2018-06-14 Budget WorkshopMeridian City Council Meeting Agenda Thursday, June 14, 2018 – Page 1 of 1
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1.
BUDGET WORKSHOP AGENDA
City Council Chambers
33 East Broadway Avenue
Meridian, Idaho
Thursday, June 14, 2018 at 8:00 AM
1. Roll-Call Attendance
X Anne Little Roberts X Joe Borton
X Ty Palmer X Treg Bernt
__X___ Genesis Milam __X___ Luke Cavener
X Mayor Tammy de Weerd
2. Adoption of the Agenda Adopted
3. City of Meridian FY2019 Budget Presentation Workshop
Adjourned at 1:15pm
SPECIAL CITY COUNCIL MEETING
Meridian City Council - Budget Workshop June 14, 2018.
A Budget Meeting of the Meridian City Council was called to order at 8:01 a.m.,
Wednesday, June 14, 2018, by Mayor Tammy de Weerd.
Members Present: Tammy De Weerd, Joe Borton, Genesis Milam, Luke Cavener, Ty
Palmer, Anne Little Roberts, Treg Bernt.
Item 1: Roll-call Attendance:
Roll call.
X__ Anne Little Roberts X _ _Joe Borton
X__ Ty Palmer X__ Treg Bernt
__X___Genesis Milam __X___Lucas Cavener
__X_ Mayor Tammy de Weerd
De Weerd: I will go ahead and call this meeting to order. It's 8:01, Thursday, June
14th. We will start with roll call attendance, Mr. Clerk.
Item 2: Adoption of the Agenda.
De Weerd: Item 2, adoption of the agenda.
Borton: Madam Mayor?
De Weerd: Mr. Borton.
Borton: I move we adopt the agenda as published.
Cavener: Second.
De Weerd: I have a motion and a second to adopt the agenda. All those in favor say
aye. All ayes.
MOTION CARRIED: ALL AYES.
Item 3: City of Meridian FY2019 Budget Presentation Workshop.
De Weerd: Item 3 is Jenny.
Fields: Thank you. Good morning, everyone. This is a continuation from last night's
budget workshop. We are going to start off with the Fire Department and the next one
is parks. So, chief.
Niemeyer: Excellent. Madam Mayor, Council, good morning. Always good to be first.
Now before lunch, so a good time slot. Appreciate it.
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De Weerd: And after lunch.
Niemeyer: Yeah. After lunch. So, I have got 20 slides to go through and hoping to
engage with you on your thoughts on the budget that's been presented to you for Fire.
To get started here I just want to hit first, before we get into numbers and budgets, really
about the department and -- but focus on our vision statement that's coming next. Our
vision statement has the word premiere in it and so I was thinking about what does
premier look like. It really does start with our employees. I heard Chief Lavey say that
yesterday and I want to echo that. I could not be more proud to be sitting here before
you today as the fire chief of Meridian Fire Department knowing the quality of work that
is being done by our firefighters, support personnel, administrators. This is our last
department picture. It was done about five years ago and the other thing that -- that we
have seen in the fire department some faces are changing. We had a group of
retirements this year that we had not seen before in our department's history. Chief
Shaw retired. Jeff Murray. Captain Murray retired. Howard Miller as an engineer. And
June 26th, which is just a few days away. Captain Scotty Kiesig will be having his last
day here with Meridian Fire Department. So, the faces are changing a little bit. We
have some new faces coming in, so it's time for a new picture. But with that -- you have
seen our mission statement before. I want to talk a little bit about our vision statement
and what we envisioned in 2011 when we set up our strategic plan and as a group
came up with this vision statement and we just recently reaffirmed as we got together as
a -- as a team last year to renew this and it really is a premier organization recognized
for providing a safe community through professionalism, innovative actions, and
community involvement. And premiere is pretty hard to define. It's a big word. It's
something that you strive for and I think we are getting there. I really do. And so I want
to start here. As we talked about before when I have been before Council, we do a very
active process in getting feedback from our community. So, every few months Emily
Stroud in our office sends out 50 customer comment cards and those are sent to folks
that we have actually interacted with, folks that have called 911, asked for our service.
So, we send out 50 cards that are related to fire-related calls. We send out 50 cards
related to EMS related calls. We send out 50 cards that are related to our prevention,
inspection, and public education divisions. Our return rate on that is about 30 percent,
which for mailers is pretty good. We are pretty happy with the return rate we are
getting. But, really, what I want you to see is across the board we are exceeding far
more than we are meeting the community's expectations and we haven't had one
complaint where we are not meeting the community's expectations in those cards
received. I'm really proud of that and that just shows the dedication of our men and
women that are out there every day doing the job. I'm not going to read all these bullet
points. Our operations division are guys that are on the engines out responding to the
calls. The one that really struck me that I'm most proud of is the very last sentence of
the very last bullet. When you hear somebody from our community say we are very
confident in our ability, that's the best thing a fire chief could ever hear, because it tells
me our guys are going out and doing the right thing, they are demonstrating
professionalism and our community appreciates that. In our prevention side friendly
and knowledgeable. I will take you to the third -- third bullet point. Thought this was
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kind of funny when I read it. No one likes inspections, which your people were kind and
courteous. It was a pleasant exchange. I thought that was some of the best things I
could have heard from the prevention division. In public education you all have had the
chance to meet Pam Orr and be around Pam Orr, so I would expect nothing less than
these comments from our pub ed division. She was going to join us today, but she is in
a six hour meeting at Scentsy doing some CPR teaching. So, she felt that was more
important and we agree. So, she couldn't join us here today. And, then, our admin
staff, I just want to touch on them. I could not be happier and I couldn't be more proud
and I would put up our folks against anybody in the state of Idaho. These are the
comments that I get regarding or chief officers, Christie and Judy and Emily and -- and
the work they do. They are second to none and I'm very proud of them. So, just --
that's what premier looks like to me. When we get comments like that and our
satisfaction rating is exceeding expectations, I don't know how else I can define premier
other than that. The other thing that we looked at as far as premier is how is our
performance. This Council adopted standards and we have been tracking those
standards. Chutes times -- that's -- the chute time is the time that the bells go off in
the station to the time we roll wheels and we have been putting a pretty heavy focus on
that as far as communicating to the department those expectations. To me as the chief
that is an indicator of our customer service level. If we get out the door quickly when
somebody calls, that means we are doing the right thing and we are focusing on
customer service. So, you can see there our goal is 90 seconds. Every station is
underneath that. Very proud of that. And our travel time is by station. You can see
Station 1, 2, 3, 4 and 5. Our goals is five minutes or less. We are over that in some of
our -- in some of our areas. Talking about the future, we will get to it a little bit. We do
have our times in the areas that are growing that we know are a concern as far as being
able to meet those standards. I heard Councilman Borton yesterday talking to Chief
Lavey about standards and how do we continue to look forward and meet those
standards and so we have some information on those areas that -- that we are seeing
some pretty good growth that we know are going to be future fire station locations. The
budget dollars at work. Enhancements that you approved last year. Engine 36, that is
impact fee funded. That is on schedule. It's scheduled to arrive in September. We just
got our most recent update on the build. They are about halfway through the build right
now. So, we will send some folks back the first of September, end of August, to do the
final inspection and, then, those engines will be on their way out. Staffing for Station 6.
It was an enhancement. It was a zero cost for FY-18. Just a reminder the Rural Fire
District has picked up the wages for FY-18, so that will go through the end of September
of this year. But just an update on that. All the staff were hired. They all completed
their recruit academy. We didn't lose anybody in that. They completed their 12 week
field training time in the tasks. They just completed their -- their six month test and the
final 12 month test will be in November. But they are all doing extremely well. We did a
great job in hiring 12 really good firefighters. Very proud of that. The AED program,
that's completed, the Heart Safe Meridian, and we got that done right away. Chief
Jones completed that before he left, so we are happy to say that the Heart Safe
Meridian AED program is complete. The police officers are out there responding when
they can. We are working -- I have been working with Chief Lavey. We are attending
our briefing to get all officers that download the app. That's a great way for them to be
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notified that there is a cardiac arrest bin here in Meridian and respond with an AED.
The two enhancements we didn't fund in '18, one was an admin, one receptionist and
one with a logistics division manager. A quick update on Station 6. I wanted to put that
in. I can tell you it's not moving as fast as I would like, but we are in a -- just an
environment in our building and growth where every project for every company I have
talked to, they said they have been delayed, both in the city and outside of the city. But
where we are at in Station 6 the contract with the architect was signed, that was Wright
Ferguson Eller. Our programming phase was completed in mid May. That was
programming the station and the components and the areas within the station. Right
now we are in the final stages of getting the agreement signed with ESI. They are going
to be our contractor. Our CMGC. That's in final review by Purchasing and Legal is
taking place right now. The next step after that is done will be schematic design and
construction documents that will anticipate a completion according to ESI is October.
During that same time construction bidding and the final not to exceed numbers in
November and, then, breaking ground in January. Again, not as quickly as I want, but
the way that the building environment is right now everybody is behind. We have to
take it in their time and it's not under my time. I wish it was. So, that's an update on
Station 6. Replacements that were funded last year. Engine 34 was approved to be
replaced. That was a 2006 engine with 130,000 miles on it. We ordered that the same
time we ordered Engine 36. Thank you for approving that. We saved about 25,000
dollars by doing that, by doing a multiple purchase, as opposed to just one. We
replaced the fast response vehicle. We have three chainsaws that got replaced. The
fitness equipment, which garnered a lot of discussion last year, with great discussions,
that was completed and along with that I do want to recognize Luke Smiley who really
took the lead on this from the local end and, Luke, if you have met him, he's a fitness
guru, he is in incredible shape. He took the lead, but he understood what the desire
was and what the expectations were and he took that very seriously and put together a
really good program. So, we have an online tracking tool for the fitness progress. We
have had regular education that's occurred. I know Council Woman Milam knows that
deal that we talked about, what kind of education are we doing. The techniques, that
sort of thing. So, it's regular ongoing education that takes place. Really happy with how
this has -- has turned out. Hydraulic rescue equipment at Station 2. That was
completed. Thermal imaging cameras -- if you have attended Fire Ops 101 you got to
play with those a little bit. That is so we can actually see fire when it's blacked out
inside of a building. Station repairs have been completed. We had one other G100 and
that was to replace sinks and countertops in our decon rooms. Our decon rooms are
where we take biohazard waste, some of the nasty stuff -- it's a special room that that's
where all of that goes. When our five stations were built -- actually four stations were
built they were built with laminate countertops under wood. That is not a good place to
put laminate countertops in wood when you're bringing in blood borne pathogens and
some other things, so best practice is a one piece stainless steel countertop with a built-
in sink, so things flow into it. When we got a quote almost two years ago now it was
2,500 dollars per station. It's now 9,300 dollars with some of the steel costs and
everything that have gone up. So, we have enough in our budget to -- when one of
those -- I'm probably going to come to you with an amendment request. I really don't
like doing those, but this is a big priority I think for the -- for the department to get these
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things changed out. So, that -- I already hit the bottom one there. I did want to report
on the fire station carcinogen risk study that was done. As you recall several months
back I came to you with an amendment request of 4,000 dollars that was to add to the
money that we already had in our -- in our base budget for professional services. We
hired a consultant to come in with testing materials and he tested our fire stations for
soot exposure, diesel exhaust. He also did swabs of several of our surfaces to let us
know what we have out there. We have a strong focus on cancer reduction. Cancer is
the leading cause of death in firefighters and it's taken us a while to get the science and
research done to understand what we are facing, but now we know and I put a packet
on your desk or your table for each one of you. This is a very good read to help you
understand the focus and the priority and why this is really important to us. As the chief
my number one goal and priority is to make sure everybody goes home and that means
long term. It doesn't mean just at the end of their shift and so I want to thank Randy
Platt. Randy, if you could just raise your hand. Congratulate Randy, he just
successfully completed the captain's promotional exam process. Randy has taken the
lead from the local working with the administration. He's got a great group of guys that
are committed to seeing us reduce our risk of cancer. I call -- yeah. They had to. So,
now the testing is over we are going to get back out there and there is a lot of things
that I think we need to do, but, again, going back to premier, I want to be that fire
department that others in Idaho can look to and say they are doing it right, we need to
do it like Meridian and so our goal is internal first and foremost to make sure at the end
of our careers folks are going home safe and spending time with the grandkids and that
means reducing the risk of cancer. What that showed -- and the reason I didn't come to
you with an amendment, it did not show that we were in crisis, but it showed a risk and
so we are going to talk about an enhancement request. That's the difference. That's
what that study was meant to do. Do we have an immediate crisis? Do we have
something that we can budget for and plan for and thoroughly discuss. Enhancement
summary, you will see that we have six enhancements. That's just a summary of them
with a total cost request of 301,422. So, I will get to the first one. This one's been on
the request list for a while and that is an Admin 1 receptionist position. It's an entry level
position to give us some office work. We look back in 2013 we had 56 employees. We
had three administrative staff. We are at 89 employees, we still have three staff. The
challenge that we have had is our records clerk Emily Stroud, who sits up front, has
been trying to fulfill the records clerk duties and training records, inspection records,
record retention focus, along with several other recordkeeping systems that we use.
She spends about 30 to 40 percent of her time answering phones and greeting the
public and it's not a good use of her time. This is a request for a part-time with the
understanding that next year we will be asking for a full-time. It is a full-time need, but
we are trying to work with the city and -- and balance dollars and -- and do things
responsibly. The challenge with part time right now is just finding somebody to fill it.
We spent nine months getting our -- our pub ed part-time position filled, but I'm pretty
sure we can get this done. But it's definitely a need, it has been for a while, and this is
our number one administrative request, which takes me into my number one operational
request and that is to get the direct capture diesel exhaust systems in every fire station.
We are putting it into Fire Station 6 and want to make sure we are being consistent
there, but the reality is this is the best practice. I called around to departments in Idaho,
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they all have what's called a hose system or a direct capture exhaust system. It is the
best way to keep our firefighters safe from the exposure of diesel exhaust. They have
done research and studies and you will find that within the book that I handed you,
along with a one page handout, diesel exhaust is carcinogenic -- did I say that right?
Carcinogenic. As a medical provider I should be able to say that. So, we want to make
sure we are doing everything we can to keep our folks as safe as we possibly can. The
initial cost to get those installed is 180,000 dollars. Ongoing -- and that's just based on
me calling around and talking to departments, they have ongoing maintenance of these
systems, it can run ten to 12 thousand dollars just to maintain them. Sometimes you
have leaks and they get fixed. We did unsuccessfully -- Grant Hamilton -- while Grant's
here. Grant Hamilton and I several years ago put in for an AFG grant. That's as is
Assistance to Firefighters Grant, that's a FEMA grant process. What we got back was
your stations are too new, they should have had them in there in the first place, so they
wouldn't fund that. So, it's time for us to fund this. The third request is a public
education assistant part-time to full-time. I mentioned earlier it took us nine months to
find somebody that would -- would fill a part-time roll. Herb Griffin accepted that role.
He's actually a retired deputy chief fire marshal from the great state of California. He's
doing a great job, but his one ask was is this ever going to be full time. Pam has been
asking for this to be considered full time for a while. The biggest needs are identified
during the bullet points. Fire prevention month is not just a one month endeavor for
Pam, it's about a three to four month endeavor getting ready for it, doing it, and, then,
doing the after-action to follow up after it's done. She is out -- I don't know how she
does it, to be quite honest with you. She spends nights. She spends weekends. She's
early morning. We tried to get her to slow down a little bit, because we don't want her to
burn out, but we feel like she needs this help moving into full-time. There are outreach
programs that she has wanted to do for years, we just have not had the staffing to do it
and I want to hit on those just briefly. One of the things she has wanted to do is to get
out into our elderly populations and we know where they are to do some fall prevention
education. If we can prevent one fall, one trip to a hospital, one surgery, one hip
fracture, one extended stay at a care facility for months, then, we are successful and
she believes strongly that that's an area that she would like to pursue, she just hasn't
had the time and the people to do it. Station Wi-Fi. This is something that Dave Tiede
has been working with me on the last three years. We do not have Wi-Fi in our -- in our
fire stations. We have them in every other city building, with the exception of the parks
maintenance facility building. Steve and I talked about that. Why is it important for us?
I will give you an example of how it's important for us. Much of the technology now
within the fire service and the city is Wi-Fi capable, if you will. Think of things in your
home, it all run through your Wi-Fi. Our Knox boxes are a good example of how Wi-Fi
can benefit us. Knox boxes are a lock box inside our fire engines. Within that box are
the keys to the city. You all think you have them. We have them. They are the key to
every commercial building in our city. It's a very protected, very secure box, because
we don't want those keys out there. Right now if we need to change a password or
change anything on those boxes, somebody has to drive out, hook up a computer, plug
in the new codes, and this takes time. Through a Wi-Fi system these Knox boxes are
Wi-Fi capable, we could actually do it remotely from the office and make those changes.
That's just one example of several on how Wi-Fi could benefit us in the -- in the
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firehouse. Talking to Dave, knowing the technology moving forward, everything is going
to Wi-Fi as far as connections go. So, that -- that's a request that's been on the table for
a while. I told Dave for sure this year we would be moving it forward. Lexipol is our fifth
request. Lexipol is currently being used by our police department. They have been for
six years. This is Warden Grahams' policy manual, if you will, online. Lexipol has not
been in Idaho until now for the fire service. They have been very profound in several
other states around the country. Lexipol policies are built in law. So, they are built base
first on federal law, if there is any applicable to a certain policy, next is state law and,
then, next is any local ordinances or city policy or city resolutions. We believe this is a
good move forward for us. In Idaho right now there are seven other fire department's
looking to adopt Lexipol as their policy manual. We have engaged with human
resources on this and legal on this and they both say this is a good way for us to go. It's
the right thing to do. So, that's our Lexipol request. I am anticipating this cost to come
down for the first year, but I don't have those numbers, so I didn't want to present them
to you. Lexipol is working with fire departments that are going to be first on board with
the fire service. Lexipol policies, much like what PD experienced when they went six
years ago. So, I anticipate a lower cost, but I don't have those numbers, so I wanted to
present you the full cost just in case. And, then, lastly, JD, if you could raise your hand.
JD has been our training division and he's done a lot of great work, not only on the first
side, but on -- started to get some much needed EMS training out there. So, JD put this
request together and I fully support it. We did try and find money in this year's budget to
buy this. I know it's a lower cost enhancement, but we don't have the funds in this
year's budget to do it. This is an ALS, which stands for Advanced Life Support, trauma
mannequin. We don't have one. Our system -- our access system does not have one.
