- actually, it's adding more
space to the unit. We actually have the unit. So, if that helps.
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Holman: Any other questions on that one? Okay. The second request is for a field VPN
solution. This, basically, simplifies the process for field users to get access to our systems
when they are outside of a desk here at City Hall or where ever they are located at. So,
the departments that would get the benefit from this are our Community Development
inspectors, Public Works inspectors, Water Department field personnel and code
enforcement. It allows for greater productivity and reduces frustration. Right now it takes
a little bit using -- well, why don't you go into our current VPN, why it doesn’t work as well
for the field user, I don't think is what it's designed for.
Tiede: Sure. Right. Our current VPN was really designed for remote access for people
from home and it works well for that, but it was never really designed to be a solution that
was used out in the field. We use it for that, because it's what we have used to get by.
We have a lot more field workers than we did five years ago. The difference in what this
one will bring to us is it will allow them to integrate seamlessly with our system, rather than
a big log-in process that they have right now. I mean if they get disconnected or
something -- lose cell coverage, then, it can be another five minutes to log in and that can
happen 20 times in the day, which affects their productivity a lot. This will allow them to
eliminate that completely, but it also covers where there is some areas in Meridian where
cell coverage isn't as good, which is the network that these field workers use to get back
into our city network. It also allows them to continue -- continue to work in those
scenarios, so they won't be disconnected, they will actually be able to continue to do their
job, instead of saying, well, I'm out in south Meridian, I can't enter my inspection in, so I
guess I'm going to have to drive north so I can do my work. So, it should eliminate that.
We are right now in the testing phase, so --
Holman: And if the testing phase goes well and once it's deployed for actually the field
use, which is what it's intended, the second phase would be to see if it works well and
deploy to city laptop users, people who, you know, take their laptop home and whatever,
so --
Tiede: And that will help us get away from people that need two devices, so they can
remote into their machine with the city computer. So, hopefully, that will eliminate some
extra cost there.
Cavener: This doesn't replace, then, our current VPN --
Holman: But an addition to that.
Cavener: Concerned about one more thing, then, because as you were going through
you need support.
Tiede: I -- that's a constant battle, but I don't feel like this is that much of an impact,
though. In the end this will actually probably lower the amount of time we spend
supporting these field workers, so --
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De Weerd: And thank you for that question. I think that IT seems to be the spine of the
entire city and every -- every decision, grant, that's received impacts IT and I kind of -- we
have had the conversation about the six year replacement or I have a computer that's
rarely used, why does it need to be replaced and, oh, maybe we can switch our oldest for
that. Well, you need to -- what we don't know, because we are only looking at it through
our lens, is instead of adjusting one computer, now they have doubled that to two. And if
you do that in every department the workload is just huge and so you -- you guys are so
appreciated and you may not hear it very often, but you and your team are excellent. We
are very grateful to have you and I appreciate that question, because we need to ask that
more often.
Holman: And we do get asked that question about cascading computers, so --
De Weerd: So, say cascading computers.
Holman: Cascading computers. And it sounds like a fabulous idea, except if Stacy and I
work together and my computer is up for replacement, but she decides I think I want -- I
want your old computer and however you do that, instead of IT going our and testing one
computer, they are now going and reimaging and testing two computers and having to
replace that. Well, we have two people for all of the city, two levels, two support techs
that handle everybody in the city. We also have a help desk, but we need somebody
answering that phone and I realize they shift amongst themselves and all help each other
out, but we do run a very -- we run a very lean IT Department considering the number --
the amount of equipment that we have, the number of facilities we have and different
locations we support. We continue to do that having newer technology that doesn't have
to physically be touched very often to enable us to stay with -- stay where we are at. I
mean eventually we are going to have to get more support technicians, just because we
continue to expand and support all the different facilities, but --
De Weerd: Or less people.
Holman: Yeah. Or less people.
De Weerd: I still will want my computer, though, so just saying.
Rountree: I had a question on the license fee. Is that a one time or is that an annual
license fee?
Holman: The 5,000 dollars?
Rountree: That maintenance includes the annual --
Holman: That's every year.
Rountree: Okay.
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Holman: Correct? Yeah. Yeah.
De Weerd: Okay. Any other questions?
Borton: Madam Mayor?
De Weerd: Yes.
Borton: Question for Todd real quick. Kind of a sideways question. Todd, can you
describe on this -- okay. The 25,000 dollars expense, is 50 percent General Fund, 50
percent Enterprise Fund, so when we are looking on our summary sheet, how can we
track that division of the expense if it's shown on these at all, between the General Fund
request, we can see the 25,000 dollars enhancement, is there, then, an inter-fund transfer
which doesn't correlate with any of that and, then, half of that 25,000 dollars is not
reflected on the Enterprise Fund summary or I can't find it or don't know how to track it, so
-- and there is several examples where that comes up and I don't know how to reconcile it.
Lavoie: Madam Mayor, Councilman Borton, I'm more than happy to walk you through the
-- the madness behind the method, it's going to take multiple spreadsheets to kind of show
you -- I mean --
Borton: Is it shown somewhere on the Enterprise Fund?
Lavoie: It would be shown on the Enterprise Fund under the water department and the
wastewater department on the last enhancement section -- there is a large number that is
445,000'ish --
Borton: Yeah.
Lavoie: -- that's water -- 50 percent portion of the 50 percent that is a part of the General
Fund. So, they pay 25 percent of the General Fund, wastewater pays 25 percent --
Borton: The details of that -- okay. That works.
De Weerd: Any other questions? Or sideways questions? Okay. Thank you. If you will
share that with your team.
Bird: Thank you, guys.
De Weerd: Same approach.
Holman: I'm going to go grab our budget binder and set it here, so anybody else that
might need to flip through it can have it.
De Weerd: Oh, we need another binder.
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Niemeyer: I know. You guys need some more. Madam Mayor, Council, good morning. I
think this is the first time in five years I have actually been able to say good morning and
good afternoon right after lunch, so it's kind of a nice change. So, before you I do not
have a PowerPoint today. I have some information that you could take with you to provide
call-up questions to and conduct a better discussion through. So, getting right into it, the
first enhancement the fire department has, the request is for the continuation of
finalization of our AEDs, CPR, Heart Safe Meridian program. We brought this to you last
year as a total package and a total request and we were asked to come back this year to
fund the remaining 32 AEDs that are needed to complete that program, along with two
pedestals that we have been working with Parks on to locate in Kleiner Park and in
Settlers Park is where we agreed. Right now we don't have good public access to those
defibrillators, they are being stored in the facilities of Parks because they have to be
temperature controlled. They have to be in an environment where it can't be too hot or too
cold. The pedestals -- and there is a picture of one on the last page of this request to
hook at -- are placed outdoors, they are temperature controlled. They do have a direct
line link to 911, so there is some protection there from theft or vandalism if that is
activated. To activate the door to open up the AED you have to push that 911 button and
so there is some naturally built in theft protection there. Chief Jones did bring an AED if
you all wanted to see one. Hopefully you have all gone through the CPR training. If you
haven't I would certainly encourage you to. I know Councilman Borton did.
De Weerd: I did.
Niemeyer: Yeah. I'm sorry. The Mayor did as well. I take that back. Very successful
program to date. The cooperation with the Parks Department, the Police Department, has
been very successful. We have had a couple of calls where the law enforcement was on
scene. We haven't had that great cardiac arrest save yet in conjunction with law
enforcement, but it's coming. We have had some good success stories with it.
De Weerd: And, chief, if I can -- and I know that we were recently recognized for this
program by the Ada County EMS and as I mentioned there, it's not very often that you get
e-mails from firefighters to compliment the police department and they are, because of
this program and -- and sometimes our police are the first to respond because of the type
of call and when they are there and now they have the AEDs, this -- this will help our
survivability, at least increase the -- the percentage of chance and I just want to thank
Chief Jones. I tell you that I hear about this from medical-related, our health industry
about what Meridian is doing and it's really admired, appreciated, and other departments
are taking note and I think you will start seeing other departments step in line to this
regard.
Niemeyer: And I apologize -- I'm going to put Steve on the spot a little bit. Part of this
packet is our two medical directors provided their thoughts on our CPR program and how
proactive we are being in that. Director Siddoway provided me with a quote as well and it
didn't print off, so if there is anything you would like -- I know you weren't planning on
providing testimony during my presentation, but if there is anything you would like to add.
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Siddoway: I'd just like to speak in support of getting these two pedestals in the parks.
Right now the AEDs are deployed to Settlers and Kleiner in the concession stand. When
the concession closed there is no public access, so if we can get them out in the park in a
way that the public can just access them at anytime I think it would be of benefit to the
public. So, I --
De Weerd: Well -- and a lot of that, Steve, is because you're -- you're telling your -- the
people that reserve shelters or use the sports fields and stuff, where these are located
and if they are not available and there is an event -- and I will tell you probably the driver
on my end of this is I went and threw the first pitch at a senior softball league and had a
heart event and for seniors you probably should expect this and we did -- and they do
have an AED now for that league, but if we would have known somewhere to go and find
that -- I don't know if it would have saved a life, but it, again, increases the survivability.
Cavener: Questions maybe for Steve and/or Mark.
Niemeyer: Yeah.
Cavener: Is the pedestal going to be placed in an area where there are security cameras
so we would be able to monitor if there is any attempted vandalism or --
Siddoway: We still need to pick the location. It's going to probably -- we will pick one of
the most -- you know, the busy, lit, visible, acceptable site -- you know, with Kleiner Park
probably that active play area makes the most sense. Probably near Adventure Island
Playground, although there could be an argument that the sports field could be the
location, but the -- but, yes, we need to think about visibility, can it be seen from cameras,
things like that.
Cavener: Okay.
De Weerd: I thought two, one over by the baseball area and one on the other --
Zaremba: That's what I was thinking. If not this year, maybe next year there needs to be
a few more of these. I think at Kleiner if you're on the other side of the lake from this
you're a half a mile from it.
Niemeyer: Yeah. And that's -- that's why we only put two in. Steve and I and Chief Jones
worked together, so we want to make sure we can see the use and prove the -- prove the
benefit and, then, if -- if they are proven beneficial, then, come back.
Cavener: Since this is a temperature controlled pedestal is the life span and the AEDs the
same? Ten years?
Niemeyer: Yes.
De Weerd: And they are portable, so you can buy one for your own home, too.
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Cavener: A housewarming gift if I have ever heard one.
Niemeyer: I can help you. Any other questions on the AEDs?
De Weerd: No.
Niemeyer: The second request that we did have in -- I don't know if it's in your packets or
not. It's been asked to be withdrawn. That was a request for the hiring of three float
captains. The issue there is -- this is primarily being requested in accordance to the
overtime issues that we have all discussed over the last five years and the data that we
have been able to collect over the last five years in conjunction with Todd and Finance
and evaluating that data and where we need to be with regards to staffing. The challenge
that we had moving forward -- as many of you know we do a joint academy to help cut
costs of our recruit academies, we do that with Boise and with Eagle. That academy start
date has been in August and our partners were unable to move off that August start date.
To me it did not make sense to bring a request before you saying please fund this come
October 1 and not be able to do anything about it until July or August. So, we are
withdrawing this currently. We are going to go back to our partners and see if we can
move that joint academy start date to something that is more conducive to the budget
process and, if not, we will look for new partners. It does make sense to do it jointly with
other departments, because it has reduced our cost to put on firefighter academies. It's a
three month academy and a long process that requires a lot of staff time. So, pulling
those resources and doing it together does make sense, but we need to have partners
that are willing to set those dates according to what budgets are. The overtime issue we
have studied. I don't know if Todd is going to want to add anything to this. Part of the
challenge with that is trying to establish hiring practices -- in other words, how many FTEs
do we need to hire when we hire for one. In public safety where you have contracts and
constant manning, you don't just hire one for one to be able to cover the vacancies that do
occur as a result of time off and leave. As we have evaluated that, the average over a 27
month period on leave has been 22 percent. That has stayed relatively constant. I can
tell you Ada County Paramedics, they hired at 1.2 to one ratio for their constant manning.
The city of Boise is hiring at 22 percent -- that we have it's about 1.27. So, there is an
evaluation that can be done to correlate needed FTEs to cover vacancies. We do have
some issues I have been meeting with Councilman Borton that are currently within the
collective labor agreement that do cause overtime that I think we do need to evaluate. I
brought that up a couple of negotiations now. I think we need to continue to evaluate
those, they are affecting overtime, and determine those staffing levels together, so that as
we move forward we know what those numbers are. I know when Councilman Milam was
our liaison she asked what the right formula to know when to hire as opposed to paying
overtime to cover a constant manning shift work and we feel like we have a formula that
makes sense based on the data that we look back on. The other challenge, quite
honestly, with overtime -- and I believe Todd would agree as well -- we can look back and
look at the analysis of the past. It is almost impossible to project moving forward things
like work comp related injuries. We have no idea. We can have a year where we are low
on sick time, because nobody got a cold. We can have a year where the flu came through
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and devastated us. It is so variable it is nearly impossible to predict. What we can do is
look back and say this is what we have averaged. I know it is a difficult conversation. We
are under a time crunch. But I did want to at least bring it up. It is an issue that we have
been studying. We haven't had our heads in the sand on it, we are trying to do everything
we can to keep it as low as we can, but there are unpredictables that we simply cannot
predict going into the future.
Bird: Mark, what -- what would getting a good volunteer thing back into our deal like we
had for years and years and years and that -- I think that could help with the cutting down
the overtime. Not that we shouldn't, in my opinion, but, you know, every volunteer before
they would -- would do a duty or pull their shift, it would have to be at least a fireman one
and we would have to -- we would have to pay them fireman one wages. But I think the
volunteer -- I think it helps a lot, because if we go back through our existing 57 firefighters
that we got hired, I would imagine we have got at least a third and maybe more than that
that's come through the volunteer --
Niemeyer: Uh-huh.
Bird: -- fire -- the volunteer deal. I would -- I would like to see us really look hard into that.
I think you have got the administration in place now that could do it and see if we can't get,
you know, some -- the volunteer system back up. I mean I think it's a great program, I
think it not only benefits the city now, but it also bids -- helps the city in the long run when
we start -- when we need new FTE firefighters.
Niemeyer: There is a benefit to that. I think it's been a benefit in the past, Councilman
Bird. I think the challenge we have -- and we are certainly willing to look at any option.
When we had our part-time program call in the past and the standards were developed to
meet certain standards, firefighter one, firefighter two, requirements that both the state put
on and ISO requires, we found that those folks could not attend on a regular basis to meet
those standards. Departments across the country and in Idaho are struggling with
volunteers right now for departments that do have volunteers, the true volunteer program
that don't have combination departments. We are willing to look at anything and
everything. I think there are some challenges to that moving forward, as long as we are
on the same page of standards being met and not changing the standard from one
firefighter to another.
Bird: You can't do that if you -- if they are going to pull a shift they have got to be
qualified.
Niemeyer: Yeah.
Bird: And that's up to us first place -- the liability for us of sending out an unqualified is
stupid.
Niemeyer: Yeah.
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Bird: But I think -- I think it's something that -- it is absolutely to me a very vital -- and, you
know, if they -- if they don't -- if they can't attend their deals and stuff they don't need to be
a volunteer.
Niemeyer: Yeah.
Bird: But I think there is a lot of young people out there that would -- would love to. You
happen to be in one of the preferred professions, you know, so I think there is a lot of
young people out there and we have certainly got some awful good employees through
our volunteer program.
Niemeyer: Yeah. Without a doubt.
Bird: And I -- I just think it's something that we need to really look into and see if we can't
get it activated again.
Milam: Chief?
Niemeyer: Yeah.
Milam: Isn't that something we talked about last year maybe doing in partnership with the
Boise Fire Department?
Niemeyer: What you and I had talked about -- what you had brought up to me is the
possibility of sharing resources -- essentially sharing personnel, so if -- if Nampa, for
example, had some extra folks on shift and we had vacancies, how could we partner with
those departments. The challenge to that is, quite frankly, we all have different collective
labor agreements, we have different standing written orders on the medical side, and
some of us have different standard operating guidelines on the fire ground, so that -- that
consortium of employees available to all departments, we are not yet there. We are not
ready.
Bird: Plus it would be a bookkeeping nightmare.
Niemeyer: Yeah. So, I understood the thought, but to get there I think there is a lot of
hurdles that would have to -- we would have to juggle.
Milam: Well, it seems like what Councilman Bird is speaking of might be an easier pool to
do in a general area wide type of thing to get more people interested and they would have
more work.
Niemeyer: I think what Councilman Bird is referring to really is our part-time on-call
program that we had previously. And, again, you do face the same thing with standards.
Our medical protocols, if we were to do something with other agencies, may be different,
especially in Canyon county. In Ada County they are the same now. But department
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policies -- all those little things come into play with any employee, whether it's part-time or
full time. There is too many differences there to -- in my opinion to pull a group of people.
Milam: Okay.
Niemeyer: Our third enhancement is an 8,500 dollar enhancement that after the rural
contribution is 7,225 and that is just to modify two cubicle areas in our current
environment. We had three hard wall offices. I have two staff members that based on
their job descriptions and the nature of their work do require some private conversations
and a little bit better business work environment. Instead of building hardwood walled
offices this is a much cheaper option to get them a little bit more in line with the things that
we are asking them to do, especially with those kind of confidential personal
conversations that they need to have with some of their subordinates. So, a fairly small
price option, as opposed to doing anything with walls and adding walls.
Kilchenmann: No counters for you?
Niemeyer: No counters. I don't have any counters. That concludes our enhancements.
If there is not any questions I will move into replacements.
Borton: Madam Mayor?
De Weerd: Yes.
Borton: Just real quick. As the liaison we talk about process and is what we did make
sense and it's helpful in this conversation. We went through the enhancements and of
those -- in great detail and in particular the three additional captains and we talked about
at length in conjunction with overtime and it was one -- you know, when it all sorted out
and I wasn't really supportive of in light of the details overtime numbers and the cost
benefit analysis, which you have got great data for, but it was still something that, you
know, should be included for this roundtable discussion. It's been withdrawn for other
reasons, but it seemed to make sense that there might be something that the liaison has
concern with, but that doesn't mean it necessarily should be excluded --
Niemeyer: Sure.
Borton: -- but the fact that something is included doesn't mean that the liaison always
blesses it. At least that's how I always thought it was. But if that comes back again at
some future point, I think before we even consider it we really need to run through that --
Niemeyer: Evaluation.
Borton: -- cost benefit on the overtime, we have got phenomenal information that really
helps us make an educated business decision and if it makes financial sense to do it.
Your current base budget has overtime in it that matches last year's. It was 489 --
489,000, plus 140,000 for admin and training, a total of 629,000 in the base for total
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overtime. We had discussed there was some anomalies, perhaps last year with injuries,
work comp perhaps. Nonetheless, all those details will need to be flushed out before it
comes back and that was a suggestion --
Niemeyer: Yeah.
Borton: -- that I thought made sense, so -- it's been withdrawn, but --
Niemeyer: Yeah. And a lot of that data is -- is within that document for your reading. One
of the challenges that we realize -- and I don't want to extend that out too much, but one of
the things that I realized is hiring firefighters does not always reduce your overtime. That
was the thought process for many, many years. Well, we will just put more firefighters to
the department and you will save overtime. If you look at our numbers for the last six
months worth of data evaluation, our vacancy rate at the captain level has been 24
percent, 42 percent at the engineer level. A lot of that is because of the injuries that
Councilman Borton mentioned. We have had six very significant injuries requiring surgery
and extended leaves. You get down to that firefighter level it's 15 percent vacancies.
Bird: Is that -- were they on-job injuries?
Niemeyer: Some were and some weren't.
Bird: Out of the six how many were on job, Mark?
Niemeyer: We have had four --
Bird: Four on job?
Niemeyer: -- job-related injuries.
Bird: Knees, backs, what?
Niemeyer: Shoulder --
Jones: A knee, two shoulders and --
Niemeyer: And, then, we had two or three -- have to look at the data -- off duty surgeries
from employees that kind of raised our sick time vacancy -- vacancy rate. So, with a 15
percent firefighter vacancy rate, hiring three firefighters doesn't do you much good. It
doesn't take care of the issue. That is why we started with the captain level as I -- as I
discussed with Councilman Borton, because they can work down. Our firefighters when
you hire them can't work up.
Bird: On our -- on our regular shift right now we have three extra -- we have a firefighter,
and engineer, a driver --
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Niemeyer: Yeah.
Bird: -- and a --
Niemeyer: And a captain.
Bird: -- captain extra.
Niemeyer: Uh-huh..
Bird: Right?
Niemeyer: We do.
Bird: We got 57 online people; right?
Niemeyer: We do now. We do. Yeah. The last time I came before you and said we are
at full staffing, which was a milestone, that very night that that firefighter took the training
captain position with the Eagle fire department and we are now back at full staff and so
that is part of the other data evaluation that we talked about is I can't tell you what it --
what all the numbers look like at full staffing, because we haven't been there. We are
there now. So, I will be able to provide better data moving forward.
Bird: And I think that's where a good volunteer program would benefit you, Mark --
Niemeyer: Yeah.
Bird: -- to be truthful with you.
Zaremba: Chief?
Niemeyer: Yeah.
Zaremba: I think it was the last time I was your liaison, which is probably two or three
years ago --
Niemeyer: I have never had -- I don't think I have ever had you. Of course, I'm getting
older.
Zaremba: Well, at some point we had a discussion -- you bounced an idea on me about
buying some vehicles that the EMTs could use, not requiring them to take a fire truck
every time --
Niemeyer: Yes.
Zaremba: -- they got an EMT-related call. Has that gone anywhere?
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Niemeyer: It's -- it is still in our plan. It's always been planned for. In the front -- I'm sorry.
In the back one of the big documents you have -- and I won't get into it, but it is,
essentially, in our department CIP, which is -- is kind of our plan moving forward of when
do we do what things. They do need to be done in a certain order in the fire service. But
2020 is when I have that in the plan regarding the QRU concept. The alternative
response vehicle times that you're mentioning, we do think there is validity in that concept.
We have studied departments that have that in place. Every department is a little bit
different, they all don't do it the same, they do it for different reasons, so moving forward
we need to really discuss what the reasons are that we are doing the program, what are
the benchmarks we want to achieve. Certainly one of them is we don't need to be
sending a fire engine on every call we get. Now, there is a lot of public service calls that
we get that we could send a two person ARV on. It's -- do they respond medically to
calls? Do they have paramedics on them. There is a lot of questions that you have to ask
and get answer to. We are in the process of evaluating that as an overall staffing level
look in the future. We do think there is validity to it. The one challenge with it that I just
need to articulate here is that that alternative response vehicle is not a replacement of fire
engines, it's an addition to the service you're providing to decrease your cost, but you are
going to spend a little more money in staffing, so that is also one of the challenges. There
has been no --
Zaremba: But you put less mileage on the fire engines.
Niemeyer: You do. We are currently putting about on average 12,000 miles on each fire
engine with our call volume and the distance we cover. So, absolutely, that would take
that mileage down on the engines and create less wear and tear.
Bird: Mark didn't do that and I don't know if we need to spend time on it this year, but it's
something for the future. I think it's a great idea. We did it with the QRU, two people on
the -- on the thing and right now the reason that we went to the engine 15, 16, 17 years
ago for the fact that we didn't have any ambulances at that time out here, we had one
running out of St. Luke's, if he was in Star, then, you waited for the downtown St. Luke's to
get here. So, we made sure that we had everything on board. Now we don't have it,
because we got -- we have got ambulance services either right there with us or maybe
even before us on emergency.
Niemeyer: Yeah.
Bird: So, I -- I think we need to really look at it. Another thing I'd ask you to look into with
our response times going up, I would see if we -- I don't think we need a QRU in every
station. As I see it number one definitely would have one, because they do -- and, you
know, when 83 percent of your calls is medical there is no reason to have a fire engine
come there and I think you hit on a good thing when you brought that up last year and,
you know, maybe one or two other stations. That -- that's going to require six more -- if
they don't have to be firefighters, they can be EMTs, paramedics preferably. One
paramedic, so -- because you can't -- you're not going to take the engine out of service
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out of that deal, but you have got to have two extra people there and each one of our
stations has got plenty of room for two extra people sleeping. So, when you look into it I --
and I personally would -- would like to see it happen before 2020. I don't know. I don't
know how the rest of you feel, but I just -- I think it's -- and everybody knows this right up, I
hate seeing that big truck out on an emergency --
De Weerd: Really.
Bird: Well, sitting blocking the -- blocking the roadway. I mean --
Niemeyer: And I believe the Mayor would echo the 2020 and wanting that sooner, so we
as a staff understand that and have started looking a little bit quicker into that concept and
working with --
Bird: And what kind of truck you come up with or van or whatever --
Niemeyer: Yeah. There is all those questions.
Bird: -- is something that you guys have got to determine and --
Niemeyer: Yeah. But, like I said, in looking around to see what others have done, they
are all just a little bit different and so, really, it is a local decision of what do we want that
thing to do and what are our benchmarks that we want to achieve with it.
De Weerd: And you really to get it figured out before the next station opens, as we
discussed.
Bird: Well, I think that -- I think that should be a priority before we build another station. I
don't see us immediately needing another fire station at the location we got the fire
stations.
Milam: Mark?
Niemeyer: Yeah.
Milam: Sorry. I have an overtime question. I know you just love those questions.
Niemeyer: I do.
Milam: So, Fire Station One, overtime is 26 percent in addition to regular payroll. The
others are about seven percent.
Niemeyer: Yeah. I can answer that real quick. Answered this one before. All of the
overtime for the shift work all comes out of Station One. That's where Finance put that
constant manning overtime amount. You won't see it in the other stations. It's just in
Station One.
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Milam: There is overtime in --
Bird: The other stations.
Milam: -- all of the other stations.
Bird: Yeah. There is, but it's the --
Milam: Seven percent.
Bird: All your -- all your administration overtime and all that is out of Station One. Your
extra people come out of Station One. Everything comes out of Station One.
Niemeyer: Yeah.
De Weerd: Rita will -- Rita is going to make a comment.
Cunningham: Actually, coming through payroll is Station One. So, then, we do --
because then we allocate an expense for taking two, three, four and five and the reason is
because they float around between the stations. We don't have guys at station two, three,
four -- so that's the reason why the other stations come out at seven percent and the bulk
ends up in Station One. Does that help?
Milam: Yeah. Thank you. I might ask you next year.
Niemeyer: Yeah.
De Weerd: That's all right. Councilman Zaremba asked the same question during Public
Works every time, too. Why replacement pipes and et cetera are not --
Rountree: You haven't given him a chance yet this year.
De Weerd: So, we all have our particular question we want to ask every year.
Bird: Anyway, Mark, let's get on it and see what we can do.
Niemeyer: Okay. Heard you loud and clear.
De Weerd: I was just seeing if you were paying attention over there.
Zaremba: I'm trying to catch a nap and --
De Weerd: Sorry.
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Niemeyer: Hey, now. Moving into replacements. This is an area that quite honestly is
one of my most critical concerns for our department moving forward. We have an aging
fleet. As you know, we grew fast and we bought in a hurry with our engines, because we
built stations in a hurry and now all of those apparatus are coming due for replacement.
The majority of those front line apparatuses are over 140, all the way up to 177,000 miles
on them. The standard is 100,000 miles or ten years as far as an NFPA standard. I can
tell you Caldwell right now as an example is going through what they deem is a crises on
two engine replacements that are at 115,000 miles. We are well beyond that and we are
well beyond what other departments look at as far as replacements. I certainly
understand budgets are what they are and we have to work within those, but I do need to
articulate in my opinion as the chief we are at a very critical point here. The engine that is
still in your packet is Engine 39. I'm hoping this one is absolutely going to get replaced. If
not I'm going to take it out of service and put it in training. This engine has had two critical
failures where it has shut down completely on its own during a time when the pump was
engaged. The first time was on the tarmac during a morning walk through of the engine.