Training on trauma is a big deal for us. It's part of that continuing education that is so
important in what we do, both on the fire and EMS side, but this is EMS specific. We
face various trauma and it's always different. It's never the same thing. It could be a fall
off a roof, it could be a broken hip, it could be all kinds of things. So, training is key to
us to make sure we stay proficient and prepared. This mannequin will offer that avenue
on the trauma side to do some really great training, much needed training, for trauma.
So, with that that wraps up our enhancements. The road ahead. I just want to mention
-- I know Chief Lavey presented it yesterday. It is a public safety PIO, so I just wanted
to say I do fully support this position. You know me, I like to talk and so I don't mind
standing in front of a camera, but trying to be proactive in our messaging. Judy and
Christie in our office do as much as they can on Facebook and Outreach and all that,
but they are taxed as well. Having somebody that's focused on messaging for public
safety and be able to coordinate those interviews and coordinate the message prior to a
subject matter expert getting in front of the camera and talking about it is very much
needed. So, I just want to mention that I do fully support that. Challenges moving
forward. Lack of adequate personnel coverage. We are growing and as we grow the
needs grow and so we have had discussions I know and will probably continue to have
them on overtime and what's the balance between overtime and people. That is going
to continue to be one of our challenges. The other one is growth. When do we start
planning the next fire station. I know that's crazy to say, because we are still building
one, but as we grow -- I had Chief Butterfield pull some -- some times to compare. You
saw our travel times at our stations, but we also pulled travel times for Station 6 and,
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then, seven and eight and you can take your pick on which one might be next. It's
either south Meridian out by the YMCA where we have a partnership with our parks
department or it's the northwest corner where the Oaks Subdivision is and a lot of other
development is going in. We are exceeding those travel times that you saw by a
minute, minute and a half, two minutes and 45 seconds in those areas. So, our goal is
five minutes, depending on the population densities. We are pushing six and seven
minutes in those other areas right now. We know they are growing and so that's going
to be a focus. I appreciated Councilman Borton's comment and Chief Lavey, just give
us that -- we want to maintain that travel time as those areas grow we have to have the
discussion at some point. Recruitment. Recruitment -- not necessarily for entry-level
firefighters, but certainly as you move up the ranks recruitment is becoming more
difficult. That's going to be a challenge for us. We are losing some really senior people
-- some really good senior people and I can tell you our administration is going to look a
whole lot different in the next five years. Chief Lavey mentioned that. He looked down
the table -- and I just stood back and it was kind of a ah-ha moment as I sat behind him
and watched his staff up here, I thought, wow, it's already changed. Look at all the
different faces sitting at that table and we can say the same thing for fire. We are
coming to the end of our careers and you're going to see some -- some changes and so
how do we recruit, how do we make sure we are still getting the best people. Certainly
my desire is to start promoting from within for these higher ranks in the fire department.
I think that's when you have a very successful organization. So, preparing for that,
knowing it's coming. And, then response times versus growth development. We just
kind of hit on that. Those areas that are growing rapidly that we were hoping would
grow slowly are going to become a challenge for us to get to and so we want to make
sure that stays in front of a discussion on how to get there. You can see some future
requests there. That's just based on -- on the need. We have had those in our CFP for
the last five, six, seven years and so they will be coming. So, with that I will -- I hope I
didn't talk too fast. I will stand for any questions.
De Weerd: Council, any questions?
Bernt: Madam Mayor?
De Weerd: Mr. Bernt.
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Bernt: Chief, so with this Lexipol online policy software system, is it something -- I know
you mentioned that the police use the same system. Is it -- could we piggyback on their
system for you guys? Is that something that's possible?
Niemeyer: We tried that, but the law enforcement world is so much different than from
the fire world on the policies that are needed and Lexipol has got two very distinct
divisions. One is their fire division and one is their law enforcement and we did try and
piggyback on that early on, but what we got was they were very -- very distinct in how
they layout and how they -- how they look and how they feel. The thing that is
consistent with Lexipol that I really like about Lexipol is that they offer monthly training
and so they automatically send out monthly training, which we know is a weakness. It's
almost impossible to get to everything in a day, so we know policy training is a big need
for us and this offers us a way to -- to have it every month.
Cavener: Madam Mayor?
De Weerd: Mr. Cavener.
Cavener: Chief, I guess along those same lines related to Lexipol, is the desire for this
resource because you need a policy manual created? Is it that we -- that your current
policies aren't -- aren't working? Is it that the current training that's offered through
ICRMP and the city isn't sufficient? There seemed to be like a lot of little things -- I'm
just trying to make sure that I have got a good understanding as to the -- the
overarching desire for this resource.
Niemeyer: Sure. Great question. I can tell you when I came in ten years ago our
department policies were pretty thin and we had policies that -- I don't want to say they
didn't matter, but they weren't significant. Things like harassment and conduct and
expectations and -- we had a grocery store policy instead and so as you prioritize what's
important in the policy we started building those. We did our best to build them. You do
Google searches. You call other departments say ship me what you got. But what we
have realized over the years is policy should be first and foremost rooted in law,
researched, make sure that it lines up with -- with both federal law, state law, and any
local ordinances that may occur. We don't have the time to always be evaluating and
updating policies. As the law changes we may not know about it for two or three years.
So, we may have outdated policies and not even know. It's very common in the fire
department, because I have called even Boise, it has been around a long time, thinking
there should be a policy and their deputy chief says, well, I can ship it to you, but it
hasn't been updated in six years. So, that's a challenge. It's just a matter of staff time
and how do you stay current and updated. So, that's probably the biggest issue that we
are trying to solve is these policies are rooted in law. They are best practice. They are
defendable, which is really what we want in policy.
Cavener: Madam Mayor, follow up. So, then, is it your intention then that this company
eventually sets the policies of the Meridian Fire Department?
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Niemeyer: Good question. Yeah. So, we -- we have input. Obviously we are not going
to change federal statute or law or --
Cavener: Right.
Niemeyer: -- state laws, but as far as the rest of it, we work with Lexipol to make sure it
fits Meridian as far as the content beyond the laws.
Cavener: Okay. Madam Mayor, one more then. So, what's the intentions with the --
the ongoing cost? I guess what -- I think that I'm there that you guys need to have a
more comprehensive approach to fire policy, but the ongoing cost for something that's
already created is the piece that I'm really wrestling with. What -- what's the need for
this ongoing cost and what is the department benefit by -- by spending that extra
dollars?
Niemeyer: So, ongoing cost is a subscription program. So, it's not a -- buy a box and
build it and you're done. The benefit to the ongoing cost is on a monthly basis Lexipol
has a team of lawyers that -- that scans the horizon for any changes in law. If there is
one they update it automatically, they send out the update. Along with the ongoing cost
there is monthly training that goes out to all the firefighters -- all departments actually.
It's a monthly training on a specific policy and that happens every single month. That's
something we don't have today. We don't do monthly training on policy.
Cavener: Madam Mayor? Is the training intended to be voluntary, optional, mandatory?
Niemeyer: Mandatory.
Cavener: Thanks.
Nary: Madam Mayor, could I maybe add a little bit?
De Weerd: Yes.
Nary: And maybe answer Councilman Cavener's questions. So, when -- when I was
the HR director a number of years ago we did the same process with the police
department and we used Lexipol and at that time we assigned one of our HR
generalists to work with police, so that we would take the policy to make sure they fit
into our -- our standards, our culture of our department. So, we just didn't take a blank
policy and put it in place, we actually worked with -- with the policies to make sure they
fit into our workforce and, then, the constant updating. The differences you have
between police and fire is that in the police department they also have that constant
update, but also, if you recall, we contract with an entity to provide us legal advice on an
ongoing basis on training and things like that. Fire doesn't have that.
Cavener: Okay.
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Nary: So, this really is a great tool, because it really is comprehensive, covers all the
legal bases. We can work with them, both with Legal and HR, to make sure it all fits
into our -- our workforce, but it really solved a great deal of issues that -- the time we
would take to either do it internally and dedicating that level of staff time to it for one --
for one purpose or to contract for it is less than what you ultimately are going to pay for
the service.
Cavener: Okay. Thank you.
De Weerd: Thanks, Bill. Other questions?
Borton: Chief? Oh, Madam Mayor?
De Weerd: Mr. Borton.
Borton: You have got the thermal camera in there as -- in there as well. Remind me. Is
there one at every station or is it -- okay. That was a replacement?
Niemeyer: Yes.
Borton: Good. The other question -- on Station 6 I just don't know -- or where I was told
I don't recall -- is the -- is the source of the delay the construction schedule that's behind
or the contracts were signed later than anticipated?
Niemeyer: The contract with the architect was signed pretty much as quickly as we
could. We met with them and it didn't take long before a contract was able to be signed.
The contract with ESI I think has been out there for about three weeks for a review. I
know that folks from the city are fairly busy with a number of projects. So, we anticipate
that getting signed here soon. And, then, everything else is construction related.
Construction build out.
Borton: Okay. What I'm trying to get at is like -- did ESI get the contract three weeks
ago, but the hope was they would have got it in January to allow construction to start
sooner or --
Niemeyer: Charlie, do you want to speak to that?
Butterfield: There has been no hold up in the progression of the work based on the
contract. The contract is currently going through the city, but even with that process we
have -- that has not delayed any of our progress, the work that's been going on between
the architectural firms and ESI. We still continue to -- and I have to hand it to ESI, they
have been very diligent in continuing to work with us and move through the process,
even though they don't actually have a written contract in place yet.
Borton: So, what's the -- it doesn't sound like there is a delay. That's the delay then? If
that's all the case, it sounds like everything is totally on schedule.
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Niemeyer: It is on schedule. I just wanted to be building sooner than what we are.
Borton: Oh. Yeah.
Niemeyer: But we are on schedule with -- with the work being performed right now.
Butterfield: I think also it's noting that we are working together with the city of Caldwell
in developing this fire station, as has been mentioned in the past and we have realized
a very large cost savings by working collaboratively with our partners at the city of
Caldwell Fire Department in moving forward with this --
Borton: Okay.
Butterfield: -- both in the programing phase of the fire department, which is that initial
design and, then, along with the -- as we move into actual development of construction
documents and with ESI we have been realizing very large cost savings and I'm sure in
a short matter of time I will be bringing all of that at Council meeting to update Council
on all of those particulars.
Palmer: Madam Mayor?
De Weerd: Mr. Palmer.
Palmer: And, frankly, from what we were sold on, we are not really realizing cost
savings, we were expecting that fire station in October. So, any savings by partnering
with Caldwell is gone in over a million dollars' worth of staffing that aren't going to be
able to be out there. So, understanding, you know, there is some additional delays in
the fact that it's way more expensive than we had anticipated and have had to go back
and forth with changes, because, you know, the art gallery style that they wanted to
build isn't appropriate for -- for our purposes, with the cost, but I mean as great as it is to
save a few bucks partnering with Caldwell, the fact that it won't be open for, hopefully, a
year from January or February, is way more expensive than any savings realized.
De Weerd: Is that the delay?
Niemeyer: No.
De Weerd: Where --
Niemeyer: No. Caldwell hasn't presented any delays. We have been moving forward
at the same pace, so that hasn't presented any delays at all. We will end up -- I think
costwise as far as station cost, it would have been what it was going to be and I think
we are going to realize about 240,000 dollars' worth of savings by partnering with
another agency to do this. But it hasn't had any delays as far as the partnership goes.
They have been moving at the same pace.
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Cavener: Madam Mayor?
De Weerd: Mr. Cavener.
Cavener: Maybe, then, some clarification, because I think that Council Member
Palmer's point I think even moving forward with hiring 12 new officers with the intent that
the station was going to be built this year, so I'm hearing there aren't delays, but I guess
from -- from my perspective it is delayed, because it's not being built this year. I guess
trying to wrestle -- are we behind or are we on schedule. If we are on schedule and
maybe give me some better clarification why we hired 12 new officers a year and a half
-- almost two years before a station is going to be built.
Niemeyer: So, I think as far as delays in -- at -- once we started are we delayed -- is
anything being delayed. Is anything being stopped or -- I heard a stop order the other
day, which was inaccurate information out there. So, everything is progressing as fast
as it possibly can. The delay is the building environment right now has slowed
everything down and costs have gone up. I just talked to Claire Bowman, one of our
Commissioners, two days ago. The cost for the -- for the highway district projects has
gone up 40 to 50 percent and that's not uncommon right now throughout the entire
valley. As far as how quickly phases are getting done, that has slowed down. So, that
is taking longer to complete phases than in a -- in a less robust building environment
would have been done sooner. For example Chief Butterfield and I were talking -- he
managed a fire station build project in Sun Valley. It went a whole lot quicker than what
this project is going once it started, but the building environment then allowed them to
move faster. Right now you have labor shortages, you have projects going on left and
right. And these same companies, ESI and -- and others are building multiple projects
currently in this environment. And just a reminder, the city's obligation as far as cost
with 12 firefighters that will begin October 1.
Cavener: Okay. Madam Mayor? Chief -- and we anticipate this Station 6 opening
when?
Niemeyer: We are -- based on the projections that we are getting from ESI we are
breaking ground in January, so you will probably open the station December, January of
the following year.
Cavener: Okay. Thank you.
De Weerd: Well, then, the unspoken question is why did we hire so early.
Niemeyer: When we evaluated -- we worked a lot with the city of Boise, they had just
got done building two projects two years ago. The timing to get that done was a whole
lot different then than it is today in today's environment. We planned that based on our
experience in talking to others who had just built a fire station.
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De Weerd: You mean your crystal ball isn't working?
Niemeyer: No. The crystal ball didn't work on that. It was broke.
De Weerd: Other questions?
Palmer: Madam Mayor?
De Weerd: Mr. Palmer.
Palmer: And I'm not sure when -- when the conversation will happen with all Council,
whether it's today or at another time, but we need to be figuring out what to do with
these guys once they are on -- on our dime as well. My preference would be to have
them working in the area that we told the citizens they would be working, just parked in
different barns for now, unless there is other ideas. Use them to reduce overtime. But I
would rather see them out there. I'm not sure when that conversation is going to
happen, but I wanted to bring it up since we are talking about staying warm.
Borton: Madam Mayor?
De Weerd: Mr. Borton.
Borton: I think I understand this and I don't know if it's ultimately that. Perhaps that's
simple -- certainly the -- the utilization of them is at your direction and professional
judgment to make sure they are -- they are up and running and ready to hit Station 6
when it opens, trained and prepared and some of the upsides, if I recall, of hiring them
early is that's sort of the natural onboarding that is necessary to some degree. It -- I'm
not -- don't have my head around some of the delays or causes of schedule necessarily
that other people have expressed concern with as well. But there is that process and it
sounds like whether that's done through capturing some overtime reduction, hopefully,
with -- with the added firefighters offset, some of the expense, but, nonetheless, if they
are utilized over the course of the year or so in a manner that allows Station 6 to be
successful from day one, so -- a lot of details on how you make that happen.
Niemeyer: We are certainly working on that right now.
De Weerd: And you do have a set amount of overtime, so if you can show that you can
do both, then, that's -- that's what needs to be demonstrated, unless if Council wants to
increase your overtime.
Borton: Madam Mayor? To that point -- and I could be wrong, but it looks like for the
overtime total cost budget amount there is a reduction proposed. I could be wrong, but
on the green sheets I see a negative 227,000 as far as a decrease. So, I'm reading that
wrong. And, then, that might be something we can -- it would circulate to us, you know,
the prior years of overtime, perhaps reflect how these additional firefighters have been
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utilized to capture some float to avoid overtime and what the current total overtime
budget is for this fiscal year.
Niemeyer: I'm sure that --
Borton: Yeah. I don't know why -- what it is -- there was some -- there is that reference
in there to overtime decrease on the green sheet and it's got a negative 220 -- 200
points of a thousand. But I must be reading the wrong column somehow. Have to get
in the weeds on it, but not right now. The fourth page --
De Weerd: And that's something we can bring back.
Borton: Yeah. We can bring it back. Plus the overtime decrease, 227,207. I'm reading
something wrong. Perhaps --
Niemeyer: We will come back to that one.
Borton: That would be helpful. To Councilman Palmer's point and Mr. Cavener, you
have got this seven figure labor cost that's new and it's -- it's on us prior to the station
being open and so the first year captured by rural fire were not are really capturing the
total benefit of that perhaps, but there is some offset. So, what's the budgeted offset
and we will bring that back and reduced overtime.
Fields: Madam Mayor -- Mayor and Council, Councilman Borton --
Borton: Yeah.
Fields: -- there was a -- a change in the base budget that I -- I failed to provide the
updated green sheet for you. There is actually not a decrease from the prior year. We
kept it the same. So, I will provide the corrected information to you. So, my apologies.
Borton: Was I reading that right?
Fields: It was a typo. So, above --
Borton: Okay.
Fields: -- in the yellow section, if you see under --
Lavoie: On your green section that you're referring to, Joe --
Borton: Right.
Lavoie: -- if you look on the page right above in the yellow section --
Borton: Yeah.
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Lavoie: -- one more -- one more page. There you go. You will see last year's --
Fields: Last year's amount was 509,716. See that?
Borton: Yeah.
Fields: Okay. And, then, you go to the current, which is -- one more page up. Not in
the yellow highlights. Yes.
Borton: Yes.
Fields: You will see 761. That should have been 509 or --
Lavoie: Then if you go back to where you're -- where you're reading the --
Borton: Okay.
Lavoie: -- when it built it it should have said overtime increase, because you were
reading the word on the change sheet -- the change section in --
Fields: It's a typo.
Borton: Okay.
Lavoie: Is that where you're saying budget decrease?
Borton: Yes.
Lavoie: It should have said budget increase like Genesis is saying. It shows that we --
we typed that part in correctly, so --
Borton: Madam Mayor, not a question, but a comment. You know, one of the things
that -- that, you know, we are all already aware of that the fire ops is really a neat
opportunity to appreciate, you know, a very small piece of amount of professional
training and it goes into what you do, but -- but the safety for you and the crew is critical.
That's the reason I asked about the thermal camera and I can't imagine not having that
at least in every station. But the exhaust removal, it's never appropriate to allow
something to become so unsafe that we are trying to catch up and there is certain
expenses that are necessary and critical to ensure you guys are safe at all times and
that seems to be one of them. We don't need to wait for something to become critical to
have actual problems before we act, so I appreciate you being forceful on that issue and
pressed for the safety of the crew, things like that that are important. Station 6 clearly
would be designed to have that as well, I assume.
Niemeyer: Yes.
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De Weerd: Okay. Any other questions?
Cavener: Madam Mayor?
De Weerd: Mr. Cavener.
Cavener: A couple other just additional questions. And this is I think more for -- for
follow up. I would be interested in seeing some photos of the cabinets that need to be
replaced in the -- in the bay related to the -- the hazmat cabinets.
Niemeyer: Yeah. We have those.
Cavener: Great. And, then, chat me up -- what happened with the ceiling tiles? Why
are we -- what's causing damage -- 6,000 dollars that we have got to replace in ceiling
tiles and bring in a scissor lift?
Niemeyer: In the training burn room?
Cavener: It says station one is all -- all the notes that we have.
Niemeyer: So, that's the training burn room.
Cavener: Okay.
Niemeyer: And those have to be replaced on an ongoing basis. They are a special
ceramic tile that -- that when they heat up they start cracking.
Cavener: As soon as you said burn room it gave me great clarification as to why they
need to be replaced. Appreciate it.
De Weerd: Okay. If there is nothing further we will switch over to our Parks
Department. they are up next. Okay. Up now is our Parks Department.
Siddoway: Thank you, Madam Mayor, Members of the Council. Please to be before
you today to talk about the Parks and Recreation Department's FY-19 budget request.
Similar to the other departments, we have our mission and vision slide and while I won't
read it to you, I do want to say that we play off of the city's desire to be a premier place
to live, work, and raise a family by seeking to be a premier department that provides
those family-focused opportunities. At the Coffee with the Mayor just two days ago I
talked with a couple that had just moved here and we get similar comments -- a lot --
this one is fresh, so I thought I would mention it that, you know, as they were looking for
a place to move -- in their case from Washington -- that they chose Meridian because
of the -- it's that family friendly feel that they had when they -- when they came to our
town and they talked about how much they love the parks and all the events and just
the recreation opportunities that are here and I love hearing that and we do that by
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looking at innovatively designed parks, connecting our pathway system and having a
diverse array of recreational opportunities for people of all ages, with the focus on that
last phrase, about creating memories I guess what it's about for us. Hopefully you can
sense from us that we love what we do. We -- we do love the services that we provide
to the citizens of Meridian and you have seen this slide from the other departments.
Premier starts here. About exactly a month ago we were before you with our strategic
presentation where we provided an overview of the last ten years. This team -- I'm so
proud of them and the amount of things that this small but mighty group accomplishes.
It's -- it's incredibly rewarding and they are a big part of why I believe we are a premier
city. So, budget dollars at work. These are the enhancements from the last year. The
first one is our FY-18 enhancement for south Meridian regional park construction, now
known as Discovery Park, as the name on the slide depicts. We did receive the
completed set of plans and went out to bid this winter. Construction kicked off in
February. Construction is underway out there today. You can see the -- the photo on
the lower right of some of the construction activity out there, grading, building the roads
and we do have the park opening still scheduled for late summer of next year. The
Meridian HomeCourt improvements. This one included hiring two part-time HomeCourt
facility specialists with the move out of the YMCA. That was accomplished just last
month. The Bay Five design concepts were prepared and were before you in the last
month and we will be talking about them here as an FY-19 enhancement. Fiber
connection is in -- in conjunction with the IT group and Dave Tiede have been a key
partner with us and is managing that project to get the fiber out there and, then, the
hardwood floor resurfacing project is scheduled for August and September of this year.
Our next enhancement was for the recreation camp coordinator. We had the good
fortune of hiring Erin Sandvik back in March. This is the year, as you will recall, that we
are expanding from two sites to three sites. This is the first week of summer camp.
This is summer camp start week right now and they are busy there. I want to
acknowledge Jake in the back of the room who gave me an update this morning,
because I know one of the questions we had going into this was would -- would adding
a -- a second site in north Meridian simply, you know, pull people away from the one
site of Willow Creek that we have in north Meridian. I'm pleased to announce that
Willow Creek continues to be full and the discovery site registrations are strong with 36
at that site alone and is one more than south Meridian site. So, the registration at all
sites are going very well. Our FY-18 enhancement for Rail With Trail and pathway
connection projects, the Rail With Trail project is in right of way acquisition negotiations.
We did receive the design development plan for that project. We are also looking at a --
a partnership with Nampa-Meridian for some ditch tiling work in that area this winter.
The Ten Mile trailhead is a project that we will be talking about hearing as an FY-19
enhancement, so I won't spend a lot of time here, but part of our FY-18 enhancement
was to do the concept designs, which have been brought back before you in the last
couple of months. The Blackstone pathway is a bank stabilization project that we are
working in conjunction with Nampa-Meridian to accomplish by September of this year
and, then, the Five Mile Creek, Pine Avenue, Locust Grove, part of the ACHD cost
share project, which we will also be talking about more here on another slide. So, the
next enhancement was for some maintenance capital equipment. Snowblowers. Snow
plows. We got the additional snow plow and the snow blowers before winter and we
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use them this winter. The turf sprayer is on order and will be here by September. We
are very grateful to have those additional capital equipment purchases to be available to
us for snow removal needs. This is another one we will be talking about more with the
FY-19, but it was -- there was an enhancement, so it's here for the Kleiner Park shade.
We asked for 32,000 dollars that would -- that went towards our savings account for this
project as we presented to you last year. That was the number that was in our CFP for
that year, so we kept it at that amount. We did not have a final design or a final amount
at that time and so we simply ask for the amount in the CFP to put towards the FY-19
enhancement request, which we will be talking about shortly. The next enhancement
was for the Borup property well construction. This is the well to serve that -- that future
site. We are building the well ahead of the park construction, much like we did out in
the south Meridian site. Council has already approved that contract and construction
will not begin until this fall after the farm crop is harvested. So, trying to construct it right
now when the area is covered with the farmer's crops would be detrimental to their
agreement with us, so we are fine waiting until the crop is harvested and, then, that
project will begin. This one is a net zero enhancement and was the Pine Avenue cost
share that was in partnership with ACHD -- or, sorry, MDC. Partnership with ACHD,
reimbursement by MDC. We are involved because we will be taking over maintenance
of the landscape that's part of this project. Currently under construction -- you have
probably seen it every time you come to City Hall, just down the road, still on schedule
for completion later this year. And, then, our ADA compliance repairs. We had the --
the study that identified 218 different items at 14 different park sites that needed to be
upgraded -- updated to meet full ADA compliance. We have been making some great
progress on this. We have already completed 187 of the items on that list. We have 14
more that are in progress and anticipated with summer completion and, then, we have
17 more that we are either investigating their feasibility and/or anticipate being winter
projects that would be done in the winter. Things like -- things in the restrooms that we
don't want to do during the busy season that we would do when things slow down. So,
this is the level -- our level of service update and this was a bit of a painful slide for me
to -- to put together, but one of the -- the most common matrix we track regularly is
acres per thousand as a level of service to see where we are at. Our goal at the bottom
slide -- you can see we are trying to maintain a level of service at at least three acres
per thousand. The current impact fee study is based on three acres per thousand and,
hopefully, you sense and know we are building parks just as fast as reasonably can be
done. We have opened three in the last six months with Reta Husky Park, Keith Bird
Legacy Park and Hillsdale Park. What I did here was I looked back at 2017, prior to
those three parks, and with the -- the 2017 adopted population of about 98,000 and
calculated what the level of service was at that point. It was 2.62. So, with the increase
of population over the previous two years we had dropped from three to 2.62. I was
hoping to see that with the addition of three parks that we would really bump that back
up to three and maybe a little more. The answer is we bumped it to 2.67. Basically just
keeping it the same. So, that amount of parks is what is needed just to keep pace with
the amount of growth that we are seeing over the last year. Just for -- fun is not the
word, but for information, I -- I did the next two calculations to say where would we be at
if we didn't build those last three parks. Well, we would have dropped to 2.42, so we
have avoided that. And, then, where would we be at if last year's population remained
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the same. Well, we would have bumped it up to about 2.9 with the addition of parks.
So, that just gives you some sense of how the -- the park development relates to
population growth and our level of service that we are working hard to maintain. So,
these are our enhancements. There are five. The fifth one is actually split into two
parts, which I will explain why when we get there. We have 5-A and a 5-B and I'm just
going to launch right into them. The first one in the HomeCourt improvements and
packing. For the HomeCourt improvements our capital request is for 690,000. I will get
into the -- the details here a little more. We talked about it here at Council in the last
month or so. I did want to point out that we do have the carry forward from -- or fund
balance of 634,000 dollars. So, our request to you is for 55,000 dollars of new money.
The CFP did anticipate an ask from us to you of 500,000 dollars. So, of that -- I don't
need the whole 500,000 dollars, I only need 55,000 dollars of that and that is from the --
the capital savings account that -- that we have been saving for to do the whole project.
Now, this is the -- on the right you see the -- the concept plan and we have been before
you with -- with that before. The -- we have been anticipating for a couple of years now
a time when the YMCA would move out and that we would be improving Bay Five into
usable space for -- well, at the time we thought we might have classrooms, places to
hold camps, additional sports. As we have been through that concept planning process
the -- we looked at two story options, we looked at one story options. Even the one
story option with all the changes that would be needed for HVAC and everything to build
walls and ceilings was up around 1.7 million dollars and it just seemed not reasonable.
But what we have come back with with a recommendation from the commission was to
do what we think is the best balance of improvements that will make this a premier
facility for our citizens, but keep the cost low -- lower than what we -- what they would
be if we had tried to do the -- the entire thing. This proposal does include improvements
to the office and getting a real front desk there, entryway, and access. A full restroom
area remodel that would double the number of fixtures from nine to 18, including four
new family restrooms and remove the -- the showers, thank you, out of the current
shared restrooms into those more private ones. The multi-purpose flooring, paint, and
divider curtains for the bulk of Bay Five and, then, the Bay One through Four, humidity
and -- and condensation improvements that have been recommended to us to complete
that project and, then, the rest of the fees are -- which are relatively minor in the testing,
permitting and FF&E. These are some -- some photos. Now, the far left is the -- now
you can -- now the equipment has been moved out in the last few weeks. You can see
the Bay Five empty there. You can see kind of the -- the wear on the floor and this
close up right next to it on the right of some of the -- the common wear patterns of -- of
what's there today. Just above it or so you can see the walls that are -- are dirty and
bumped and bruised and in need of repair and painting. Perhaps more significantly the
new information for us that we found with the move out when they were moving the --
the equipment out, we had one of the tiles pop loose. We lifted it up and found
moisture. So, you can see the -- the glistening -- it's wet underneath there. You can
also see the mildew on the underside of the tiles that's there and so we got ICRMP
involved, our insurer, and they were out on Monday, so this is all new just this week,
those test core holes were drilled this Monday to look for it, to see if we had standing
groundwater. There is no direct standing ground water underneath it. I guess that's the
good news. The sand and gravel under it is moist. We are still waiting for, you know,
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the final determination of where this moisture is coming from. Some of the experts that
are looking at it right now it appears that it simply over time has been able to come up
through the six inches of -- of concrete that's there and, then, it's -- it's trapped on the
underside of -- of that. When the mats were removed it actually dries out quit quickly.
But with the mats there --
Bernt: Madam Mayor. So, did they think that there is a chance that it came from the
flood, you know, or whatever the -- the standing water from the next door neighbors, did
that have anything to do with it?
Siddoway: That's a good question. I don't know that it's a hundred percent ruled out,
but it doesn't appear to be, because it is so widespread. Garrett, if I can -- Garrett has
been the one that's been in the thick of this over -- as our HomeCourt manager. I might
ask if you would respond to that.
White: Sure. With working with ICRMP and our insurance claims adjuster and Belfor
across the street of the HomeCourt it's not ruled out like Steve said, but where the water
has reached -- there wasn't enough water that came in to Bay Five to really determine
that that was enough to make as much moisture that's there, if that makes any sense at
all. Up there in that picture on the fire left up there you can't see -- in front of the black
matting over there to the right of that picture is where that first moisture spot was found.
We went across the whole -- the Bay Five there and pulled up another tile and that's
where we found moisture as well. When the water broke at the church, Bay Six we are
going to call it, a little bit of water came through underneath the wall right underneath by
the black mats, but we caught it in time to where it didn't spread as far, if that makes
sense. Obviously, water can spread and find a subway where we don't know where it
would go, but talking with the two groups, Belfor and Von Eglin with ICRMP is we don't
think it would have reached that far. We think it's coming from a different source, but it's
not completely ruled out yet.
Bernt: Got it. Thank you.
Siddoway: Our best lead right now is that there -- we understand that there is a similar
situation with an elementary -- or I don't know if it's elementary -- with a school in
Caldwell -- you want to talk about that for just a minute?
White: Yes. Speaking with Balfor and, again, with Ron with ICRMP, there was a school
very similar to this during the heavy winter we had, what, two years ago now, Endeavor
School over in Caldwell, and they were having some very similar issues with -- whether
it be groundwater or what, I'm not exactly sure what they found over there, but with
water seeping up through the concrete. So, they are kind of putting their heads together
on their end to kind of see if -- what the similarities are and kind of what -- what it is. We
are in the process right now of figuring out where exactly the groundwater is over there.
Siddoway: The good news is in the case of Endeavor School they found a solution that
involves a paint-on sealant that made them -- made it such that the flooring provider that
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went back over the top was willing to warranty their flooring product over the top of the
ceiling that they did put down. So, we do have hope that there is a solution out there,
but we are -- we are working with the insurance group still out there to finalize that
solution and plan forward. Our commitment to you would be -- well, one, we do believe
we need the new flooring part of this project. How much of that would be covered by
insurance possibly we don't know, but our commitment to you is that we wouldn't be
putting down the new flooring or -- do this project until we had the solution and know --
know that we have it solved. So, we would still like to move forward with this
enhancement as proposed and realistically our time frame, even without this, would be
that we would still need to go into construction documents, bidding this winter, award
next spring -- we see this as a next June construction project anyway, which gives us
plenty of time to get this resolved. Any other questions on this before I move on? The
Kleiner Park bandshell shade structure is one that we have also been talking about.
This is one of our commission's top priorities. For us one of the main -- one of the
important points is that second bullet. Let's remember that this entire facility was
donated to us and this addition, albeit a fairly costly one, allows us to use an amenity to
its fullest extent that was donated to us. It involves two overlapping shade sails you can
see there. If Kaycee was here I would point out that we got the red turned to Meridian
blue. It covers about 3,500 square feet, supported by 5/8 inch diameter posts. Actually,
most of the cost of this is in the construction. It's not in the shade sail or the posts
themselves. And the other thing I would point out is this is a budget, not a bid. We are
trying to budget for what we expect -- the worst case scenario to be. We will do
everything we can to bring those -- those bids in lower as much as we can. This
request would supplement existing budget that we do have and now to what I think was
probably on your minds, one of the more important points that Councilman Palmer
brought up when we were presenting this -- I really appreciate Councilman Palmer, that
you -- you saw that in our shade study that the sun was creeping under it so early in that
study. That had me scratching my head, because I had not noticed that -- that hour in
that, I was just watching the shape pattern. I got back together with the architect and
dug into their model and while they had geo-located that shadow study for Meridian,
Idaho, there was an incorrect time based on Greenwich Mean Time that -- for Meridian
that hadn't taken account the Daylight Savings Time and some things. It was off by a
couple of hours. So, what we have done is I have asked -- I have had them rerun the
shade study and if I can have someone click on the new shadow study with shade -- it
should hopefully work. They have been uploaded to the -- we are starting here at noon,
hopefully, and going until about 9:00 p.m. If you remember, they were -- so it is
reaching right now at 4:00 p.m. Now it's not. Now it's 7:00. Now their feet are in the
sun. So, definitely much better. So, when I -- and now if you will click on the one
without the shade, this is what they would experience out there without the shade
structure. This is what they experience today. And they have been standing back from
the front far enough that they are under the edge of the -- of the amphitheater, so they
get a little bit of shade and -- by standing under that edge until about 2:00, but, then,
from 2:00 o'clock on you can see that they are in the sun. So, if -- I don't know if you
want to see the other one again, but -- while that's coming up I will mention that Mike
Kleiner came to town last weekend -- just last Saturday was Gene Kleiner Day in the
park. I was able to have dinner with him on Sunday and talk briefly about -- about this
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project and if it was important to them. The response was that the shade is something
that we have been working on for years and it is important to them. They don't have a
lot of money left in the trust, but they did -- he offered if I -- if this is a project that this
Council is interested in pursuing, that I could submit the information to them, he would
be willing to talk about it with the other trustees to -- to see if they would put some
money toward it themselves. I hesitate to put a number on the record, because I don't
know the number. My sense of what they have is that it's probably closer to 20 grand
than 50 grand, but, anyway, that's the latest and greatest information that I have for you
on the -- the shade structure. Again the budget is the budget and we would do
everything we can bidding wise to help that come in lower through a competitive
process and I will stand for any questions.
Cavener: Madam Mayor?
De Weerd: Mr. Cavener.
Cavener: Steve, can you send us maybe some municipalities that have something like
this setup or -- I just -- I really would love to hear from people who have got real world
experience with this type of a device and if it met the needs and if it was the right
decision and would they do it again.
Siddoway: I would be glad to ask that. Let's see if we -- if I can --
Cavener: That to me would be something -- this is -- this is -- you know, we talked
about this -- I'm sorry, Madam Mayor. We talked about this when you came before us
and this is one that I -- I really struggled with and so hearing from people that are
singing its praises to me is helpful to hear any lessons learned, so that we can -- if we
do this that we do it right. Madam Mayor, an additional question if I can. I know -- I
have heard -- because I was pretty vocal that I'm not really excited about this particular
enhancement and I have heard from a lot of people that have said no, no, no, this is
really important, which has kind of reopened my eyes. I have heard, though, from some
-- some folks that have talked about just a lot of challenges with using that bandshell or
amphitheater. Do we anticipate that by doing this alone that that's going to address I
think some of the overarching concerns about that facility? Because I know one of the
reasons why we are doing this is we want to encourage use of this great asset, but my
fear is that we are going to do this and, then, those partners or parties won't necessarily
return to the other reasons and it's going to be another year and you guys are going to
be back here saying, hey, we need to do A, B and C now to improve this amenity so
that we can --
Siddoway: Did you get any feedback on what those other challenges were?