The engineer put it into the pump and it just shut down on its own. The second time was
on a training burn in which we had firefighters on the end of a hose line that was pumping
and it shut down. As a fire chief and as a city we cannot assume that liability with an
engine. We could not replicate the issue. We sent it -- we took it out of service, sent it to
the mechanic, he could not replicate that issue. That is the engine that is currently still
within your packet. There is a second engine that was requested, Engine 35, with about
135,000 miles on it. We have an evaluation criteria matrix that we go through that is very
objective. It's not subjective. This engine has also been recognized as a critical
replacement because of its age and its mileage and its usage. I'm asking to at least have
that considered. I know the budget is what it is. If nothing more to try and make Council
and everyone aware of where we are at with our engines and the critical need that we
have. I know they are expensive. We do everything we can to keep costs down. The
challenge we have moving forward, if you look historically with engine pricing, it's gone up
three percent every year. It's going to go up again three percent next year. The engine
we are currently having built is replacing Engine 38, which is MF. I don't even know what
number. That was the first engine the city has ever had to replace. We are now at a
phase where we need a new replacement. Or as Stacy said, I would like to reestablish
the fire truck fund that we once had.
Bird: Well, I think the -- Mark, I got a couple of questions. The current maintenance and
repair costs 120,000. Is that one year?
Niemeyer: That's cumulative.
Bird: That's what I thought.
Niemeyer; That's from the life of when we bought it to now.
Bird: And here is another thing going back to the QRU, is another reason. Our current
engine hours is 10,420. Our pump hours is 565.
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Niemeyer: Uh-huh.
Bird: So, that engine has spent 90 percent of its time running to emergency calls.
Niemeyer: Yeah.
Bird: I certainly don't want some engine that's -- we are out there fighting a fire and the
pump quits on the guys --
Niemeyer: Uh-huh.
Bird: -- and they are sitting there with an empty hose --
Niemeyer: Yeah.
Bird: -- I guess we have to bite the bullet this year and buy one.
Zaremba: And if they are already inside a building that's in flames when the hose quits.
De Weerd: Buy one, but not buy two.
Bird: Buy one? I didn't know we wanted two.
Niemeyer: That was the original request that I brought to the budget process.
Bird: But you pulled it, didn't you? Pulled one?
Niemeyer: It was pulled during the --
De Weerd: He didn't pull it.
Niemeyer: -- during the process.
De Weerd: I will own it.
Bird: Are we -- are we buying -- let me ask you another question. We are getting these
out of Wisconsin, not going to Florida, we are not getting that --
Niemeyer: We learned that lesson.
Bird: -- that stamp thing. I think Anderson learned that the first one he bought.
Niemeyer: We learned that lesson.
Bird: We saved some money, but we paid for it in the long run.
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Niemeyer: And the analysis -- I want to thank Chief Amann for the work he's done and we
are putting together an overall manual for all of you. We should have it out in the next two
to three weeks. The staff has worked very hard on this. We are trying to look at fleet
management from a true business perspective. I can tell you I gain no personal
satisfaction -- I don't get to put a trophy on a shelf when we buy a new fire engine. We are
simply looking on how we -- how do we manage a fleet and that's what we have, we have
a fleet and there are best practices out there on proper fleet management and we have
taken those best practices and incorporated them into our ranking scale. To tell you
where we are at is going to be ahead of what Nampa is doing and what it -- what Boise is
doing. We have met with them. Conversed with fire district commissioner Claire Bowman
who has some experience in working with those departments and their fleet processes.
They are kind of excited to see what we produce, because we do look at it from a
business standpoint. We talk about things like maintenance to acquisition rations and I
know that gets a little muddy and confusing, but establishing a point where the engine no
longer makes sense to keep, looking at depreciation values of the apparatus of the fleet.
So, we are trying to look at this from a true fleet management perspective.
De Weerd: And, chief, we appreciate looking at that asset management and that's our
thing and just -- with five sub stations we have seven fire stations and two of those were --
were requested to be replaced and my -- I guess my dilemma was more in how often is
that second on -- that second reserve being deployed and it's that risk that this Council
needs to be comfortable with. So, there were time over last year that -- that there were
more than one engine out and so those reserves were important. So, that's important for
you all to know is those four times, if you have a critical incident and we have seen, what,
five fires in the last 20 weeks.
Niemeyer: Yeah.
De Weerd: Those -- those are things that when those decisions are made we need to be
able to understand the risk and so --
Kilchenmann: We are getting -- when are we getting the new one? We are getting one --
Niemeyer: It's on -- it's being built right now.
Kilchenmann: September?
Jones: Right now it's about 11 to 12 month lead time to build a fire engine.
De Weerd: And that's why you only have one in front of you. But, again, if you think that
there is two needed that's -- that's in your court.
Bird: Madam Mayor?
De Weerd: Yes.
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Bird: I think at this point we -- we need the one and -- and I think we also need to look at
going back to our policy of the late '90s or early 2000s where we put five thousand --
50,000 or something every budget year in for a truck fund and we kept it for that while
probably saved up enough to buy one, at least we had some -- we didn't have to put -- we
didn't have to take the whole 600,000 out of one budget year. I think that's something that
we need to set up this year, find it somewhere, and put some kind of a fund in there that is
strictly for fire trucks, not used for anything else, and, then, when we need another one
maybe we will have 150 saved up for it.
Kilchenmann: Councilman Bird, we actually do still have that fund. We call it the Public
Safety Fund and it is a unique fund with its own set of investments and so forth, but the
fund is there. We --
Bird: But it don't have nothing in it.
Kilchenmann: No. But we spent it on the police training center. And a lot of the money
that was put in it actually came from the years where the police have salary savings, so if
you -- we can -- the fund is there, we just need to put money in there.
Bird: We had a fund that was strictly fire truck fund.
Kilchenmann: You did for --
Bird: Am I not right, Charlie? Tammy?
Kilchenmann: You did for a few years. It was just a fire truck fund.
Rountree: A long time ago.
Bird: Uh?
Rountree: A long time ago.
Bird: Yeah. And that's the one I want -- that's what I want back now. Not a public safety
fund. Let's get a fire truck fund.
Kilchenmann: We are not -- we don't want to set up another fund. We already have -- the
fund exists, we just designate the purpose with a proposed form.
Bird: Well, yeah, and when we get -- and I would be the -- I will probably be the first. We
need something else somewhere else, unless we take it out of that.
Kilchenmann: No, you won't.
Niemeyer: I guess to add to the issue of the fire truck -- and, Councilman Borton and I
have discussed this. We are looking at every option out there. This is -- this is a crisis for
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us. We understand and we understand what the budgets are. I hate to bring up the word
lease, but we have looked at that as an option and it may not work, it may. But to at least
look at it to evaluate everything without pre-judgment.
Bird: You make the lessor --
Niemeyer: Yeah. Other departments are doing it. It's worth us at least working at,
because the challenge I have is we done one this year, I can assure you I'm coming with
two next year and we make that one, but --
Kilchenmann: The lease is not going to really affect the budget, though, because in the
capital lease we will have to recognize the entire cost in the year you do it, so it --
Rountree: If I could draw us back to what we are here for today and that's not this. We
need to have the discussion, but let's get through the enhancements with everybody.
Bird: Yeah. Or we will be here all night.
Niemeyer: The last replacement request is brought back from last year. Councilman Bird,
I believe you asked to last year bring it back and that's the replacement of two staff
vehicles that currently are our inspector vehicles that we did bring last year and were
asked to bring back this year and so that is the last request of the replacements. I
apologize for letting the fire truck discussion get a little long.
Rountree: It wasn't you.
Niemeyer: It's a big discussion.
De Weerd: I will sharpen my elbows.
Bird: You better tell me why we need it.
Niemeyer: The two staff vehicles?
Bird: Yeah. Who is using it now?
Niemeyer: The two inspectors are using it now. One of those inspectors is also an
investigator, so if you go to the -- yeah, the replacement document, it's replacement
priority three. I did lump these two together, because they came last year as two. These
are being replaced with none response -- so, no -- no light bars, no sirens. Pickups -- one
of the reasons for that -- especially for the inspector that does investigation duties
primarily for our department is we have a fairly unsafe condition in that he has a ladder
that is required to do his job and this little Ford Explorer that ladder it hooked over the
headrest in order to keep stable, which is not the safest -- there is also some perfectly
good documentation on if you are going to have turnouts -- and they do need turnouts,
they should be stored in an area separate from the passenger compartment, because the
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carcinogens and the toxins, they naturally get onto those protective garments. They
recommend having them in a separate place. That's an ATF recommendation, an NFPA
recommendation, and a National Fire Protection Agency recommendation.
Milam: And we don't have a truck available for --
Niemeyer: We don't. They are both an Explorer. Right now Joe Bongerno -- Captain
Bongerno is our only investor. I caught wind from the prevention chief that Kenny Bowers
is considering retirement sometime in possibly the next six months to a year.
Palmer: He actually took two days of vacation.
Niemeyer: Yeah. It's --
De Weerd: And that gave him a little taste of it.
Niemeyer: Yeah. We need to make his vacation miserable next time he does that. We
certainly don't want to lose Kenny, but highly respect the service he has provided and at
some point he will retire. We know that.
Bird: He's getting at that age.
Niemeyer: Yeah. So, when we replace his position it will also be with investigation duties.
Right now we only have one --
Bird: What truck are you bringing on board?
Niemeyer: An F-150.
Bird: F-150, not the 350?
Niemeyer: No. F-150 off the state grid. With a shelf that -- the equipment they do need
to get.
Bird: What kind of a cost do you have in it?
Niemeyer: Twenty-eight seven.
Bird: Twenty-seven thousand. I see what's in there, but what does it really actually come
out?
Niemeyer: That was with the additions of the shell. We are not putting light bars into
them, we are not putting sirens into them. So, the twenty-eight -- twenty-seven eight -- I'm
sorry -- before you is the total with the equipment we need to put in them. The shell and
the slide --
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Bird: And we are going to have a long enough bed to put an eight foot ladder in there
without --
Niemeyer: Yeah.
Bird: -- sticking out.
Niemeyer: Yeah.
Milam: But, realistically, only one pickup truck at this time, is that --
Niemeyer: Right now we have one investigator. If Kenny retires in six months and we
replace him it will be with an inspector/slash investigator, so we will have the same need.
And maybe Parry could chime in more. That ladder is also used in our inspections as well
when they go into stand up and look at signs above the doorways, that sort of thing.
Palmer: And he also carries -- needs to carry brooms and shovels for digging out fire
stains and buckets to carry debris out and things like that that certainly is more difficult to
carry in the back of a passenger vehicle.
Bird: I don't have any problems with the -- with it, but I certainly don't want to be paying
40, 45 thousand dollars.
Niemeyer: Yeah. They will be half tons.
Bird: These two that you have got, I don't know what the mileage is on it or anything like
that -- let's -- instead of giving it away to somebody let's sell the things, put the money
back in revenue.
Niemeyer: Okay.
Bird: I would even be --
Kilchenmann: What?
Rountree: Fire truck fund?
De Weerd: Everyone looks forward to the -- especially the departments that don't get
anything.
Bird: Yeah. And we got a bunch of them sitting out here that never get drove.
Borton: Are they going to somebody?
De Weerd: Usually when any vehicle leaves one department the -- the motor pool or --
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Bird: Give 015 to the Mayor.
De Weerd: -- or the Parks Department gets --
Niemeyer: That was Chief Anderson --
Burton: But not in lieu of --
Kilchenmann: We are trying to move away from that, though, because we don't want to
keep a lot of junk around.
Bird: Just sell them. Put the money in the truck fund.
Borton: It's case by case, but this one -- 05 with 70,000 miles.
De Weerd: Well -- and it's a bigger vehicle, so it's probably --
Borton: I mean it's not like --
Milam: It's not a leader.
Borton: Yeah.
Milam: Not a junker.
Niemeyer: It's in pretty rough shape. The interior is -- I mean keep in mind for about ten
years that responded as an emergency command response vehicle. It is pretty worn out
inside.
De Weerd: I bet it's still better than what Steve uses.
Kilchenmann: Steve is cringing over there.
Borton: So, real quick, Stacy. Genesis' question was one inspector -- you only need one
now, but you're going to need two in the foreseeable future.
Niemeyer: Well -- and, Parry, you can answer this better. Do the inspectors also have
the ladders? Does Kenny have a ladder and a need?
Palmer: Kenny doesn't currently have a ladder. If he had one he would certainly use it. I
mean -- one of the things Joe -- that we are doing now that we haven't really done in the
past is check hood systems in the restaurants and a lot of times that requires a ladder to
be able to get up and actually look behind the -- the filters. Joe does that on a regular
basis and we are trying to do that more, so -- I mean a ladder would be beneficial to that
extent. So, right now Joe's doing primarily the restaurants, because he has the ladder.
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Zaremba: So, something in consideration is a pickup truck with a shell really the right
thing? There is a -- I think it's called a utility truck that actually has cabinets around it and
you can put ladders on the top of them -- you know, if they are carrying all the stuff you're
saying do they want different compartments that --
Palmer: He had just a four foot ladder that he carries now --
Zaremba: Yeah.
Palmer: And there is really not a need for -- I mean if we need something taller than that
we generally call an engine company and that means that we are getting on the roof or
something.
Zaremba: Why are we on a four foot ladder with all the stuff he carries? Wouldn't you
want that in cabinets instead of floating around in the back?
Palmer: A four foot ladder -- I have cleaned a lot of those and I'm --
Niemeyer: I think the pickup is the best option and it's the cheapest option. The F-150 off
the state bid is far cheaper than --
De Weerd: Okay. Can we focus here. We have a lot of things -- Dean, I'm sorry, but I'm
doing the best I can.
Borton: He's typing blah, blah, blah.
De Weerd: He's hoping the tape will help him out there. Okay. Any other questions
about the first department at this point? Okay.
Niemeyer: Thank you.
De Weerd: Thank you.
Niemeyer: Sorry it went a little longer.
De Weerd: HR.
Perkins: If you aren't sick of me yet you soon will be, because I -- are we ready? Short
and sweet again. Simple department, simple needs. Simple people. No. Simple person.
So, this is the request for my own department, as separate from the previous conversation
that we had and I have really only two things that I'm requesting this year and the first one
is to continue to enhance and add to our existing human resources management system.
As you may remember from last year we added a benefit module and -- which is really
helping us will be seen by the masses as we do open enrollment coming up, because it --
there is an employee access self service kind of piece and, then, this -- what is really
helping is that it is now providing the enrollment information directly -- as a direct feed to
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our vendors. Far superior to the faxing that we have done for years. So, this is a
recruiting module and the recruiting activity is really the first opportunity that potential
employee have to the city and to date, as with most other things, our processes are very
labor intensive and they are very paper intensive and this recruiting module will not only
make it easier for us in HR to reduce errors and to move candidates through the process,
but it will improve the candidate experience because it's -- it's just a more seamless entry
into our system. Once they are hired they will just go right into -- because it's already --
they are already entered into the system, so you -- you know, change it from an applicant
to an employee when you hire them, so it's not double duty entry. It allows the employee
-- or the potential employee to create a profile, which is what most recruiting systems are
now, they will put a profile in there, which is sort of akin to a resume that they then can
attach to numerous job openings. Right now if you apply for a job, if there is two or three
jobs you want to apply for, you have to do a complete application for every -- each job,
unless we get manual intervention from IT.
De Weerd: That's better.
Perkins: Yeah. And it will allow a manager to pull their own applications. So, what we do
right now is that we print off in the morning -- HR prints off all of the applications to all of
the different positions. Sometimes that's just a couple, sometimes that could be a
hundred. That's a lot of paper. And so this will give the manager -- the hiring manager
access to viewing those applications. If they want to print them they can. If they don't
want to print them they can simply view them electronically. So, it is going to save us
money in paper and time. It's a lot more quick for the manager, because they don't have
to wait for us to bring them the physical application and it just will improve the overall
accuracy, efficiency for all concerned. The costs are on the third slide, so first one on the
next page. There is a one-time expense of 28,757 dollars. The best number I have it may
be slightly higher than that, because they were looking at the pricing of that, but that was
accurate at the time that I got the -- got the number. And, then, there will be ongoing
expenses in terms of maintenance to this module that will be budgeted, you know, for
updates and all of that kind of stuff at about 2,800 a year.
Bird: Patty?
Perkins: Yes, sir.
Bird: Do you have a yearly license fee or is this --
Perkins: That's what that 2,800 --
Bird: What's what I thought it was. That's -- okay.
Cavener: Could you explain what sort of impact -- what's going to cause the price to
change potentially?
Perkins: It's just their own -- they were reviewing the pricing of all of their --
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Cavener: The vendor is potentially increasing their --
Perkins: Yes.
Cavener: -- price on the product that was --
Perkins: Right. Right. At the -- and they let me know that they give me a preliminary --
this is what the pricing is right now, but we may have a price increase and I think we tried
to factor some money into this anticipating -- because I think they said it was going to be
about a four percent increase or something like that. And I think we tried to factor that in.
Cavener: Is the price based on --
Perkins: It's a flat rate for the module and it has nothing to do with employee size. It's just
a flat rate and all their -- some of the others were -- the first one that we did the
messenger and benefit thing had to do with employee size. This one is just a flat rate and
the maintenance is a flat rate and the support that they give during the installation is a flat
rate and it isn't relative to any --
Milam: So, the configuration and the training portion --
Perkins: Uh-huh.
Milam: And who are they training?
Perkins: Us. Us. HR and --
Milam: HR.
Perkins: Yeah. How to use it and, then, we will probably train the managers.
Cavener: Okay. Do they send a demo or anything that a manager will be able to look at
or --
Perkins: Not at this point. And, really, the reason we didn't do that is because we didn't
look at a lot of other vendors on -- because we were trying to stay with our existing
system. Other vendors would need a workaround or something to mesh the systems
together and really what we were trying to do is to do an employee life cycle with the
system, so that we were not using, you know, kind of bridges and -- there is a technical
term for all this stuff, which I'm not into, but, you know, really the things that they -- that IT
has to do to make the systems talk.
Cavener: You can do it and they will be able to support it.
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Perkins: Uh-huh. Yes. They have been involved from the beginning on this. And, then,
the last thing that I'm asking is a projector for PowerPoint to be installed in -- to be
mounted on the ceiling. It's very similar to what is in the Finance conference room, but we
want to do this in the HR training room, which is Bill Nary's old office. We have some
training tables in there and chairs and we have a nice white board, but if you -- but we do
not have a good place -- first of all, we have to get a loaner projector from IT and we have
a lot of -- it's a very busy training room anymore. We do all of our orientations in there.
We do the wellness committee meetings are in there a lot of the time, Not always, but --
we have lots of meetings there, because it's a little bigger than our conference room and
it's more comfortable seating for certain -- certain types of things and can be configured
differently because of the nature of the tables. And if we use the projector on one of the
tables we take up at least one or two spaces and it's not that big a training room. So, to --
if we get this mounted on the ceiling it will be -- it will increase the usability of the room
and, then, the options right now that we have for projection is onto a white board and if
you have ever had a PowerPoint projected onto a white board there is a horrendous glare
that reflects back and so that makes that difficult. We could angle it to a wall and that's
certainly possible, but, again, we -- it doesn't fit the configuration of the room and it
-- it is kind of on the wrong --
Bird: Buy you a white sheet.
Perkins: You know, I actually put up poster paper. I thought, well, maybe this will work.
No. That's not going to work. It's got all the lines and everything in there. I know -- well,
we do, but it's really -- it's -- it's hard on the eyes. So, we are not doing the real fancy
electronic controls or anything and this is a remote control. It's very -- it's very low tech as
far as this thing goes, but it would be extremely -- it would really improve the usability of
that room and we could have a little bigger crowd in there, because we would not have to
use up spaces for -- for the projector. So, that is an estimate of 2,600 dollars.
Zaremba: Is there a sound system with that?
Perkins: No. No. Not necessary. You know, if we had -- it's a small enough room that if
we needed sound we could do that from a laptop, generally speaking, so -- so it's pretty
minimal, but it would really -- really help the usability and, then, we wouldn't have to
always rely on IT's projector, so -- we are a heavy user of that. And that's all I have. I
saved my time for Steve Siddoway for his presentation.
De Weerd: Is there any questions?
Bird: I have none.
Perkins: Thank you.
De Weerd: So, we stand between you and lunch. This is under the Mayor's office and
other government, because primarily these are under Kaycee who is coming out and she's
got a 30 slide PowerPoint presentation for you. I'm kidding.
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Rountree: Good luck.
De Weerd: I'm going to let Kaycee go through her PowerPoint, because I just saw it and I
see that the first item is under other government and it's item number two, so you might
turn to other government request number two, because our communications manager
does fall under other government, but the second request falls under the Mayor's office.
So, we will have you flipping back and forth.
Emery: Good morning.
De Weerd: Good morning.
Emery: Madam Mayor, Members of Council. So, do you want me to present this then?
De Weerd: Yes.
Emery: Okay. All right. So, right now -- I feel like I have been communicating a lot about
communication to you guys lately. But today we are going to talk about communication
budget enhancements. Communication is critical when it comes to customer service that
we spoke about -- I think last week at Council meeting. According to -- this is really
interesting. According to the 2014 City of Meridian citizen survey the residents listed
communication as the fourth priority for investment and one of the top items -- six overall
that should receive the most emphasis from city leaders over the next few years. That
really speaks to me that our citizens are saying they really value our communication to
them that high. Communication was also listed as an area of high importance for
opportunities for improvement. So, based on that we looked a little further into the survey,
which I will go over in a second. But the first enhancement we are discussing is the utility
billing insert. So, this would be City of Meridian news update. The addition of a quarterly
insert put together by the communications manager and myself, with city news in the
event update for residents. This enhancement covers the cost of paper, copies, and
postage needed to add the additional insert. The updates will be four pages, with color
prints on the front and back and, then, black and white print used on the inside pages.
And we plan to distribute these in January, April, July and October. The first insert would
go out October of 2015. The total cost is 10,300 dollars and that's funded by the General
Fund. So, the big question when you go over all of this is the why. So, if you go to the
next page, the why is due to the wide ranging demographics of our city, which we actually
did talk about last week. We need to communicate to citizens in a variety of ways. The
city's communications plan designates utility bills as one way to reach a majority of
citizens and, then, this is the real key here is the citizens have identified this as a way they
want to receive communication. So, this is -- I see this as a communication need to better
serve our community. Results from the city survey indicated our citizens want to see
communications bolstered and the majority -- 56 percent said they currently get Meridian
information via flyers and utility bills. This is why we think it is very important to add a
quarterly update to the utility bills in order to better connect with the citizens. So, that's the
first one and that one is in the Other Government.
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Simison: And if I could just clarify one thing, just -- we actually chose those dates working
with Finance, because it doesn't create an increase in postage to put into the utility billing
inserts. So, while it doesn't cover postage, that's because there is no increase to postage.
Milam: I was going to ask a question about postage. Because I'm hearing there is
postage, so -- there is an increase?
Simison: It's not -- it won't increase the cost to the inserts. So, we are putting it into the
utility billing insert on months that they don't currently already have newsletters. It's not
increasing the overall cost to send those out.
Cavener: That's postage related to the --
Perkins: Twenty-four hundred dollars.
Simison: Twenty-four hundred for postage. Is that similar --
Milam: So, is it --
Rountree: Is MUBS going to pay for it or are you going to pay for it?
Kilchenmann: No. They will pay -- the General Fund has to pay for it.
Bird: Come on, Stace.
De Weerd: Oh, that's why it's in there.
Bird: I don't see anything wrong with leaving it in there.
Simison: Yeah. I will get back -- we had it on there.
Milam: So, on there I'm assuming you will have other ways definitely -- you know,
somewhere where they can get online and get a weekly -- you know, let them know, hey,
we have a weekly update if you want to get those. We have e-mail. A lot of people just
don't know that's available and, you know, once we reach them maybe via the utility bill,
they opt in for some online, you know, e-mail or other kinds of communication.
De Weerd: And Kaycee is really good at using the city news or even social media to -- to
connect people where we would like them to connect to and I'm sure we will connect to
the website and always put down there the different other --
Perkins: It definitely gives us another avenue where we can promote ourselves and -- any
by promote ourselves I mean where we can get to the citizens where they can with us.
De Weerd: Where they feel most comfortable in getting their information.
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Bird: I wish, Kaycee, that you and Tammy could just -- we get -- and I love it. Every
department has a newsletter that we get on e-mail. I wish we could coordinate it and just
come out with one nice big deal and maybe on this quarterly thing where we cover all
those different newsletters, you know --
Milam: Have each department put in their --
Bird: Yeah. The police has it -- the police I don't think sends out. HR has their nice one
that we get in the e-mail.
De Weerd: That's --
Bird: Parks has it. Of course we get the city one. Update. If we could combine them and
all come out, so that we are looking -- you know, we are looking at everything at the same
time.
De Weerd: Well -- and I would just say Community Development Dashboard is internal.
Bird: Well, I like that.
De Weerd: It's not an external publication.
Bird: No.
De Weerd: And so is the -- the HR. That's an internal document.
Bird: HR is not external? Okay. Just parks and you guys?
De Weerd: Uh-huh.
Bird: Okay.
De Weerd: And parks -- we have an RSS speed on our website, so people can go in and
specifically sign up for the things they are interested in and that doesn't mean that we
can't take whatever Parks puts out and wrap it into the city news or link it. That was via
e-mail, but on this certainly take pieces from it. How often do you do --
Simison: Ours is an annual report.
De Weerd: That’s what I thought.
Simison: In December every year.
De Weerd: Okay.
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Simison: So, we just do it once a year.
De Weerd: Yeah. And Public Works and Fire has an annual -- so, we will try and wrap
everything together and what is pertinent Kaycee will make sure it's in the quarterly
newsletter, because, really, the overall goal is to -- to find methods to better reach people
and we did see that there are different strokes for different folks, different medias that
speak to people and how they get their news and while we can't affect the late night
shows where I do think people get a lot of their news, I -- this is -- this is where people say
they go to the most and would like to see more information. We do utilize the -- the line
that you can put on the bill, but people really don't see that. So, this -- this is kind of the
quarterly reach that we can have the biggest bang for our buck.
Cavener: Jaycee, what's your part of this leadership and how are you going to track that?
Emery: Good question. Well, I have learned that with our new billing system that's
coming out that we will be able to have -- well, first of all, what I have been told is it's going
to be easier for people to see those inserts, for people like me that don't -- I don't get my
bills mailed to me, I do it all online, so for people like me it's going to be easier to access
those and, then, next I need to look into how we grab those analytics from the online
version. But as far as readership I think that's -- we are going to have to learn as we go
on that one. And the city survey is what Robert had mentioned.
De Weerd: And that's a -- yeah.
Emery: We almost have to wait until our next city survey to figure out if people are
receiving the information that way.
De Weerd: We have benchmarks via the city survey and so the goal would be at the next
city survey that they are acknowledging the enhanced communication and that's going to
be through multiple outreaches. It's going to be too difficult -- well, I guess we could make
up a question. Do you read your insert in your utility bill.
Cavener: Well, I think people think they do or people think they don't, but maybe they are.
Or maybe they are not. So, maybe some mock site if the call to action was in that, go to
this website and that's the only way we can promote it to be able to track. So, how many
people are reading and what are they motivated to do once they get that information. Do
we really think people are reading it.
Emery: Yeah. That's a good idea.
De Weerd: And I think that Councilman Rountree really asked that when Kaycee did her
report on, you know, what are the benchmarks and how are we going to see that these
efforts are making a difference and Kaycee is trying to get her arms around that using the
tools that we already have and, then, looking at new tools and seeing how -- how those --
those work. We can see a number of clicks how long someone stays on a page and we
can see those increases, which means people are coming to the source and they are
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spending more time, they are reading what we are putting out there, but there needs to be
better ways of measuring that as well.
Cavener: Kaycee, you presented -- you say you do those things. This is -- this is what we
are hoping to achieve. This is our goal. Do you have a goal for this?
Emery: I think the goal is -- with the city survey I would like to see -- I don't -- I don't want
people -- I want people to list something as communication means a lot to them, but I
don't want to be on the most improved list again, that we need to -- that's our most
improved -- or needs improvement. I would like to not be on that list anymore and it does
help that I'm a Meridian resident, so I see kind of how I get my information and I get it in a
lot of different avenues. So, as a Meridian resident I was really excited to think about this
and think about just one more way to get it and I'm intrigued by the new utility billing
system and how this is going to come across and users that way as well. But I think there
is a lot of things we can learn and part of that is the analytics we are going to get online
versus how we are going to track it from a resident standpoint and so my hope is to not be
the most improved on the next needs most improvement --
De Weerd: That would be the most improved.
Emery: Most improved. Yes. The most valuable player in the next citizen survey.
Simison: And if I can just clarify. I have been racking my brain, because I didn't have my
notes in front of me. The postages for the folding and inserting --
Rountree: Inserting.