Cavener: Sure. Madam Mayor. I think some of the things that I have heard is no ability
to have kind of any type of staging, so not a place for people that are performing to be
able to stage or get ready before the performance. I have heard people talk about
some of the challenges with the acoustics in general, distance from -- from the
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restrooms. I mean there is -- I have heard from a lot of different people that had flat out
told me, boy, the shade is going to be great, but even when the shade is there we don't
see us returning to use that amenity unless it's our only other option. And so to me
that's -- that's also concerning, because one of the reasons why I was really excited
about this was -- because I have heard some of this. We have got partners that aren't
necessarily using it because of the heat, which as I understand is a huge issue. But my
fear is that we address the heat, but, then, parties don't necessarily return.
Siddoway: Okay. I don't know if you have heard about the staging. We have the -- we
do have the -- a place to set up. There is also an area off to the side where a lot of
staging does happen, so I'm a little -- not sure about that. I'm just trying to --
Cavener: Sure. And, Madam Mayor, I'm probably not the -- the best messenger on
this, it's just -- after the last City Council meeting where I was pretty vocal in my
opposition to this, a lot of people -- people whose opinions I hold in high regard,
reached out to me to say we would like to learn more about this and so through the
course of conversation I think those are some of the things that were relayed to me and
I tried to do what I always do and say I'm not the person you need to be talking to, you
need to be talking to the Parks Department about those things. So, if I'm not doing a
good job of relaying those concerns, my apologies, and I think that's maybe a
conversation that we or they could have with you.
Siddoway: Sure. We would welcome it if they -- if you want to send anyone our way.
The other benefit that I hadn't even thought of that came out at this Gene Kleiner Day
this weekend was with the threat of rain and the really expensive instruments that come
out there, you know, as soon as it starts threatening rain they need to put these away
and we got about 45 minutes into the concert, we had a good -- a good concert, but we
did cut it short and they were able to put their things away, but the -- before the rain
started in earnest. But a cover like that would even help with -- with the rain, let alone
shade, so --
Milam: Madam Mayor?
De Weerd: Mrs. Milam.
Milam: Steve, this is one I have been -- I have had a really hard time with the price tag.
It just seems so outrageous. However, I know that the commission and your
department has done a lot of work and due diligence and seeing the -- the updated
study. I really feel that this is something it's needed and will be a big benefit to
performers and I think it will get more use, even if there are some people that are saying
I wouldn't use it anyway. The way that our city is growing I think long term -- long term
down the road I really do think it will improve the whole experience for performers. Also
as far as the Kleiner Foundation goes, if he was just so excited and said, oh, that's so
important I want to pay for it, that's one thing, but to fill out some forms to say thank you
for the 25 million dollar gift, but can you give us 20 more thousand dollars, I think that's
rude and I wouldn't be in favor of that. My opinion.
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Siddoway: I sense that one of the unspoken questions is how much is it used. I did
bring those numbers, so I will just put it out there. Last year the -- the bandshell was
rented by others 32 times. That doesn't quite tell the full story, though, because that
doesn't include our own internal reservations for Gene Kleiner Day, outdoor musical
theatre. All told there were 39 different permits, with 56 different events last year. So,
the bandshell was used for 56 different event days last year.
Cavener: Madam Mayor? Steve, how many of those that were used during kind of the
time that would be impacted by the shade? I think that's a bigger question. I know that
a lot of nonprofits use kind of the amphitheater as a staging and kind of a home base for
the walks around Kleiner Park, but most of those events occur in the early mornings and
so --
Siddoway: We can get that to you.
Cavener: Okay. I think that's also important.
Siddoway: That's a good question. Because I think some of the church services might
be in the mornings and we can -- we can split that out.
Cavener: Great.
Siddoway: Okay. Moving on to number three. This the -- the first of two pathway
connection enhancements. This spring we opened what we call segment H2. It's from
Badley to Fairview. We held a really nice ribbon cutting there back in -- I think it was
April and now we have a situation where we want to continue that. That project comes
up and it brings it up to Fairview. The orange line that you see going left and right is the
section we would like to focus on next year, because the arrow that goes north on the
right there is an existing crosswalk at a signal across Fairview that continues that
pathway connection and we would like to strengthen that connection across the
frontage of Fairview. This request would be the first part of this project to do project
engineering and right of way acquisition. We would come back before you after doing
that to talk about the actual project construction, but this would get us started on what
we need to do to make that connection. Questions? Enhancement four is the second
one and this is one that should seem familiar to you. This is a trailhead opportunity near
Ten Mile and Ustick, kind of across Five Mile Creek pathway and near the entrance to
the wastewater treatment plant. ACHD currently owns the property there and they have
an existing storm water detention facility. There is about an acre and a half of unused
property on the front that they would be willing to possibly either donate or let us use by
license agreement, but this project -- what it would allow us to do would be to build a
trailhead that would continue to reinforce the focus that we have on Five Mile Creek
pathway as our main spine. It would include parking, landscaping, seating, drinking
water, bike racks, a bike repair station. Perhaps significantly it would include a -- a
connection across the vehicular bridge that would be a ten foot wide connection along
Ten Mile to get to the pathway from the parking lot location. We do anticipate that by
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partnering with ACHD while they are mobilized to be out there with their own
construction crews, that we would save about 80,000 dollars of cost by partnering with
them, as opposed to trying to do this on our own after they have left. So, we have
before you this request to take advantage of the fact that -- that ACHD plans to be out
there doing that next year.
Cavener: Madam Mayor?
De Weerd: Mr. Cavener.
Cavener: Steve, how close is this to -- to Keith Bird Park? Because it's pretty close
proximity. I feel like this is close to one of our parks. Reta Husky. Thank you.
Siddoway: Yes. Reta Husky is right across Five Mile.
Cavener: Okay. Thanks.
Siddoway: Okay. And, then, our enhancements related to Discovery Park. So, this
one would add phase one amenities to the construction project that's already gone on
out there. If you will recall back in January when we came before you with the contract,
we were all saddened I think with the value engineering that had to happen to meet
budget and some things were cut, including picnic shelters, which were very important
to all of us. The off leash dog area. We had to downgrade the splash pad and took out
the water globes. We also had to remove some of the trails and interpretive area next
to that. This enhancement would have no impact to the General Fund and if there is a
blessing to the massive growth that we are experiencing, it is that we have the funds to
do this today, we don't need to wait, and the reason why this is split out as in A -- will
pop up here. Because we have those park impact fees today and it's cheaper to build it
now, rather than later, we would actually like to split this out and bring it back to you in
the next couple of weeks as an amendment. We have talked with Finance, we have
talked with the Mayor, we all agree that there is no reason we can't do this and it would
be much more convenient and cheaper to do this while we are under construction, than
to go back in and add them after we have got grass and irrigation and curbs and
everything in place. So, if we -- if there is an appetite for it, I figured you would probably
want to see it in the context of the rest of the budget, but since we are here with the
budget, if you are willing we would very much like to bring this one forward as an
amendment and get that moving this summer.
Borton: There is cost savings in doing so?
Siddoway: There is. Absolutely. Don't have a number, but I know there is. So, we will
split this one out from the budget process and come back to you with an amendment to
-- sooner rather than later, because they are park impact fees.
Lavoie: Madam Member -- or Madam Member -- Madam Mayor, I just want to reiterate
to Steve that the Finance Department has reviewed this item. The Finance Department
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has confirmed that the impact fees are available to Steve at this time and we are in
support of the request if Council wishes to move forward, that you do have the funding
today with those impact fees in the bank.
Siddoway: Thank you. So, 5-B, then, is the maintenance building. Technically we still
call it -- we probably have the impact fees to do this, too, but -- but this one is removed
physically from the area that's under construction for -- for phase one. So, this one can
move forward with the -- with the budget process and still be whole and fine. We do
have the -- we would like to add the maintenance building. As you know we have a hub
and spokes model. All of our major parts have a maintenance building in them. This
would construct a 2,000 square foot facility, bring the gravel road out to it. We also
have to extend the utilities a ways to them. We would be dry lining sewer for it, but I
think one of the points for this is that there would be a dry facility until we get sewer out
there. Water would be brought to the exterior of the facility, but wouldn't be added to
the interior until we get that sewer available. But we would like to get that maintenance
building on site. It would improve our efficiencies. Save costs on operations. We are
able to store equipment and have staff that are during our busy month able to show up
at that location. So, we would like to move forward with adding the maintenance facility
to -- to the park site with this.
Bernt: Madam Mayor?
De Weerd: Mr. Bernt.
Bernt: Steve, did you -- just to clarify, did you -- did you mention that this could also be
covered by impact fees as well?
Siddoway: Impact fees? Yes. This is a hundred percent impact fees. No impact to the
General Fund.
Bernt: Thank you, Steve.
De Weerd: Mr. Cavener.
Cavener: Madam Mayor? Just maybe a comment from a taxpayer perspective. He did
a great job of talking about the work and the value engineering that went into the
amenities of our park. For the taxpayer perspective when I see that we are spending
more money on a maintenance facility than we are spending on the amenities for the
park that -- that -- that causes me indigestion and I understand that there is a cost with
building these types of facilities, but I think to our citizens they would rather see more
dollars put into the amenities that they will be able to take advantage of than a building
that they will never -- they will never see the benefit. The benefits exist, but I think
from a taxpayer, average citizens, I wish we were spending more dollars on amenities
than perhaps on a maintenance building.
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Siddoway: And I wouldn't say that we are. The -- what the previous answer was is the
additional amenities. The amenities that are already part of it are a couple million
dollars of what's going out there. So, the -- the total cost of the amenities significantly
outweighs the cost of the maintenance building, but the additional amenity was in a
similar boat. We need to talk about the benefit of having a maintenance out there and I
would like to have Roger as our foreman --
Cavener: It's always good to hear.
Norberg: So, it's about a 20 minute drive from the parks maintenance shop to get out
there. We have the baseball fields in place. Pardon me. It -- so, 20 minutes back and
so if just the -- just getting there and getting back is such a big deal and I doubt we will
have a mow crew that visits there, so it -- it is almost imperative that we get it in there
now. It's not going to get cheaper, obviously, to do that. I have been a big proponent
that we needed the maintenance building before we needed anything else out there. If
you go out there we have the splash pad. We have the pond. We have the -- all the
amenities there and you need pipe wrenches, you need saws, you need hacksaws, you
need power tools. You need these things and if something goes wrong and -- and you
drive out there and you're a mow crew or -- and you find this thing that is broken, you
call somebody, they have to drive out there. We would like to have guys out there that
live there and they can go out there and get that hacksaw and walk out and fix that thing
and be back to what they are doing. Things like the water feature that could go down.
It could be -- if somebody is doing another task it could be hours before they are able to
respond. So, the outside you could probably -- based on them or something, if it gets
really technical, a walking through of repairs is --
Siddoway: If you just look at Settler's Park and Kleiner Park and imagine the
maintenance there without having those -- those maintenance facilities. I mean that's
really what we would be talking about.
Cavener: And, Madam Mayor, I think to that point the maintenance facility in Kleiner
Park is really nice and I'm not saying that we shouldn't have really nice, but we talked a
lot about value engineering to the amenities --
Siddoway: And we would agree that we don't need Kleiner Park's maintenance shop
out here. This is a much closer to Settlers Park maintenance shop.
Cavener: Fair enough.
Palmer: Madam Mayor?
De Weerd: Mr. Palmer.
Palmer: Madam Mayor. Tell me -- it says 2,800 square foot and the building
construction is 490. Is that --
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Siddoway: Seventy-five bucks a foot. Sorry. Was that your question?
Palmer: Well, what is the building? Like is it -- is it just all the space to store
equipment? Is it -- what makes it 500,000 dollars?
Siddoway: The open space to store equipment. It will have a -- I guess you would call
it an office area, because -- you need an office area with desks with manuals and things
like that, so there will be an office area. There will be restroom, wash station -- what
else?
Norberg: An air compressor.
Palmer: With equipment in it?
Norberg: Yeah. It's -- it's a -- it's an area where the mowers would be stored securely
underneath and if you have a flat tire or something on a mower you can fix it rather
quickly. Blow mowers off. You can rinse things off. Maintain things out on site without
having to bring them back to the maintenance facility to work on them. Pretty basic. It's
just not a --
Siddoway: And if you wanted to go out together sometime to see the Settlers Park shop
or the Kleiner Park shop, but Settlers Park shop is what we are basing it on, I would be
glad to show you how we use it, what's out there, because this one will be very similar.
Palmer: Madam Mayor. Yeah. And that might help, because I -- you know, I -- 2,800
square feet is -- I'm just imagining -- comparing it really to my office and that extra
couple hundred square foot and my house is finished, you know, it's -- a little more than
half the cost to build this.
Siddoway: I actually had the same reaction the first I saw this, I -- and just so you know,
we didn't pull this number out of the air, we talked to a construction manager and, you
know, for commercial grade construction that is block and -- you know, we are not doing
-- I know the question is, well, my 280,000 dollar house has granite countertops. Are
you doing granite countertops? Absolutely not. It will be very basic, but it will be built to
last, so be glad to take you out and show you the type of construction we are talking
about, but when I push to say do we really need 175 bucks a foot, the answer was
absolutely. That's -- that's cheap in today's market for commercial construction. In fact,
a -- a restroom recently built by another entity, you know, it came in at over 400,000 and
it's much smaller and --
Palmer: The one in New York?
Siddoway: W hat's that? No. In Meridian. So, I do think it's in line for a -- a budget. I
do -- again, it's a budget number, not a bid, and we would hope that we can get the bids
to come in less and we will do everything we can to get them to come in less and we
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have no incentive to -- to try and get it to go up to the budget. You know, every dollar
we don't spend here is a dollar we can spend on a park amenity somewhere.
Palmer: Sure.
Siddoway: But we just need to budget based on where we think it is likely to come in,
so we can try and avoid coming back for budget amendments, but we will -- we will
spend based on the bids and it will be a competitive process.
Palmer: Thanks.
Bernt: On this same boat as Mr. Palmer, I would like to go out there and -- I don't -- I'm
trying to picture where the Settlers maintenance facility is at.
Siddoway: It's in the -- the back corner, which would be the -- the northwest corner kind
of behind the Meridian baseball field.
Bernt: Okay. So, maybe we can set something up and go check it out together,
because I'm trying to picture it. I know what the Kleiner one looks like. It's a Taj Mahal
of maintenance facilities.
Siddoway: I'm really blessed with that one, but -- but we don't need --
Bernt: Trying to compare that. I actually know the difference. So, field trip.
Milam: Madam Mayor?
De Weerd: Mrs. Milam.
Milam: Steve, I have a couple questions. So, you're not putting in water and sewer now
-- I'm sure that's to try to save money that might be your cost savings, but it's --
Siddoway: We are running it to it. There is cost to get it there, it just won't be
connected.
Milam: Because that would -- it seems like it would be much more expensive to try to
add that later.
Siddoway: Right. So, we -- we will be running the utilities to it and there is a -- its own
-- it has its own line item cost for that. We just -- until we get the sewer out there we
don't plan to connect it up inside. We will have a -- a wash area outside with a hydrant
for some kind, but until we get -- we will be extending utilities now, because it will be
cheaper now. We will be dry lining the sewer, so that it -- we can connect it up once the
main sewer reaches there. So, we are extending utilities I guess is the answer.
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Milam: Madam Mayor? So, what about plumbing on the inside? Are you waiting or not
or are you -- are you actually putting in -- I mean are you going to have a toilet in there?
Sink? What kind of plumbing will you have and --
Siddoway: Yeah. Toilet. Sink. Eye wash. Some of the safety wash equipment, things
like that. It's going to have to be plumbed and piped. Whether or not the actual toilet is
installed -- probably won't be. But it's going to have to be piped for it. That would be
part of the dry lining of the sewer.
Milam: That's not included in the pipes?
Siddoway: It is included.
Milam: The toilet?
Siddoway: Oh.
Milam: And the eye wash sink and -- Madam Mayor? Equipment. So, this building is to
house equipment. Do you already have the equipment to fill it with or does that come in
next?
Siddoway: We budgeted for the equipment this year.
Milam: Okay.
Siddoway: Is that correct?
Norberg: Correct. That's correct.
Milam: And, Madam Mayor, one more. I know we like to build these hundred plus year
lasting brick and mortar buildings, but would it be possible to use steel or something
else for a maintenance facilities that seems would be much more cost effective.
Siddoway: I think steel and block is -- is what it -- but we can -- we can -- we can come
back with some additional information on the -- on the materials, if that's what you are
wondering about.
Milam: Only if it's going to save money.
De Weerd: I think you did that -- I think you did that with the maintenance facility out on
Locust Grove. You showed the cost that there wasn't a cost difference between the
cinder block and the -- the steel. Yeah. So, we probably still have that information that
you could update.
Siddoway: We can look it up.
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Milam: Thank you. Madam Mayor? I mentioned this, but that was a long time ago and
times have changed and certain materials have gone up significantly -- probably more
than others, so I mean I don't know -- I'm not expecting you to spend a ton of time
getting bids, but somehow to show the market what that might --
Siddoway: We can -- we have a construction manager that we are working with at
Discovery Park. We can work with them to get some information about materials and
options.
Milam: Thank you.
Siddoway: Okay.
Palmer: Madam Mayor?
De Weerd: Mr. Palmer.
Palmer: To give you an idea, Genesis, with the -- the fire station, there was more steel
and less block incorporated originally and it was -- the material was only twice as much,
because it shifted a lot, so they reduced the steel and added more block to bring it
down. Seems kind of weird.
Siddoway: Thank you. Any other questions on this? So, we are to the road ahead.
Some of these slides will look familiar from our strategic presentation a month ago, but
looking out at the road ahead, our next major park that we are foreseeing is that Borup
Bottles property that's in west Meridian. Call it West Meridian Regional Park for now,
but Cherry Lane and McDermott area. We do anticipate that being the next major park
construction. Below that Margaret Aldape Park, which is -- will be our first Boise River
Park in Meridian, if -- if this comes to fruition. We don't own this property today. It's still
in private ownership as you know. We have been working with the property owners for
years to build a park together. There are challenges there related to the river breach
that came with Snowmageddon last year and is flowing into those ponds and I guess we
will keep you updated on -- on any resolution there. The parkwide ADA repairs and
upgrades, we have talked about our progress there. And, then, the Rail With Trail
pathway that used to be one of our -- our focuses. And, then, Discovery Park, lest we
forget, this is just phase one of -- of what we anticipate will be many future phases to
continue to have amenities and benefits to our community and citizens out there. So,
with that I will stand for any questions.
De Weerd: Thank you, Steve. Any further questions from Council?
Cavener: Madam Mayor?
De Weerd: Mr. Cavener.
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Cavener: Comment first, then, one more question. One, Steve, I want to commend you
and your team. We are seeing a steady creep in terms of travel and training in budgets
year over year and you and your department have kept that relatively flat and relatively
low and I really appreciate that. I think you need to be commended and recognized for
that really good work. My question was related to the replacement of the 2000 Ford
Explorer that I guess was transferred from Public Works -- I guess that's more of a
question for -- for Dale. I had a note that it was transferred to Public Works, but was
transferred from them, so I will get some questions related from Public Works on that
vehicle. So, I retract my question.
Siddoway: We have had some and we did do the assessment on it, so that's not a new
transfer to us, that is one that we want to replace.
Cavener: Okay.
Siddoway: So, that is the -- the vehicle that the park ambassadors use today. We have
made them stop using it, because it has been deemed unsafe. The doors can't open
from the inside, you have to reach out and it's -- it is -- it is an unsafe situation. It is also
one of the vehicles that Jeff was referring to yesterday when he said that there had
been discussion about a couple of his vehicles coming to someone. That was us and
we were looking at possibly swapping this out to one of them, but that was -- if it's been
deemed unsuitable for one of the departments it ought to be unsuitable for all the
departments, so we had originally proposed this to be -- let's trade out the one we got
from Public Works, the one we can get from the police, but the proposal right now is --
let's just let those go and replace it with a better vehicle.
Cavener: Madam Mayor? Is the parks ambassadors still using, then, the old police
MDC --
Siddoway: They do. So, the car is used to travel from site to site, not within Kleiner
Park. So, they still use what's actually known as the egg to -- to travel within the park.
We also use bicycles or walk as they choose. But we are actually trying to encourage
them to get out to more parks than just Kleiner Park and so they have a vehicle
available for them to do that.
Cavener: Okay. Great.
Milam: Madam Mayor?
De Weerd: Mrs. Milam.
Milam: Steve, I have a question. It's not really related to your budget, but you -- but
somebody said at the beginning -- you were talking about the camps and the growth
and you know -- so, after a lot of work that was done a few years ago, I was under the
impression that sales tax -- we believe that sales tax was not chargeable on like camps.
Am I incorrect on that?
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Siddoway: I know Reta has been the one looking at that the most, but -- or, Colin, if --
have --
Cunningham: Am I on? Okay. Councilman Milam, we actually did some research,
because we started looking at sales tax for all the different materials that we sell or
some of the recreation classes. When I went out to the state they actually have given
us more guidance on that and they said recreation classes definitely are taxable if you
use any space, such as a public space. So, if you use a park -- I know. It's kind of
crazy. And they actually call out even gym memberships, those are taxable. They
actually call it right out on the first page. So, we made some changes on what was
taxable and what wasn't.
Milam: Madam Mayor? Reta, yeah, gym memberships are taxable, because it's a
membership. However, an exercise class is not taxable. Personal training is not
taxable. And I'm pretty sure I signed my son up for a STEM Revolution camp last year
and it was not taxed and he even came home with a computer that he built. However,
this year I signed him up for the city's adventure camp and it was fully taxed, even
though they are out -- just around. So, I think that -- I know you're getting a lot of
information and it's a lot to filter through what the state is doing, I just wish that there
was -- there was something more clear for you, because I don't think it's done the same
all around. I was disappointed when I had to pay my registration --
Siddoway: We will tax and not tax as Finance directs.
Cunningham: And we also try to follow the state is what we are looking at.
Milam: Thank you.
De Weerd: Mr. Palmer.
Palmer: Madam Mayor, Mrs. Milam, welcome to the tax enough already group.
Looking forward to the 4th of July meeting. Unless there is any more questions, I have
got one back on an earlier enhancement. Back on the Fairview -- the Five Mile Creek
pathway connection -- so, help me understand exactly what -- what that was again. So,
there is that empty property that's there next to what used to be J.J's. The plan is to --
to buy right of way for bigger than what they would have to -- what -- whoever would
build would have to do or something?
Siddoway: I'm not sure what right of way we would exactly need until we do surveying
and design out there, but, yes, it would -- we would -- we would survey, plan, and
design and, then, look for right-of-way acquisition as needed to -- to make that
connection. We just need to get from point A to point B and until we do some -- some
survey work -- because there is a grade out there. It falls off steeply right off the road.
I'm sorry, are you talking about Fairview?
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De Weerd: Five Mile Creek connection on Fairview.
Siddoway: Yeah. So, yeah, that would be -- we would survey it and design it to know
what right of way we would need first and, then, look to acquire that right of way.
Palmer: Madam Mayor? So, going off Meridian, I'm looking at -- at Google Earth. I
mean there is a sidewalk, essentially, across -- I forget what it's called now, but where
J.J.'s was and, then, there is a walking path just kind of an extension of the road
pavement out to it, but they are -- so, the anticipation from this is to get a much better
facility than we would get with whoever is going to develop that anyway.
Siddoway: This is a great question for Kim, because Kim has been working on this. So,
Kim, if you wouldn't mind explaining the existing conditions that's out there and how you
would hope to improve it.
Warren: I think that in addition to the grade up to -- the possible right of way acquisition
there are utilities that will require some relocating. I don't know particularly what those
are, but that's information we are wanting to find out more about it first --
Siddoway: I will use the existing sidewalk that you see out there is about three feet
wide. It's not even five. It's really narrow and there is a -- there is a power pole -- the
utility pole that sits right on -- on the side of it or in it. So, we are anticipating in order to
get a ten foot connection we need to relocate a utility pole in order to get from three feet
to ten feet, things like that.
De Weerd: Okay. Any other questions?
Siddoway: Well, we appreciate the opportunity to be here today. We welcome any
questions between now and July and we appreciate your time. Thank you.
De Weerd: Thank you. And thank you for the not-so-fun staff on your level of service.
Fields: Okay. Shall we take a break.
De Weerd: Yeah. So, 10:10.
(Recess.)
De Weerd: Okay. Up next is Community Development.
Ariel: Hello, Madam Mayor. Madam Mayor, Members of the Council, thank you for
letting us join you. It's always a pleasure. I say that, you know, every time I meet with
you I'm realizing, but it is good to be with you this morning. This is my first budget
presentation, so I'm excited about this -- this process and just presenting with you to talk
with you today about what's going on in our department. First things first, I have got six
months under my belt as well and I have learned a lot and there is a lot of firsts going on
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in our department and so I wanted to just kind of talk through a few of those with you in
a little bit of a detail in the context of -- of our team. But I think it's important to -- to note
here how much I have thoroughly enjoyed getting to know each of you, how you think,
what makes you tick, how to best communicate with you as well and this is no exception
in the budgeting process. Obviously --
De Weerd: Hold on. We can't hear you. Thank you.
Ariel: Thank you, Madam Mayor. It's also been great working with -- with you, Madam
Mayor, and I value our time together. I have grown personally, as well as how to lead
this department. So, those opportunities are important and valuable to me. I can't
speak highly enough about the -- the city leadership team, the department heads and
their staff. As I have gotten to know them, their mentorship, their help -- willing to help
and they are battle tested and I -- I can't thank them enough. As a rookie to the team
what that's meant to me and I -- I have been in awe, quite frankly, of their commitment
to the community, you know, above all else, and so I -- I just -- I believe that that's
noteworthy and I wanted to put that forward in this context. Now I wanted to take a
moment to talk about our team. I'm very impressed as an outsider coming in, even
through the hiring process, getting to know them and getting to know their qualities,
what makes them tick, the depth of experience, the depth of character and their work
ethic. It's a great customer service focused team and I'm proud to be among them and
to learn from them. Just a couple quick facts. We have 24 employees currently, looking
to, essentially, double that as you're well aware, but within that 24 employee base we
have 192 years of service to the city. We have 18 advanced degrees. We have 42
specific certifications and 370 years of relevant experience. It took me a moment to just
soak that in a little bit. That's -- that's -- that's an incredibly valuable team. On a daily
basis I have seen our team roll up their sleeves and get dirty. Be the -- really the kind of
the tip of the spear for all things Meridian, quite frankly. You know, the development
that's happening, how it's going forward, how it thinks, et cetera, and we are running
fast and so, you know, it's -- there is a lot of demand out there on our -- on our
department and so it's been -- it's been, again, awe-inspiring to see the quality of
response that our team gives out and, quite frankly, you know, as I give those folks that
and so it's kind of in the broader context of -- of other presentations and Madam Mayor
and Todd, we as a department give our full support to the broader budget discussion.
So, just real quickly, a few new faces. We have -- Ryan came with us -- came to us with
the -- some much needed help in the GIS addressing space. Fantastic addition. Really
enjoyed Ryan. Ashley is fairly new to us as a permit tech from Boise county. A lot of
experience and her learning curve is really -- has been really fast. We are -- we are
glad to have Ashley on board. Of course my ugly mug. I don't know why Bruce made
that so big. Enough said. Stephanie Leonard is fantastic. She's been working a lot of
extra hours with the vacancy in our assistant plannership and has just really stepped up.
So, I mean a lot coming at Stephanie and she's -- she's doing a great job for us. Renee
as well was a temp and it became very, very apparent from the -- from the staff that we
wanted to keep Renee full time. So, there is just a few faces for you. Our budget
dollars at work. W e will talk through this in presentation, but workload is -- is stifling.
There is a white-hot development market out there and so, obviously, that raises the
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concern what does that -- how does that impact our team and so on. Of course, that
rolls to, you know, what impact is that going to have to levels of service. Obviously we
have made big -- big steps in the building services budget amendment. We will talk a
little bit more about that, but, of course, what does that mean to the immediacy of
things. CDBG. We have got Chris Pope, who is a fantastic administrator of that
program. It's growing. It's successful. You have heard some of the other
presentations, some of those dollars at work, and so we will talk a little bit more about
his efforts there and we just put -- hired another assistant planner. Kevin didn't quite
make it into this presentation, but he's fantastic. Comes to us from Boise State with a
master's degree, so we are really -- really pleased to have some cavalry on the way.
And, then, as you're well aware we are into the comprehensive planning process.
Thank you all for -- many of you for doing listening sessions with Logan Simpson.
Again, I don't want to be a broken record, but can't appreciate enough the commitment
there to what is our city going to look like into the future and your support of that
amendment and to -- to that process. That's very much appreciated. So, that's all
going very well. Excited about that. Kind of just to -- not to rehash this too much, since
I was before you on Tuesday talking a lot about these things, but just wanted to recap,
again, those budget dollars are already moving forward in a rapid -- rapid pace. So, our
enhancements. We are going to go through each of these -- I will go through this in
priority order. We have a great need in our planning division, the associate city planner.
There was some debate on whether to pull -- actually pull it forward out of the budget
amendment just because of the need, we felt like with the -- you know, the budget
process upon us that we could squeeze by through October, but this is -- well, the
CDBG, we will get into that as well. Chris is here with us. And records retention.
Professional services. And some upgrades to the conference room.
Lavoie: Madam Mayor, Members of the Council, with Cameron representing multiple
departments, in your book itself you will see at the very beginning it will say CD dash
planning building in community development. We are going to direct you to which
section Cameron is going to be talking about, so this first two enhancements, please, if
you want to follow, go to your planning tab first and, then, the old enhancements there.
Ariel: So, briefly mentioned this. The position, the -- the associate planner position is --
is our most pressing need at this juncture. In fact, if this goes forward we would work
with HR to hopefully start the hiring process even before the budget is finalized, so that
we could actually hire when the money becomes available, so that we are not doubling
even more, but the workload -- especially the complexity of that workload and the -- just
the need of it, this is -- this is something that is upon us. Just some additional
background for you and this is somewhat indicative as well to the department at large,
but I just wanted to talk through a couple -- a couple points that help illustrate the need
here. So, you can see in the top -- top graph this shows the revenue from application
and permits since year 2000. It also shows the total staffing and so for Community
Development, you know, as being that -- that -- kind of that beige line there. You can
see, you know, that we have -- you know, you can see the economy has recovered, but
planning staff is -- we are still under -- under that level there. Now, the bottom left graph
is our expenses since 2009. We have been doing more with less is -- is probably the --
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the quickest way to summarize that and, you know, this position particularly is funded,
we still -- we still won't be back to that 2012 expense level. But, you know, again, just
kind of highlights the -- that need or expense -- the perspective. In the bottom right
graph, similar to the top, but you can see the total applications there. The process is in
blue -- is the -- the blue line and the purple bars represent the planning staff and so you
can see there is -- there is an imbalance of -- on -- on staffing to the number of
applications. So, we -- again, just somewhat indicative of the department at large, but
we -- we do have imbalances in our staff. Any questions on that? We will just pause.
Palmer: Madam Mayor?
De Weerd: Mr. Palmer.
Palmer: Madam Mayor and maybe Todd. I don't know if you have it handy. Kind of
going into all this information if we knew where we were sitting right now with excess
revenues and I know it's comprehensive team number is -- are projected in the year
excess revenues. That might help facilitate the conversations to whether there is an
opportunity to -- to go ahead and swap things out for a -- a budget amendment or it was
most appropriate to keep it in the normal budget process.
Lavoie: Madam Mayor, Councilman Palmer, we can go ahead and get you our best
projection for you and we will have that to you by the end of the session today.
Palmer: Thank you.
Ariel: Okay. So, next year we will go to the CDBG portion. So, this is -- this is actually
a really -- I think an exciting enhancement to -- to essentially move the position to a full-
time position. Really, the three key points that I want to point out with -- with this move
is that it will remove a lot of the administrative burden. So, in other words, you know,
right now we are having to track time on specific things, on specific projects. It really
kind of takes away from the -- you know, the ability to focus on an effort on actually
administering the program, administering the grant. The second point that I think is -- is
critical here is the added flexibility that we can gain via this enhancement. There is a lot
of demands on the -- on the -- on the grant and certain on the administration of it and
this will be an important way to properly staff it, quite frankly, and to make sure that the
grant is administrated accordingly. And, then, finally, the enhancement will also enable
us to really maximize the funds that we get. Instead of having to, you know, fund out of
the grant, we will be able to use the full grant amount to -- toward projects. So, I think
all those things being considered, of course, the -- the increase in the amount, the
increase in the applications to the grant, this is a fairly straightforward request to -- to
move this position to a full-time position, so --
Palmer: Madam Mayor? So, if it was full time we wouldn't be able to fully fund a
position out of CDBG funds?
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Ariel: Madam Mayor, Councilman Palmer, great question. The answer is is that's,
essentially, what we are doing now. We are funding the position out of -- out of the
grant, but it's -- it's, again, to that last point we are -- we are taking the money that could
be used for projects and what have you and, unfortunately, that's going towards the
administration cost, whereas under this enhancement that will enable us to use the -- all
the grant -- the grant dollars towards projects, that they get passed. Right, Chris?
Palmer: Madam Mayor? Could we use all CDBG funds to fund a position? We can't?
De Weerd: No.
Palmer: I saw the heads shake.
Ariel: Sorry, I didn't hear your question.
Palmer: My goal is to use as little of the General Funds as possible. So, what -- how
does that work if -- you know, is it only half time is what the lab would be -- or how much
can we fund with the CDBG.
Ariel: I will turn that question to Chris.
Pope: Madam Mayor, Council Member Palmer, so on any given grant you will receive a
grant and a certain percentage of that grant that we receive can go towards
administration costs. As a part-time employee this position has been able to be funded
fully through the grant. Moving to full-time -- and even with the increase in our grant this
last year would not be able to facilitate the entire cost. In addition to Cameron's first two
points, particularly the one about administrative burden, if one penny of the grant
funding is mixed with one penny of any other funding source, it's as though you have to
just start tracking everything. We have to set up new -- new systems in order to make
sure that what gets spent from the grant funding is going only to grant processes, what
gets spent from the General Fund is not going to grant processes. HUD requires a
pretty robust accounting of exactly what every single penny of the grant goes to and that
creates a significant burden in terms of what I have to do in terms of ministering the
grant, but also on Jenny and Todd's end in how they -- and particularly Karen, how we
account and make sure that we stay in federal compliance when it comes to this. So, to
answer your initial question, no, we don't have enough money in our administration
allowance with inside the grant to pay for the entire full-time cost of this position, in
addition to Cameron's second point, taking this grant from being fully -- or taking this
position for being fully grant funded to being generally general funded allows for a lot of
flexibility in what the position can do. There are a lot of things that my position currently
can't be involved in, meetings I can't sit in on or things that I can't do because they are
not directly related to the grant. Removing that -- that burden of the grant thing for my
salary, I'm a city employee and I can do whatever my supervisor is asking to do, as long
as the administration of the grant continues to go. We remove ourselves of federal
strings, essentially, by making the shift. Now, obviously, it's quite an ask to move an
entire position that was not from the General Fund at all to being fully generally funded,
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but at least conversations we have had internally have been -- we see a lot of benefit to
making this shift both to full time and to the General Fund. We think that gives both -- in
this current situation and, then, in future years more flexibility, an easier time in terms of
funding and actual administration of the grant, in addition to simply freeing up money
that can go into the community, as opposed to paying the salaries.
Milam: Madam Mayor?
De Weerd: Mrs. Milam.
Milam: So -- and I'm really confused or -- yeah, that's what it is. I'm really confused on
this one as far as the number goes. So, this budget amendment is for 28,944, but truly
if you had the full-time employee that cost to the city is probably more like 94,000
dollars to -- that affects everything in going forward.
Lavoie: Madam Mayor, Councilman Milam, your logic is correct. From an annual
budgetary standpoint, though, you have already appropriated a portion of his salary in
your spending request from the citizens, so you have already asked the citizens for the
-- in your example if you use 90,000, if we were to ask for 60 of it from the citizens, we
have a revenue source that's somewhere located on our books that will offset that as a
bottom line. So, this request is going to the citizens. I need to increase my spending
authority 20 thousand dollars to make it to that 90,000 number that you're using. I'm not
sure what the actual number is, using your example, but that's all we are asking the
citizens for is can you, please, offer us another 20 some thousand for the spending
authority. Jenny and I have already removed the revenue source from your revenue
line. So, if you look at your revenue minus expense, I took your revenue line from you --
I took the revenue section from this equation, so now it's just going to be zero revenue,
all expense, net effect. So, spending authority is a little bit confusing, but your logic is
correct, we are looking for the total salary and this is the gap to the citizens. I need this
extra money for my total salary and we will adjust the revenue on the revenue side. I'm
not sure if I confused you even more.
Milam: Madam Mayor? That makes sense, except that what was the revenues that -- I
would like to know what the actual total cost to the General Fund is and that would be
the difference between the revenue, plus this. So, what is that revenue amount? Do
you have that? I know I can look it up in my book.