Simison: -- is the thing that's caused by our provider. So, it's not increasing the postage
to mail --
De Weerd: The handling.
Simison: The handling.
Bird: It's the handling of it.
Rountree: It's the stuffing.
De Weerd: Okay. This next enhancement is under the Mayor's Office and it's the only
enhancement under the section.
Emery: All right. So, this is the video production intern hour increase. This money would
allow us to pay our video production intern for more hours to collect B-rolls -- that's video
footage -- around town and at community events on top of the daily tasks required of the
intern. So, when this would occur it's through the year and the total cost is 1,100 dollars
and funded by the General Fund. So, again, the big question is why. Our video library
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has become dated. Most of the shots we have are from five years ago or older and we
need to bolster our B-roll inventory, rather than hiring out a production company, which
can cost upward of 100 dollars or more per hour, this would enable us to use our video
production intern for more hours to collect footage around town and at community events
on top of the current tasks the intern performs. Having a good updated video library can
save a lot of time and money on future productions, especially when we get those last
minute requests for video, if we already have video of events in our B-roll library that we
can access it makes it a lot easier for us to put together videos quickly if we need to. And
this request aligns with the city's communication plan to reach numerous demographics
through different mediums, such as video. This is an efficient and would be a money
saving for the -- for the city in having the robust video library.
Bird: Kaycee --
Milam: I think it's a great idea. I'm sorry, Keith.
Bird: Go ahead. Go ahead.
Milam: In this -- do you estimate how many videos or how many hours is --
Simison: We estimate that two additional hours a week for the individual. So, not every
week you're going to have two hours, but some weeks you're going to have five and
seven and -- depending upon if you want to go out and do Cable One Movie Night or --
but that's what is anticipated another two hours a week.
De Weerd: And it also allows us to get year around video footage. When you hire an
outfit you get that -- that point in time and, you know, we have a dynamic community that
-- that has year around events that this intern can capture and we were very -- we were
very spoiled with our intern this last year, but next year is going to spoil us again with the
new intern in that position. We are excited to see -- see what they create as well.
Emery: We just hired a new intern, actually, for next year and he starts June 29th and
from what Ellen has told me she learns from him and she was the past intern, so he's very
-- he's very skilled. He wants to be in film production. So, that made me excited even
more about this and even like, for example, this weekend when we have Dairy Days,
Concerts On Broadway --
De Weerd: The Wing Off.
Emery: -- and the Wing Off and we have Movie Night on Friday night, that would be -- this
would be a weekend where I might -- may not have used the two hours the last month, so
I would have -- where I just send him out to get this video of these events and, then, we
would have these events not from five or six or seven years ago, but more current.
De Weerd: Any questions on this one?
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Milam: And when does he start?
Emery: June 29th.
De Weerd: If there are no other questions we will just --
Zaremba: Madam Mayor?
De Weerd: Oh, I'm sorry.
Zaremba: We have a thousand dollars, plus 77, plus 24 dollars, that adds up to 1,101, not
1,100.
De Weerd: Well, they rounded it.
Bird: Robert rounded it off.
Simison: We only asked for 1,000 dollars --
De Weerd: I'm not going to throw you under the bus. Okay. You guys are good to go.
Emery: Okay. All right. Thanks.
De Weerd: I will invite you to turn back to Other Government. These -- these are all items
that you have already seen and/or discussed with Meridian Arts -- oh, good. There is
Hillary.
Kilchenmann: The Finance Department being way on top of the budget forgot to tell our
employee to come and present her budget enhancement.
De Weerd: So, before we do move on, last night we had a discussion with the MDC in
looking at the PBS lighter, quicker, cheaper recommendation. Councilman Rountree
mentioned grants that would help with the lighter, quicker, cheaper and as we discussed
that and hoped that whatever the city is willing to do MDC matches, I thought, oh, well,
this is a new enhancement to consider during this budget session. So, I don't know where
you would want to plug it, under Other Government, the Mayor's office or City Council, but
just keep that in mind. We are also -- because we have a grant for Blue Cross for the
youth farmers market, we need to do an event this year and we are looking at probably
bringing a budget enhancement -- budget amendment of a thousand dollars to Council to
cover the insurance and that would be an umbrella insurance that would need to be done
next year, but next year to look at that expense under the grant would work well if it fits I
the lighter, quicker, cheaper. So, I appreciated Councilman Rountree's suggestion last
night, because as we look to become that to the designation for our downtown, while we
can look at volunteers, they -- they are not going to really do out of pocket to get it going,
but we can see this year how it goes and -- and what the net outcome is and if it's worth
doing the previous year, but think in terms of what you want that grant amount to be,
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because that will set the tone for what we would ask MDC to match as well. But I just
wanted to give you a heads up on the farmers market for this year. In order to receive the
grant we do have to do one event. It seems like a waste to have to do an umbrella
insurance policy that would cover a whole season just for one event, but we do think we
can find sponsorships, we just need that assurance for the insurance in order to move
forward and we will save that for next week on the agenda, but just a heads up. Okay.
Hillary.
Bodnar: And I don't -- I'm assuming that MAC would probably end up being as a player in
the -- in those projects for public spaces things as well.
De Weerd: Good. Love hearing that.
Bodnar: Our first enhancement is for public art at Fairview and Main. This is the
agreement that City Council and MDC already entered -- I believe it was in April --
confirming that MDC is willing to contribute 40,000 dollars for public art. So, this
enhancement is to request the spending authority for up to 40,000 dollars to be
reimbursed by MDC and, essentially, we would receive invoices from the artist -- the
selected artist and, then, we would invoice MDC to reimburse us. Do you need further
explanation?
Bird: Is that going to cover -- is 40,000 going to cover that?
Bodnar: Yeah. All of the -- all of the -- all or the proposed that were submitted were
submitted under that requirement, but it's the 40,000 dollars is the maximum budget. So,
if there was any artist expense over 40,000 the artist would only -- they would eat that
cost. So, just 40,000 dollars would have to come before you again. And the next
enhancement from MAC is the Meridian Art in Public Spaces ordinance that was also
approved earlier in the year. MAC is requesting spending authority of 45,655 dollars
derived from the -- the General Fund in accordance with the MAC ordinance. This will be
coming to City Council into the budget every year for us to request. And at the moment
there is no -- we don't have a project in mind for that money, but I'm assuming that once
it's approved that we could get going on looking at what we would want, where we want it,
if we need it to be in Parks or if Parks has any needs. I know they have a lot of projects
that MAC could probably lend a hand in, so it could go to the parks or --
Milam: But it does need to be spent --
Bodnar: And it does need to be spent --
Simison: What we presented to you in theory would be spent next year, but may not do a
larger project.
Bodnar: Any art questions?
Kilchenmann: Do you want to do the participatory government, Mr. Borton?
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Borton: Kind of went through this two months ago. This is -- so, it's the last update we all
got. Candace and Todd participated in taking the lead. The MYAC crew at the end of
their spring season, so to speak, did kind of a mock demo of the general idea to kind of
whet their appetite on it. Had tremendous interest and what was a clever result that we
didn't anticipate from it is the new leadership that was elected knows about the process
and it's going to be that leadership team which engages and drives the process through
the following winter, the development of how the ballot is generated and how the voting is
done, et cetera, et cetera. The details that we talked about before. So, they now have
kids that are specifically attune to what we are trying to do and why we are trying to do it
and the unique opportunity that it presents and also all of the performance indicators that
we are going to want to see as they go through the process to see if it's successful or not
-- is a success or not. So, this is -- provides the sideboards for them, among others, to let
that process go forward.
De Weerd: Questions?
Cavener: Joe, coming out of the planning meeting is the dollar amount appropriate? Is it
too high?
Borton: We didn't -- yeah. We didn't get into the details of the amount, it was more what
our Council would be comfortable with, keeping it, you know, big enough to do something,
but small enough to really keep some controls on it. A lot of the outcomes that we intend
to see is if the structure works, not so much that we at first crack at it build or design or do
something that is grand and expensive, but, really, if we can establish a model that makes
us comfortable to then say with this model we may want to allow a more sizeable amount
to be funded, because we understand the structure of the process and the control group
that might be the voting population. Until we go through that to see what works and what
doesn't, we want to keep it relatively small. What they went through we didn't give them
those parameters, it was more we gave them really in the democratic process of budgets.
Cavener: So, the success is really based on the completion of the process, not
necessarily the selecting of a project?
De Weerd: No. I think it's both.
Borton: I think it's both. I think it's going to be both. The idea, the hope this truly does
become a successful model and it gets funded to a larger extent because of the structure
is successful and measurable, then you're going to see greater projects funded and
literally see within your city, you know, those direct benefits. This first project might not be
as tangible as hopefully successful future ones will be.
De Weerd: But I think it will be tangible on the youth side or any other special interest
group, which next year if this process is -- has the outcomes that are expected, we have
the senior advisory group now, too, so -- or board, because we don't want to be SEG, we
want to be SAV. They are a logical group to lead an effort on the senior side of things.
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But I think to the youth -- in the youth and perhaps the seniors, to see an outcome that
you participated in, we hope that that really reengages the citizens in the budget process
and you get more participation and, again, more eyes on what we are trying to do.
Anything further on that? The last thing standing between you and lunch is Austin. I had
to say that last part. We are certainly at the heals of the presentation that Austin gave
yesterday and so he gave us a lot of context for this discussion.
Petersen: Yeah. So, we will keep this short. This is an enhancement for 50,000 dollars
for new street lighting equipment and supplies. This -- these funds will be used to light
unlit residential streets, intersections particularly, and those are prioritized based on their
location with safe routes to school and bus stop and high crime areas, as well as areas --
intersections that residents have called in about and have requested lighting and I have
got a list of those that have been prioritized and I will work on that and these funds will
also be used to pay the 7.3 percent local match for installing continuous lighting on the
Franklin, Black Cat to Ten Mile project.
Stewart: And what you have in front of you there is a picture of the same intersection
taken before the lighting project and, then, after the lighting project and as you can see
you can't even really see the intersection before and now it's completely visible.
Petersen: Right. And this is just on Linder north of Cherry. I will show you a different
picture of this last night as well.
Milam: So, how many does it cover?
Petersen: How many street lights? Well, that depends largely on what we have to do to
get -- to get electricity to the lights and in a lot of cases that's the expense of the actual
light pole itself, so we will have to see. Normally for a light at an intersection, just a
normal residential light, you're looking at about 5,000 dollars for it to be installed.
De Weerd: So, Austin, can you -- can you explain to Council the process you go through.
Do you work with a group on where these dollars are -- are best spent?
Petersen: Mostly so far I have gone through the list of -- well, previously Tim had a list of
projects that he had prioritized and I have been going off of that and working with Warren
and the other engineers in the group just to, you know, say this is what we want to do this
year and we go through that process and figure that out and bid out the project and
depending on the funds available we install the lights, but I don't know if we have actually
necessarily formalized a process with any other group.
De Weerd: Well, I guess I knew the Tim approach where they worked with our community
development and the police department to really identify those areas as Austin explained
last night on the crime, on, you know, pedestrian safety and some of those aspects to get
feedback from the other departments and really the boots on the ground on where they
are most needed.
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Stewart: I think a few years ago when the City Council first approved the 50,000 dollar
budget for the addition of street lighting two of the things that we heard from you was that
you would -- or were willing to support this as long as we were taking into account working
with our police department to identify areas from a crime standpoint or from a safety
standpoint that needed to be addressed and also to focus on those areas that were
around schools and walking routes to schools and so forth. So, the initial prioritization of
those projects was we did consult the -- the police department and talk to them.
Thankfully there is not a lot of crime driven need for these kind of things, but certainly
there is a safety driven need from the standpoint of kids going to school -- especially in the
wintertime when it's dark and there is some -- some need associated with that. So, a lot
of the projects that had been identified and were identified we are still working on those.
Fifty thousand dollars, as grateful as we are for that, doesn't provide a tremendous
amount of funding for getting out and getting all these projects done all at once. It's a slow
process, but we are making steady and constant improvements and we will continue to do
so. Some of them are actually driven by comments and things that we hear from citizens.
Citizens will call and say, hey, what -- why aren't there any streetlights in this particular
area, you know. We walk that area. We -- our kids to go school that way and so we look
at those as well.
Bird: You know --
Zaremba: What's the implementation, that we hire a contractor or do we pass this money
to ACHD to do it?
Petersen: We hire a contractor directly.
De Weerd: Okay. Any other questions on this?
Bird: Yeah. I do. I got a statement. I like doing the intersections, but also I think for
safety reasons, as I stated last night, we need to go down the block. We had -- and
thanks to Tammy and I we -- 8th Street was horrible, no lights, no sidewalks. Well, we got
both. And our kids -- now the kids from all over that area can walk to the middle school in
safety. And you're right, Warren, half the year they are walking in the dark and now they
are -- now we are lit up and I don't know -- we put the lights in, if I remember right --
Stewart: That's correct.
Bird: We put the lights in and I can tell you it's the safest, best investment we have done,
in my opinion, and so I hope the -- while the intersections are great, let's also see if we
can't -- because there is a lot of dark areas around for these young kids -- particularly
around elementary schools that have to walk to school.
De Weerd: Warren, could we maybe ask you to come back at one of the Council
workshops and give an overview over the last three years where lighting has been added
because of the streetlight program? I think it's been funded at 75,000 --
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Borton: Fifty.
De Weerd: Was it --
Borton: It's always been fifty.
De Weerd: Has it always been fifty?
Bird: Yes.
De Weerd: I thought it was 75. Well, maybe I'm --
Stewart: Well, we are open to that.
De Weerd: But if you could show those, you know, those dollars at work and where they
have gone and kind of the light canopy how that enhanced that area.
Stewart: Yeah. We could do that.
Petersen: And some of the funds in previous years have been used for design. Like last
year we talked about lighting the frontage of Settlers Park with the Ustick Road project
coming up. So, we took some of this money for the design of that project to include it with
the ACHD project and that would, of course, be installed in the future, the same with this
Franklin, Black Cat to Ten Mile project, some of the funds from last year were used for
that design and these lights will be installed soon for continuous lighting all the way along
that mile and the whole intersection improvement. The main reason for looking at some of
these intersections is Tim prioritized the list and I also went through and looked at it for
intersections that are in subdivisions that already have lighting, but in these subdivisions
there is a lot of intersections in areas that are lit, but there is just for some reason a few
intersections where a light wasn't installed and in many of these places I have gotten calls
from citizens who were concerned and said, hey, there is no light at the intersection, it's
hard to see and that's one of the ways it's been prioritized.
De Weerd: Okay. I guess you probably need a -- a break before we go into our lunch and
Executive Session, so I would propose maybe coming back at 12:30 to have a motion to
adjourn into Executive Session and you can eat now or eat then, but -- does that sound
reasonable? Give you 15 minutes. Okay. Well, I would entertain a motion to adjourn into
Executive Session.
Bird: Madam Mayor?
De Weerd: Mr. Bird.
Bird: I move we go into Executive Session as per Idaho State Code 67-2345(1)(b).
Milam: Second.
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De Weerd: No. D.
Rountree: D.
Bird: Oh. Because we have had some information come up during the budget hearings
that we need to discuss. D. E. I'm sorry.
De Weerd: Okay. And second agrees? Whoever seconded --
Milam: We both did.
De Weerd: Okay. They both agreed. Madam Clerk, will you call roll.
Roll Call: Rountree, yea; Bird, yea; Zaremba, yea; Borton, yea; Milam, yea; Cavener, yea.
De Weerd: Thank you.
MOTION CARRIED: ALL AYES.
(Executive Session: 12:15 p.m. to 1:15 p.m.)
De Weerd: I would entertain a motion to come out of Executive Session.
Bird: So moved.
Rountree: Second.
De Weerd: All those in favor say aye. All ayes.
MOTION CARRIED: FIVE AYES. ONE ABSENT.
De Weerd: Let it be noted that Mr. Cavener is not here at this moment. Well, I will turn
this over to Mr. Siddoway and the Parks Department.
Siddoway: And I will turn it over the Mrs. Kilchenmann.
De Weerd: Oh. Sorry.
Kilchenmann: Yes. We had a consultant who had reviewed our summary and came up
with some excellent ideas on the presentation, so I want to call your attention to your new
summary on the back where we add up how much money we have left or don't have left
and where we use the fund balance, that we have the effect --
De Weerd: On the back of what?
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Kilchenmann: Of your summary. That we have -- the only one that's using impact fees is
Parks. So, it shows the impact of using impact fees or the impact on the fund balance for
everybody.
Borton: This was the one that Todd had left on his own --
Kilchenmann: Yeah.
Borton: You passed it out this morning and I don't --
De Weerd: Let the record note that Mr. Cavener is here.
Kilchenmann: So -- and I'm sure it's -- as Steve goes through he will identify --
Siddoway: I will identify the ones that we are using. Ready? Okay. All right. Well, we
have 15 enhancements and five replacements, so 20 items in 40 minutes, that give me
two minutes apiece, so we will keep this thing moving and we have lots to share. Actually,
the first one is a reclassification that I think was just covered by HR, so I'm going to jump
right to Hillsdale Park. If the slide is up you should have copies of the slide presentation in
front of you. Still Hillsdale Park is the park property that's adjacent to the south Meridian
YMCA, school project. The annexation of this property was in front of Council last night. I
think you're familiar with where the project is. This project is one, like Stacy was just
saying, that is primarily impact fees. The vast majority of the enhancements is -- are the
construction dollars that are in the impact fees, 1.37 million is -- are impact fee dollars.
The balance in part-time seasonal wages, operating expenses, and, then, some
equipment are -- make up the balance of that request. This is a site that is to be donated.
The land is coming through a donation from Marty Hill and Dixie Cook. Actually, a portion
of this park actually also comes from Brighton Corporation. The total size is ten acres and
we -- as you know, we kicked off the design project, so this number is not based on a cost
estimate from already having construction docs in hand. This is a cost estimate based on
Rita's multipliers times the number of acres that we anticipate having and we will spend
what we need and the rest will go back into the impact fee account, so -- any questions
about Hillsdale Park?
De Weerd: I think we have heard a lot about it.
Siddoway: Okay. You have two number threes. We have got a 3-A and a 3-B that are
both tied together. They are both related to the field house. The first one is titled
recreation field house development and this is the capital dollars that are needed or
intended to purchase or build the -- the field house. We have been planning for a year
and saving towards a four million field house fund. Previous years Council has approved
allocation toward the recreation field house fund. The amount that is before you today is
the 2.75 million that is the balance needed, in addition to the 1.25 that we already have in
the bank, to get us to the four million dollars that we have been planning for. So, this is
the capital dollars, looking at the field house for an indoor basketball court, the volleyball
courts, classroom space for other multi-use activities and 22 percent of the cost of the
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field house is eligible for impact fees. So, the -- this one is divided between the fund
balance and impact fees and I think that's it, so -- questions about that?
De Weerd: No.
Siddoway: Okay. So, this one could be included, but it was separated just to make sure
things were in front of you and above board as far as future costs, because while we don't
expect the field house development to have staffing and operation costs in the FY-16
fiscal year, you will look -- if you look at the field house, how -- the operations
enhancement, it shows the anticipated operational cost based on the draft pro forma that
we have done and I know we are still fine tuning that and I will just say in the interest of
time and knowing that there is a lot of moving parts with this one, that I think this one
deserves its own department report at an upcoming Council hearing between the two
budget hearings. So, I know that there are a lot of moving parts with this one, but what
this one does for us is it gives us some initial funds for some capital outlay if we need to
do some tenant improvements for classroom space, signage on the building, equipment or
any repairs and, then, it identifies future staffing and operational needs. So --
Bird: Steve, do you feel that -- that with the land fee schedule with Hillsdale with the
agreement that we are probably going to have in place, do you believe that this money is
going to be -- or all this money is going to be needed in 2016?
Siddoway: Capital, yes. Operation and staffing, no.
Bird: That's --
Siddoway: I think that's more of a '17. We were trying to be up front this year for what's
coming --
Bird: Yeah. I appreciate that you're --
De Weerd: Well, trying to be up front, but also when you make a commitment to add we
want to make sure it's part of the base and that's been policy for a process that we have
done on almost everything. For example, if we add some new police officers we know
that they are not going to be hired October 1st, but we account for them the entire year.
So, we make sure our base is salaried. Any questions about this? We can put it on for a
Council agenda, so he can get more into specifics on this one before that next one.
Rountree: And generate the --
Siddoway: Right. Yeah. I don't think it will be next week. In fact, it won't be next week,
but it will come between the two hearings.
De Weerd: Before July 21st.
Rountree: It's coming together.
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Siddoway: Yes.
Bird: Be a good workshop in July.
Siddoway: Okay. Our next enhancement is for a position, recreation manager. The --
our model for the staffing of our department has always been that there would be a
director, a park superintendent, a rec superintendent and, then, the others down below.
When Elroy took the position a few years ago as -- as the city arborist we have held that --
that office vacant intentionally for this position for a number of years. We think that the
timing is right to bring this position forward. Last week we were before you with our
strategic presentation and talked through all of the growth and -- the growth in the rec
division and Garrett's sports and Colin's events and all the classes and camps that are
expanding with new senior programs and everything else and the -- there is a plan that
the arts and culture specialist, who you heard from just before lunch, Hillary's position,
currently resides in Finance, but would eventually become part of Parks and Recreation
when we have the right position to supervise all of the coordinators, including that one.
So, this position directs and oversees the planning and development of the rec programs
and the level of service in there. Think of it like the rec division versions of Mike Barton
as the parks superintendent over the -- over the parks and to oversee those positions.
One of the duties that's almost become a full time job of its own and is currently handled
heavily by Mr. Garrett White down here, is the field scheduling and working with all these
outside organizations that -- you know, not just our own program -- in fact, not our own
programs, but the programs that are -- you know, the PALs and the I-9 sports and
everyone else that is scheduling field time is -- is a huge undertaking and I see that
coming here. In addition to the operations at our front desk. So, this is -- the number that
you see is all the -- obviously not the -- just the salary, I wanted to point that out, that's the
fully loaded number with everything in it and I guess I will ask if there is questions about
this position.
Borton: Madam Mayor? Steve, if we look on your org chart --
Siddoway: Yes.
Borton: -- you anticipate this position in between Garrett and Colin and yourself or lateral
to it? Is it another layer?
Siddoway: It would go me, parks superintendent, and rec manager and, then, with --
Borton: They would report?
Siddoway: So, Jack and Garrett and Colin would report to this rec manager in that -- in
this staffing scenario.
Borton: All right.
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Siddoway: The next position is the full time fabrication design specialist.
Milam: Sorry to --
Siddoway: Yes.
Milam: So, it is manager or superintendant?
Siddoway: Okay. Good question. So, I had -- it's classified as a manager. So -- I know
it's a little bit of semantics, but I -- I submitted it for consideration as a superintendent.
When they coded it and classified it based on duties and level of supervision and all that,
it actually classified just below the superintendant position, so that's why the title is
manager, with the intent that over the years as duties grow it will likely become a
superintendent, but today it's a manager.
Milam: So, in the body up here anywhere it says superintendant just --
Siddoway: We wrote it as superintendant and, then, it became manager, because I think
the title got changed and the text probably didn't.
Milam: Okay.
Siddoway: Yeah. So, we have had a part-time fabrication and design specialist for a
number of years and Terry Whipple has done a lot of great things for us and he retired at
the beginning of this year. Our need for -- our fabrication needs have grown and, actually,
we have been using groundskeeper labor to fill in where -- where we didn't have Terry.
The other issue is that, you know, we -- we opened the position as part time and really we
had a great thing going; right? We had a very highly skilled fabrication tech who was
retired from other work and wanted to work part time. The labor pool out there that's
looking for part-time fabrication work is not a robust pool and we have put it out there. We
-- it's the right time for us to take this part-time position and make it a full-time position with
the -- with the great fabrication shop that we have out at the new maintenance facility. We
have done an analysis of the -- like an annual list of projects and show that -- and have
compared that to sending them all out for fabrication and with that list that we put together
we showed like a 9,000 dollar savings and so that we were doing it right we didn't just take
this 40,000 dollars, because that's really -- that's fully loaded, but has half the salary,
because we already have half the salary in our budget and, then, all the rest. So, we
based it on the full amount and plus you get the flexibility of having a person in your shop,
as opposed to sending things out. So, we think it's the right time to make this a full-time
position. The duties are no longer sustainable at part time as we continue to grow and I
think I will ask if there is any questions on this one.
Bird: Do you feel comfortable, Mike, that you can get a qualified person for that kind of
salary? A certified welder. Terry was a certified welder and very good mechanic.
Barton: Yeah. Very competent.
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Bird: Okay.
Siddoway: Okay. Our next ones are pathway related and the first one is withdrawn, so
last year you didn't get to see a withdrawn enhancement and I understand that this year
you wanted to see what had been withdrawn. So, let me tell you just briefly what this is
and, then, we will just move right into the next one. So, you're familiar with our annual
typical pathways request of about 100,000 dollars. I think that's what the CIP that we are
familiar with shows. The question was asked, okay, we have been dabbling at this for a
lot of years. What would it take to really get a spine connected -- and the top priority spine
for us to look at was Five Mile Creek and so we looked at a -- making connections from
Black Cat Road to Eagle Road, along -- along Five Mile Creek. The total cost was just
over a million dollars for that section, but as we talked about it, even if you funded this we
probably aren't able to build it all in one year. So, where is the lower hanging fruit. What
makes sense for us to think about and do next year. So, that is what the next one
represents. So, still the same idea, we are still connecting the Five Mile Creek pathway,
but this one looks at some specific segments for potential connection. First of all is the --
that segment along Five Mile Creek pathway that goes from Badley to Fairview. Now, this
section was talked about last night at Council with CDBG and last night the Council
approved funding of 85,643 dollars and so I'm actually going to propose that that amount
come off of this enhancement here, because that segment is included in this. The other
segments that are included are where we saw the opportunity to do what appears to be,
you know, a simpler widening of an existing sidewalk or connection, for example, along
Locust Grove from the west end of Bud Porter pathway down to Ustick where it picks back
up. Along James Court where we have a missing section that goes --
De Weerd: Locust Grove?
Bird: Linder.
Siddoway: Linder. Sorry. The other L. Not Locust Grove. Linder Road. Yeah. Should
have elbowed me, Jay. So, James Court, which is from -- where the east end of the Bud
Porter pathway is and it heads east over to the Jackson Drain. And then --
De Weerd: Meridian.
Bird: From Meridian.
Siddoway: From Meridian Road. Yeah. From Meridian Road to the east. Segment H2 is
the next piece that we just talked about and, then, where that existing pathway connects
up to Meridian, getting that section widened over to Locust Grove -- now I have got the
right one. Those are the sections where we are really focused on here. Then the
additional funds are -- you know, still looking at the rest of that corridor, but giving Jay
enough to start working on easements and surveys and things like that, but not the
construction dollars for those other areas.
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De Weerd: Glad to see you're finally putting Jay to work.
Siddoway: Yeah. It's probably worth noting here that the -- the pathway connection came
out as the number one priority in our survey. The Mayor talked about the survey that we
did. I know it came out on the listening tour as well. So, kind of expanding, enhancing our
pathway effort in response to what we have heard from the citizens.
De Weerd: Any questions on this? I would say, you know, the spine is not only Five Mile,
but Rail With Trails.
Siddoway: The next one.
De Weerd: Which segues into your next one, but --
Siddoway: So, we are anticipating receiving federal funding for the first phase of
construction of Rail With Trail projects in FY-18 and '19. We have got some work to do to
get ready for that. With the recent -- you know, with the response of the railroad being
unfavorable to it being in the corridor, we need to look heavily at being -- you know, what
we can do adjacent to, but just outside the corridor. Where the best opportunity exists for
that today is between Meridian and Linder Road where we have got land owned just
outside the railroad corridor by the irrigation district that, you know, is still more like a
pathway along the canal like we are used to building. We have a partner that -- you know,
building with them. That doesn’t go the whole mile, though, so there is work to be done
with, you know, HOAs and other property owners to see what can be done for agreements
and easements and so this is the seed money for -- to securing easements and right of
way and doing some design and construction documents for that mile between Linder and
Meridian Roads adjacent to the railroad to prepare for receiving those federal funds in
future years. Questions on that one?
Borton: Madam Mayor?
De Weerd: Yes.
Borton: Steve, are there any funds received yet?
Siddoway: No. So, we did receive federal funds for the arterial crossing study.
Borton: Okay.
Siddoway: And -- but we have not received any construction dollars and if you use federal
funds for design and, then, don't do the construction you end up having to pay it back. So,
we want to use the city dollars to do this first round and look into the design and the
easements and then -- and prepare for the federal construction dollars to come.
De Weerd: And I will say that Council has really tried to further the discussion with Ada
County Highway District on some ownership and funding for this as an alternative to car
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dependency, but also opening up their other modes of transportation. That is an
economic corridor that you can move employees along in a safe manner with very few
conflicts with the traveling public as well on the arterial crossings.
Siddoway: Right. I think it's worth -- worth noting that with these pathways come not only
recreational benefits, but also commuter and economic development benefits as well, so
-- any other questions on that one? I will mention Jay is working on a response to the
railroad on their own specific concerns. We haven't given up on getting it in corridor yet,
but we know it's time to start looking seriously at the adjacent outside of corridor option as
well.
De Weerd: Questions from Council?
Rountree: Yes. Steve, on that one have we stepped that up to where our expenditures
are going to be utilized as match?
Siddoway: So, we will have to budget separately for match. I think that -- do you
remember the percentage? It's like five percent or -- it's not a very high percentage. I just
remember what it is off the top of my head.
Gibbons: I thought that our design funds -- the funds that we are asking for now toward
construction documents would act as the match.
Bird: Yeah. That's what I thought.
Siddoway: Fantastic.
Rountree: Make sure you go through the hoops that --
Gibbons: I will look back at the application, but I'm pretty sure that's why we did it that
way.
Siddoway: Yeah. Well, good point. Yeah. So, let's make sure that we get credit for the
design work to be capitalized as match with the future construction. Take notes. All right.
The next item is design development and phase one construction documents for the 77
acre park in south Meridian. We own the 77 acres in the south and it is one of three sites
that we are doing concept planning work for this summer as part of our master plan. We
want to, then, take that initial concept planning work and take it the next step into design
development and full on construction documents for its first phase. The number of
750,000 simply comes from ten percent of the -- what we show in the CIP as the seven
and a half million dollar phase and if we don't need it all we won't spend it all, but, again,
this is a hundred percent impact fees. This doesn't come from the General Fund. This is
looking at the -- the full design construction documents, the permitting system, if we --
right now we are anticipating that this could get developed prior to sewer being in the
area, so we have got permitting work to do based on that. Actually, Parks aren't a huge
sewer generator, so that's -- nothing like a subdivision. So, we have work to do with that.
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And, then, go with a design firm and, then, the construction management, you know, pre-
construction work to give us firm budgets and review constructability.
De Weerd: Steven, when did we buy this property? 2008?
Bird: No. No. No. No. 2011. No, we have only had it four or five years, haven't we?
Five years. 2010. 2011.
Siddoway: I think '10.
Bird: Okay. 2010.
Siddoway: Jay came in September of '10 and we already had it then, so --
Bird: Yeah. Well, we just bought it then.
Siddoway: What's that? So, maybe '9.
Bird: The 77 acres?
Siddoway: We can verify it and get you the date. '9 or '10.
Bird: It was '9 or '10. Yeah.
Zaremba: Well, at the time that we bought it there was some discussion that it might be a
shared use, that maybe Public Works might need it for a water tank or other things. I don't
know if they are being included in your design discussion.
Siddoway: We have. And, actually, we had a great meeting about a month ago where we
brought in Public Works and we talked about utilities, water, sewer. How do we get ready
for the Parks Department. There is likely to be some kind of a joint project between Public
Works, Parks, and developers in the area to look at water line extensions to create the
loop that they need in the area that would go by the frontage of the park. But this is not
money for that. These are just early concept discussions to say how do we get -- get
ready for this and so Public Works has been at the table. They are aware that we are
coming and we are looking at solutions.
Zaremba: Cool.
De Weerd: Solutions and partners.
Siddoway: Solutions and partners.
Borton: Madam Mayor?
De Weerd: Mr. Borton.
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Borton: Steve, how is it -- the development of these park that impacted a priority with the
onset of Oakdale?
Siddoway: So, Oakdale will spend some of the impact fees that we currently have in our
-- the savings account, so --
Borton: And I mean like -- I mean by provide the services to south Meridian and to
Hillsdale, alleviate some of that, and impact in any way the need for speed for developing
that park?
Siddoway: So, I will give you my -- that's probably a policy discussion that we can all
have, but I will give you my opinion and open it up for other comments. The -- the real
need in south Meridian or the sense that it is underserved seems to come from the fact
that they don't have their own regional park. So, my mind it still doesn't take away the --
the need or the drive that we have had to get south Meridian its regional park or at least
its first phase of that regional park. I mean Settlers was built in multiple phases. It wasn't
-- it was not -- it was not built all at once and I think this would be the same. So, if we can
get the property opened, greened up, identified as park space as a major south Meridian
Park, I think that that's the goal.
De Weerd: Well -- and just to add onto that is Parks has tried to look at levels of service
and there was an expressed concern that south Meridian was underserved and it's not
necessarily the acre per thousand, but it is the perception of the regional park, which has
greater events, you know, it has different opportunities in it and I think therein lies the --
the crux of the problem or the perception that they are underserved. It's because they
don't have one of these larger parks that does have a more energy to them.
Siddoway: Right.
De Weerd: If you can say that, because I think all of our parks have great energy.
Siddoway: But like Councilman Bird said at the end of our strategic presentation it's not
just about the acres per thousand; right? It's about the amenity value that's in those
parks. It's how they are being used and we -- we can show that in terms of just straight
acres per thousand that we are very similar north and south. But when -- but where do we
have all the events? The north Meridian major parks. Where do most of the sporting --
organized sports happen, you know, in those major parks in north Meridian. So, getting
south Meridian its version of one of those parks is really the impetus behind it.
De Weerd: Well -- and, Steve, as you move forward on this I think it's going to be
important to note that Parks -- we cannot afford to build them overnight like Mr. Kleiner
did. Charlie just noted Settlers was bought in '93 and we just completed it. I'm not going
to get sentimental, but --
Rountree: A long time ago.
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De Weerd: A long time ago.
Bird: It sat in weeds -- well, Kenny Ashenbrenner farmed it.
Kilchenmann: So, we purchased the 77 acre park May 15th, 2009.
Siddoway: 2009.
Bird: 2009. Okay.
De Weerd: Good job, Garrett. Any other questions on this one? Okay. Thank you.
Siddoway: Okay. Our next item is much smaller than the 77 acre park. It's a shade
structure. But adding shade to existing parks is another one of those elements that came
out strong in our survey. It's been a focus of our parks amenities and signage committee
on the parks commission and they have been identifying and prioritizing shade needs in
existing parks for the last -- quite a while and their top two identified needs are at Kleiner
Park in kind of that -- the hot area around the splash pad and, then, Bear Creek Park over
near the softball fields. We did an initial look at providing shade in the form of shade sails
at Kleiner Park with these permanent major shade sails and, honestly, it was very
expensive and with the trees growing we don't think we need something quite so robust or
expensive that would tear out existing concrete and put in three foot deep footings and all
that. So, we are looking for a simpler solution that, frankly, we are hoping to work with the
Kleiner Park Trust -- we have great partnership with them continuing since it's opened
adding new improvements to the park. This one that we are working with them. If the
trust doesn't -- is not able to fund it -- this would be our top priority for these dollars. But if
we do -- are successful our intent is to work at Kleiner with the Kleiner Park Trust and,
then, use these dollars to do a -- shade structure, like a picnic shelter in -- in Bear Creek
Park near the softball fields. Any questions on that?
De Weerd: Any questions?
Zaremba: And your new fabrication specialist would help make it.
Siddoway: Something that big we --
Bird: You would probably want to bid it out.
Zaremba: It's not a one man job, uh?
Siddoway: We still might -- we still might buy it, but --
Zaremba: It's not a one man job.
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Siddoway: -- we got to look at cost benefit. Our next item is an ADA transition plan and it
come to our attention that we need to do one of these, that we need to have a look at all
of our parks and existing facilities and look at their ADA needs under the new and revised
ADA guidelines that happened in 2010. The amount is based on an actual bid that we
received from a firm. We asked the consultant that are currently with us -- working with us
on the master plan, you know, if they did these. They don't. But they know firms that do
and they gave us a recommendation, who we reached out to and based this on. Now, I
understand this might need to be expanded to be more than Parks. It would be something
that's -- that's citywide with other departments as well, but this is our response to saying
let's get an ADA transition plan that looks at the height of our drinking fountains and make
sure they are detectable with canes and all the other aspects that need to be looked at
under the new ADA guidelines and, then, create a plan. The beauty about having a plan
is you don't have to address it all at once in the same year, you just have to say here is
what we have identified and here is our plan to get there for the coming years.
Bird: Steve or Mike, is our lavatories, restrooms, built -- they were built at -- after ADA
compliance come in, they --
Siddoway: Some yes, some no --
Bird: -- they are truly are ADA compliant, aren't they? The restrooms?
Siddoway: So --
Bird: We got the handicapped stall and --
Barton: We think they are. Some of the codes have changed as of 2010, so they may --
but for the most part they are pretty good. It's the things that are out at the park, the picnic
tables, the drinking fountains, the events that we have we need to make sure we are
accommodating during those events. So, there is things that we don't know what we don't
know. All we know is that the code has changed as of 2010 and we'd like to get out in
front of it and be proactive and get a plan together that is maybe a five year plan, maybe a
CDBG can take a portion of that. The implementation of the plan is CDBG eligible if that's
still something that's there and available, we can use that.
Siddoway: In fact, the one facility that may be the least compliant is the older restrooms
that are in Storey Park and -- but those were on the list that you approved last night with
CDBG funding to get ADA upgrade.
Rountree: So, those were picked up in the DOJ -- they were not picked up in the ADA.
The facilities evaluation by DOJ. Now, some stuff at the pool were identified, but nothing
at the park, so I don't know where you are on some of that stuff.
Siddoway: Maybe -- is Bill here? Bill, maybe you can chime in. I think the DOJ review
did ask us to do a plan. I don't think -- and this is our response to that request. Is that
correct, Bill?
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Nary: Madam Mayor, Members of the Council, I think this is a portion of that, on their
policy, so, yes, is one of them.
Siddoway: So, they have asked us to do a self evaluation.
Bird: You can do the self evaluation or -- I guess get it done or they will come in and tell
you how to do it.
De Weerd: That just shows you what government is all about.
Milam: They should be paying us to do our self evaluation.
Siddoway: If you figure out a way to make that happen just let me know. Our next item is
a small ticket item, but it has been a theme throughout the day. Some changes to front
desks, although ours is pretty minor, and what -- and today is the first I have heard about
cameras at front desk, so my proposal does not have one and unless Council directs me
that you want us to have one we are not proposing one.
De Weerd: Don't you love this.
Milam: Do you take in a lot of cash?
Siddoway: We take credit card payments mostly and lots of phone calls. Lots and lots of
phone payments. Yeah. But with our second administrative assistant we really need the
additional wing. We have built a temporary extension on there and you might say, well,
that looks let's pretty good, why don't you keep using that. Well, what doesn't work about
it is it's blocking the drawers that need to be used. We just set this up as a way to get by
until we can do the correct extension of that desk, which would come out a little bit closer
to the door and go back a little bit farther from our temporary extension. But this is really
just adding a simple L onto the desk that's there today. Questions on that one? The next
one is a laptop. Our site supervisor Ross, who runs from site to site working a swing
shift --
De Weerd: He's in a suit.
Siddoway: So, right now while he's out in the field we expect him to do periodic checks of
rosters, because we -- you know, we charge different fees for residents and nonresidents
and this and that and -- or there might be a challenge on something if someone is not on a
roster and he will have to go back and look, but if we can get him a laptop so that we can
do those things and have his own workstation that would be of great benefit. Right now
he plays musical computers when he has office time and goes to whoever is not currently
at their desk.
De Weerd: What game is that?
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Siddoway: It's the game of who is not using theirs, so I can get work done at a computer.
So, check e-mails, updating standings for the leagues, updating schedules, checking
rosters, what getting a laptop for him would allow him to do that. The next one is a --
Zaremba: Let me ask a general question.
Siddoway: Yes.
Zaremba: And maybe this applies to all departments. When somebody gets a laptop like
that for use in the field you assume at some time he comes back to the office and uses it
there.
Siddoway: Absolutely.
Zaremba: Do we have docking stations?
Siddoway: Right now we don't have a docking station, but we do have wireless so they
can get on the network. Docking stations are great. I have worked in an office with
docking stations, but right now we are not asking for a docking station, because he
doesn't even have his own full cubicle, he has a temporary desk set up next to the
cubicles at the moment. Because he's mostly -- I mean he does have office hours, but his
primary -- bulk of his time is spent in the field, so --
De Weerd: That's why I wondered if he wore anything other than shorts and now I see he
does.
Borton: Just for picture day.
Bird: I was just going to say I think that was just a picture.
Rountree: He might have shorts on.
Siddoway: You don't know.
Bird: Yeah, you don't know what's underneath the suit.
Siddoway: Any other questions on that one? All right. The next one is a conference
room projector. Should be the exact amount of Patty's request. Just like she said our
original look at doing a projector came back with a very large cost estimate with the whole
wall mounted, you know, computerized access and we don't need that either. This is --
this is the simple version. It's also identical to what Finance has done. So, Finance did
last year and we are following suit, because we are also constantly borrowing and using
projectors for meetings and just having one that is there and will allow us to use our entire
table for meetings would be of benefit. So, any questions about that projector? Our last
enhancement is the -- the Ventrac mower. This came in late in the process, but is a great
one, so we added it. This is a mower that would -- it's going to pay itself off in just a few
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years. Right now we pay contracted labor amounts of 9,000 dollars a year to mow these
slopes and they are hand mown with weed eaters and we can -- if we can get this -- this
mower that is able to be used on the slope, then, we can save the 9,000 dollars out of
contracted labor, which is why the net that shows on your enhancement is 15,000, but I
have put on my slide, just so it's clear, the cost of the mower itself is 24 and -- but within
three years we will have saved that money back.
Bird: But they can mow besides slopes, too.
Siddoway: It can. So --
De Weerd: We don't contract this out?
Siddoway: We do contract it out.
Bird: But they don't have a mower, they just do it --
Borton: They will give you credit. Nine grand.
Siddoway: Yeah. We will credit it -- yeah. If we take it out of the contract that we have
already -- that we got identified the number and it's 9,000 that we can take off the existing
contract.
Bird: But we are going to have an employee that's going to cost a little more than the 24,
so -- but it's not going to be the nine. But also that mower isn't just going to be used to do
slopes, it could be used to do whatever we need.
Siddoway: Roger, you want to talk about where the mower can be used?
Norberg: Very versatile piece of equipment. We can use it to mow pathways. The
attachments on it we can -- down the road a trencher attachment. We can put turf tires on
it and use it for fertilizer applications. But the primary usage is those slopes and get a
better end product on those slopes versus weed whacking.
Siddoway: So, we are getting ready to open the Meridian interchange. I think we can use
it there. And so Ten Mile, Meridian, and pathways are probably the main --
Bird: How about Eagle? Don't we have to take care of Eagle?
Siddoway: We don't.
Zaremba: Speaking of the pathways, can it be converted to a snow plow for the
pathways?
Siddoway: It actually can be.
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Zaremba: Cool.
Norberg: It's very versatile.
Siddoway: Now, this budget doesn't include those attachments, but we can do those -- it
is built so that it can accept those if we do them in a future year. We can add a snow
plow. We can had a broom for pathways, any of those could be added to this piece of
equipment.
Bird: How often, Roger, do you mow the slopes?
Norberg: Twice a year right now.
Bird: We would just mow them more so they would look nicer with that -- they get looking
pretty ratty.
Norberg: Right. I think more advantageous we can mow them on our schedule, not a
little bit of coaching to the contractor. They basically ramp their entire company and they
do it on a weekend, because they still have their other accounts that they have to daily
take care of. You're right. I think we could mow sections as we want to. You know, we
can mow -- because it's not an all or nothing. So, 4,500 bucks a pop. Here we could mow
the two north slopes and if you don't need to mow the south slopes we don't mow them.
Siddoway: Any questions about the Ventrac mower?
Borton: Can we get the credit right away when it's purchased or do they wait until the
contract is --
Norberg: They did the first mowing once, so we are already 4,500 bucks into it.
Siddoway: Like this next year, I mean if we --
Norberg: Right. We would have to wait until after the budget money comes in. But I think
we could -- in 2016 this would --
Barton: We can negotiate a deduct on their contract. They are anticipating -- I mean we
have had discussions and they are on board. They gave us the pricing. They said, yeah,
9,000 dollars we can take out. So, whatever timing that means, if it's 4,500 or the whole
nine, we will negotiate that.
Milam: So, it doesn’t need to be done before October.
Barton: Yes. We will do it in the fall and -- September. And, then, early spring mow it.
So, it would be -- for next year.
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Siddoway: They would still do it this year. They would still do the maintenance this year.
This would be savings for starting next year. Spring is where we start realizing the
savings.
Bird: This 24,000 is that through October lease? The price?
Siddoway: The price?
Norberg: We got a quote based the budget number.
Bird: Okay.
Norberg: But we don't anticipate any price increase.
Siddoway: Okay.
De Weerd: Any questions?
Siddoway: Okay. Questions on the mower? Okay. We do have some equipment and
replacement items that we thought was good to bring up if -- even though they are not true
enhancements, but the first one is the sports lighting at Harold Cox softball field and Keith
and I have talked about this. So, the background on this is the existing lights -- the
fixtures are getting tired. Not just the bulbs. And we have been replacing bulbs for years.
The existing fixtures have been in 20 years, Keith? Mid '90s?
Bird: No. No. Harold Cox was just built -- the lights in Storey are -- in Brooks' field was
put in in '87. Cox was 2000, 2001, 2002. It was put in before my -- before I had open
heart surgery in 2003. So, it had to be between 2000 and 2003. It's only been in there
ten, 15 years.
Rountree: It's not been in there that long.
Siddoway: Well, that's interesting. I thought they were -- because I was in the city --
Bird: Walt Morrow was not on the Council when he did it and come off the Council in '98.
Siddoway: I was on the city softball team that played there in '99.
De Weerd: No. I was on Council.
Bird: No, you weren't. You were Mayor. Oh, no. You were on Council.
Rountree: She was on Council.
Bird: Right.
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Siddoway: I tried to get with Rita and we looked -- we tried looking it up beforehand so I
could get a date, but it's not on the records, because the city didn't put it in originally.
Correct? So --
Rountree: I checked on the build date on the little pavilion next door and it was built just
after that.
Siddoway: The pavilion that's next to the --
Rountree: The old city hall.
Bird: Yeah.
Siddoway: Oh. Okay. The Cox monument?
Rountree: He paid for that as well.
Bird: Yeah.
Siddoway: So --
Zaremba: So, if in the process you upgrade to like LED lighting or something like that --
Siddoway: Right.
Zaremba: -- we would also have a savings over time on the electricity. So, it's worth
doing whether it's 15 years or 20 years.
Siddoway: Yeah. So, let's talk about why -- regardless of the year. So, we started getting
complaints about the lighting and it, you know, being dim and dark and so we -- Garrett
got with a Musgrove Lighting rep and they went out and did an actual lighting study. Now,
I can't -- I assume it was built to these standards originally. I guess I can't speak to that.
But the ASA standard for just, you know, this level of play -- they have higher lighting
standards for regional and national type things, but 30 foot candles in the outfield and 50
in the infield is what their -- the standard is for the ASA lighting standards. When we went
out and looked at the -- the fields, much of the outfield is measuring like five, six, seven
foot candles where you want an average of 30. Now, our average is 12 and a half and,
then, our infield is just under 13. So, this was submitted as a replacement, because the
intent was to replace what's out there with just new banks of lights and get it back up to
the performing light it use to. The enhancement version, which we did not submit, would
have been replacing all of the poles as well to get them in the new -- the correct locations
at the higher heights, which are the new standards, but that was a little more than double,
as I recall.
White: Three hundred thousand dollars.
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Bird: I was going to say -- yeah.
Siddoway: Yeah. So, we said, no, we are not doing that. Let's keep the existing poles,
the existing height and the existing places and let's just look at replacing those -- those
banks of lights with more efficient lighting and get it up to the -- the current standards and
try and avoid the hazards the come with dimly lit fields, so -- Garrett, go ahead.
White: Yeah. I have a couple of -- Madam Mayor and Council, I have a couple things to
add to that, just to kind of give a sense on how many -- how much those lights are used.
Talking with different lighting companies, like Musgrove Lighting and things like that, those
fixtures that are currently up there -- or the life expectancy on those is about 3,000 hours
roughly. We use that -- those fields in the last five years I have been here in between 350
hours a year to 335 hours a year, which kind of gives them a life span of about 12 to 13
years of age, which is about the time that they were put in. That was right at that time. As
Steve had said before, there is some dark spots out there and some light spots and the
averages on where we should be are below what they -- well, little league standards, you
know, want them to be. Getting to Councilman Zaremba's comment regarding savings
and things like that, we have a rough estimate of -- it's saving about 1,500 dollars in
energy cost a year based on the lighting and the amount we use. That's a rough estimate
of the --
Siddoway: That's going to LEDs?
White: Well, yeah, going to LEDs. Thank you. So, when it comes to the maintenance
part of it, if we go to LEDs and things like that, we are looking at close to a 1,000 dollars or
1,500 dollars just in bulb replacements and things like that, where these are rough
estimates, we won't know these cost savings in the first year or so, but we are estimating
about 3,000 dollars a year cost savings when it comes to maintenance and things like
that. Nonetheless, it does enhance the local play out there, which makes the field less
attractive to play on. Like Steve mentioned before, I'm the guy that gets the concerns and
the complaints regarding the lights and them being too low or being too dim and things
like that. This would really enhanced the level, not only for the adult leagues, but some of
the girls fast pitch leagues that games are played there during tournaments when they use
the lights and things like that. So, it really does help in that --
Zaremba: Is it good for the overnight 24 hour tournament?
White: That would be, yes. It would be. That's coming up. But yes. So, get your -- the
energy savings, things like that, yeah.
Bird: Okay. For this 125 what do we get, Garrett?
White: Right now we are looking at -- the new lighting -- light fixtures out there -- right
now --
Bird: Well, we are getting new arms with the fixtures?
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White: Correct.
Bird: And new bulbs.
White: New bulbs, new fixtures.
Bird: Are they LEDs?
White: That's what we are looking at, yes.
Bird: Okay.
White: And the installation, all that stuff.
Bird: We have the existing -- we won't have to do any electrical, we got the existing
electric -- and it is sufficient I hope?
White: Right now we believe so. One of the things that we want to look at and make sure
these lights are --
Bird: Did Musgrove look at it? Because that's where probably you will be buying the stuff
from.
White: Right. So, we would work with Musgrove and the local contractors to see what we
need to have done there. But this -- this budget number, the 125, gives me the
opportunity to do that -- do the job that's needs to be done to make it efficient, make it --
enhance the level of play, as well as, you know, save energy and things like that.
Siddoway: Other questions?
De Weerd: It's a lot of money.
Bird: It is a lot of money considering that in '87 we lighted the Brooks field for 49,000.
Siddoway: Okay. The next replacement that we want to talk about is the surfacing out at
Adventure Island Playground in Settlers Park. If you can believe that surfacing is more
than a decade old already. Opened in '04. So, it's 11 years old. It breaks down over
time. You have probably seen the patchwork that's gone out there and it's really starting
to deteriorate on the surface. So, the proposal is to replace the -- the rubberized surfacing
and bring in the new rubberized surfacing of the same type to match the existing level or
service that we are providing out there. It is also not cheap. We have been looking -- we
got one bid back that we thought was great and a lot less and, then, we realized that they
miscalculated the square footage. They are like --
Bird: You're only going to get half.
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Siddoway: And once they got the -- their square footage right the number went back up,
so -- they are -- you know, we are hoping to do everything we can to manage this to be
less and I will tell you what I mean by that. There is two layers of this rubber; right?
There is the lower layer that's kind of the black large, longer fibrous pieces of rubber and,
then, there is the top coat that's the colored and, you know, there is a thought that maybe
they can, you know, pull back the -- you know, separate the two and save the bottom one,
but there is going to be some adhesion and adherence and they said we can't give you a
number we can stick with -- you know, with -- by assuming we can just do the top layer.
So, this is a number we can tell you can commit to and, then, tell you that we will save
every dollar beyond that that we -- that we can, so -- any questions on the surfacing?
Bird: I -- while I would like to see them save and use the lower -- the way that -- that's
been cooked and baked and frozen and stuff, I don't know how you can do it and that --
that thing and Mayor and Andrea worked -- nobody worked harder than those two people
on getting that thing out there and it's for special needs kids for everybody. I don't want to
do a second class job, I want -- I mean I want something out there that's like it was, it was
safe and it's good and I just -- while I would like to save all the money we can, I don't want
to do it -- a poor job. I want it to be first class again, because Mrs. Lindig and Tammy
worked awful hard to get that thing up.
Siddoway: And the Lindigs have a lot of blood, sweat, and tears into that facility. And it's
by far the most popular playground.
De Weerd: Yeah. And it's not only that, this is for the disabled and, you know, you talk
about the risk, but Meridian really raised the bar on level of service and accessibility to all
for kids and parents to play together and you can't -- you can't gamble with -- with that
piece of our public that -- they need to have security in the surface that they are on, so --
but I think hats off to the Council during those times to -- to support the vision that the
Lindig's had to create a universally accessible playground.
Siddoway: Yeah. It's been wonderful.
Bird: Well, you were one of the biggest drivers behind it.
De Weerd: I still remember sitting at our kitchen table dreaming.
Siddoway: About what it could be.
Bird: You know, it's like I told Mike last year -- or last night, Charlie and I have sat here
since the '70s dreaming --
De Weerd: '70s?
Bird: -- of having -- of having parks -- well, that's when Charlie started -- Fuller and I
started -- I started out here -- dreaming of having a park system like -- I mean we never --
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at least this guy never dreamed that we would have what we have in Meridian, Idaho,
today and I'm so thankful that the community gets to enjoy it, that we have been able to do
it, but you realize outside of Fuller and Storey Park it was 2002 before Tulley come on.
So, we -- I don't know, I just -- it's just -- it's a dream that's come true -- true for me. I
wished it would have come sooner when I was younger and could enjoy it more, but I
enjoy just watching the kids enjoy it.
Siddoway: Yeah. It's awesome.
Bird: I just -- I think it's a very important part of the City of Meridian.
De Weerd: Well, it defines us.
Siddoway: The last 15 years has been great for increasing the level or service for parks
opportunities in the city.
Bird: And, then, when you have got a Gene Kleiner that comes forward and he does it.
Siddoway: And what was -- while the Kleiners were in town I actually took Gene out --
they wanted to see more of the system, because they always go to Kleiner Park and don't
get to see the rest, so I took them to several sites, but one of them was Settlers and we
went out and walked the Adventure Island Playground and they loved it. They were
impressed with that one, so --
Bird: Yeah.
De Weerd: But, again, just hats off -- I know I say it every time I come to one of your
department meetings, but the pride that your staff, your team has in our park system is --
is second to none. So, I think a lot of credit for the recognition that our parks system has
received and the pride that our citizens have in the parks system is because of the pride
that you all have in it.
Siddoway: How it's taken care of and maintained and quality of the programs that are out
there.
De Weerd: Because it hasn't always been that way.
Bird: It's the best.
Siddoway: All right. Any other questions on the surfacing? If not I'm going to hit the last
two pretty quick. The Kubota tractor, which is pictured up above, it is 17 years old.
Purchased in 1998. It has 819 hours on it. The engine has very low compression. We
have looked into whether we can just, you know, replace the engine. We can get a -- the
engine itself is about 10,000 dollars. It has to be shipped out of Japan, but it needs more
than just that, it needs brakes and hydraulic work. It needs --
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De Weerd: Japan?
Siddoway: Yeah. Kubota.
De Weerd: Oh, the name.
Siddoway: Yeah. It's a -- it's a real mission critical piece of equipment for us that does
irrigation repairs, tree planting, does in-fill mix, top soil, bark spreading, things like that and
we would propose that it needs to be replaced with something similar. The hydraulics are
tired. It will no longer lift a heavy object up into the back of a dump truck, so we need
something that can.
Milam: Fix it for 20,000 and you still have an old machine or replace it.