Lavoie: Madam Mayor, Councilman Milam, we can definitely get you that number. We
will go ahead and do the quick math. It's -- it's 20 percent of the total grant. So, we will
look at the most recent grant award. We will work with Chris. We will calculate 20
percent of that, which is eligible for administration, so we will get -- before Cameron's
team leaves we will be able to tell you the total grant revenue, which is 20 percent of
administration -- or of the grant and we will look up the total compensation request so
you can see what the two numbers look like.
Milam: Thank you.
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Lavoie: You're welcome.
Pope: Madam Mayor?
De Weerd: So, in the -- in the book it's 54,628. So, not all of that is covered, then, by
the grant at this point, because the grant can only cover a certain percentage.
Lavoie: Madam Mayor, at this current time for fiscal year 2018 -- Chris, you can correct
me if I'm wrong -- we are using some General Fund dollars -- no, we are not. We are
not -- never mind. We are not. We have enough money in our grant to pay for a
hundred percent of the salary.
Pope: Madam Mayor, if this current --
Lavoie: Fiscal year '18.
Pope: Yes. But I'm not full time, so if -- the request is to take the position to a full-time
position. If I were to remain a part-time 30-hour-a-week employee -- sorry -- this
position I can remove myself from this. Yes. The amount of funding is there, but I also
want to draw your attention to the fact that this -- the amount of money that we have for
salary administration -- that certain percentage we take from the total grant also has to
go to other costs. So, there is public noticing costs. There is planning and fair housing
activities, which are generally required by HUD. A certain amount has to go to those
costs. We have supplies, travel, other things like that. Trainings and conferences that
are needed, which for this position are generally more needed than -- because of the
technical nature and the changing environment of the law on the grant at the federal
level. All of that has to be taken into account, plus salary and you have to stay
underneath that percentage. When you consider the bear minimum cost of a nonsalary
administration cost, in addition to a request for a full salary, there is -- we are far from
being able to -- to use the -- the grants to pay an entire salary and still have enough
money to -- to manage any of the other administrative costs.
Fields: So, Madam Mayor, Council, I would like to add onto Chris' response. So, the
number -- the 20 percent gap that is currently available to fund the whole entire
administration of the CBDG grant is 69,800 dollars for this fiscal year. Out of that
money, like Chris has said, only 53,000'sh is only for wages and that is just taking -- not
this position full-time, but at the current state. The remaining is to fund additional costs,
such as postage, training, all the others. So, that is the number.
Milam: Madam Mayor? So, Jenny, by -- by making him an employee, taking away all of
the red tape and the strings that we have to the federal government, would that mean
that we don't get to use any of that money for administration? That means we would
also lose that -- the training and the travel and then --
Fields: No. No.
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Milam: Just the salary portion.
Pope: Madam Mayor, if I may. Council Member Milam. On the -- at least on this slide
you see the personnel cost is the only thing that is being asked for here. None of the
operating cost in terms of the administration of the program or this position are we
requesting here. All of that can still be absorbed through the grant. I am projecting that
those costs are somewhere between three and four percent of the total grant on an
annual basis. Again, that three and four percent, plus salary cost, pushes us over --
basically makes us -- we are at the federal regulation. It would be -- but allowing for
more flexibility in how we can spend that administrative money, how we can spend it on
projects in the community by removing the salary burden from the program and putting
it into the General Fund makes for an easier time managing the grant and the program,
but also makes for a lot more flexibility in terms of what this position can do within the
city beyond the scope of just the grant and there are conversations about different
involvement with the economic development with other community service and
community development activities. I can't speak that there will necessarily be staff
capacity year one to get involved in some of that stuff, but it gives the flexibility in future
fiscal years to explore an expansion of what this role is at the city beyond just this grant
and that's kind of a long-term projection of what we are thinking about with this position
and why we are making this ask to just -- don't muddy the waters, don't muddy the
revenue streams anymore, if you want this to go full time, which we feel strongly is -- is
a high necessity, that the only real way to address that is through a fully funded through
the General Fund request.
Palmer: Madam Mayor?
De Weerd: Mr. Palmer.
Palmer: So, this scenario is based -- well, the -- the numbers that Jenny gave were for
FY-18. The -- the actual funds that are going to be available for '19 are significantly
more than the previous year; right? What's the percentage of that that would be
available for administrative costs? Not the percentage. What's the dollar figure for
that?
Pope: So, Madam Mayor, Council Member Palmer, sorry, Cameron, I brought a
number just for this reason. So, what we have allotted in terms of our grant cap or
administrative cost is 84,000 dollars, which is 21 percent more than we had previously.
So, that 60,000 dollars that was quoted. Based on an understanding of what has
already been authorized, as Jenny and Todd have described for this position, in addition
to this, it would be 83,000 dollars is what the salary ask would be on an 84,000 dollar
cap. That would give us around 1,000 dollars to do any kind of -- for any kind of
administrative costs and I can tell you on an annual basis, just from public noticing, we
spend more than a thousand dollars on public noticing every year, as is required by
HUD regulations.
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Palmer: Mr. President?
Borton: Mr. Palmer.
Palmer: Do you -- what's your anticipated need for costs, other than salary for
administrative costs for next year?
Pope: Council Member Borton, Council Member Palmer, so this next year we have
around 35,000 dollars for administration of the program this next year, particularly as we
are expecting a little more of an administrative burden in terms of when this position
comes online there is more opportunity to revamp the program to make it more efficient,
to make it more cost effective and there is also a lot more projects that we have walking
on this upcoming year, which you will be presented with in coming weeks. So, looking
at 35,000 dollars for this next year for nonsalary administrative costs, again, if you were
to include that number with a full ask from the grant, you're 35,000 dollars over your
spending cap. That's money that HUD is going to come asking for. We are going to get
charged and that's -- I mean that's kind of a ceiling in terms of my expectations for the
coming -- every year.
Palmer: So -- Mr. President? So, really, it comes down to that it can't be the -- you
can't have the same person -- if we had two people at halftime, one half paid by the city,
have paid by CDBG funds, is that a scenario that would work?
Pope: Council Member Borton, Council Member Palmer, again, I don't mean to speak
for Cameron or anybody else, but a huge -- one of the reasons, as Cameron noted, is a
big ask for this is removing administrative burden to the program. That -- I can't see
how it wouldn't increase administrative burden to the program, particularly if we are still
mixing funding streams. It would mean that we now have two people that we have to go
through all of that rigorous HUD accounting for and not one, even if that one person was
-- it's so hard to describe how this works. I'm trying to stay to deep -- too -- away from
the weeds, but having two half time or two part-time people involved would mean that
there is two people you now have to account for.
Palmer: Sure.
Pope: There is two of you now have to coordinate with and --
Palmer: Mr. President -- or Madam Mayor? I'm sure you can see what I'm trying to do
here, even though you weren't trying to talk about positions, I'm going to talk about you.
I feel that your talent should absolutely -- we should be using you full-time in this
building and so I'm just trying to figure out -- I'm not a huge fan of CDBG anyway, but it's
here, if we are going to use it, I want to make the most effect as possible, but I think it
should cover as much of its cost as possible. I really don't want us having to -- to ask
again -- you know, they are already paying federal taxes to pay for this -- well, don't
want to get too deep into this. I think you got it. But, you know, then, to pay the city to
administer the same project as well. If that's what it's going to take then, okay, I just
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wish there was a scenario in which we could have -- it still covers on cost, but it certainly
has grown and there is certainly a need for you to be in this building, but it looks like it
does need to be in CDBG.
Pope: Madam Mayor, Council Member Palmer, Cameron, if I may, one thing in our
conversations that has been really important in how this works is -- is really -- I want to
highlight the flexibility and the value that this position can bring to the city with -- with the
opportunity to do something other than grant stuff. You know, the grant stuff still needs
to be managed, it will continue be managed, but as a full-time position we have an
opportunity to increase efficiency, do some streamlining things, process improvement,
flowery words, innovation to try and make things a little bit easier to manage and my
ideal is that -- at least my vision for this program is that a lot of it I can get working on its
own and I can add value to the city through this position in doing other things, whether
that's work with the strategic plan, whether that's work in terms of networking and doing
community outreach, working with economic development on projects or other things
that might happen. The grant will still get managed as effectively as it is being managed
-- hopefully a little bit more effectively, but removing the burden of disposition of having
to only do grant stuff I think will allow for a lot of value to come to the Community
Development Department and to the city as a whole and that flexibility can't happen
without this request as it's put in front of you.
Milam: Madam Mayor?
De Weerd: Mrs. Milam.
Milam: Chris, this is -- this is one of the hardest parts of our job and that is because we
-- you do a phenomenal job and we -- you know, we have to kind of position, not a
person, and that's where it become really hard, because if we were just funding you in
this position forever, it would be a pretty easy yes; right? Because we know the value
that we bring. You know how -- that you do so much more in that department. The
problem is we have to look at this as a permanent position on the books and I just
wanted to let you know that. It's -- and this is where it becomes really hard.
Pope: Yeah.
Milam: And it's nothing personal, because if it was personal it would be an easy
decision.
Ariel: Madam Mayor, Council Woman Milam, Chris is never leaving, so this is -- if I
might, you know, just to kind of summarize -- and I appreciate the dialogue, because,
quite frankly, the Mayor and I, Chris, have, quite frankly, had these very same
conversations, how do -- how do we maximize the grant, how do we make it most
efficient, how do we keep compliant, how do we put the dollars to best use for our
citizens, hence, quite frankly, the enhancement. It -- you know, Chris' abilities, the
position in and of itself I think will help us accomplish that. We can -- we can eliminate
some of the red tape that is what it is, but it helps us get out from under some of that
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and use that time and money more efficiently. The flexibility -- I'm quite frankly
chomping at the bit to utilize Chris in different ways. You know, he mentioned strategic
planning, you know, I think he's a prime candidate for some things in that regard, as well
as some other needs around the department. His focus will be this, make sure this is
administered well and compliant, but it's -- hence the -- hence the request.
Borton: Madam Mayor? Maybe another way to frame -- at least I think just the -- the
math of it is that the total net cost to the city is using super round numbers for one FTE
is 90 grand. And option two is you could spend using half of that and spend 45 and
have a part-time person giving you a person and a quarter for half the price, which
would be -- administer CDBG at the same recorder level, fully funded by the grant, and
spend half of 90, 45, and hire a part-time person to provide additional services. Lots of
down sides with that, perhaps, right, because we are leveraging your talents as much
as we could, but I think that answers some of the numbers questions and the full cost of
this enhancement is 90, not 30. Rounded.
Palmer: Madam Mayor?
De Weerd: Mr. Palmer.
Palmer: And that's the same -- you know, the concern about having the two people.
Another scenario -- is it possible that if we -- whatever level, the half, 3/4 time, the
position, that could be maxed out with the available CDBG funds, then, could the city
contract with the same person for the rest of their time?
De Weerd: No. Too close to being an FTE, an employee, and IRS has very strict rules
about that.
Lavoie: Madam Mayor, Councilman Palmer, when you have contracted labor -- at that
point Cameron or the supervisor would have very limited direction. We can't dictate the
means and methods on a function, so they would not be able to do like supervisory
functions. I need you to do it this, this, and this way. You lose that right and control.
Palmer: Right.
Lavoie: So, that would be the downfall by bringing someone in there. Ken would not be
able to do means and methods of how to get a job done, which would, then, cause
issues to the administrative burden that Chris spoke to earlier.
Palmer: Okay.
Pope: Madam Mayor, if I may. Wow. And this is your decision; right? You're in charge
of budgetary processes, but I can speak to someone who came onto this position,
having a part-time role was really convenient for me at the time, because I was doing
consulting work on the side, but recruiting a part-time person to come in and effectively
manage these processes, despite having the extra staff capacity, will be harder than
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trying to recruit someone who is full time if I were to leave. I can't speak for HR there
and that may be totally anecdotal and not relative to this, but there is a real element to
conversation I guess you can get into when it comes to replacing staff or trying to work
with two part-time, as opposed to one.
De Weerd: The city has been very fortunate to have been able to find someone very
capable of -- of overseeing this grant and that isn't always possible in that part-time
fashion. So, there is a couple of -- of things that make this very appealing, is you have
someone very qualified and capable of doing it. You have less strings attached and
more flexibility to the -- the things that this position can do and as we move forward with
the opportunity zone and those aspects, that needs a person to be a part of utilizing the
opportunities that -- moving forward in applying for that direction entails. It also gives
greater flexibility to close gaps in planning, as we have the ebbs and flows of -- of
workload and as they start to try and find continuous improvement in -- in their functions
then -- and, fortunately, this -- this position could have a lot of those different aspects,
because of the kind of person that needs to be in it. So, that is why it's in front of you for
consideration, to bring it to full time is to fully utilize that and also put the dollars better to
work that we are getting through the grant.
Palmer: Madam Mayor? And one final question -- and thanks, everybody, for bearing
with me through this. I mean this is something I advocated for as a liaison. But as a
final question, understanding that this year -- this coming year is significantly different
than years past and that there is a higher dollar figure and more applicants than ever,
what's your anticipated time commitment to -- to -- to meet the needs of the CDBG
program? Is it .75? .82? What -- what's your guess?
Pope: Madam Mayor, Council Member Palmer, I can give you data on this if you want it
at a future time. A hundred percent. And I don't mean to undersell what I'm trying to do
in this program, but whether we have a grant of 20,000 dollars or a grant of 200 million
dollars, the amount of regulations and administrative burden that is on the program is
the same and, quite frankly, we haven't had the time or resources to really put into this
program to keep it compliant, to keep it working, to keep it functioning at the high level
that it needs to be. So, this position would be one hundred percent going towards the
grant, particularly in year one, again, depending on how processes and proven
efficiencies are introduced in future years for even more room to -- to have that flexibility
to do different types of things, but year one would be let's get this program right where it
needs to be, in line, compliant in every possible way without any issues and, hopefully,
some kind of self-sustaining, but -- and I have got specific -- I have got broken down by
hour. I have got data for you in terms of my projections. I mean even down to my level
of inefficiency, whether that I'm as efficient as a robot or as inefficient as the average
Joe. I have got our projections that I can show you -- to show you, but either way one
hundred percent has to go towards this. This position needs it, regardless of where the
city may be looking to utilize these --
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De Weerd: Well -- and the gaps are being filled by others, because their positions help
out -- in Finance. Well, no, it's taking away from someone else's position, because
Chris can't do everything he needs to be doing.
Lavoie: Yes. Madam Mayor, Councilman Palmer, we do in Finance allocate resources
to help Chris with policy regulation and requirements from our team. So, we have
Jenny and Karen that we allocate to Chris and Cameron's team when needed to help
them meet their regulatory requirements and we give them our assistance when they
need it.
Lavoie: Thank you for the discussion. The next item that we want to discuss quickly --
Council, Mayor, if you wouldn't mind moving to your economic development tab, that's
the next section that Cameron will present on.
Ariel: Thank you. Appreciate it. So, this -- this enhancement is for professional
services line item that will be dedicated to our economic development department. The
-- the purpose of this is to really help us dive into what are our strengths and
weaknesses, opportunities and threats, in our community. This is a critical element in
that it's part of a number of strategic plan goals that will help feed into accomplishing a
number of those tasks and initiatives related to the strategic plan, but I think more
importantly this is kind of our professional third-party view of our community and how do
we go about growing, attracting businesses and making sure that our -- our business
economy is strong and thriving. So, this enhancement would be to specifically address
that. As well it will help us, you know, analyze -- you know, provide an economic and
demographic profile and it will also, you know, target specific industries and provide a
review of that and an analysis. Those things will be critical for us to know what is the
current state and, then, how do we go about best tackling economic development.
Cavener: Madam Mayor?
De Weerd: Mr. Cavener.
Cavener: Cameron, can you kind of share this -- how this is different than the 30,000
that's already budgeted for the department?
Ariel: Unfortunately, Brenda is not here today to speak specifically to that, Madam
Mayor and Council Cavener. I believe this is the only professional service line item in
our budget, so I'm not sure what this 30,000 is that you're referencing.
Cavener: Madam Mayor?
Ariel: Probably -- have you got it there in front of you?
Cavener: Yeah. Madam Mayor, maybe -- maybe I'm reading this wrong, but in your
detailed fixed cost, professional services, industry target analysis, consultant, SWOT
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analysis speaks kind of specifically of what you were talking about for 30,000 dollars.
So, is it -- is it 50,000 is total ask? Is it --
Ariel: Madam Mayor, Councilman Cavener, great -- great question. It was my
understanding that -- that the total ask would be 20,000. I'm not sure that it's 50.
De Weerd: I think her base is 10,000, but I'm not sure -- Jenny, did you put the 20,000
in the 2019 adjustments, considering the enhancement? I think that's your question.
Cavener: Madam Mayor? Yeah. My question is what is the difference between the --
the enhancement versus what's to the base.
De Weerd: Uh-huh.
Cavener: This is what -- this built through the base speaks to what was talked about in
the needs.
De Weerd: Her base has typically been used for marketing and -- and -- and that's the
10,000 dollars for various activities that she has when she needs to use a consultant,
but I'm not sure about the 20,000.
Cavener: Madam Mayor? Maybe this is something that Finance or Cameron or Brenda
can get -- circle back to us.
Ariel: Madam Mayor, Councilman Cavener, great question. Yeah. We -- we do need
to dig into it with Brenda present, so we will clear the confusion and we will -- we will get
back to you on it.
Cavener: Thank you.
Ariel: Okay. With that --
Lavoie: On this next enhancement this one is going to be under the community
development tab.
Ariel: Thank you, Todd.
Little Roberts: Madam Mayor?
De Weerd: Yes.
Little Roberts: Before we move on, going through the economic development, I'm not
seeing the BVEP in here. It's in the general budget. Okay. It's in the back.
De Weerd: Cameron, is that 20,000 the amount that she wanted to work with BVEP on
in getting demographic information and other type of things, so that is separate?
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Ariel: Madam Mayor, again, good question. I think that -- that could be a good
assumption. I do not know. I need to --
De Weerd: Okay.
Ariel: -- need to get her back here to answer that question. Real quickly -- and I
apologize, this is, again, my -- my newness to the process and appreciate you bearing
with me.
De Weerd: You can only use that the first year.