Siddoway: Yeah. Any questions on the tractor? The next item is the Jacobsen 16 foot
mower. This piece of equipment -- let's see. It's falling apart. It's been really hammering
us on repairs. It was purchased in '02, but has over 4,700 hours on it. We use it a lot.
And they can't actually mow with all the decks down anymore, it's not strong enough, they
have to mow with one of -- so it has a front and one on each side, they have to keep one
of them up to get it to cut the grass or else it bogs down. So, to replace it with another 16
footer would actually be a lot more than we are requesting. The 16 foot replacement
would be 94,000 dollars. With all of the trees and the smaller areas that have been added
we are actually proposing to replace this with an 11 foot deck mower and that's the cost
that you see before you. So, it is the replacement, but it's a slightly smaller -- well, it's
about two-thirds of the size of the existing mower. So, any questions about the mower?
The last piece of equipment is the ball field groomer. This is an interesting one, because
of those three pieces of equipment we just talked about, this one is the newest and yet it
has the most hours. So, it was purchased in 2008, I believe, but has 6,300 hours on it.
This thing is in use five days a week, eight hours a day for about eight months of the year.
Is that correct, Roger? And goes from site to site and grooms the ball fields on a daily
basis. So, the --
Bird: Have you got a picture of that, Steve?
Siddoway: Yeah. It's the middle one.
Bird: That's what I thought.
Siddoway: Yeah. The middle one up there is the ball field groomer. So, unlike just
having a mule or something dragging a chain -- I mean this will do that, but this also has
tines on a central pivot that will kind of tilt things up and mix the fines back in, as well as
having a blade -- like a little push blade and the blade is warn down, needs to be replaced.
The rear drag attachment is shot. They tried this morning to -- why don't you talk for just a
second, if you would, Roger. You said this morning you got an update.
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Norberg: Oh, the one of the most important part of those -- of keeping a ball field nice and
firm is being able to get those knives down into there and bring the fines up and compact
it. We can't get it in the ground anymore, just don't have the hydraulic pressure to do it.
Siddoway: So, it's heavily used and even though of the three that we just talked about it's
newer than the others, it actually has the most hours of any of them, so --
Bird: Is that -- is that a trade? Are they going to take the old thing in or are we going to
sell it or what are we going to do?
Kilchenmann: We are going to give it to the Fire Department.
Siddoway: Add that to the backhoe.
De Weerd: Yeah.
Siddoway: We are hoping that if we --
De Weerd: Public Works.
Siddoway: Is it the ball field groomer or the Kubota if we combine we can get a better
price?
Norberg: Yes. But as far as getting rid of them, that's more of a Todd question and he
lets me know that they have to go to auction.
Bird: Yeah. That's good.
De Weerd: You trained them well. Well, Steve, I think that you probably have beat Public
Works for the most items talked about.
Bird: And not only that, Steve, your Taurus might have been withdrawn, but the Fire
Department's got a Bronco for you.
Siddoway: Yeah. We had submitted the Taurus, but it's been withdrawn, so we don't
need to talk about it.
Bird: Yeah. Trade it for the ball groomer.
De Weerd: How many slides did you have?
Siddoway: Twenty.
De Weerd: Okay.
Bird: Well, Tom will beat that with one division.
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Rountree: On the ball field groomer, is it repairable if we had cheap labor?
Norberg: It is so -- it's wheel bearings --
De Weerd: Well, thank you.
Siddoway: Okay. Thank you very much.
De Weerd: We are just slightly off schedule. An hour. We will take a break after the
police department and before we start Enterprise. Okay. Welcome and thank you for
your patience. We are a little further behind than anticipated, but --
Lavey: Madam Mayor, I will take that as a compliment, because you know me, I don't
have a lot of patience, so -- I am on the other extreme. I did not have a PowerPoint today
and I have one slide.
De Weerd: One slide?
Lavey: Yes. I am handing out a one page that are the items that I intend to talk about
today, but we are open to discussing anything that you have beyond that. But that's really
just kind of my list to help me stay on track. So, Madam Mayor and Council, often say one
of the things we are the most proud of is that we are third safest city in the state of Idaho.
We did slip. We used to the second.
De Weerd: Behind Weiser and Rexburg.
Bird: Who are we behind?
De Weerd: Rexburg and Weiser.
Lavey: Yeah. Weiser is number two now. But we have had a major increase in
population and they have not, so when you really look at it, maintaining that -- that number
three spot is quite complimentary and, really, it goes to what you at Council have done for
us and, really, it goes back to some of our citizens' expectations. Citizen survey has listed
police as a priority funding. Council has listed public safety as a priority area and we have
benefited from that. So, we do appreciate that. There is a couple of large items that we
have submitted for FY-16, either in replacements or enhancements, and those are the six
items that you will see listed on that page I just handed out. The perimeter camera
replacements are for the main lot of the police department. IT has estimated them at
12,000 dollars, so that's 3,000 per camera. The biggest problems that we are having right
now is the conduit between the cameras and the building is failing and we are running into
several thousands of dollars in repairs each time a camera goes out. That's over a
thousand dollars in renting the lift to come out and access the cameras themselves and,
then, tracing the problem. There was one camera that was down for six months. That's
how long it took us to troubleshoot the problem. IT recommended that we do what we
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have done here at City Hall and we mount the cameras to the building and shot out,
instead of mounting them onto the light posts and shoot in. So, that will cut down in our
install costs and our repair costs, because a lift will not be needed. But let me answer --
let me get to these other few items and, then, I will share with you what we have done.
Evidence shelving. In the current remodel expansion and addition that's currently going
on at the police department, we have increased the evidence vault. We have a new
sections of -- of evidence vault. In the construction phase or the construction planning, we
just built the shelf, we didn't fund the interior shelving for that. We had submitted that as
a possible enhancement for FY-16. Evidence counter replacement -- oh, let me back up.
Evidence shelving is 40,000 dollars and --
Bird: Forty? Does this fit in with the system you have got that -- or I guess we still got --
Lavey: It's the exact same system.
Bird: It is the same. Oh. Okay. Great.
Lavey: Which explains why it's the higher cost.
Bird: It's very good, though.
Lavey: Yes.
Bird: It works very well.
Lavey: Evidence counter replacement is 2,500 dollars. It's a stainless steel counter that
will replace the Formica counter that's currently in the evidence processing area. The
counter itself is old and contains contaminants and based upon our accreditation
evaluations, it is recommended that we replace that. That's 2,500 dollars. Gate
replacement. This is to replace the two gates at the police department, the two spring
gates. These estimates were -- Jamie, help me. Thirty --
Leslie: Thirty-four thousand.
Lavey: Thirty-four thousand. Is that each?
Leslie: Total. Total.
Lavey: That goes through our building maintenance. They are the ones that got the bids
for that. The public meeting room carpet is 7,500, Jamie?
Leslie: Yeah.
Lavey: Seventy-five hundred dollars. And the concrete planter boxes -- the concrete
planter boxes are the boxes in front of the police department. They are cracking and
crumbling and falling apart. Those are 22,000 dollars to replace what currently exists and
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those bids were also obtained through the building maintenance Public Works section.
Those come to a -- I don't remember what the total is, but it's about 114,000 dollars --
Rountree: Hundred and eight.
Lavey: Okay. I was going to say -- because Councilman Zaremba would tell if I was a
dollar off. One of the things that we looked at was -- are there additional options on the
gates replacements. We believe that there is additional options that using the current
gate vendor that we have at the construction project, we might be able to -- give me,
Jamie -- 11, 12 thousand dollars. We currently have 320,000 dollars, approximately, left
in our construction fund and it was our thought that we would use some of those existing
monies to fund those six items, because they really are a part of the remodel project.
Okay. It was Stacy's thought. We will give you credit. But we want Council to be aware
of that and also -- we also want to make sure that we get the project far enough along
before we spend anymore of that money, because that's contingency monies for the
original project. So, we got to get the original project done first and, then, we can move
into getting these other items. So, those six items we removed from the FY-16 budget.
Milam: Well -- and, chief, also those were originally in the original plan, but removed from
the --
Lavey: No.
Bird: No. No, they weren't.
Milam: Wasn't shelving and some of that stuff --
Leslie: Shelving, perhaps.
Lavey: Shelving was.
Leslie: Some of the parking stuff, yeah.
Bird: But if we -- I know we need to get the basic job completed, which we are,
essentially, completed right now -- what, 95 percent, Jamie?
Leslie: Yeah. We are probably -- now it's pretty much the final steps --
Bird: And I'm sure the prices these people give us is not apt to come back. Do it while
they are out on the job.
Leslie: Well, they are already gone, though.
De Weerd: Can you do the flooring in the --
Leslie: The carpet will be an easy one to add, yeah.
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Bird: Good. Nice job.
Lavey: So, that was our plan on that. There is a couple other replacement items that we
-- we just withdrew. One was a radar trailer. It's the same radar trailer we have had since
I have been here, so it's 20 years old. But we just got a grant that funded another one and
so we had two for a while, but we will be back to having just one, but we are going to try to
see if we can find a grant to get us another one, too, but since we just got a grant I think
we are going to --
Zaremba: What happens to them when they get old? They start giving the wrong mileage
when somebody is approaching?
Lavey: No. They actually fall apart as you're pulling them down the road. It's the
bearings and the tires and everything that --
Basterrechea: Nice try, Councilman Zaremba. It's not going to help you with that citation.
Lavey: I will share with you that I personally discovered that the new radar trailer has red
and blue lights on it, as I was a passenger in a car speeding two miles over the speed limit
and -- and dad goes -- it's red and blue lights and it was 32 in a 30. You actually can set
the new radar trailer up for a threshold of speed and either at the actual speed or at a five
mile an hour over or whatever you want to set it at, red and blue lights will now flash on
this -- on this radar trailer.
Bird: We need to get one like Oregon has got coming out of Medford there headed
towards Bend, that they -- they got a camera right there and it takes your picture, you and
the license plate and everything. I know Bob Smith got a ticket.
Lavey: Idaho State Code does not permit that. But we did digress. Okay.
Kilchenmann: We have digressed a lot.
Lavey: The next item is FTEs. Nobody ever wants to talk about adding employees. I will
tell you that we are constantly reminded by the Mayor and others to only submit your
needs. I will tell you that we did not submit all of our needs, because what I submitted to
you today does not cover what we need. We are absolutely aware that there is definitely
budget constraints. So, you may see a large amount of FTEs by us this year. It's not
going to cover the entire needs that we have and we will share with you why. Two years
ago we had submitted a request for captains -- captain positions and we withdrew those
before it came to a Council discussion. I will tell you that that was a very high priced item.
Councilman Bird was our liaison at the time and I will tell you that that cost came in at
about 350,000 dollars and that shocked him and it shocked me, it shocked the Mayor,
probably shocked Stacy more than anybody. And, then, it really kind of started a
discussion about how to reorg the department. Now we have had several different visitors
that have come here and just recently and said you have a very, very flat command staff.
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How do you do it? And we said, well, we have some really, really great people, but it
comes with a price. We actually have certain command staff that are doing major admin
projects when they actually should be on the road and they should be supervising. So, I
will get back to that in a minute. One of the things that we did is we took a civilian position
-- part-time civilian position and we made that a full time administrative position, which
Lieutenant Overton currently has. The other thing that we have done is we have taken
our admin sergeant and used him in a purely admin role as much as we can, but he's also
the one that does our building, he's also one that does our fleet, does our inventory, does
our equipment ordering and, frankly, he just doesn't have enough time to do everything
that we require him to do. And, then, he also oversees the patrol fleet. The rest of the
department -- the commanders of those departments take care of their own fleet. So, we
have community services, we have CID and we have admin that actually take care of their
own fleet. So, we kind of have a mixed match approach on -- on our fleet. We currently
have 74 vehicles. I think it would be 77 if all these enhancements are approved and what
we propose is that we hire a civilian fleet coordinator to oversee our vehicles and our
building needs. Currently it's about 75 percent vehicles, 25 percent building. Now, he
won't -- or she will not be doing the actual building repairs, they will be doing the
coordination like they currently do. One of the questions safety had was will this relieve
Public Works or public -- of the maintenance division. It will not and it will not relieve the
third-party vendors that we use for those items that Public Works currently can't handle.
This will just be a civilian that is coordinating those repairs. The civilian will be paid
approximately 50 percent less than the current person is working. What this will do also is
it will free up the administrative sergeant to oversee our -- our plan is for him to oversee
our body worn cameras, which Lieutenant Colaianni currently oversees, background
investigations, training and policy also, which is what Lieutenant Colaianni currently
serves. It will be a long term transition. Some of those projects are pretty large and it's
going to take some time, but our hopes is that we would have an administrative sergeant,
administrative lieutenant, no captains, and we will still remain with the deputy chief and
chief until such time that we get so large that we have to do something else. So, that is
your fleet coordinator position. Your motor officer position -- Lieutenant Leslie and I had a
lot of discussions on whether we should submit this or not. I didn't want to. It's a grant.
It's an Office of Highway Safety grant. Office of Highway Safety has been very, very
supportive of what we do, but their budgets and our budgets time periods don't align, so
trying to get a best estimate out of them about what they will provide for us is just nerve
racking and sometimes my lack of patience I just -- I don't want to deal with it. So, what
we have had to do and what Lieutenant Overton had to do is give us the least amount that
you will be giving us and if you give us more, great, but we need to know what the least
amount that we will be getting. You will -- I believe it is 125,000 dollars -- 125,200 dollars
per year for the first year that we will be getting. We have to come up with 25 percent of
the full amount for motorcycle and the difference of the 25 percent. So, we would be
coming up with 34,000 dollars in the first year. I will tell you it's a 75-50-25 grant. It will
give us 75 percent the first year, 50 percent the second year, 25 percent the third year,
fourth year we fund -- we fund it a hundred percent. Now, the good news is that if we do
not get this grant we are going to pull this position. We are not going to ask the city to
fund this position. But we will not know whether we get it until late August. Now, one of
the other reasons why this is -- is kind of critical on how it has got the attention of the
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Office of Highway Safety is our DUIs in Meridian have gone up 42 percent this last year.
Now, that sounds alarming and -- but let me share with you that we currently have two
officers that are working dedicated DUI enforcement. So, there is a lot of proactive
enforcement going out there. That is why you're seeing an increase in the numbers. But
they have always been there, we just weren't catching them. So, that's the alarming part
as well. We actually could really use an additional body in the traffic unit and so we --
that's why I agreed to pursue the grant. Executive assistant. This is the title that was
assigned by HR. I submitted an administrative assistant two request to them. Some time
ago we decided that there should only be one administrative two in the department and
the rest of the them administrative one and I submitted a job description based on what I
was looking for. We also submitted a reclassification that we pulled and came up with --
instead of reclassing our current admin two, we chose to leave the current admin two
position in place and to add this second body. So, I was going to add a second body
anyways, it just has a different title. Reason why. I had mentioned earlier that I have
been here almost 20 years. When I came here 20 year ago we had one administrative
person doing all the payroll -- our end. Not on -- not on Finance's end -- doing all the bills,
doing all the office ordering, doing the phone calls, doing anything that the chief needed,
the deputy chief, the travel, the training -- one person and that one person was Jean
Moore and she did it for 34 years and she did it quite well. Well, she decided to retire
several years ago, wouldn't let her back, but the department has grown 75 percent since
she first started. We still have one body. We need another body. Two officers with a car
-- this was where I said we are asking for less than what we need. I'm going to have
Jamie Leslie maybe explain this to you, but I want to first say that we have worked really,
really hard with the agencies in this valley trying to come up with combined resources to
minimize the load that we have placed upon our budget. We have a combined SWAT
team now. We have a combined crisis negotiation team now. We are in the process of
coming up with a major crash reconstruction team now, one team. We have explored
other areas such as training, drug enforcement. We haven't -- we don't have that comfort
level yet to do that as one unit, but we are looking at those things, to not have to be
Meridian has to have their own. It's like the valley has one. We have looked at our
schedules. We have adjusted and made changes to our schedules. We have been real
careful to make sure that we don't make major changes to the point where it affects
training. We provide a great deal of training, but as we watch the national headlines in the
news that's an area that we are not prepared to cut back in. We need to have good, high
quality trained people out there. But the calls for service don't stop so we can train. So,
we need to come up with a schedule that allows us to train, yet allows us to deal with the
citizens' needs out there as well. Now, I do have two additional handouts I'm going to give
you. One is on response times. Our response times have increased in two areas, they
have decreased in one. Our calls for service are about 55,000 this last year, which is
down from the 64,500, but if you look at the public initiated calls they keep going up and
the reason why the calls for service is lower they are not officer initiated calls. We are in a
reactive phase. We do not have time to go out there and do proactive enforcement, so
our officer engagement where they initiate it is down, but our public need has increased
and continues to increase. I have some stats for you on mental holds and welfare checks,
attempted suicides. We have a major increase in those areas and I will share with you
that every mental hold that we have it takes the officer off the street one hour and 39
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minutes for. For every overdose that we have it takes the officer off the road for one hour
and 42 minutes. For every attempted suicide two hours and 32 minutes. For every
suicide one hour and 21 minutes. And for every welfare check that we end up doing we
average three hours and 54 minutes per officer per call. Our officers when they are on
these calls, cannot break free and go handle other calls. We have citizens that are
waiting for officers. Now --
De Weerd: How has TIP helped?
Lavey: You know, Madam Mayor, Council, it's probably too early to tell. TIP has only
been here for five months. I do have the TEO of TIP coming out here next month to give
a six month update to the chiefs and sheriffs and two Treasure Valley partnerships, so we
might have a better idea, at least from their perspective. It is freeing up the officers, but
it's just been too soon to -- to tell you what sort of impact it has -- that has had.
De Weerd: Now that we are using it?
Lavey: Yes. Now that we are using it.
Colaianni: And, chief, one of the other things we have tried, recognizing that so many
hours being spent on the call, is we are in the early stages of trying to establish a
paramedic program that allows the paramedics to come on site and evaluate these
people, their stability, their intoxication level and those types of things, so we can make
those decisions and that will free up the officers, because with all the time spent at the
hospitals and these institutions that are housing these people require that everyone is
screened before they are brought in and go the ER to the hospital is a very long time
waiting for doctors and nurses to screen them and clear them and pass the liability onto
the next person. By allowing the community paramedic program to come in and develop,
this will do that all on site at the location and skip the ER altogether. That program hasn't
come to fruition, we are still working through the nuances in training, which is the
paramedic has to be able to sign off like a doctor would that these people are okay to go
ahead and --
De Weerd: In some places they have a medical response unit and they partner with the
hospital in putting a nurse on the vehicle, but it's been the drive hospital. It might be a
model to look at to see if that's something that could -- could help.
Colaianni: Yeah. We have looked at it with the different things and that's something that's
been discussed, actually, just really bringing all those stakeholders together, because,
quite honestly, the police are only one piece of it and they don't have the level of medical
training that would allow them to make those decisions. They can't. And so it extends the
call out and certainly the hospital, the paramedics, they are willing to step up and do that
and take this out and a lot of these people are in need of medical -- they are in a medical
crisis and that's what's slowing it down and really extends the call out and when those
calls go up so does our time off the street. We are slowing people down. And if they are
combative, then, we have to take a second officer down.
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Basterrechea: And when you look at the welfare checks, the reason they are so high,
those are really the suicidal subject calls that you're out on for hours negotiating and there
are times you can just walk away and there are times you just can't.
Bird: I have a question on the suicides. Is 2009 --
Lavey: So, I have a note on the suicide. You're going to see that it's listed 100000. That
is an inaccurate figure and let me tell you why. And I have a little footnote here. Well, I
shouldn't share with you, but I will. In our busiest times we have one to two suicides per
week or at least on average per month. The reason why you will see a zero in there is we
don't label them suicides. The only person that can rule them a suicide was the coroner.
So, we list them as unintended death in our CAD system and the only way I could get the
data out that it was an actual suicide is to go hand search each and every single one of
those. So, if I did unintended death, you would have unintended death for now causes,
unintended death from unexplained circumstances or suicides and we just didn't do that.
We shouldn't have that figure on there, because it gives you an unrealistic picture, but I
did put a footnote here so you could see that. So, I handed these out really just for your --
your information. We don't really need to discuss them much more, unless you would like
to, but it does share some calls for service, 911 calls, officer initiated calls that I talked
about in a graph. It does list our response times on there. It does list an area that I had
mentioned before and I have been asked about before about some of those key
businesses in -- in town that might attract higher calls for service. And so you will see
those noted on there as well. The third item down -- I just want to make sure. The third
item down -- the third business down there, though, it's -- it's too new to -- to really have
any significance there, but you will see it's already created, so -- the other -- this one here
I pointed out to you just gives you a -- the stats on our DUIs, but it also lets us -- lets you
know what the traffic crashes are like. I will tell you that we have only had about a .08
percent increase in traffic crashes within the city, which I think is a major accomplishment
to a lot of different areas, to our transportation committee, to our officers out there doing
education, out there doing enforcement, to ACHD, Idaho Department of Transportation as
far as working with us to insure the safety of our citizens. The most significant and
probably the most proud that we are is that we have had a 17 percent decrease in injury B
-- A, B's and C's was -- it's either a complaint of injury, a significant injury, or a serious
injury. So, B is a significant injury crash and -- or substantial injury and it's down -- they
are down 17 percent. And, then, you will see the increase in our DUIs. We -- I said that
we will -- we have been doing all those things to try to overcome asking for bodies. We
currently have two task force positions that are open, the drug enforcement DEA position
and the metro crimes task force position that I have not filled. I am to a point where
something has to go. Bicycle unit. SROs. Task force positions. Something has to go,
because that body needs to go on the street and be a first responder. We have done a
significant job over the years funding our specialty units, funding our detectives. Our
detectives currently have -- I was just told this week 356 active cases that are open that
that group of detectives are currently investigating, but we can't keep robbing from patrol
to fill those positions and so we are asking for two. I will tell you with the schedule that --
the new schedule that goes in place, we still need -- Jamie, I think it was two more bodies
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to be able to fill out the schedule and to run it to the fullest. I will also tell you that we need
two more lieutenant positions in patrol. We currently have one lieutenant that works
daytime and one lieutenant that works nighttime and they work every single day of the
week. They are getting phone calls in the middle of the night when they are not there,
because there is only two of them. Currently one is on vacation, so Lieutenant Leslie is
probably getting twice as many phone calls. We need to have a lieutenant -- a day and a
nighttime lieutenant that works the first part of the week and a day and a nighttime
lieutenant the latter part of the week, because we are a seven day, 24 hours a day
profession. We make it work. Some days I will tell you I do not know how we make it
work, but we make it work. But I'm here to not only ask for some, but at least show you
and tell you what position we are currently in. So, when I submit only needs, I also put
reality in that as well, so I am prepared to answer any questions on the FTEs.
Bird: Chief, clarify. The two officers you're asking for with the one car, that is -- that does
not allow you to have two lieutenants; right?
Lavey: No. Correct.
Bird: That would be an extra two officers?
Lavey: That's two extra first responders that will be assigned to the graveyard shift to
make sure that we have adequate officers to handle additional calls and have safety for
our officers.
Bird: That's what I thought.
Lavey: We currently have minimum staffing. I think the staffing is five on grave yard, but
that's -- they can only handle one or two active, serious calls at one time and, then,
everything else goes on hold, unless we bring in additional resources from other agencies
to help us out.
Bird: And what is your call volume between 11:00 and 6:00?
Leslie: Between 11:00 at night and --
Bird: You're saying graveyard. Yeah.
Leslie: So -- that's a good question. We went and evaluated -- took all of our calls for
service by hour and staffing by hour and graphed that out. So, right now we are currently
running traditional shifts of 7:00 -- so our day shift is 7:00 to 4:00, with a Monday overlap
and, then, our swing shift is at 4:00 o'clock in the afternoon until 2:00 o'clock in the
morning and our graveyard is 9:00 at night until 7:00 in the morning. It's always been that
way. About -- well, I shouldn't say always. We had a -- in the late '90s -- '99, 2000, we
had a cover shift, which was 11:00 o'clock in the afternoon until 9:00 o'clock. So, we did --
we sat down and went through our calls for service. Our peak calls for service are
probably between that 11:00 o'clock in the morning and about 11:00 o'clock at night.
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That's probably the real push where we have a lot of property type crimes, calls for service
times. Those DUI calls, obviously, are happening from 11:00 o'clock to 5:00 o'clock. We
took our shift and pulled bodies off of minimum numbers and created a cover shift again.
So, we are going back to an 11:00 to 9:00 shift. So, we took people off early morning, so
there will be less bodies from 7:00 o'clock in the morning until 11:00 and at 11:00 we will
start ramping it up again and, then, our bike guys come in in the early afternoon, like 1:00
or 2:00 o'clock, so we will have it staggered now to show that we can handle those calls
for service as they are handled throughout the day. So, we are breaking away from a little
bit of that traditional shift work and trying to increase the body -- not necessarily by shift
having minimums, but by time of the day. So, now we are trying to -- how can we have
between 11:00 and 11:00 have that -- those certain hours have more people. So, there
will be less people on from 5:00 to 7:00 and it's 5:00 o'clock in the morning until 7:00
o'clock that's kind of that dead area, so there will be less officers then. The other thing is
that the traffic comes in at 7:00 -- no. Wait. They come in earlier. But the other benefit of
that is if you end up short handed somehow it's easier to pull a guy one hour down or up
to help build another shift. So, we are launching that in September to try to help out with
some of those numbers. We have the same number of patrol guys sitting in patrol cars
today as we had in 2008. Forty-seven. But the other services that we have added, the
bike unit -- the SROs we are at 11 I think now total. That's one unit -- supervised by one
person and that's something we are going to have to look at in the future as well. They
keep adding schools and that's a huge benefit to them.
Bird: That is. That is the greatest service we could -- I would never want to see that go
away.
Leslie: Those schools are like little cities. I mean if you really --
Bird: And not only that, those kids get to learn and respect a police officer.
De Weerd: But I think in terms of you said SROs, bike patrol, task force -- SROs and the
bike patrol, they are really preventative.
Leslie: They are.
De Weerd: And I hope everyone sees that it saves on the back end, because of the
preventative piece to it. I think your numbers could be a lot different if you didn't have the
impact team and the SROs and the bike patrol. They are important to our community.
Lavey: Madam Mayor and Council, I do not disagree with that whatsoever. Just trying to
quantify that is kind of hard to do sometimes. What this is --
De Weerd: In my mind it's --
Lavey: Well, just this week when I get a Twitter page of a picture of our bicycle officers
playing basketball with a young kid in a park really says it right there.
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De Weerd: Well, just to give you a heads up, our youth council learned from Twin Falls
youth council they did selfie with a cop and our youth council is totally in. So, you will be
having selfie with a cop with our youth, guaranteed.
Basterrechea: We are putting in the next enhancement for selfie sticks, which really only
run about 20 dollars each.
Lavey: That will segue into my next item, but --
Leslie: Did that answer your question?
Bird: Yeah, it did, Jamie, and I appreciate that. I just -- I hate to see us short in the patrol
division and undermanned, because, you know, guys riding around by themselves late at
night, it isn't the safest thing going. Even in Meridian, Idaho, we can have problems. So, I
just -- I think you guys do a great job with what you got.
De Weerd: Okay. Next.
Lavey: So, I will just -- I will just tell you on the FTEs, this is the topic that we will have to
have later on, but the school district just informed us two days ago that they are going to
want an SRO in their Victory middle school for --
De Weerd: They can fund it.
Lavey: Well, they fund part of it. And that they are currently looking for high school
property in -- I think I can say this -- in Meridian in your part of the woods, in the northwest
part within the City of Meridian. That would be another SRO position that they will want
and there is no SRO for the elementary school currently being filled. So, that's just
something to keep in mind. We currently have nine assigned to our schools. That will be
11. And we will have to talk about supervisor.
Bird: And, then, in the summertime you bring them out -- do they go on patrol, detectives,
or what?
Lavey: Everywhere. Absolutely. Patrol and bikes mainly. We have some that we assign
to detectives sometimes. It's just where ever the need is at the time. So, we look at light
duty issues, FMLA issues, workload issues --
Leslie: Summer school.
Lavey: Summer school. And we just spread them out and so several of them are on --
full time on the bicycle, several of them are on swing shift patrol, sometimes they are in
detective.
Basterrechea: We don't have any in investigation this year.
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De Weerd: Are you still doing the ones in the high school as a neighborhood resource
officer?
Lavey: Correct. Yes.
De Weerd: The NCO.
Leslie: Neighborhood contact officer.
Lavey: And the school district does not pay any of their wages, they just supply office and
computer. But part of that is that, then, they use some of those money savings to fund
additional security officers that handle the school policy issues. We handle the criminal
issues.
De Weerd: So, you're are not babysitters.
Lavey: Right. We are not babysitters. And, then, we can pull them off and on anytime.
Basterrechea: As well as when we can pull them and you have got to do a patrol shift
today or we need you on this call and we just pull them. We are not tied to --
Lavey: We dictate what they work. The contract doesn't dictate what they --
Leslie: In high school the more problems are outside the school than inside the school.
The middle school there are more problems inside the school than outside the school.
Lavey: So, they deal with the commercial -- the commercial and we try to strive for the --
a mile radius of the schools with the commercial and the residential and have that
personal contact, but, of course, it widens out from there. Okay. The last three items that
I have on here under admin are smart phones. The selfie kind of segues into that. And
my guess
-- and I will answer as many questions on this as you want, but I want to give you a little
bit of history on this. When we started the body worn camera -- well, when we -- when we
started to research the body worn camera program we looked at all the options that were
out there. One of the options that they had was the system that we purchased was -- I
want to call it a -- well, we talked about dummy terminals earlier. These were -- they are
dummy smart phones. All they do is -- they have blue tooth connectivity between the
camera and the device where they can view their video and they can tag it. Two hundred
dollars. And I decided that we could spend just a little bit more money and get smart
phones for the officers that not only can we do everything I just said, but they can text
crime scene photos back and forth that our detectives do, they can stay in contact with our
citizens out in the field -- our officers are out in the field over 80 percent of the time. Yet
when our citizens are trying to get a hold of them they are getting voicemails, they are not
getting the officers. The officers are not giving out their cell phone numbers, because they
are their personal cell phone and they don't want those people calling them on their days
off, nor do I have want them calling them on their days off, because, then, we have FLSA
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issues and so we block the numbers when we are talking to our citizens. We currently
already pay 25 dollars per device for 15 additional dollars per month, which 150 dollars a
year per officer -- no, that's not right. It's hundred and fifty -- no.
Bird: Fifteen dollars. A hundred and eighty.
Lavey: A hundred and eighty. We get far greater use out of them, plus we also get
department control. I don't have department control on the personal cell phones of the
officers. I can't dictate who has one and who doesn't have one, when it's on, when it's off,
when you call me, when you can't call me, and so we are requesting that we supply an
individual phone to every uniformed officer out there. The next item is emergency
notification system. This -- we submit on behalf of the entire city. In our emergency
management committee we have been looking at how do we get critical information out to
our citizens or to our employees in the quickest amount of time and we don't really have
that mechanism in place. We don't have a mechanism in place for -- if it's not critical, at
least it's important to say don't come to work today, because the building doesn't have any
heat and it's ten degrees outside -- avoid this area, avoid that area. We currently use
social media for that. This emergency notification system would be -- it's 3,500 dollars for
a year. We don't have to put any infrastructure in place. As I call it self contained. So, it's
-- really, it's a service we are purchasing. We use all their equipment. It's housed I think
in New York. And I guess if I was to equate it to something that might be familiar to
anybody it would be like the Robocalls, like you get for like elections. It's that type of --
De Weerd: Politicians.
Lavey: Politicians. That type of -- that type of system where you will actually --
De Weerd: He's forgotten who he is talking to.
Bird: That's not true. We get those all the time, especially on election day.
Lavey: That's where the company started from was the Robocall machines, so -- but I
was stumbling on like fundraisers and call center. It's the same system that they have.
But what we actually are able to do is to program our list, so we can go in on a department
basis and say, okay, here is a call list for command staff, here is a call list for the entire
employees of the police department. Here is a call list for the entire city employees and,
then, we can go onto any web based system and send a message out and everybody
gets it in an area that are on the device that they have supplied us with. So, if they want
to do e-mail they get an e-mail. If they want a text they get it with text. If they want it to
their desk phone they get it -- they can have that choice. The nice thing about it is we can
also -- it's an opt in system for our citizens, as we can publish the link and say if you want
to have emergency notifications on behalf of the city here is how you opt in or here is how
you opt out. So, we are not inundated with people that really don't care what we have to
say, but if they do care or they do have an interest, they can opt into this. The nice thing
about it is when you're doing this is that when you send the message out you can click a
box and it will funnel out to your social media as well. So, whatever message you're
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putting out in an emergency message could also be sent out to Twitter, to Facebook, or
whatever social media that you have within the city if you want it to go there as well. It
may not be appropriate, most likely it is, to go to the social media as well. Lieutenant
Overton and I have been dealing with a vendor and have had a demo. It's not the only
vendor that's out there, but we have found that it did everything that we wanted it to do at
a relatively cheap price. There is no -- it is a contract, but it's a opt in, opt out, like any of
the other contracts that we have, opt out within 60 days. We are not committed to it. We
would like to try this for a year, see if it works.
Bird: What's the cost?
Lavey: Thirty-five hundred dollars.
Milam: Make sure you get that how to opt in in our newsletter that we are going to send
out quarterly.
Lavey: Yes. Yes. We could do that. But we also thought about having little post cards
made and so we can put it on everything that we do, if that's the route we decide to go
that's what it would be. But it would be an opt in system, so if a citizen wants to be
notified that they can be -- they can do that. Really kind of how we do the whole contact
with the city now. You can opt in or opt out in certain areas. Last item we have is uniform
allowance. This has been a multiple year discussion on the part of the police department,
because it doesn't always set well with some people, but we wanted to make sure that we
did it right. We have not made any changes to our uniform allowance to our patrol officers
-- or to our police officers since 2007. In 2007 it was 600 dollars and we raised it to 700
dollars. We have had significant increases to uniforms over the last eight years and our
officers have beared the price. They have even beared the price by going in and
purchasing uniforms or continued to wear old ratty uniforms until the chief or deputy chief
say it's time to get it replaced. What we did is a study in average replacement times for
uniforms over the three year period of all the uniforms that we would require on the part of
the officers, divided that by three and came up with 1,100 dollars per year -- I think we
rounded it down. I think it was a little higher than that. 1,100 dollars per year is what on
average an officer is spending in uniform replacement. Now, I will tell you that some
officers are spending a lot more than that, because they wear their uniforms out faster, but
there is some officers that are kind of stingy or not as rough on their uniforms and they
can last a little bit longer. But on average it's about 1,100 dollars. So, that leaves us -- we
pay 700, they make up the difference. We would propose that we look at a uniform
allowance increase. Now I will tell you that we have looked at other approaches --
De Weerd: From 700 to what?
Lavey: Eleven hundred.
De Weerd: To 1,100.
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Lavey: Yes. So, it would be a 400 dollar per officer increase. We have looked at
quartermaster systems. We have looked at what Garden City does. We have looked at
what Boise does. We have looked at what Ada County does. With the size of our
department and with the way that Boise and Ada County run things, we would need a --
about a -- right now estimating 1.5 FTEs to run the quartermaster system. Boise has 2.5
people that's all they do is a quartermaster system. Ordering, handing out and giving
uniforms to their officers. I don't believe -- I don't have the staff to do that. I don't think it
makes fiscal sense right now to do that. I think it's just easier to -- to do the uniform
allowance.
De Weerd: So, chief, you can reduce your request of 45,587 by 8,187 by taking out the
FICA, PERSI and workmen's comp.
Lavey: Well, I did, but Finance put it back in, because they are taxed on -- the officers are
taxed on that, therefore -- so, whatever amount that you get -- they don't get 1,100 dollars.
Basterrechea: We tried that route.
Lavey: Yeah.
De Weerd: It's like how come that is in there.
Lavey: I think it -- I think I requested 38,000 and they raised it to 46.
Overton: We tried. It wasn't in there to begin with. Todd corrected it.
De Weerd: I tried.
Lavey: I notice that you ran away.
Zaremba: It is giving them a uniform in lieu of pay, so the IRS says that's money.
Lavey: Yes. Under IRS rules that is -- that is -- that is income.
Kilchenmann: I believe -- I should just Rita, because she --
Lavey: You're on the spot, Rita.
Kilchenmann: We pay cash, but -- we just pay them cash. We don't know that they have
spent it on uniforms, or spend it one uniform and -- whatever else they want to spend it
on.
Lavey: You wanted to say donuts. I know you did.
Kilchenmann: No, actually did not want to say donuts.
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De Weerd: I know. We should have put this in front of you guys.
Bird: Those aren't donuts.
De Weerd: They are close.
Lavey: They might eat bagels. Anyway, that's -- that is -- that's where we are at. I
believe that covers all the items I wanted to talk about and we are over schedule, so I will
shut up, but I will answer any questions or talk about anything else that you would like to
talk about.
De Weerd: No. I just want to thank you and your team for the third safest city in Idaho
and, really, the first in the state for relatively larger cities.
Zaremba: And the respect that our citizens have for you all.
De Weerd: Yeah. So, every year it gets better, so thank you.
Lavey: Madam Mayor and Council, I shared it with the Mayor and with our liaison, but I
don't think all the Council got it. We are at full implementation of our body worn camera
system and I will tell you that I personally -- and I think those at the table will speak in this
regard as well -- am quite proud of what we are seeing so far. But it's -- it's good. Oh,
there is one thing I did not. Looking at the enhancements -- because when we wrote
these enhancements we hadn't implemented the body worn camera program and Stacy
over there is going to kill me when I tell her this, but we did not include a body worn
camera or the ongoing licensing cost for any of the new sworn positions that we just
talked about. So, it's 400 dollars a camera, 300 dollars for the equipment, one time
expense, but it's 600 dollars -- that's rounded up, but 600 dollars per year licensing per
offer per camera. So, about 1,300 dollars of any of the sworn positions that we may have
approved during this Council session will have to taken into account.
De Weerd: So, chief, on the motorcycle officer, it sounds like you need it, so would you
ask Council for consideration irregardless if you get the grant for funding that position?
Lavey: Madam Mayor, Council, it would make sense if I did and I would like to, but the
promise -- not really a promise, but a statement that I made through Finance and through
the budget process with the directors was realizing that revenue is tight, that if we didn't
get the grant we would forego that position. But we also realize that I need the body
anyways, I'm going to ask for that body next year, so if Council felt that we could afford it,
yes, but we also have to look at the rest of the city as well to make sure that all the
priorities are being addressed, so I would defer to Council to make that final decision.
De Weerd: Well -- and I -- and that's why I raised it. I think, again, we look at policy and
different options. I think you have to throw that out there.
Lavey: You do. You do. And we are not afraid to talk about it.
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Bird: You know, I -- for one I don't -- I don't want to see us get behind and -- because I
think we have been able to be proactive because we have stayed up the last few years.
We went through a period when we got behind and it's -- and it cost us nothing but dollars
to get caught up. If you are -- now if you get the motorcycle guy, then, are you just short
one or are you still short that two?
Lavey: You're still short two out of the basic patrol response, because he would be -- or
she would be in a --
Bird: But what I'm looking at is getting your two more lieutenants.
Lavey: Well, that's a whole different topic.
De Weerd: That's not in front of us.
Lavey: We need -- yeah. It's not in front of you. We need two lieutenants, two officers,
and then --
De Weerd: Thing One and Thing Two. You guys make me laugh over there.
Zaremba: If you have already hired an officer can you use the grant for that or does the
grant have to be for hiring somebody you have never had before?
Kilchenmann: No. You can use it --
Lavey: It is -- it would be considered supplanting, unless you do it in a -- if you are already
getting ready to hire someone and, then, you have the -- the grant come in, you're
approved for it, you could put that person in there and hire another one, but if that person
is already there, already working, already doing the job you can't use that money because
it's supplanting a position that's already there, unless the grant says you can use this to
fund this, this, this, but I have not seen one.
Zaremba: Okay.
Lavey: Oftentimes you will see a -- a foundation -- a private foundation where the rules
are different, but if it's tied to government money that would be considered full time.
De Weerd: What's the time frame on --
Zaremba: So, in that case you --
Kilchenmann: They will know whether they got it or not. So, they wouldn't be able to get it
until October 1st regardless of the grant, but they will know -- yeah.
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Lavey: And, really, you're already -- you're already funding part of it, so if -- if August
comes and we are going through our workshop, you will know whether we got the grant or
not and, then, you would have to come up with another --
Kilchenmann: You can only do it now.
Lavey: -- 125,000. But they -- they -- Finance a lot of times look at it as a hundred
percent funded by the city and, then, this comes in as just revenue to offset this.
De Weerd: We are going to take a ten minute break. Everyone done with their
questions? Okay.
(Recess: 3:30 p.m. to 3:43 p.m.)
De Weerd: Okay. I will go ahead and start the budget workshop again and we have
Public Works in front of us. Turn this over to Tom.
Barry: Thank you, Madam Mayor, Members of the Council. It's my pleasure to present to
you our proposal for the fiscal year 2016 budget for the Public Works Department. Want
to recognize, first of all, a number of staff that contributed to the development of our
budget. As you know the Enterprise Fund budget constitutes almost half of the entire
city's budget and it takes a lot of people to put this together, a lot of moving parts and I
really want to recognize the contribution of the staff, particularly those sitting at the table
here and we have a number of staff in the audience that are participating, I want to thank
them for being here. But probably -- maybe most notably I would like to thank Mike Pepin,
our business operations manager and Al Freitag our utility analyst for really picking up the
majority of the work here, in addition to Todd, Rita, and Stacy from the Finance
Department. So, we couldn't do this without them and, of course, the support of our
Mayor and certainly our Council liaison. So, thank you all for your time and effort. It's a
big undertaking. There is several budget influencers that drive the development of our
budget. We can go into a lot of detail about this, but you already know this, so it's really
for the benefit of those watching at home, all 30 of them. I just heard that five dropped off
as they heard Public Works was coming to the table, so hopefully we can get their interest
back. But, nevertheless, there are several influencers. Obviously, this town continues to
grow. The tenth fastest growing -- or I believe the ninth fastest, depending upon which
statistic or which source you use. So, growth is a big driver for us. Regulations. We have
been talking for a long time now about regulations. That's a big driver and drives a lot of
the cost in our budget. We are also guided by master plans, facility plans, our Public
Works strategic plan and certainly our five year CIP, which kind of ties all of this together
and helps organize our fiscal year budget request in an orderly fashion over the period,
you know, into the future. Finally, we do also incorporate comments, feedback, or
whatnot, from the community. For example, well treatment for brown water issues or
water quality. So, that's pretty much what's generally driving most of the budget. I want to
talk with you quickly about some of the differences between this year's budget, that being
the fiscal year '15 adopted budget and our proposed budget. There is not a whole lot of
difference. You will notice that there are some slight reductions in personnel, operations,
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and maintenance in comparison to this adopted budget that we are working on of fiscal
year '15, by about 300,000. That's mostly related to the fact that we are able to -- we
have 600 or so water meters that we don't have to order next year, so we can reduce that
amount from an operational perspective. We have some maintenance -- software
maintenance costs that are going down and, then, we also have some consulting money
that we are not needing as much as we did -- this past fiscal year. So, there is maybe
300,000 in reductions on the personnel operations and maintenance. Pretty small fraction
of the overall POM budget and replacements are down just slightly. Not really worth
talking about. The water capital enhancements, essentially, are down slightly, but, again,
those are just nuances of a, you know, year by year sort of work that we do. And, then,
you will notice the wastewater division. We are beginning a ten year campaign to do a
number of things at the wastewater treatment plant. First of all, to increase the capacity
of the wastewater treatment plant, because we continue to grow as a community and as
we grow we must accommodate the capacity that comes with that growth and so you will
hear more today about the capacity improvements that we have planned and the costs
that come with those improvements. Also regulations, as I mentioned earlier, are a big
driver and when we put in this new capacity we are not able to put the capacity in today
that we were able to put in, you know, 20 years ago, because there is a different
regulatory standard, so we have to meet that new regulatory standard, which makes these
capacity improvements more costly. In addition, we have to get the entire rest of the
treatment plant up to par in meeting these new nutrient -- low nutrient requirements. So,
as I mentioned and as you have seen from us before in the past, we have, you know, a
long period to come, about a decade or so, where you will see increased spending at the
wastewater treatment plant or wastewater recovery facility and in the wastewater division.
De Weerd: Water resource.
Barry: Yes. So, anyway, those are some of the nuances and this is probably what our
budget will continue to look like going forward. I want to talk to you about some of the
enhancement vetting just really quickly. When we start our budget, you know, late
February, early March, the staff are asked to provide, you know, their recommendations
with regard to what they need in the form of enhancements. I just wanted to mention
that --
De Weerd: What page are you one?
Barry: I'm on this page here.
Bird: He's on the front, Tam.
De Weerd: Oh. I skipped ahead of you.
Barry: Am I going too fast for you? Okay. We are all on the same page now; right?
De Weerd: Thank you.
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Barry: Okay. As I was saying, we -- we have a pretty robust vetting process in the
department. I wanted to share with you some of the results of that vetting. We have had
several very good conversations this budget year in preparing our fiscal year '16 budget,
which included a number of very difficult conversations that challenged the staff, you
know, pretty much at all levels throughout the department. We had originally received
requests -- about 44 enhancements totaling a request amount of about 24 million dollars
for this year. We looked really hard at that and were concerned on a number of different
levels. The first level is whether or not we could accommodate financially those requests
in one year -- all in one year and, secondarily, if we had the personnel that would allow us
to construct or further those enhancements and so we deployed a level loading strategy
whereby we have tried to take out peaks and valleys over the next ten years of spending
and projects and are attempting to, essentially, level out or balance out these requests
over time, so that we work within the fiscal and personnel constraints we have within the
department and we think that by doing that we have created a very reasonable budget
that is fiscally proven, but also regulatory -- meets the regulatory requirements and the
growth-related requirements, while adhering to the personnel constraints that we have to
effectively pull off the budget. So, you might ask -- which is the next slide, well, what kind
of came off, because we went from 44 enhancements down the 33 and shaved off, you
know, roughly four million dollars or so -- almost five million dollars and how are we going
to manage through this. So, the next slide discusses that. The 11 enhancements that we
have pulled off will be delayed and they will be put into years whereby -- that were maybe
less aggressive in the amount of the project and the amount of financing and we are going
to continue to do this as we go on a year by year basis. A lot of these projects are going
to be placed in the fiscal year '17 budget. Fortunately, some of the projects have come
down in cost. For example, the ultraviolet disinfection improvement project, we were able
to shave 500,000 off of that project just from a cost re-estimating standpoint. And so as
we get more data we are going to see some of these fluctuations as we move forward, but
I wanted to let you know that we haven't just wiped away 11 projects and we are not ever
going to do that, we just have to put them in at the right place, so we are organizing our
work as we go to meet those constraints and the needs that we have in the department.
So, with that I want to close with the introduction of the -- of our fiscal year '16 proposal.
We are going to go through the enhancements now. W e have a couple of -- it's up to you
how you want to move forward. We have 33 enhancements, as I mentioned. Wastewater
will go first and, then, water will go second. Now, we can -- we can present each one at a
time and you can stop us at each time and ask questions or we can go through one
section at a time and, then, you can stop us for questions then or we can go through all of
the enhancements for water and wastewater and, then, you can stop us there. It's
whatever your pleasure is. We are prepared to, you know, handle questions at any level
at anytime. So, I guess --
De Weerd: Probably easiest going through by division and, then, asking questions.
Barry: Okay. Fantastic. So, with that I will turn it over to Tracy -- or Tracy Crane and as I
do I will ask him to make an announcement.
De Weerd: What's his name.
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Barry: Yeah. What's his name. I am -- I am -- I will let him do the talking, because --
bitter sweet I guess.
Crane: All right. Well, thank you, Tom. I appreciate it and it is my pleasure to present --
Clint and I are going to present the wastewater enhancements, but before I do if I may I
would like to take a second to thank each and every one of you. Some of you know --
most of you, but maybe not everyone. After close to 19 years next Wednesday will be my
last day with the city. Very bitter sweet, but my wife and I are moving on to some bigger
challenges, but with your support and guidance we have built an amazing facility and it
has been an honor and a pleasure to be part of a first class utility and everyone from the
Mayor, Council, employees and the citizens should be proud of the wastewater resource
recovery facility. It's first class and it's been an honor to lead that. So, I'd like to thank you
for your guidance and support over the years, so --
De Weerd: It's a big loss.
Crane: Thank you. I appreciate that. So, with that this year we have 21 enhancements,
totaling over 15 million dollars and Clint and I are going to provide a little bit of an
overview of each one. Oh, I'm sorry, I forgot about that slide. So, we wanted to talk a little
bit about the impact of the enhancements by the -- for the new permit as well. Lots of talk
has gone on about the new permit and the implementation plan and the funding and
everything that's gone in around it and the slide that's on there sort of shows you how it's
divvied up of the cost for the capital budget for this coming year at the wastewater plant
and I thought it was important to note that we refer to things about, oh, this is due to the
new permit and this is all permit driven, but one of the important things to keep in mind is
that the current permit, as well as the new permit all have a lot of common language that
say things like we must properly operate and maintain our facility, so a lot of the -- some
of the cost that maybe aren't directly related to brand new regulations that are going onto
our utility, it wouldn't matter whether we are under this permit or a new permit, we still
have to properly operate and maintain the facility, which means we have to do the
replacements and we have to take care of say the collection system and do some of the
other costs. So, with that 87 percent of the -- of the money that we are asking for is
directly tied to that implementation plan that was developed as a part of seeing the draft of
the new permit. The rest of it is tied to O&M costs that we would have to do whether we
stayed with this permit or under the new permit, just to -- so that we can kind of clarify that
there is a big impact with the new permit, but it's not all just tied to the new permit, there is
certainly things that were required to do under the old permit as well. And, then, so -- now
we are on to 15 enhancements totaling -- 21 enhancements totaling 15 million dollars and
Clint and I are going to give you a brief overview of each one and the next one is sort of a
summary of what I said, but I can't resist putting an aerial view of the plant every chance I
get, but, essentially, it is talking about 87 percent of it is related to implementing the
changes that the new regulatory environment is -- that's coming our way. So, first
enhancement is for capacity upgrades at the facility. This is the first year of a three year
project to design and construct additional treatment capacity. Obviously rapid growth --
Tom mentioned the pace of growth here has facilitated the need to increase the treatment
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plant capacity. In fall of '15 we start approaching this 80 percent of the design capacity of
the facility. Eighty percent of the regulatory threshold, this is when you get to 80 percent
you need to start designing more. It takes about three to four years to get from design to
the time that you get to turn the capacity on and actually use it, so if you look at the flow
graph that's on the slide it sort of demonstrates the year over year increase. I don't see
any reason to not expect that to continue. So, this is our highest priority to make sure that
we can continue to have the growth and get the capacity in ahead of the growth. The
second enhancement is our ultraviolet disinfection improvement. Tom also mentioned
this. This is the third and final year of a three year project. This -- the funding that we are
requesting this year will be for construction of the actual improvement. The UV was the
smallest unit processed, so it was one of the first things that we needed to expand. The
current capacity is that you can't maintain the channel unless you come in at low flow in
the wee hours of the morning and you only have a couple hours to do the work before the
flow comes up. And Tom mentioned the half million dollar savings and I was -- plant staff
and the engineering staff we worked really hard with the designers and through the design
process we decided to keep the current system in place and design the new stuff and
have them both running concurrently and so we were able to save the half a million dollars
by making sure that we match the two systems up and keep the current system in place
and operational. Its flow pattern will change a little bit, but the equipment will stay, so that
was how the half million dollar savings came about. The third enhancement is on the
head works upgrades and odor control. This is the second of a three year project to
increase pumping capacity at the head works. So, the first one is liquid stream treatment
capacity. The second enhancement is the disinfecting capacity, and, then, this one is the
pumping capacity into the plant. This also will include things like better screening. The
technology for screening is -- has come light years since our screens were put in. For
example, the screens that are there now have about a 38 percent capture ratio and
today's screens can do about 70, which is a big deal in how much you have to treat down
at the treatment plant. Also odor control, so there will be a building over it and odor
control, as you know, the growth has encroached the treatment plant and there is some
actually very nice homes around our facility, so this would put in odor control at the head
works and also -- also better grit removal and influent flow monitoring, so -- and it's
important to have this done ahead of the capacity upgrades that I spoke about in the first
enhancement, because this facility will be designed to pump the flow to the new facility.
Next enhancement is for the plant PLC replacements. This is the second time you have
seen this, so this is year two of a three year project. Essentially the five PLCs and their
program logic controllers, their computers that control -- literally control the facility. When
we start talking about, one, the nutrient levels that we have to get to, computers really do
have to control it to get to as low as we need to go, but also the ones that are currently in
place, aside from the two that are under replacement for this capital year -- or fiscal year,
they are 20 year told technology. The PLCs were designed 20 years ago, they have been
around a long time, although they are still available, the manufacturers stopped supporting
them a couple years ago. So, a plan was put together and a sequencing plan was put
together for replacing all the PLCs. It will include reprogramming and also making sure
that the language that the PLCs and the TAG means they use is the same as our asset
management and the same as our SCADA. So, in the future all three of those can been
seamlessly integrated.
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De Weerd: You're going to explain the picture there?
Crane: The picture? Of the PLCs?
De Weerd: Of the old phone.
Crane: Oh. Well, the idea was in 20 years, if you think about the PLCs that we are
running, the SLCs are 20 years old. So, if you just think about what happened to a cell
phone in 20 years and how far it's gone, it gives you an idea of how far the logic
controllers have come. We thought it was a good illustration. The old cell phones still
work, too, kind of like our PLCs, it's just sort of outdated and not supported. The
enhancement is centrate equalization and this is about the ammonia load on the facility. If
you look at the graph that's included, the -- what do you call that? The line graph there,
that's an actual graph of the ammonia load going into the biological part of the basin and,
essentially, the conversion of ammonia in the treatment plant is done biologically by
organisms and what this graph shows is that we feed them a whole bunch of nitrogen
during the peak flow and we essentially starve them, if you will, at the low flow and the
idea here is to take the centrate, which is from the centrifuge, it's about 23 percent of the
total nitrogen load and what we would like to do is this tank and this project will help us
store that and, essentially, sort of stretch out that line and straighten it out into the gray
band, which will help the nitrifying population organisms that take care of ammonia, give
them a more stable food source, so it's not feast or famine all the time for those guys.
And with that I will turn it over to Clint.
Dolsby: This next enhancement is for South Black Cat lift station improvement, so
screening of the raw wastewater is required DEQ at all lift stations rated above one million
gallons per day, which is the -- the lift station is way higher than that. This is the highest
lift station flow wise in the city and the manual bar rack that was installed back when this
lift station was constructed is no longer sufficient with the higher flow rates that are going
through the lift station, because of the increased amount of screening, which is causing a
lot more O&M. Also you're getting more stuff that's going through the manual bar rack
that's not only clogging up the pump, but it's --
De Weerd: I can almost smell it.
Dolsby: Yeah. Decreasing the pump life out there and so this enhancement is -- will fund
the improvement to the screen systems at the lift station to include maybe new screens, it
might be a grinder to grind it up and pump upgrades. So, with that we will move to the
next one.
Bird: Is that the lift station there just south of Cherry Lane on Black Cat?
Dolsby: Yes.
Bird: The nice big one there.