Ariel: Thank you. And I will use it. Evidently we are missing a slide on our third priority
hear. The -- the records retention slide. Just real quickly, this is an enhancement to
continue what -- what is already in place for that initiative. This is in concert with the
clerk's office to, you know, truly get away from some of the -- the paper -- paper
documentation that we have and move more towards an electronic based records
retention program and so this enhancement would continue that and it's with the hired
help that we are doing that. I just wanted to make sure that was brought forward to you
as well. Apologize for missing the slide here. And, then, going back here to the -- the
AV upgrade to the conference room. We have received feedback on a number of
instances when we are with -- with customers trying to project large documents or, you
know, detailed information. We just don't have the resolution we need on the television
screen there in the big conference room and so this -- this enhancement would be to
upgrade that to a projection system and, then, move all of the equipment that currently
exists in that room to our smaller conference room and, so, hopefully, continue to utilize
what we -- we already have, but, then, enhance that particularly. So, with that I just
wanted to kind of paint a little bit of a picture for you kind of in conclusion. This is a
slide, but slightly enhanced. I think we provided this to you in the original discussion or
an earlier discussion, but we -- we went ahead and did a projection for you of the total
residential permits, just to kind of, again, emphasize what's actually going on on the
ground in our department. We are -- up and to the right. And so with that we -- we,
again, appreciate your support of the department -- continued support as we try to meet
that demand. The road ahead, just a couple of quick thoughts. A lot of them have
already been kind of discussed. I think one that we will want to emphasize, that fourth
bullet, which is with that growth our department has really pulled forward pretty much
everything we had on our CFP. We need to go into a process of really looking at the
future -- future demand, future need to properly plan for that, but, in essence, we are --
we are scraping and scrambling to meet that demand that is in front of us. I would say,
too, just kind of, you know, narrowly speaking we have been talking about budget
enhancements. I think it's important to note that the reality is -- is there is a broader
imbalance I think is the right way to put it. We have increasing demand without, again,
some of the necessary means to meet that demand and, you know, I think if -- if the
status quo is maintained we will start to see issues, starting to see that -- I think you
have heard from me already on some of the hiring concerns. We may have retention
issues, to be quite blunt and you know -- and I think most importantly we will start to --
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unfortunately start to see a constraint on our ability to deliver premier service to our -- to
our community. So, again, just appreciate your support. We really love what we do and
appreciate this time to present to you today. With that, Madam Mayor, we will stand for
any questions that you may have.
De Weerd: Thank you.
Palmer: Madam Mayor?
De Weerd: Mr. Palmer.
Palmer: And maybe one or ten more. So, permit fees, revenues from -- from those.
Would those dollars be used for -- say that, for example, the SW OT analysis or would it
be property tax, General Funds?
Fields: Madam Mayor, Councilman Palmer, the answer is yes.
De Weerd: What? Yes what?
Fields: Yes from -- fees. Your question is what would be utilized to find specific with
the SWOT enhancement.
Palmer: Okay.
Fields: The answer is yes.
Palmer: Madam Mayor. How about the CDBG position?
Fields: Yes.
Palmer: Okay. I think -- I don't think it's -- it's the development community's
responsibility to pay for the CDBG program -- for the administration.
Lavoie: Madam Mayor and Councilman Palmer, the answer is yes. Within your book
as we presented to you, we presented to you three funds. We presented to you the
General Fund, Community Development Fund, and the Enterprise Fund. That's the
kind of summary sheets in the very first section. Right now we utilize the development
revenues to pay for community development administration, economic development
activities, your planning department and your building department. We try to keep those
four departments underneath the development revenue sources to be self-sustaining. If
you wish to have the property tax portion pay for any of those services, you have policy
discussion and we would, then, have to slide those expenses into the General Fund
reports that we present to you and, then, those would be an expenditure on the General
Fund side and those expenditures would, then, be removed from the development side.
So, the answer is yes. That's a policy -- policy discussion we would have to have for the
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'19 budget that we have proposed to you. The development would pay for the CDBG as
presented, along with the economic development activities as presented.
Palmer: Madam Mayor? Then, you know, in hope that maybe the -- the change would
happen before, you know, the position would become a city funded position. I think with
economic development there is an argument for sure that it may be appropriate to use
permit fees for that, in that the idea is that if the position is tracking businesses it may be
creating work for that industry anyway. With CDBG, possibly the same argument, but
not nearly tied as much. So, for -- for me I would like to have that policy discussion
whenever it is appropriate to -- to have that position should we do it and maybe it would
be after the July meeting, after -- if we said, yes, we are going to do it this way, then, to
have the policy discussion as to, okay, are we going to have those funds come from --
actually it would be -- I don't know. Whatever it is. From property tax, as opposed to
permit fees. That was all my questions I guess.
Lavoie: Madam Mayor and Councilman Palmer, we will definitely have that as a talking
point for your July discussions for the presentation up to July. We will leave the CDBG
in the community development section, since that's the current policy we are following.
But, again, we will leave that open to you as a discussion point in July and, then, we will
have to see how the balancing of the General Fund goes, because, then, you will be
adding expenditures to that side of the fence. But, again, we will bring that up as a
talking point for you guys in July.
Palmer: Thanks.
Fields: Madam Mayor, Members of the Council, I have one last comment. This -- I
want to circle back to make sure that we have provided you all the information that you
have requested. Councilman Milam requested some revenue numbers. Are you okay
with the ones that we have stated, the 69,000, you asked what -- where the 20 percent
admin revenue for CDBG, are you okay with that?
Milam: Well -- Madam Mayor. I would like to know the total cost of the employee and
then --
Fields: Of what's currently funded or what --
De Weerd: I think what would be helpful is to just have what is a full-time position --
Fields: What does a full-time position cost.
De Weerd: What are the potential revenue offsets, what they have looked like in the
past and -- and anything being proposed. Correct?
Milam: Including fiscal year '19, since we have the --
Fields: Okay.
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Milam: Yes. Thank you. Full pictures.
Fields: And, then, the other was Councilman Palmer asked what's the current fund
balance for the excess revenue projection. We do have that number. It is 1.4 at the
moment.
De Weerd: Okay. Anything further? Thank you.
Ariel: Thank you so much.
Fields: Okay. Next is the Mayor's office.
Simison: Madam Mayor and Council, we will just continue moving and the Mayor's
office I expect to be fairly short, but we will be up here for Other Governments and other
supplemental. This -- this is the currently Mayor's office staff. As you know, we have
been down one. We just extended an offer to fill our vacancy in April, so we hope that
that will be accepted and we will have someone on board, but, you know, this is capital
-- is not what the Mayor's office is about, unless you want to call human capital. You
know, it is people. That is what our budget is about from that standpoint. And when we
hire people, you know, yes, there are some certifications they need, but we really want
people who are dedicated to the community. This is not hired for an 8:00 to 5:00 job,
you know, we work on what the community's expectations are and I think that starts with
the Mayor. You know, the -- and all the elected officials -- I don't think you get the full
brunt of what the Mayor gets and the requests upon her time when they want her there
on weekends, Saturdays, Sundays, evenings, early mornings and she sets the tone for
the office and those of us that work in an office also have that. It's not just me. It's Jodi.
It's Kaycee. We do have primarily 8:00 to 5:00, you know, when they were that was -- I
know they want to be there and they show up to support those events when they can on
their own time to be part of it, if their job doesn't allow it. But, you know, it all starts with
our leader and the investment the Mayor makes in all of us, but, me, as a manager and
the investment I make in them and, then, it's the city and the investment that the city
makes in them, too, as individuals through their training, through their opportunities,
through their salaries and I think that's reinvested more so than I can say back from
community and I think the community gets a lot more back from what we -- than what
they receive, especially if you look at our focus on -- on you in the office, you know, in
time and energy and resources that are put into having successful youth programs and
for kindergarteners up through high schoolers and how that is paid back, hopefully, for
decades from that perspective. You know, I personally think it's really hard to put a
price on it, but it all starts with the people and what they are wanting to invest and how
they are willing to invest their -- their time, their dollars, back into the community. So, I
just wanted to give them kudos for what they do. You know, we are the -- sometimes
the customer's first stop and we are often the last stop for when they don't like what they
hear from others and we have got to navigate that process through our office and I think
Morgan does a great job in helping figure that out, you know, supporting the
departments where they can, sometimes leaving tough messages to the community
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when it needs to and other times work with departments to help find a better way to
address the issues and what we think is the Meridian Way in her office. So, I just want
to give them kudos and let them know, you know, I am here representing them in what
they do for the city and because they are our biggest investment. We don't have a
separate mission vision statement. We uphold the city's mission and that's what our
office is all about. You are very familiar with that. I know you have seen the vision. I
think it's important sometimes to remember the mission of the city. We love Meridian;
it’s our town, it's our mission to cultivate a vibrant community by delivering superior
service through committed, equipped employees, dedicated to the stewardship of our
community’s resources. I like to think that we embody that -- that mission statement
from the Mayor's Office. A quick reminder. Our budget dollars at work. These are the -
- many of these programs and activities that we do throughout the year, you know, as
presented recently, budget amendments just last week on many of these items that are
funded by our community partners and just want to give a shout out to those partners
who it's always nice to say thank you to our business community who help fund the
activities of the Mayor's Office and out into the community. We couldn't do it without our
employees and we couldn't do it without our sponsors. Well, we could, but we would
have to come to Council and request more money, but our community steps up huge in
everything that we do in the office. So, I just wanted to say thank you to them, as well
as our employees. I'm going to end right there with our road ahead. You know, we
don't -- you know, the only thing that we have coming up in the CFP is special
replacement for a vehicle that will be -- go through the same process that we will
evaluate it when we get closer to see if it's warranted, but we don't have any anything
planned for FY-19 in the CFP and I like to think that we were ahead of the curve when
we purchased the copy machine several years ago when we did the cost benefit
analysis on that. Still working great. So, I'm not anticipating any need for that in the
next year or two, but as it's coming -- as it gets to that point we will make that
determination. But those are the two things on -- on our horizon. Those are our
equipment, a car and a copy machine. So, with that I'm happy to answer any questions
before turning it over the Kaycee.
Cavener: Madam Mayor?
De Weerd: Mr. Cavener.
Cavener: Robert, is the travel associated with the youth council, under the impression
that's covered via sponsorship. Is my belief accurate?
Simison: Partial. So, last year through the budget process I believe we funded six of
the youth travel through the city and the rest was done through sponsorship. So, it's
partial.
Cavener: Madam Mayor, just a comment then. I support the youth going, but I have
always appreciated their fundraising for themselves. We make a hefty investment in the
youth program. Travel to DC, I think it's a great opportunity, like a lot of other
municipalities, to have them fundraise on their own. So, as we move forward into
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discussions I would be supportive of removing to the city funding to travel for the youth
to go to DC.
De Weerd: Okay. Well, that would be a reverse from what the commitment was last
year.
Cavener: I understand.
Palmer: Madam Mayor? And I would like to as well. I mean I think it's a valuable
opportunity for them to go in that I donated some money and I helped raise a little bit
more money to help make that happen, but I don't think it's the taxpayer's responsibility
to get them there. As a youth I did a few trips around the world. I got the money to pay
for it. We have some amazing youth that participate in that program and they are far
more outgoing and capable than I was at their age to be able to find some money to get
to DC. I have another question on an unrelated topic. The mobile application, the first
one and maybe it's the only one in the book to come forth with a red, unfunded on it.
What went into the -- formulating how much money it was going to be and why it's not
recommended.
Simison: I can speak to -- from the standpoint of what was put together, Madam Mayor
and Councilman Palmer. I worked with IT on developing a mobile application -- what a
mobile application would cost. I relied upon their expertise in that and from what they
were able to commend to me it would have 100,000 dollar cost to develop a mobile
application for the city. In further conversations -- and I think Kaycee has even had
some conversations with some other communities about it, so what really came down to
it from -- from a lot of standpoint is what is new on your -- on your mobile application
that you can offer that is going to be different than your website and if you couldn't put
together something that was truly different than the website, then, the investment was --
was -- it would be a questionable investment from that standpoint. We are -- when we
look at what people currently come to our website to utilize, it's one of the highest things
and most of that can be done with the improvements that have been -- are being done
in IT to make our website more mobile friendly, more of that stuff is being integrated
appropriately, with the biggest one being to be able to pay utility billing payments.
That's being worked on to be able to be done through a mobile version of our website.
We hope. So, then, that leaves so what -- what items would you be able to do that are
different and push notifications was really the one thing that was identified that our
website can do from that standpoint that we have identified and the question comes is
100,000 dollars for push notifications valuable, especially with the changes that some of
the -- and I'm not going to say this would have to be the app stores, but, you know, the
apps stores are requiring constant updates and innovations to -- to the apps, otherwise
they are dropped from the stores, so we understand this would not be a one time
investment, this would be an ongoing commitment to it and I think the other part of this
is when we talk to the other cities and the results that they have seen, why they create
them, they often don't have the resources to continue to reinvest in them to keep them
moving forward and it became a high cost and they kind of stopped investing -- stopped
doing it from that standpoint. But we did put it forward and it was listed. It was really
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hard to justify, but I told you I would -- I would bring that -- bring that forward. If it had a
lesser cost I would still be interested in trying it, I just -- for 100,000 dollars it's a hard --
hard initial investment, let alone the ongoing investment.
Palmer: Madam Mayor?
De Weerd: Uh-huh.
Palmer: And whether you know this or not off the top of your head I don't know, but that
-- would there be a way to -- to, essentially, have the mobile site as an embedded data
through the application, which would, then, enable us to be able to do push notification?
I just think -- trying to -- compared to another enhancement to a similar amount off the
top of my head is the shade structure is 90,000. Certainly would have a major use, but I
think the -- the opportunity for really just for push notifications to increase public
participation and what happens in this building throughout the day would be -- I guess
we have that opportunity through the YouTube app, essentially, that if somebody signs
up to be notified when there is -- something is streaming -- I'm just trying to find a way to
get people interested in getting in this building and telling us what they think. I mean in
the -- the two years previous of doing this process, the only person that's testified was
Ralph at our hearing -- budget hearing in July. And so if there was a way -- as was
mentioned on the enhancement to be able to have public comment during the meetings
through an app or at the very least be able to push out notifications of meetings and to
get more interaction that way -- at a hundred thousand dollars it's tougher, but -- I mean
we spend a lot of money trying to -- to get people that interact and they don't. So,
whatever -- the best way to make this happen -- I just don't know what it is.
Simison: Madam Mayor, Council, Councilman Palmer, I don't disagree with you. I
mean I think that there is -- there is a lot of opportunities, it's just -- it would be wonderful
-- and as I think when I -- I don't want to speak for Dave, I don't know if he's here or not,
but it -- I wouldn't want to say this, but at the same time if we had someone on staff
that could continually to do the work -- it's just a matter of once you do it -- technology is
changing so much so quickly, we see apps presented to us -- you know, we have taken
on a new app that we are trying out and if -- you know, trying to see the market
penetration on these things, it's just -- it's really hard to justify that. Be even probably
harder to have an employee to try to do it. I think that's what you need to do in today's
changing market with apps is you have to continue to reinvest in these to make them
relevant to people to get them to utilize them and it's an investment, but that's the best I
can do and I'm happy to speak -- Dave is here. If he wants to chime in on any of this as
well.
Tiede: Madam Mayor, Members of the Council, happy to be here -- early. As far as the
functionality and the requirements of the various app stores and the technology itself, I
don't really have anything additional to add to what Robert is saying. I would mention
that we do have the option -- I mean people can get push notifications on social media
feeds, things like that, so I think we have, again, some options available to us, but as far
as developing an application or having one developed for us, it's completely doable, it's
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just like the price tag is going to be up there. So, we do not currently have a resource
available in IT to do that and we did mention that as an alternative, looking to, you
know, potentially hire a mobile software engineer at some point in the future, but, again,
the ticket would probably be higher than that 100 K fully loaded cost, so --
Cavener: Madam Mayor?
De Weerd: Mr. Cavener.
Cavener: It states here we are talking about push notifications -- and maybe this is a
conversation for another day, but I know there is certain web pages that I visit and when
I visit they ask me if I want to enable push notifications and on some I have and some I
haven't. Do we not have the ability or can we accomplish what it sounds like the
Mayor's Office is hoping to achieve in pushing out notifications without developing a
mobile app and has that been explored?
Tiede: We have not explored that, but that is one of the things that we could look at
when we -- we discuss this with the senior leadership team. We talked about
opportunities for us to look at more web technologies, implementing more things on our
website that we could accomplish with the website and that's something that we are
going to be looking into over the next year, seeing if there is things like that that we can
do, so --
Cavener: Madam Mayor?
De Weerd: Uh-huh.
Cavener: Maybe, then, just some -- some feedback between now and July -- and I
know you guys have a lot on your plate, but I think this is something that it sounds like
the Mayor's office is encouraged to do. I think it sounds like some Council are at least
open to that. If there is a happy medium where we can achieve what the Mayor's office
is hoping to achieve in pushing out information that doesn't require a mobile app, that
comes at a lower price point, I'm at least open to seeing what that particular cost is and
what we would gain by -- by going down that particular route. So, if we could have
some of that information before our July hearing that would be beneficial, if possible.
Tiede: We will do our best to see what we can find.
Cavener: Madam Mayor? I guess maybe along those lines, something else that would
be beneficial for me between now and then is if Council could get provided with how
much sponsorship dollars have come in for our youth program to help us understand
and what the cost is and, then, if I'm not mistaken, Robert, I think we talked about this
once briefly, how much the city has spent previously to develop a mobile app and what
we gained from that would be beneficial as well.
De Weerd: Okay. Anything further?
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Simison: You're up.
Emery: Okay. Madam Mayor, Members of the Council, happy to be here today. Thank
you for having me. A little budget humor for you. Keep calm and let the
communications manager handle it. That would be fun for a budget workshop. I got
this. Mission vision statement. We want to continue to build awareness about events,
issues, topics of interest to stakeholders, both internally and externally of the City of
Meridian. We also want to protect the brand by ensuring one voice represents the city
with a common tone and consistent message. Our brand is built for business, designed
for living and our main message is Meridian it's a premier place to live, work, and raise a
family. Here is an overview of the budget dollars at work. The utility billing newsletter is
a success. We hear a lot of reports back from people that they do get their information
from that. These are -- if you only get online billing it's a PDF in your -- that you will see
when you go to log on to see your bill, but really this is reaching that demographic that's
not in -- going to get our e-mails, you're not going to see what we are putting out on
social media. So, it's reaching them, plus others that have seen information as well.