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Dolsby: Uh-huh. That's the one, Councilman Bird. Next enhancement is for phosphorus
removal optimization project. So, upcoming NPDES permit will include near limit of
technology limits for both ammonia and phosphorus at our Wastewater Resource
Recovery Facility and the compliance schedule for our NPDES permit that's coming up
here really shortly is what we are told, includes a requirement to evaluation the treatment
options to achieve these final limits within the first two years of the permit. So, this
enhancement will fund the study and a possible pilot project to evaluate treatment options
to reach those final phosphorus and ammonia limits in the upcoming NPDES permit. Net
enhancement is for lift station control and telemetry upgrades. So, currently we operate
and maintain eight lift stations in the city and to date we have upgraded the SCADA
system at both the Black Cat lift stations and we are in the process of constructing
upgrades of The Landing lift station, as well as we are just kicking off design of upgrades
of both McHale and Whitestone lift stations. This enhancement will fund the continuation
of the work at McHale and Whitestone. Also it will fund design and possible construction
of upgrades to Gregory and Autumn Faire and Ashford, unless the other enhancement
that we have got in here is approved, then, we won't do the upgrades there. The next
enhancement is for biological nutrient removal, carbon distribution. So, the fermentation
project that we constructed out at the wastewater plant utilizes primary solids that are at
the plant to produce the food source that will help to stabilize the phosphorus and nitrogen
removal processes at the wastewater plant. So, basically, this enhancement will enable
us to put the food source in the right place for the right organisms at the right time, so that
we can remove the ammonia -- or the nitrogen and phosphorus more efficiently and more
effectively at the wastewater plant. So, the sewer master plans that we completed in 2010
has served us very well, but it is in need of an update. DEQ requires that you update the
master plans every five years or you have an update underway, which is our plan. This
one was completed in November 2010. We are going to initiate an update by November
of 2015, so that the updates that we are going to do and incorporate recent construction
and development priority areas and it also needs to updated so it works in concert with the
sewer modeling software that we have. So, this enhancement in the updated sewer
master plan, it will include a capital improvement plan and a 20 year outlook for the sewer
system. This next enhancement is for a surface water sampling station upgrade, directly
related to our new NPDES permit requirement, so our new NPDES permit will require
continuous monitoring of both temperature and dissolved oxygen on both the Boise River
and Five Mile Creek. And, additionally, the wastewater division staff will be required to
manually sample out at the Boise River on a weekly basis and currently we don't have a
sampling facility at the Boise River, so this enhancement will fund the design and
installation of continuous monitoring equipment -- any safety improvements we need to do
at the Boise River and also upgrade our sampling facility at the File Mile Creek to
accommodate the new permit requirements, because currently there is no sampling
station at the Boise River and at File Mile we just don't have everything we need.
Bird: At the Boise River will you put in something on the same order as we have got in the
creek, the File Mile Creek or what do you put down there? Is it something that you can go
down and take and, then, take it back or is it a permanent --
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Dolsby: Very good question, Councilman Bird. We are looking at different options on how
to do that, but not only that, we have to find a way to get power out to it.
Bird: That's what I was going to say.
Dolsby: Because of continuous monitoring requirements. We -- there is just -- we could
do that, yeah. For sure. There is -- oh, Pine Irrigation District has a facility -- I think they
are a drain that's nearby where our outflow is and we were going to go speak with them
and see if we could go out there -- there is an area of the river right there, it might be safe
to get out and sample. And, then, we would have to get permits to construct any sort of
structure out in the Boise River if we go that route or if there is a way where we could
install continuous sampling equipment without putting it in -- we are right in the middle of
sort of the feasibility on that.
Bird: And the Boise River fluctuates quite a bit --
Dolsby: Uh-huh.
Bird: -- as any of the rivers around.
Dolsby: Really what our hope is and still is is that -- and it's probably not a high likelihood,
but the city of Boise has a sampling station that's a quarter mile upstream of this sampling
station that we would have to put in and monitor for the same constituents. We are
hoping that EPA will let us just use their results, but to date they haven't accepted that, so
we will comment on it again when the permit comes out and, if so, then, we wouldn't need
to put the station in the Boise River, but it doesn't look really promising, but we will do our
best to get that. The next two enhancements for sewer main replacements and line
extensions are ones we come back with every year, so main replacements are necessary
to replace aging infrastructure in the sewer collection system and there is an identified
variety of methods, most commonly through the CCTV, the collection system, cleaning
and television program and also we have a more comprehensive program. We are doing
an analysis of collection system age, condition, material, also location of the collection
system, like in parts of the downtown it's either running through alleys or through
backyards and we are trying out best to replace that as more of a higher priority, so --
capital funding has been requested to design and construct these infrastructure
replacements, including the downtown area and notable projects for FY-16 include the
Five Mile trunk line construction project. Also a design of upgrades on Pine Street and
East Washington and Carlton sewer replacements where we are getting the sewer out of
backyards and alleys, which is up in the northeast area downtown. So, sewer line
extension enhancement builds and improves sewer infrastructure in the collection system
and also provides the funding necessary to construct new sewer infrastructure and
improvements throughout the city. So, as you’re well aware of this one major driver for
these types of projects is the ACHD road reconstruction projects where we take
advantage of their project, so that we don't -- we save money on pipe installation by
removing the need to restore the pavements or pay for traffic control. So, the notable
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project for this -- and it's taken the majority of the funding is the Franklin, Ten Mile to Black
Cat road widening project that's scheduled for FY-16.
Crane: Okay. The next enhancement is for funds to recoat or repaint one of our
dissolved air floatation thickener mechanisms. The project provides the funds to recoat it.
We found during this year's annual inspection some spots. The picture there is the actual
coating coming off of the mechanism. It's not down to the bare metal, but it's down to the
primer, so that if you allow it go, then, the corrosion will continue and it could destroy the
whole mechanism. It was built in 2003. It's the original coating job. They are coated with
a high strength epoxy. Typical coating life is between five to ten years. So, from -- you
know, we got 12 out of it. It's a pretty expensive project, because if you look at the picture
there that building that sits right over the top is built right on top of the tank, so they have
to disassemble that building, take all of the equipment out, sand blast it, recoat it, put it
back in and, then, reassemble the building. But it's still cheaper than replacing the entire
mechanism. So, we have been using -- we used to use a paint that had pretty high failure
rates, so now Sherwin Williams has come out with a -- sort of this marine grade epoxy that
we have been using and it had some issues at the beginning as well, but Sherwin
Williams, good to their word, have come out and paid out of their pocket to fix all the
coating problems that we have had to recoat full clarifiers if they needed to, so it's not that
they don't have problems, but they have definitely stood behind their materials and so the
latest clarifiers we have that's what we have been using and we have had pretty good
luck.
Bird: Probably too big to powder coat, isn't it?
Crane: I'm not sure I -- it's mostly submerged, too, but the -- I mean you could look into it.
Bird: The powder coating is fantastic. I mean it's --
Crane: We like stainless steel better.
Bird: Well, yeah, but --
Crane: But so far the Sherwin Williams product -- and Sherwin Williams is a company --
their reps here have been -- have been really -- really good to us, so -- the next -- the next
enhancement is for some facility upgrades to make -- that enhances our operation and
maintenance, as well as provides for some added safety for our staff. The proposed
improvements in this next one include some tie off points on roof tops. We have 22
buildings. They are not putting them on every one of them, but a lot of those metal roofs
buildings for our staff to up and do inspections they need some tie offs and some safety --
also some emergency egress door push or crash bars and the MTC or the motor control
rooms where the electricals are, instead of having the crank handles and also there is
some parts of the grading that have been around for a long time that start to corrode after
a while, so this money would be used to do some of those kind of replacements. The next
one is for critical equipment, so this enhancement provides funding to purchase important
equipment to insure the facility operates continuously without interruption. A few years
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back division staff went through the entire treatment process and identified critical
equipment that needed to stay running to keep the plant going. Much of the equipment is
specialized in nature and some of it has months of lead time if you have a problem. So,
they, then, prioritized the list and came up with the priority of the equipment they would
purchase and, then, we created a line item in the CIP where we spread it out over several
fiscal years, so that we weren't going out and try -- so, this is just a continuation. You
have seen this before, but this is a continuation. Give you an example. This year they are
planning to buy some HVAC components -- a couple of different pumps, a clarifier drive,
valves, motors and a flow meter with the funding. The next one is for a wastewater
information management system. So, this enhancement provides funding to procure data
management for the wastewater facility. This last year, with help from our folks in IT --
and I'd like to thank them -- we just procured or are in the middle of implementing a
laboratory information system which provides security and data integrity in the laboratory.
So, there is still a hole bunch of other data out there that that plant operation produces,
like flow meter readings and the SCADA can actually generate and feed into it and this
sort of the last piece that ties all of them together and control all of the information. I
would say IT would be involved in both the selection and the implementation of the
software that we would do. The next enhancement is for a tertiary filter building crane.
So, the filters in the building that we have -- when we built them they are five pumps that
feed the tertiary filters. They -- originally those pumps were going to go away and we had
a project that was -- that was in planning and it was for a flocculation system in front of the
filters, but after a year or more of jar testing in our laboratory it was discovered that that
flocculation project was not going to have the benefits that we thought it was going to
have. Why that's important is when the filter buildings were being designed this crane
equipment wasn't included, because it was planned for these pumps to come out and the
flocculation system would feed these filters. Well, after that flocculation tank project got
cancelled, now these pumps are going to be in place for a much longer time. So, this
would provide the funding to put the cranes and the A frames above those pumps to make
-- give them the ability to service and maintain the facility.
Bird: Is the framework built strictly permanent inside the thing and the crane goes --
Crane: And the trolley brings it right out the door and the pump comes off and --
Bird: And it extends right out the door?
Crane: Uh-huh. Yes, sir. Yes. And it was done -- those are the actual engineering
designs that you're looking at. The next enhancement would be for some heavy
equipment -- two pieces of heavy equipment at the plant, an industrial type forklift and a
boom lift. The wastewater division, as you might imagine, has multiple pumps, motors,
gear boxes, valves, blowers that they maintain and operate. A lot of their equipment right
now requires an outside contractor or a crane service to come and remove or replace for
us. Additionally, some of the equipment is too heavy for existing equipment. For
example, the blowers that we have out there are 6,000 pounds apiece. We don't have
anything that can lift them. We just built this really amazing maintenance facility and -- but
some of the equipment the guys don't have -- equipment to pick it up out and bring it back
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into their shop and work on it and take it back out into the plant. There is a forklift on the
plant, but it's a -- one that was designed for indoor use, it has hard tires, it runs on
propane, and it can't go off the pavement in any way or it gets stuck in the rocks. Also
requesting a boom lift that would be used to service lighting, as well as a lot of the mixers
and motors that are up on top of digesters and things like that, so that they can get up
there and service those motors in place. We are getting close. The next one is for
inventory and storage tenant improvements. So, the tin shed that was part of the former
dog pound complex, we did have to demolish one of the buildings to make room for the
laboratory, but the tin building that -- metal building that's still out there we would like to
repurpose that into our inventory facility. Right now our inventory facility was a makeshift
building that we wall off part of a pole barn storage equipment and made do with what we
had, but the location of that metal building is such that it's right where it comes in the
plant. It would be very conducive for deliveries and everybody, because they come right
down the road and be easy to have a sign and point them right there. So, the funding
here would be to relocated, purchase a little bit of the equipment, condition the office
space and also put in an intercom or bell system so that if we direct deliveries out there,
because our inventory specialist is split between water and wastewater they are not
always going to be in the warehouse, then, it would be like an intercom or a push button
that would alert the staff over in the admin building that someone is out there with a
delivery. And last, but not least -- the last enhancement is for -- to construct a sewer trunk
line that will do several things, but first and foremost allow for the abandonment of that
Ashford Greens lift station. Ashford Greens lift station was constructed in 1997. It was
designed to be a temporary lift station and come out when growth caught up to it. It is the
second highest flowing lift station in the city and it would not meet our standards today.
You crawl through a ladder down three stories down to the pumps to service them and if it
stays in operation we will -- the enhancement that Clint spoke of -- and assuming its
approval came through, we would have to put some money into the telemetry and control
system, because it does not communicate well with the plant and it doesn't have telemetry
and control. So, this project was identified in our sewer master plan as a project that
needs -- that needs to be done. It will allow us to avoid the cost of upgrading the
communications, the control, or any of the stuff in the lift station and last -- a couple other
benefits to this project, there is a -- the Ashford Greens lift station pumps to a drop
manhole right now, so the force main comes out of there, it hits the manhole and it drops
down and that has been a source of odor complaints to the neighborhood in Ashford
Greens neighborhood over the years and, lastly, North Black Cat lift station, which is a
large pump station that's built just to the north of it, it's sitting there and we have corrosion
issues, because it was designed to handle all the flow that Ashford is handling and without
the proper amount of flow, the wastewater that is flowing in there sits there for a long time
and starts to breakdown and corrode the lift station. So, it will actually help us keep North
Black Cat system maintained as well.
Bird: I thought Ashford Greens was taken off ten years ago.
Crane: And with that we would be happy to -- are we moving to water or do we stand for
questions? Stand for questions on the wastewater enhancement.
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De Weerd: Questions?
Rountree: Any guess on what kind of inflation we are going to look at these project
estimates?
Barry: Inflations in cost?
Rountree: In cost.
Barry: Over this next year --
Rountree: Yeah.
Barry: -- we hope zero.
Rountree: Now. Now. Come one.
Barry: We hope.
Crane: We actually went down on the UV ones for a change from where we really --
Barry: Our challenge, as you might know, is that when we put these estimates together
we typically don't have design, so we try to do the best we can about contemplating what
the actual cost would be without a design and sometimes when we get the design and,
then, we bid it out sometimes we find pleasantly that we are overestimating, oftentimes we
find that, you know, we are underestimating and some of that depends upon prices for
steel, for example, or prices for concrete or other materials, so it is difficult to say at this
point in time what the -- you know, what our success rate will be in regards to the cost
estimating, but, you know, each year we try to do our best in anticipating what those
estimates would be and that's what you see in front of you.
Bird: My question is on all these enhancements for fiscal year '16 can we get it all at least
started? We are not just -- we are not funding something that we are not even going to
think about starting until '17? Can we get it all started --
Stewart: Part of the issue -- I think maybe I can chime in a little bit on that. You notice if
you go back and look at the FY-15 budget that we submitted the number of
enhancements that we are asking for this year is actually less than the number of
enhancements we did last year. It's just that the dollar amounts of some of these projects
are larger. So, as far as the staff, it's actually easier to handle one big project than it is
two small ones, because you have the same process that you had to go through with the
same -- the small ones as you do the big ones. You have two bidding processes, instead
of one, and so on and so forth. So, even though the dollar amounts are fairly significant in
this, our ability to get this work out there and get it done I think is as good as it -- you
know, we believe we have the staff and the resources to be able to get all this work
started and much of it completed.
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Bird: I don't -- I hope the completion is done, but I know some of these projects are going
to take longer than probably a year. But at least we get them started.
Stewart: We will be asking for budgetarily for this next year we should get that much
completed.
Barry: Well, keep in mind that's what carry forward is. You know, we tend to --
Bird: Yeah. We understand that, but --
Barry: We don't want to use -- you know, we try to keep the carry forward as low as we
can, but the reality is sometimes the fiscal periods and the construction periods and the
design periods don't necessarily coincide, so -- but we definitely can get them started and
rolling and moving forward and get as much done as we possibly can and in some cases
we will actually issue RFPs or RFQs prior to the start of this fiscal year so that we can hit
the ground running and we have done a much better job over the past couple years doing
that.
Dolsby: And, for instance, Ashford is designed, it's just waiting to go to bid.
De Weerd: Any other questions?
Borton: Yeah. Madam Mayor?
De Weerd: Yes.
Borton: This might -- maybe it's to be answered after water, but it kind of ties into that
discussion. If you look at the -- what's been presented in the year one or two or three as
an ongoing project, it looks like in this budget the total capital outlay is about 18 million
and a lot of that is being covered -- some of that is being covered -- 2.4 million, using
existing fund balance, and just with the existing enhancements -- just the capital to be
expended in year two is just over 19 million dollars, so, clearly, a huge portion of the fund
balance will be used next year and that's not including any of these enhancements that --
if they were to be included next year. So, you know, are we looking at a complete
package of next year's entire budget, too? And, if not, how would we pay for it?
Barry: So, you're not looking at next year's budget -- you're asking fantastic questions
and, remember, that when we talked about the rate modeling this last year we -- we had
to make some modifications to both the sewer connection or assessment fees and also
the rates and we are not done with that. We informed Council at that time that we could
not sustain the requirements being asked of us on the regulatory side and/or by the
capacity side with the funding that we have today. Now, as you know in years past --
Councilman Borton, I don't know if you were on the Council at this point -- we presented
what was called a save-spend model. As you know we are a pay as you go utility. In
those times, particularly in the last several years where we have been accumulating
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revenue, we have been putting them away in ending fund balance to spend them in future
periods and that's what's happening now. That will continue and we will run out of ending
fund balance to finance the projects required in order to meet the obligations to the EPA,
as well as accommodate future growth. So, I don't want to freak anyone out, we have
been modeling and continue to model every year -- and that's why we report back to you
on rates and on fees, what we need to do in order to accommodate the matching of the
cost that we anticipate coming in the future with the revenues that we need in order to
accommodate those. So, you're absolutely right, if you go down the -- if you look down
the fiscal road you will see a point in time -- and the model predicts this -- where we run
out of funding unless we do something and there are a number of things that we can do
and some of those things we have shared with you in the past. Obviously, we will have to
find some additional revenue sources. The EPA surcharge that we initiated this year of
$3.75 per month per account is one way that we have attempted to infuse additional
funds. We haven't even really realized the first year of that funding yet. So, we do have
some things in place that will add funding going forward, but we probably will need to
consider additional means in order to raise funding and you know we have talked about
bonds in the past and there is a mixed feeling on the Council about whether bonds are
appropriate or needed. One of the things we have done internally as a department, as
part of this vetting, is to try to level load things, so that we don't end up in a situation
where we have too many projects in one year that we -- that we strain the following year
or vice-versa. So, by level loading and by deploying a couple of these other strategies we
think -- and we are not certain yet, but some of the internal discussions and analysis that
we have done we think we are probably not too far away from being able to make just a
few more slight modifications to revenue to allow for the adequate funding of all of the
projects we have identified in the implementation plan as it relates to the commitment at
the wastewater treatment plant which we need to make, which are really driving the
majority of the budget.
Borton: So -- Madam Mayor. For example, the capacity upgrades, is it -- is there
flexibility, using that as an example, where, you know, next -- next year that's 8.3 million,
the year after that seven million, if necessary, that improvement can be split out even
more than three years or is that -- if you start this year you're locked in at about eight
million next year or locked in a seven year three.
Barry: We are not necessarily locked in from the standpoint that once we start we cannot
stop, but I will tell you that capacity is probably more of a limiter on the wastewater
treatment plant today than regulation. In tracking some of the volumes of flows and lows
at the treatment plant and doing the re-rating analysis, the capacity studies that have been
done, we are realizing that the amount of capacity that we felt we had at the treatment
plant may not, from a load standpoint, be as great as we had relied on and so we are
accelerating the capacity improvement to create -- to avoid, essentially, the situation of
having to slow growth in order for us to catch the capacity up as a treatment plant. So, I
would suggest that if we want to continue to accommodate growth as we have, that once
we start the capacity improvements -- not because we are obligated to, but because we
would like to -- that we continue with those capacity investments until the capacity reaches
a point where we become much less concerned about it going forward.
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De Weerd: So, these are capacity enhancements?
Crane: A lot of them. And if I may, Tom.
Barry: Sure.
Crane: Councilman Borton. Your capacity in your plant is not only rated on the load that's
coming in, but it always starts with what do you have to do leaving the facility and we are
going from a plant right now that has no ammonia limit and no phosphorus limit and the
new permit is coming with an ultra low -- like limit of technology ammonia and phosphorus
limits. So, that, essentially, eats into some of the capacity that existed at the plant as well.
You have to hold that flow in there longer, you have to treat it to a higher level, so that
starts to diminish the capacity. So -- I mean the decisions that are made either we add
more capacity or we stop adding connections to the facility at some point is -- it's not like
you're locked in and you can never stop, but you will have to make some of those difficult
decisions at some point down the road.
Barry: And I appreciate that, Tracy. The other thing I would mention is that the capacity
ratings that we perform at the plant are based upon the requirement for capacity ratings.
For example, DEQ requires that we rate the plant on -- from a capacity standpoint with
one unit out of service. So, if all units are firing it's not an issue, but if you have to take
that one unit out of service or it goes out of service, that's the actual capacity that gets
rated. So, even though you might be rated at say 10.2, that's with a single unit in each of
the processes out, you could actually accommodate maybe 14 or 13 or whatever. So, I
don't want to freak anyone out like, oh, my gosh, I mean -- but it's a numerical analysis,
really, is what it is and it is conservative intentionally to avoid catastrophe, essentially.
De Weerd: Any other questions? Okay. Dennis.
Teller: So, thank you for your time today. I appreciate it for letting me review the water
division's 2016 requests. Kyle, Clint, Warren and myself are going to be going over our --
actually we have only got 12 individual enhancements to cover today. Our projected
budget this year totals a little over 3.7 million dollars and we are going to be focusing,
basically, on our SCADA system improvements, distribution system improvements, and
new water supply and treatment projects and we are doing this to improve our operations
and to try to keep up with our growing customer and water system needs. Our first
enhancement is for a final phase for our water system SCADA upgrades. Under the
direction of our SCADA master plan with the water division for the last couple years we
have been working on construction of the first phase of our SCADA system
improvements. This first phase we kind of focused our attention on our central SCADA
system down at our admin building and we are actually in construction right now of the
room that houses all of our controls. We also focused on our radio communications, all
our telemetry to all of our remote sites and getting them back to central, as well as all of
the PLC replacements. It's been a large process to go through and it's something that we
couldn't do all at once, because we got to keep things up in operation, so we have been
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kind of doing a piece at a time, finally putting the puzzle together. So, with the first phase
being completed this year, we are going to turn our attention now to our 25 pressure
reducing stations and these sites are all over the city and they basically control the water
flow between our five different pressure zones. They do that so we can maintain our
pressures that we need in each one of these pressure zones, but along with that they also
report back some real critical information for us. They tell us our pressures. We have got
chlorine analyzers in many of these that tell us our water quality and they report this
information back to our central system, so we can better operate the -- the distribution
system. So, this final phase is going to be, basically, year one of a three year project to
get all 25 of these completed and it's going to align our facilities with our new SCADA
platform and make sure that everything is continuatively connected and we can enhance
our functionality of the system.
Dolsby: This next enhancement is to fund the design, construction of water line
replacement projects to replace old, leaking, undersized water main -- the water mains
made of substandard materials. Replacing these water mains, of course, insures the
water loss is kept to a minimum and water quality is sustained and that fire flows are
maintained. This is a yearly enhancement and we maintain progress with our water
replacement program, which is in a set year, we have four projects planned for 2016.
Teller: Our enhancement number three is to design and implement some needed security
improvements for our water system infrastructure. Just a little background. Historically
we have been doing and handling our security needs kind of on a case-by-case basis and
we have done some pretty substantial and good improvements over the years, but we
kind of took a step back a few years ago to -- to do an evaluation of our facilities and we
wanted to try to identify all of our vulnerabilities that we have and standardize some
design specifications and develop an overall plan for our water system. So, over the last
year the water division has been working with a consultant and the Department of
Homeland Security and we brought them in to evaluate our system and identify the areas
of concern that we really need to look at and what they, basically, come up with was a
plan that identified several necessary improvements that could substantially improve our
security and reduce our vulnerability. We tried to compare ourselves not only locally, but
nationally with other large utilities and we have got a really good plan together now to
accomplish that. This enhancement is going to be basically year two of a three year
project. Last year is when we did our study. We are going to do this to secure our
facilities and, of course, assure safe drinking water supply. It's going to be completed
through some certain specific type projects. We don't have a one step solution for the
entire system. Some sites need fencing. Some sites need motion sensors. Some sites
need signage. But a couple things that we definitely want to look at are automated locks.
We want to try to get all of our sites controlled to the point where we have got actually like
-- so we know when and how long people were in them to make sure that the facility not
only when they are accessed or locked and secured, but when they leave they are locked
and secured, so we know what is going on.
Stewart: Okay. Our next enhancement is for HVAC upgrades at the water administration
building. The current water administration building was constructed in 2007. It was
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constructed to provide to provide much needed space and improve operational
efficiencies for our staff and since then the building has been done exactly what we
needed it to do and it's provided the needed space and the convenience that were not
available in the previous building. I don't know if anyone has been around long enough to
know the old building, it was quite the Tuff Shed. So, even though the building was
wonderful, we have had some challenges with the heating and cooling system in this
building and, basically, what it's doing is --
De Weerd: Welcome to our world.
Stewart: I know. Yeah. Why are all those space heaters and fans around here. So, what
it's done a really good job of is keeping staff cold in the winter and hot in the summer and
the cause of this temperature control issue has been kind of a mystery, we have had
several people look at it. Until recently we actually had Eric Jensen come down and do a
thorough look at our system upstairs and actually found that we had a mechanical
shortcoming. We are missing some controls and some dampeners in our ducts that would
make it much more efficient and effective. So, basically, without these dampeners we are
trying to heat -- pull outside air in the winter -- we are trying to cool hot outside air in the
summer. So, the system just can't do its job and it's just not a comfortable working life for
the staff. So, this enhancement will complete the design and construction to modify the
HVAC system to put those dampers and controls in. These changes are going to
definitely help maintain a comfortable atmosphere for the staff and it's going to improve
the overall efficiency and prolong the life of the equipment.
Radek: The next enhancement is water main extensions. This enhancement is to fund
the design and construction of a waterline extension project to expand and improve the
distribution system. The significant -- we do this enhancement every year and the
significant projects that we have in this enhancement are one ACHD project from -- on
Franklin Road from Black Cat to Ten Mile, and the most significant project is an Amity
Road water line to continue the work we started a couple years ago to start tying our
pressure zone five area in south Meridian together. We have had some developments
occur kind of sporadically and little islands in pressure zone five and getting that to
function and to enable development is challenging and this project will help meet that
challenge. We also have a couple pressure reducing valves equipment projects in there
as well. The next enhancement is our -- our next three enhancements are for our wells,
which will provide the next drinking water sources for our city. Just as a reminder to this
group and anybody watching, we do our well projects on a three year schedule that the
first year we do a test well to figure out where the best water is and all across the city that
water turns up in different places and we have found that the test wells are a -- a very
good investment to figure out what's down there, what's below what your target is, what's
above where your target is, what are potential other targets when things go bad. Our Well
No. 30 is on year two of the three year cycle and that will fund the production well portion
of Well 30, which is located in the Reflection Ridge Subdivision, pressure zone five well.
Well 32 will be year one of the three year cycle and that well we hope will be located in the
Biltmore Subdivision that's stubbed to help Meridian Heights and Kentucky Ridge. We are
working on getting a well lot from the developer of that area and that will be year one of
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that well and Well 29 is a well we had been working on in the Oaks Subdivision that was
donated to us, the well lot, and that will be money that will be intended for the pumping
facility. The flush line and associated facilities to make the water come out of the ground.
De Weerd: Your turn.
Teller: This next enhancement is on the second year of a two year project from Well
27. These projects are completed over a two year period, much like the wells over a three
year, these are over a two year period with design and equipment procurement the first
year and, then, construction of the facility the next year. The Well 27 project is currently
under design and this enhancement will provide the funding for its construction. This will
be the city's third water treatment project with Well 21 complete and Well 19 currently
under construction. The goal of a water treatment facility is to reduce the level of iron and
manganese, which I think everybody is aware of, and to remove the brown discolorations
in the system water. The Well 21 treatment facility is now in operation and showing
excellent results. The iron is being reduced to a nondetectible level and the manganese is
being reduced by over 90 percent.
Stewart: Okay. The next enhancement is to conduct a feasibility analysis in preparation
of design and construction for the Well 9 building. Well 9 is over on Franklin Road and it
was originally constructed in 1977 and it's in need of some replacement and upgrading of
equipment and rebuild. The current building is undersized. We added a lot of new
equipment -- electrical equipment provided by Idaho Power and our SCADA controls and,
basically, made the interior space almost nonaccessible and it's a safety concern for our
operators and anyone in there trying to maintain or work at the site. Additionally, the
building includes a window, which is not something that we would prefer to have and is a
site for lightweight material to be easily removed and accessed. These short terms were
identified in our recent vulnerability assessments and along with our regulator inspectors
that we needed to do that and that's an area of concern. This well was initially evaluated
in 2009 and on the good side it is shown to be in really good shape, the mechanicals and
the well itself, so it's going to be in service for many, many years. This enhancement is
going to help us with the access of this inside the control room and help protect it which is
critical, so --
Teller: All right. Okay. This next enhancement is year two of a two year project to
complete construction upgrades at our Well 14 building and one of the things we came to
last year was to do a design for this particular site, an effort to try to get a south side
storage facility on the other side of the freeway. The city is continuing to expand and our
drive time for our staff is increasing and currently we have all of our parts and materials at
our 8th Street facility. The Well Site 14 at Overland, just to give you an example, was
originally constructed as a booster station and a well to feed the southern portion of town.
As we expanded into zone four we no longer needed those boosters, so right now, if you
look in the picture, we have just got a lot of piping in there. It takes up a lot of space. So,
that means that this well building is a little bit larger than a normal one and it makes it a
really good candidate for this type of a repurpose. So, over the past year we have done a
design for this site, we have identified several improvements that we need to make to
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meet our logistic and our storage needs and some examples of this is we are going to
remove the piping, as I said earlier, and also add some site fencing to boost security and
some parking lot improvements that will improve our access to the site, as well as for site
drainage. This enhancement is going to complete the required construction and we will
repurpose the building into that much needed storage facility and enhance the security,
increase our operational efficiencies and also it's going to be a service to our customers
by reducing our response time.
Stewart: And, then, I think I'm up for the final enhancement for the water side, which is
the Meridian Heights No. 1 abandonment and you all may remember it's part of the
negotiation and discussion and deal that we struck with the Meridian Heights Water and
Sewer District. The city acquired three wells within the Meridian Heights and Kentucky
Ridge developments. Two of those wells contained -- were high uranium wells and were,
really, no longer used and, in fact, Well No. 1, which this is, was no longer functioning at
all. They had a pressure tank and other things inside the building that they were still
utilizing, but the well itself they were not pumping. We committed as a part of that -- the
city committed to the abandonment -- ultimate abandonment of those two wells that had
high uranium. We are still utilizing Well No. 2 as a fire protection only backup if we
absolutely needed it and we will eventually abandon that one. Some of the actually
upgrades that Kyle talked about are in place there. But Well No. 1 needs to be
abandoned. It's actually on a leased site, it's not actually property that's owned by the city
or was owned by the district and so the residents in the area that are on both sides of that
are anxious to, you know, get that property back, so we have to abandon that well. It was
-- the well was originally put in in the 1970s and it was done with technology at the time
that most certainly we would no longer use today and because of that it actually makes it
more significant to abandon than we originally thought. A lot of times you can just go in
and, essentially, fill the existing well with Bentonite chips and seal that -- seal that well up.
This one was drilled in such a manner that there is a high potential for voids to be created
outside the well casing -- between the well casing and the ground, which provides a
conduit for water to trans -- to go back and forth between different pressure zones, i.e., it
provides a means or a mechanism whereby the high uranium water could potentially flow
to a zone that we would not want it to go there. So, it's important that we do a really good
job of abandoning this well and that process is going to require us to go down and
perforate the casing, inject under high pressure the grout to fill those voids and there is a
potential that that's going to require a lot of grout and that's why you see, essentially, the
high cost associated with this over maybe a typical well abandonment. If we don't know
yet it could be that we actually end up with -- you know, it could be less than this, but there
is the potential for quite a bit of grout would be necessary and so this is the actual cost to
properly abandon that well and get it turned back over -- get the property turned back over
so we can, essentially, eliminate the possibility of a conduit for contamination in the future.
Bird: Warren, do we get to keep the water rights or is there water rights with that well or --
and that automatically goes to us?
Stewart: Uh-huh. Yes. Those were part of the deal. We get the water rights, but we are
giving the actual well site back to --
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Bird: Oh, yeah.
Stewart: And with that we will stand for questions.
De Weerd: Any questions from Council?
De Weerd: Mr. Zaremba?
Zaremba: Uh?
De Weerd: Don't you have a question?
Zaremba; No. I have heard most of these before and I agree with them all.
De Weerd: Not even a sideways one?
Cavener: I have got a question. A lot of these enhancements are related to security and
there has been comments of concern in the past years that is resulting in this increase in
management --
Teller: Well, that's since 2001 there has been a huge push for security and up until that
point and even beyond that a lot of our well sites were built basically around the esthetics
of a subdivision, so the majority of our sites are -- are unfenced, they are almost
playgrounds for some of the children and there are things that are easily accessible and
we don't have the technology built at every site to bring information back when they are
accessed, so some of the things that we will be working on on top of locks are -- we have
hatches on top of each one of the buildings in case the well is pulled, but right now there
is, basically, way that you can really -- alarms that you put on there so we will know when
things are going on. We will have motion sensors and we just want to make sure that
these don't have -- that we are aware of something like that, so -- if somebody were to
intrude on the property. But it could happen. We have had like minor things, but you
never know. It just takes one -- one cup of something to cause a large problem. So, we
want to make sure that we are alerted and we know when things happen, so we can do
something about it.
De Weerd: Any other questions for the team? I will tell you that at the Association of
Idaho Cities -- and probably a couple of you were there and heard it, you were cited in one
of the presentations of Public Works Week and the example it is to public transparency
and certainly mention the pride that our staff shows in what they do and just want to
congratulate each of you for the role that you play in -- it's certainly no news is good news.
When we don't hear from our citizens that's a good thing, although the water department I
get comment cards like every day and they are all positive. But, you know, you're
acknowledged at a statewide conference for transparency and pride of ownership,
maintaining your assets and all of that, we just need to thank you and congratulate you.
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Barry: Thank you, Madam Mayor.
De Weerd: So --
Zaremba: Thank you for the presentation.
De Weerd: So, Stacy, do you have any kind of wrap up?
Kilchenmann: I think the only wrap up I would have is to take what you heard, if you have
more questions you can contact -- go through us and we will contact the department or
you can contact the department. We don't necessarily have a set format for how we are
going to do our next session. I'm sort of thinking we will go back to the way we normally
do it, where we put the summary up and you go through the summary and start making
decisions. If anyone has any other ideas let me know. I can't think that it will probably
take us all day next time, but --
Bird: You will make sure that all the department heads are here next time?
Kilchenmann: Yes. They will all be here. So, I will be here.
Bird: Because, you know, there is going to be questions that we didn't ask today --
Kilchenmann: Exactly.
Bird: -- because it didn't have anything to do with enhancements or --
Kilchenmann: Correct.
Bird: -- anything like that that we are going to want to ask.
Kilchenmann: They will all be here all day.
Bird: Thank you.
Zaremba: Is the budget balanced?
Kilchenmann: It depends on your definition.
Bird: Yeah. It depends on your definition of balanced.
Kilchenmann: The General Fund -- yeah. It's balanced. We have to use fund balance to
get there --
Zaremba: Uh-huh.
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Kilchenmann: -- but I can certainly talk about that when we do our next session. If you
look at your summary we are using the fund balance. A lot of fund balance from the
Enterprise Fund and just a couple projects in the General Fund, but the General Fund --
beyond those two items that use fund balance its balanced. But I think there is some
other -- things have changed in the last few days, there is some things we want to look at,
like transfers to the public safety slash fire truck fund, et cetera. So, we will have to go
back and make just a few little changes today and we will have to redo that summary.
De Weerd: Well, I guess also I have started taking notes of comments that we had
throughout on how we can improve it next year. Already looking forward. And what we
need to do probably either between now and the 21st of updates that you might want to
have if -- all I have, really, written down is policy for economic development. I think you
need to consider that before you consider the 75,000. The street light program will come
and report on what has transpired over the program of this line item and I know -- we will
have the computer replacement thing in the fall.
Kilchenmann: Yeah. Wasn't there one other thing? I have a note of one --
Milam: The merit as a line item or -- is that not possible?
Kilchenmann: It's possible it's actually in the summary of the line item, it's just --
Milam: It was first by department --
De Weerd: It was just a detail page and we will -- we will look at my next year notes are
better process for some of that compensation reclass and --
Kilchenmann: We will pick it up afterwards, because Joe had a question, which I think it's
the same question you have.
De Weerd: So, we have the officer -- the motorcycle officer in there regardless of grant.
Kilchenmann: We will have to do that. We haven't done anything to it, now we have to
take the --
Bird: But we will put it up to start with on the 21st.
Kilchenmann: We will. We will do what we have now, then, we will send it back out. We
won't do it now, but --
De Weerd: Okay. So, if there is nothing further I would entertain a motion to adjourn.
Rountree: So moved.
Bird: Second.
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De Weerd: All those in favor say aye. All ayes.
MOTION CARRIED: ALL AYES.
MEETING ADJOURNED AT 4:48 P.M.
(AUDIO RECORDING ON FILE OF THESE PROCEEDINGS)
V 7 /r'�-' F / (( / /5 -
MAYOR TA(V�d� De WEER DATE APPROVED
ATTEST: (�
CITY CLERK
Meridian City Council Meeting
DATE: June 16, 2015 ITEM NUMBER: 2
PROJECT NUMBER:
ITEM TITLE: Adoption of Agenda
MEETING NOTES
Community Item/Presentations Presenter Contact Info./Notes
CLERKS OFFICE FINAL ACTION
DATE: E-MAILED TO SENT TO SENT TO NOTES INITIALS
STAFF AGENCY APPLICANT
Meridian City Council Meeting
DATE: June 16, 2015 ITEM NUMBER: 3
PROJECT NUMBER:
ITEM TITLE: City of Meridian
City of Meridian FY2016 Budget Meeting Presentation
MEETING NOTES
Community Item/Presentations Presenter Contact Info./Notes
CLERKS OFFICE FINAL ACTION
DATE: E-MAILED TO SENT TO SENT TO NOTES INITIALS
STAFF AGENCY APPLICANT
Business Case for:
Enhancement (Maintain Current Level of Service)
1. Project/Request Title: Cubicle Modifaction for 2 key staff
2. Priority #: 3
3. Strategic Plan/Master Plan/CIP relationship: None
4. Background Information: When the Fire Department moved into the area previously held
by the Planning Department, the office space was condusive to the staff we had in place and the
roles/responsibilites they held. As the Department has evolved, office space for two key staff
members (Ops Chief and Training) are not condusive the business needs or roles/responsibilities
involving sensitive discussions and/or critical work being required.
5. Analysis of current environment: Because of the low wall height within these two
areas, frequent distractions occur resulting in lost productive work time. These two positions
oversee critical programs that requires an environment that allows for concentration and
thought. These two positions are also required to conduct sensitive conversations with
subordinates. This small request and modification would meet both of these needs. Ideally the
Department would be requesting hard walled offices, as the Fire Department contains the
fewest walled offices (3) as compared to all other Departments whose staff perform the same
type of work. To keep costs contained, we are requesting the cubicle modification.
6. Recommendation/Request: The Fire Department is recommending 2 cubicle
modifications for key staff positions.
7. Cost of Recommendation: Total Cost of Request- Cost is $8500. With 15% Rural
Contribution the cost to the general fund is $7,225. This is a one-time cost.
8. Alternative Options- include cost (if any): Currently based on office configuration
there is no alternative to move these individuals to a different area and achieve the desired
outcome.
9. Challenges if not funded: Continued issues with overall productivity.
10. Long Term Solutions (if applicable):
11. Endorsements:
12. Supporting documents/pictures:
Business Case for:
Enhancement (Maintain Current Level of Service)
1. Project/Request Title: Hiring of 3 Float Captains- This request is being
withdrawn for the following reason:
1. We could not get the joint academy to move off an August start date. Because of that, I
would not be hiring the additional staff until June/July. The academy is a 3 month
academy (standard in the fire service to meet the FF1 and FF2 training/testing
standards). Based on all of this, we would not realize any OT cost decrease in the Fiscal
Year that we requested the personnel.
2. This would give us time to either re-negotiate with our joint academy partners a new
academy start date moving forward OR look for new partners for firefighter recruit
academies in the future. We are committed to doing joint academies, as we simply
cannot afford to do an academy on our own. It is far too expensive and we do not have
the training resources (instructors) to do one ourselves without incurring a tremendous
amount of OT. We currently budget approx. 60k for our share of a joint academy. To do
one ourselves would cost well over the 100k mark.
3. Deputy Chief Jones is working on a “working out of class” program that would be a
complete move away from our current float/swing up program. I am convinced this is
the right way to go long term, and in practice should create a situation in which most of
our constant staffing overtime is dropped down to the firefighter level. Currently we are
very lopsided the other way as we have very few employees qualified to move up a
rank. This new program would create a taskbook centered move up (swing up) program
that we would like to make mandatory at some point in order to help contain OT costs
for constant staffing. This program will take approx. 2 years to complete- about the time
we would be looking to open up Station #6. At that time I would plan on hiring enough
firefighters to have 1 float firefighter on each shift at each station outside of Station
#1(that would be 5 float firefighters per shift; currently have 3; FY16 request would have
brought us to 4).
4. Alternative Response Vehicle- While the concept is very good, we all need to determine
what the expectations and outcomes desired are. The opening of Station 6 would be the
perfect time to roll that program out, as it would give us enough time to study the
concept and determine what we are wanting to achieve and in what manner.
Additionally, as our EMS system is maturing, there is a possibility of cost reduction by
reducing the number of paramedics we currently carry and subsequently re-assign the
remaining medics to an alternative response vehicle. Again, this type of planning does
not happen overnight and will require a considerable amount of research and
discussion.
2. Priority #: 2
3. Strategic Plan/Master Plan/CIP relationship: Department Strategic Plan-
Initiative 8E "Identify staffing requirements for implimentation of risk
reduction programs"
4. Background Information: Historically the City and Department have taken the
position that it is cheaper to utilize overtime for Constant Staffing vacancies, as opposed to
hiring additional personnel to cover those vacancies. For several years, the Collective Labor
Agreement has allowed for 3 suppression personnel to be off for vacation leave per shift.
The number of float personnel the Department has maintained has fluctuated based on
records dating back to 2007. In 2007 the Department had 2 float personnel; in 2008 the
Department had 3 float personnel- then added Truck 31 reducing the float personnel back
to 2; in 2009 the Department had 3 float personnel; since 2009 the Department has
maintained 3 float personnel positions. During this time, per the Collective Labor
Agreement, the same 3 suppression personnel may be off for vacation leave per shift.
However, the number of float personnel have never accounted for sick time, injury leave,
FMLA, bereavement leave, or worker's compensation leave. As an added note to the
historical background information- a study was performed in 2007 which revealed an
anticipated overtime expense of $574,425. To help aid in the constant staffing overtime
issue, the Department has historically tried to use 'swing up' personnel to fill vacancies.
'Swing up' personnel are those individuals who have successfully completed a promotional
process, and are eligible to work at a rank higher than they currently hold. While the 'swing
up' concept has merit and value, the rapid manner in which the Department grew and in
turn the lack of experience (in time/years) has resulted in few employees testing for
promotion. This has resulted in few if any 'swing up' eligible employees. In summary
historically this is not a new issue to the fire service, but no industry standard answers exist.
This is turn becomes an issue that a local jurisdiction needs to determine and adopt a
calculation for as it pertains to paying Constant Manning overtime vs. hiring additional staff
to maintain a desired Constant Manning overtime budget.
5. Analysis of current environment: The City and Department currently has no agreed
upon calculation to determine when is an appropriate time to hire additional line staff to
cover anticipated vacancy rates. For the past 5 years the Fire Department, in conjunction
with the Finance Department, has been evaluating the Department's overtime trends.
Additionally in 2013 the Fire Department convened an Overtime Task Force, comprised of
City leadership, to review the constant manning overtime status of the Department and
offer input into alternative management methods. At the end of that review, the conclusion
was to either continue covering vacancies with overtime or hire additional staff to maintain
an adopted standard. Upon completion of the Overtime Task force in 2013, the Fire
Department and Finance Department began analysis to determine if an appropriate formula
could be developed that would help guide the City in their decision making with regards to
constant manning overtime and/or the hiring of additional staff. Conclusions from this
analysis include the following. The Department has maintained an AVERAGE vacancy rate of
22% per shift, which equates to 3.5 vacant positions per shift, over the last 27 months of
data review. This vacancy rate is a culmination of all types of leave allowed by the Labor
Agreement (vacation/incidental, sick, bereavement, work comp, wellness). Over that 27
month period, AVERAGE vacancy leave hours occurred in the following manner: Vacation =
60% of all leave hours, Sick = 27% of all leave hours (NOTE: sick leave hours have been
compounded by off duty injuries requiring surgical intervention and extended sick leave),
Bereavement = 2% of all leave hours, Work Comp = 10% of all leave hours, and Wellness =
1% of all leave hours. Compounding this issue over the past 8 months was 6 significant long
term injuries that resulted in an 8 month AVERAGE vacancy rate of 24% per shift, which
equates to 3.8 vacancies per shift. This increase has resulted in a significant amount of
mandatory, or forced, call back overtime to fill vacancies. The current numbers of float
personnel are sufficient to cover vacation/incidental leave per the labor agreement, but are
not sufficient to cover other leave types (sick, work comp, bereavement). Although
desirable, both Finance and Fire agree it is impossible to predict the future usage of these
leave types. These other leave types, in conjunction with certain provisions within the labor
agreement- specifically article 19 and 21 as well as article 15, cause constant manning
overtime to rise. Articles 19 and 21 specifically state that all hours spent covering a shift
outside of a normally scheduled shift are paid at an overtime rate, regardless of number of
hours actually worked during that pay period. Article 15 is constraining, as it only allows the
Department to use 'swing up' personnel from an existing promotional list. Other
considerations include an aging workforce in a physically demanding profession (in 2010
average FF age was 35.8; current average age is 40.7; anticipated average age in 2020 is
46.3), resulting in increased number of work related injuries. Deeper analysis over the past 6
months reveals vacancies have averaged occurrence in the following ranks at the following
percentage of time: Battalion Chiefs- 15.9%, Captains- 27.4%, Engineers- 43.2%, and
Firefighters- 15.9%.
6. Recommendation/Request: The Fire Department has and is continuing to identify
solutions to reduce constant staffing overtime. For the first time since 2009, the
Department is at full staffing and can realize the full potential of the funded 3 float
positions. We have implemented a robust and physician driven annual physical program,
and are in the process of finalizing a physician driven fitness/mobility program, all in an
attempt to keep workers compensation injuries minimal. While there is very little the
Department can do independently to modify the current labor agreement, we have been
communicating with Local 4627 on the issue with a goal of finding collaborative solutions.
One program our Deputy Chief of Operations is working to develop is a more robust 'swing
up' program, known as a "working out of class" program, which would be outside of the
promotional process. While this program has great promise, there is much more work to be
done up to and including a change to the labor agreement. The Fire Department's
recommendation and request, based on the analysis performed, is to hire 3 Float Captains.
Historically, Fire Departments have hired float staff at the firefighter level but have achieved
very little result in reducing overtime. This is due to the fact that a firefighter cannot "work
up" in higher ranking positions. As you see from our 6 month analysis, the vacancy
percentage at the firefighter level equates to 15.9%. Hiring firefighters will have very little
impact on reducing overall overtime expense for Constant Staffing. Hiring at the Captain
level allows 3 ranks to be covered- Captain, Engineer, and Firefighter, as a Captain can "work
down" to those ranks if needed. From a cost standpoint, this allows the maximum flexibility
when compared against cost of hiring additional staff. Additionally, the hiring now of
additional float Captains better prepares the Department when future stations are opened,
by already having in place Captains with some experience as opposed to newly promoted
Captains with little experience.
7. Cost of Recommendation: Total Cost of Request- $314,264 fully loaded wages
with operational costs and after 15% MRFPD contribution. Proposed reduction to Constant
Staffing overtime would be $150,000. However, it must be informed that both the Fire
Department and Finance Department cannot guarantee those savings based the future
variables to staffing vacancies that cannot be predicted (injuries, matern. leave,
resignations, retirements, etc). Cost of this option is $30,128 over the alternative option,
with $75,000 less constant staffing overtime savings projected.
8. Alternative Options- include cost (if any): The first alternative option is to hire 3
Float Engineers as opposed to Float Captains. While this does not allow for maximum
flexibility, it does meet the need for a 4th float individual capable of covering 2 ranks as
opposed to 3 that a Captain could cover. Cost of this option would be $284,136 fully loaded
wages with operational costs and after 15% MRFPD contribution. Proposed reduction to
Constant Staffing overtime would be $75,000. If no additional staff is desired by the City,
and outside of decreasing current service level delivery to the community, the constant
manning overtime budget will continue to grow as wages and leave liability grows.
9. Challenges if not funded: Fire Department Constant Manning overtime will continue
to grow based on agreed upon wage increases within the Collective Labor Agreement,
continuation of vacancies as a result of illness/injury and an aging workforce (current
average age of line personnel = 40.64), as well as other variables unable to be accurately
projected.
10. Long Term Solutions: A long term plan would be to agree upon and adopt a staffing
formula that will help better predict future budgets and staffing levels if the Fire
Department is to continue providing the same level of service currently expected. All
municipalties and Fire Districts have faced this same issue, and many have used data similar
to ours to establish such a practice. Based on the analysis and work done over the last 5
years, it is the recommendation of the Fire Department that the formula used would cover a
22% vacancy rate rounded to the next whole number. This recommendation would match
the allowable vacation time off based on the language contained within the labor
agreement, while providing some additional coverage for other leave types. Again caution
that this would not completely eliminate constant manning overtime, but would aid in
significantly reducing and allow better management of. As an example using current data:
Based on 5 stations a given shift has 17 mandatory positions to fill. The labor agreement
currently allows 3 individuals off for vacation. Using a 22% vacancy rate to cover 17 current
mandatory positions per the labor agreement, additional staffing would be (3.74) 4 float
positions per shift. Combined with the above mentioned 'working out of class' program,
future hiring of additional staff could be done at the firefighter level as there would be
adequate numbers of qualified 'swing up' personnel. Another way to view this same solution
is to establish number of staff needed to cover 1 line FTE. This method is currently being
used by City of Boise as well as Ada County Paramedics. The City of Boise currently uses a
1.26 to 1 calculation, while Ada County Paramedics uses a 1.2 to 1 calculation. Both
Departments still have constant manning overtime budgets, but keep that balanced with the
hiring of extra staff using the calculations mentioned. Those budgets are $1,000,000 and
$400,000 respectively. More globally, the City of Dallas used this same methodology as as
determined by the City Manager (see excerpt below in supporting documents). Using the
same 27 month vacancy average of 22%, the Department would need 1.22 FTE's to cover
each FTE. Comparing that to current mandatory staffed line positions per the labor
agreement (17), the same results are realized: (3.74) 4 float positions per shift.
11. Endorsements:
12. Supporting documents/pictures:
"DFR is a 24 hour /7 days per week operation at 56 stations • Engines and trucks are staffed with
4 personnel per apparatus • Rescues must be staffed with 2 personnel per rescue • Supervisory
positions for emergency response must also be staffed each day • Creates a minimum staffing
level of 413 fire fighters each day • When new stations/apparatus are added, minimum staffing
requirements increase Apparatus Type/Position n Number of Apparatus Number of Personnel
Assigned to Each Total Personnel Assigned Engine 55 4 220 Truck 21 4 84 Rescue 34 2 68
Supervisory/ Other - 41 41 Total 413 30 Planned Leave DFR schedules all vacation days, holidays,
mandatory city leave days, training and any other planned days off one year in advance to
ensure staffing requirements are met • In order to have sufficient personnel to meet minimum
staffing levels (paid at regular rate) and to cover planned leave, each position requires 1.21
members to be staffed • This equates to 273 additional members (91 per shift) for emergency
response for all three shifts • If these additional positions are not filled, minimum staffing is met
with the use of overtime 31 Unplanned Leave Because the department can schedule all planned
leave one year in advance, the biggest challenge to fully staffing all apparatus each day is
unplanned leave • Unplanned leave includes: • Sick time • Members leaving the department for
personal reasons • Retirements • Disciplinary actions • Injury time See next page for detailed 27
month accounting of vacancies and hours used in the analysis. Based on current levels of
unplanned leave, an additional 110 members (36-37 per shift) must be staffed in emergency
response for all three shifts • To cover all types of leave, DFR must staff each position with 1.3
members or use overtime • When unplanned leave occurs, positions are filled by: • Additional
staff at regular pay rate, if available, or • Other members hired back at an overtime rate (1.5
times regular salary)"- Excerpt from Dallas City Manager regarding Overtime calculations.
Business Case for:
Enhancement (Maintain Current Level of Service)
1. Project/Request Title: Complete City of Meridian AED project included in Heartsafe
Meridian Program.
2. Priority number: 1- Enhancement to Maintain Current Service Level
3. Strategic Plan/Master Plan/CIP relationship: City Wide Strategic Plan not yet
adopted by Council, but this request does meet the "Safe and Healthy" Focus area and
associated goal developed within the plan.
4. Background Information: In 2014 the City approved, for the FY15 budget, the City of
Meridian cardiac arrest survivability program known as "Heartsafe Meridian". The goal of
"Heartsafe Meridian" is to increase cardiac survivability from the current 20% to a goal of 50%
or greater by providing education/training on CPR and AED use in cardiac arrest, improving EMS
response time through early notification to 911, and providing AED's in City owned facilities and
apparatus. This program included a financial request for the purchase of, among other items,
AED's (automated external defibrillators). The goal of the AED purchase was to establish an AED
in every City owned building, every City owned Park, every City owned Fire and Police
apparatus, as well as other key locations as identified during a study as part of the program
development. During initial FY15 budget discussions, the original request for 64 AED's was
reduced to 32 AED's with a request to come back during the FY16 budget process to request the
remaining 32 AED's needed to complete that portion of the program. In addition to the
remaining AED's not being funded in the FY15 budget, vandel proof cases for Parks AED
locations were not funded and were requested to be returned for the FY16 budget.
5. Analysis of current environment: The 32 AED's that were purchased have all been
deployed to the appropriate locations based on the identified greatest need. These locations
include: 12 Police patrol units, all City owned parks, Water and Wastewater building, and all Fire
Apparatus. In addition, CPR classes for City Employees have been provided for by the Fire
Department staff. Currently 85% of all City employees have been trained in CPR with classes on-
going.
6. Recommendation/Request: The Fire Department is requesting the purchase of 32 same-
type AED's to complete this phase of the "Heartsafe Meridian" program. Additionally, in
cooperation with the Parks Department, we are requesting funding to purchase and install two
(2) AED/911 pedestals for installation in both Kleiner and Settler's parks. These pedestals secure
the AED in a required temperature controlled enivironment, offer direct communication with
911 dispatchers, and allow for proper security of the AED. The purchase and installation of these
pedestals would be evaluated over the FY16 budget year to determine cost/benefit on future
build out of this capability. Additionally, actual success equals projected success based on our
research, we would pursue research to possibly incorporate the same concept into large
develpments in the planning review process.
7. Cost of Recommendation: Total Cost of Request- Total Cost of Request- $67586.75.
Breakdown of Costs: 30 AED's (includes protective case)- $47,586.75; 2 Pedestal AED/911 access
units (to include needed wiring, etc)- $20,000.00
8. Alternative Options- include cost (if any): Currently the Fire Department and Parks
Department are exploring possibilities of CDBG grant funds for future purchase of AED
pedestals. However based on feedback received recently it appears this project is not eligble.
9. Challenges if not funded: If not funded, Meridian will limit it's ability to optimize cardiac
arrest survivability. This not only has an effect on the Public Safety Prevention mission, but can
have negative financial and emotional effects on the community, particularly those who are
impacted by cardiac arrest related deaths.
10. Endorsements:
Dr. Ian Butler Hall, St. Lukes ER Physician, EMS System Medical Director- "A
law enforcement AED program is part of a complete community action plan for cardiac arrest
and has been shown to improve resuscitation outcomes."
Dr. Ben Cornett, St. Als ER Physician, EMS System Medical Director- "It has
been shown through numerous studies that quality CPR and early defibrillation with an AED are
the two most successful interventions that will improve survival. Despite all the other advanced
life support interventions we can employ, this core concept is still the foundation of our care to
revive someone from cardiac arrest.
I am greatly in favor of your efforts with the CPR subgroup of the Joint Powers to provide
outreach to our communities and look forward to helping with this widespread education. The
widespread distribution of AED's has shown improved times in other communities to early
defibrillation and has saved lives!!!!!
I sincerely anticipate that your implementation of this program will set the bar for our other
cities to participate in such programs as we are all passionate about this in our joint EMS
community. We appreciate you taking the first step and having the backing from your
community leadership to support this cause"
Steve Siddoway, City of Meridian, Parks and Recreation Director- "
11. Supporting documents/pictures:
The Meridian Fire Department is currently part of the EMS Joint Powers Agreement. This
agreement has brought all EMS agencies together to create consistency and solidarity in all
aspects of pre-hospital patient care. Central to that mission is education to our communities.
Meridian has been asked to take the lead on developing a community CPR program based on
best practice from Seattle, Washington. King County leads the country in cardiac arrest
survivability and community outreach. Meridian's "Heartsafe Meridian" has been built off of
those key concepts. While the goal is to enhance the safety and outcomes of our citizens, our
time and effort is well invested to allow other local communities to do the same. The program
we develop and the lessons we learn will aid other agencies within the EMS JPA to develop and
adopt a similar program. This benefits Meridian in that a portion of our citizens work and play in
other communities.
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