So, it's really an important tool for us in getting information out. We did do the name the
park survey and I wanted to just kind of get an idea -- it's hard to get, you know, some
numbers and analytics on stuff like this, but we did see a large boost -- and the numbers
escape me at this point, but we did see a large boost -- large enough that Renee or
Shelly called me afterwards, said, oh, your newsletters must have gone out, we saw a
lot of people go onto the survey. So, you know, that's always good to see that people
are reading that information. So, that's a budget dollar at work. The welcome to
Meridian magazine, we just mailed out the first edition of the magazine. It's this big, five
by seven. It's a combination of what we had on the thumb drive and what we had online
and I really like it. It's a really -- I always say this when I talk to you guys, but it's really
true, you never get a second chance to make a first impression and this is our first
impression with people. We did add a meet your elected officials, so now you guys are
part of the magazine as well, just so you know. So, we want them to know their elected
officials and that started going out and, then, the drone has really increased our video
and photo abilities. I have got a list of wants from departments of shots they would like
and I think that's fantastic. It's just another tool in our tool box and I will also be
watching tutorials this summer to learn even more about it and how we can use it. This
-- I do not have any enhancements to discuss this year, but I do want to touch on the
public safety PIO. As you -- Chief Lavey mentioned this and talked about it. It would
serve -- this person would serve Police, Fire, and Public Works in some situations when
they have a water main break. They would be the media contact for public safety, but
we would still have officers on camera. So, they would just help coordinate the media.
They would also serve as a social media manager for Public Safety. They would report
to me. I'm kind of the Switzerland for them, a neutral, so that they can serve all of our
public safety and report to me and, then, I can also offer up how from a communication
standpoint how we can be more effective and most effective with this position and it
allows for proactive public safety outreach. That is huge. In this age of information that
is so important, especially when it comes to public safety. It's a -- it's a huge issue on
the minds of our citizens. We are one of the safest cities in Idaho and that's fantastic
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and we want to make sure we are connecting with our citizens in a proactive way and,
you know, we can't -- we can't shy away from how, you know, police with -- with their
uphill battle sometimes with public opinion across the country -- not here, I think we are
really fortunate, because our police are loved, but nationally there is that uphill battle, so
I think anything they can do to be proactive and more approachable is fantastic. So,
that's why I really think that -- that this is an important position and it is amazing what
public safety entities can do via social media, because people are online. If you ask
people have you checked your e-mail today, most people in the room will raise their
hand. Have you checked your social media today? Not -- it's funny, because not as
many would raise their hand, but people are online. So, you need to reach them and
this person could also do a public safety newsletter, so that we are reaching people in
their inboxes. There is a lot of potential for the position. The road ahead. We -- I am
currently in the research phase of live streaming. I want to look for a way for us to
house the live stream on our website. I also -- there is an option -- there are options out
there for time stamping a live stream, so that it's connected to the agenda. We have
done some research with our current agenda program. We are still just going to keep
continue doing that, so I would be on the -- I would be on the lookout for that in -- for
fiscal year 2020. But I think that if we could time stamp a video that would just be so
wonderful for our -- our citizens to go online, click on the agenda and it takes them right
to that point in the video. That would be fantastic. So, that's something we are going to
be looking into and that's, actually, all I have for you today. Any questions for me?
De Weerd: Any questions?
Little Roberts: Madam Mayor?
De Weerd: Mrs. Little Roberts.
Little Roberts: Madam Mayor. Kaycee, great job. You always do such a wonderful job.
Seeing more and more as NextDoor is utilized, is there any way that we monitor what
people are out there on NextDoor saying? I know we push out things with the city, but
there is so much discussion out there regarding the city. Are we capturing that
feedback?
Emery: Yeah. That's, actually, a really great question. We cannot see what's being
discussed in the neighborhoods and sometimes that puts us at a disadvantage,
because they may have a question that we could help solve, but we can't see any of
their discussion. So, I have worked with NextDoor and my biggest priority right now
with NextDoor is -- and I am working with them. They love the idea. They are working
on it with their IT team. I really want -- we can't even see other -- what other public
agencies are posting and so the biggest thing for me was when we had Snowmaggedon
I didn't know what ACHD was posting on NextDoor. So, I had asked them for an
agency timeline, so I can at least look at that, but I can -- I can look at that with them,
even if they could -- we could fill out keywords that we could maybe see discussions
based on keywords. I will be at a conference next week with -- and NextDoor will be
there, so I can talk to them about that as well. Any way that we can maybe try and help
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people in the discussions with neighbors -- it's true, NextDoor is an amazing tool for us.
We have 23,000 households on NextDoor. That's huge. So, yeah, that's a good point.
But I really want the agency one, too. I need to know what others are saying to our
residents.
Simison: Madam Mayor, Council, Council Woman Little Roberts, we did have a -- there
was a company that gave us a tutorial out of Israel that is trying to crack the NextDoor
nut, trying to work with them just for this very purpose. Their whole business model is to
aggregate what is occurring on all social media within their GEO fence to be able to
share it and sell that information to communities. But they -- they are having the same -
- they understand NextDoor is the biggest place where the most conversations are
happening in communities. The NextDoor has been very -- not willing to share their
information with others. So, eventually, I think somebody will and that will really change
-- correct. I think if they see a big enough funding stream NextDoor will probably
reconsider that. It will probably cost us something to have that opportunity.
Milam: Madam Mayor?
Little Roberts: Madam Mayor, follow up. And I think that that would be amazing,
because I -- I'm a follower and once in a while will say just, hey, I want to contact this
department in the city or contact this person, just because you can see they are
expecting someone to say something and because we don't even know the -- the view,
don't know the conversation's even going on, the city can't reply and so just as a citizen
I said, you know, please, maybe check with this person or something like that. Would it
be helpful -- we see things going on, to get that information to you, Kaycee, or to the
department that's impacted?
De Weerd: I think it would be easier to just let us know -- we can get the information to
you, but you're the only one that can communicate within that realm. We couldn't even
comment, because we will not see the conversation.
Emery: Okay. Yes, I'm happy to help --
De Weerd: Unless it's a citywide thing.
Emery: Yeah. The citywide ones I can see, but I'm happy to help get any answers for
you. But, like the Mayor said, I can't comment on it, because I can't see it.
Little Roberts: Probably the biggest thing in our area has been the water and so this is
being taken care of. But depending on what's happening there is other things as well.
Emery: Yeah.
De Weerd: Anything else?
Milam: Madam Mayor?
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De Weerd: Oh, I'm sorry.
Milam: Okay. First let me respond to that. Kaycee gets Robert's NextDoor login
information. Most stuff that's posted is posted citywide that I see. The only thing I see
in neighborhood wide is like a lost pet or -- lost and found. But most of the big
conversations that I see are all from other neighborhoods. I just want to let you know
that I really appreciate your voice on This Week In Meridian. Feedback. Love it. So,
thank you.
Cavener: Madam Mayor?
De Weerd: Mr. Cavener.
Cavener: Kaycee, can we all get a copy of the magazine?
Emery: Yes.
Cavener: That would be great. If you just want to put them in our mailbox. I would love
to see it.
Emery: Yes. I will definitely leave that in your mailbox.
De Weerd: Okay. Anything further?
Bernt: Madam Mayor?
De Weerd: Yes.
Bernt: Kaycee, your personality is infectious and, honestly, this issue is a testament to
like -- to who you are and what you are all about and, Robert, your group on your team
-- you do a phenomenal job.
Emery: Thank you.
De Weerd: Okay. Thank you --
Cavener: Madam Mayor?
De Weerd: Yes.
Cavener: Sorry. I did have one more question about the Mayor's office budget. I don't
know if we have more presentations, I want to -- so, just in line of my kind of learning
about the city covering cost for youth travel, I was also under the impression that
sponsorships cover the State of the City, but there's 10,000 dollars in there. Is that --
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De Weerd: That's spending authority.
Cavener: -- is that a placeholder? It's what?
De Weerd: That is spending authority.
Cavener: Okay.
De Weerd: So, you have to have that in, but we do offset that.
Cavener: That was my assumption, I just want to -- thank you.
De Weerd: Okay. Anything further? Can we get Other Government, because we have
people behind you. We should have had you guys first.
Simison: That's who is up next.
De Weerd: Okay.
Simison: I'm getting instructions from Finance. Do you want to move to the Other
Government tab in your books. All right. So, Madam Mayor, Members of the Council, I
will kick this off with Harvest Transit. Harvest Transit, as -- as I mentioned, I think as
you have heard, has been maxing out their ridership. It is averaging 450 rides per bus
per month over the last several months. There have been some, you know, people that
have been turned away from that standpoint. So, what is being presented is to continue
the expansion of the Harvest Transit program by adding a third bus into the system.
This enhancement is for the -- to help fund the cost of the bus and one year of
operations for that position. Thank you. So, by bringing on the third bus to enable up to
1,400 rides, which, you know, it's only been about 800 and we have seen the program
grow. We do have David Peterson here from Valley Regional Transit to answer any
technical questions you may have about the program, but this was just the basic
introduction to kick it off and I will ask him to answer any technical questions and Caleb
is also not here and I was the short straw.
Little Roberts: Madam Mayor?
De Weerd: Mrs. Little Roberts.
Little Roberts: No questions, but I have gotten so much great feedback about this
program. It has been so impressive. I have had it from seniors that have used it. From
special education teachers that have used it to take their students to teach life skills. It
just seems like it's been a win-win and I think, obviously, the ridership thinks that.
Palmer: Madam Mayor? So, since we are increasing the level of service for our
customers with additional dollars, I assume that's being made up for by reducing other
funds that we give to VRT for services that don't support our citizens?
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Simison: Madam Mayor, Councilman Palmer, I will take a stab at that. The answer
would be no. There is not a reduction to the other costs to VRT.
Palmer: Shocker. Well, they are not going to ask for any more, though; right?
Simison: This is the only request for FY-19 that I'm aware of.
De Weerd: It's all population based. So, I do think the dues went up. Is that -- not the -
-
Palmer: Double shocker.
De Weerd: Not the two routes. Or did those increase?
Fields: Madam Mayor, that is correct. This went up based on population and that
information is in your -- the very last half of supplemental information under dues and
partnerships. Every line item is applied right there.
Cavener: Madam Mayor?
De Weerd: Mr. Cavener.
Cavener: While I can understand the joy that some Council Members take in going
after an agency and providing some criticism, I think at this point we should be
celebrating what Harvest Transit is doing in Meridian, the success that it's bringing, the
partnerships and the collaborations that have resulted. That said, I do think this body
needs to be prepared for VRT to come before us in the future to ask for some additional
funding and we as a City Council and we as a valley will need to have a very serious
conversation about what the future of public transit looks like in our region. So, while
this is all that's before us today, I think we should all be prepared and expect to have
VRT in front of us in the near future asking for additional dollars.
Palmer: Madam Mayor?
De Weerd: When are they going to ask for additional dollars, since it's going to be
considered for this budget time?
Cavener: Madam Mayor?
De Weerd: Uh-huh.
Cavener: I'm not with VRT and I -- I can't speak to that. I don't believe that they are
asking for any additional dollars for our budget --
De Weerd: For this next year.
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Cavener: -- but I do expect that there is a larger conversation going on about transit in
our region and that VRT, obviously, would want to engage the City of Meridian in our
level of comfort or what we think public transit looks like in the region and in our
community.
De Weerd: Thank you. Mr. Palmer.
Palmer: And I agree and, you know, I have almost always said that --
De Weerd: Almost always?
Palmer: Almost always. For seniors, military, and disabled that I'm all for, you know,
participating in public transportation funding, but beyond that I'm not and VRT just
ratified their 2.0 plan, which they had presented the details of it -- or the ideas behind it
at least to us and it's extremely expensive and so to me I look at it as, well, we are not
getting ridership, so here is 2.0 plan to make it much bigger. Hopefully we get a few
more riders. Just throwing money at a government program, as we have seen from
history, usually works really, really well. Not. And so I -- I would hope that we would
take advantage of the fact that we know that this program is working well in Meridian,
fund it, and if we have to tell VRT -- just because we have grown in population we are
not giving you more money. We are funding a program that's working in Meridian, but
we are not going to pay more in dues. And, in fact, I would hope we pay less.
De Weerd: Well, on that note I think before we leave public transportation it would be
great to just get an update on Harvest Transit. Would you -- would you be able to do
that? Can you come join us up front. I want to make use of your time, too, and give you
kudos for a very successful program.
Peterson: Thank you very much. Harvest Transit has been just a fabulous partner for
us and it's more -- I mean we have got the -- the quantity, if you will, I mean the
customers love it, the pastors love it, but I think what really has -- has been a great
partnership is it -- through the -- the provider, through Harvest Church, they are so
compassionate and when you're dealing with -- with the demographic group that we are
providing service to, they appreciate it. It's not a concierge service, but it's almost like
that. The passengers get to know the drivers and the drivers care about the
passengers and, you know, there is -- that's kind of a key element that -- that kind of
makes the whole thing click and it has worked well. I mean growth has worked very
well. The next step in Harvest Transit is taking -- is we are in the process right now of
training them on the route match scheduling system, so that they can become even
more efficient in the placement of passengers and, you know, instead of having four
people on a van at any given time, maybe five or six, you know, and you can see -- you
add an additional van, so you go from two to three and you go from four passengers at
any given time on the van to five or six and it just -- it just grows. I mean the program
just continues to grow and it's been great. We appreciate your participation in funding
the program.
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De Weerd: If approached right by bringing the stakeholders to the table and having
those conversations and designing something that fits the needs of the citizens, instead
of someone else's design and push it into a community that it may not fit. So, the
approach was wonderful.
Peterson: Yeah.
De Weerd: Thank you.
Peterson: It was a win-win. Thank you.
De Weerd: Any questions?
Palmer: Madam Mayor?
De Weerd: Mr. Palmer.
Palmer: So, with the increase in ridership what are we down to as cost per ride?
Peterson: Right now we are at about the 24 dollars and -- I mean that will just -- you
know, it will bring it down and --
De Weerd: Twenty-four dollars a ride?
Peterson: Uh-huh. Yeah. The -- the access per transit service in Boise -- the way that
federal dollars work -- and I don't want to explain something that's real confusing, but if
you provide -- as a transit administrator if you're providing fixed line bus service you
have to provide equal access for those that cannot make it to the fixed line bus and
that's called access fair transit service and right now ValleyRide in Boise operates with
13 fair transit vans, so they are -- they are similar to -- to what the Harvest Transit
vehicles are and they are operating pretty full. They are not quite as full as what
Harvest Transit is doing, but they are in about 33 dollars per ride. So, we are -- we are
below --
Milam: Madam Mayor?
De Weerd: Mrs. Milam.
Milam: So, I did the math on this enhancement and if -- at the point where it's added the
number of rides that says in the enhancement, it's about 10.68 per ride for this
additional -- if it adds 550 rides a month to what we are currently doing, then, we are
about 10.68 per ride. It brings -- it brings the whole average down, yes.
De Weerd: Okay. Any other questions?
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Palmer: Madam Mayor?
De Weerd: Yes.
Palmer: I was trying to quickly get an actual -- from -- for this point, whatever the
longest distance you could go across Meridian would be on Uber at that point, but no
matter what it's cheaper than 24. If you were to go from one corner of Meridian to the
absolute furthest other corner.
De Weerd: And back again?
Palmer: You could go there and back for sure. Well, pretty close. But -- but that's per
ride, not there and back.
De Weerd: It's not round trip.
Palmer: There is no point in Meridian that you can Uber to another point in Meridian
and have it cost 24 dollars without a search, so -- but it's still a better program than
anything else VRT does.
De Weerd: Thank you.
Peterson: Thank you very much.
De Weerd: Can we get to N-7 and the Youth Council, because we do have people
here.
St. Martin: Hello. Thank you for letting me speak on behalf of my portion of
participatory budgeting. For those listening in the room or streaming online that don't
know what participatory budgeting is, I just put together a brief summary, so I like to
shorten it and call it PB. Since we are about ready to have lunch that sounds really
good right now. What is participatory budgeting? It's a different way to manage public
money and engage people in government. Participatory budgeting is a democratic
process in which community members correctly decide how to spend a part of a public
budget and it enables our taxpayers to work with government to make decisions that
affect their lives. With that said, I hope that anyone watching might have a little bit of
idea what we are talking about. The enhancement summary is -- I believe it covers both
MYAC, the Mayor's Youth Advisory Council, and, in addition, the Mayor's Senior
Advisory Board. The city allocated 20,000 dollars in fiscal year 2018 for the
participatory budgeting process, which has worked really well with the Mayor's Youth
Advisory Council. This past year the MYAC's proposal at -- that was voted on were nine
bike fix-it stations around the City of Meridian. It is moving forward. They are ready to
purchase the equipment and it is planned to be installed before summer is over. What
happened out of this past year's TB process, at the -- at one of the City Council
meetings we had some members of the community that -- on a rather large business
that were overwhelmed with their -- their idea. They came to us and asked if they could
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be a participant and a main sponsor. So, out of the nine fix-it stations they are
purchasing seven. As mentioned earlier, the goal of PB is to manage public money in a
different way and engaging our citizens and the government with the -- you know, the
process says your money, your community, your decision. So, this -- this is the third
year the Mayor's Youth Advisory Council has had the opportunity to work with the
participatory budget process and personally I have seen it go through the last two years.
Each year that the youth get to be involved in participatory budgeting their excitement is
growing, because the -- the projects that they are choosing are becoming more
important to them about how it's truly affecting the youth around them and the
community as a whole and we saw that with this last year there were some ideas
thrown out there that may have been kind of fluffy and the only guidance that the Mayor
and I gave them was to go back and pick a -- what is really missing in our needs in our
community and out of that came the bike fix-it stations, which I think will be a benefit to
not only youth, but anybody passing through or on, you know, bicycles throughout the
community and, you know, also what came out of that was the partnership with Fast
Eddy's for their -- their donation. Republic Services this year has seen what went on
and they also would like to invest in a participatory budgeting project, which is where the
Mayor's Senior Advisory Board comes in. They are on board and anxious to get their
boots on the ground to start something. I -- I don't know how many are behind me, but
-- five. Of the Mayor's Senior Advisory Board. They are excited about all the projects
that they put together throughout the year, but I -- and I believe the Mayor would say the
same thing. I have never seen them more excited to have the potential opportunity to
do something where they are actively engaged in the community about things that really
matter to them. With that, Republic Services has donated 19,100 dollars to support this
participatory budgeting project. I'm open to any questions.
De Weerd: All right. I think we have MYAC here and MSAB and maybe they can add
to the request. Logan, do you want to start? Come on up.
St. Martin: If you know Logan, he is the one who helped implement last year's
participatory budgeting project, the memorial garden at Kleiner Park.
Denen: Well, I just think that the participatory budgeting process and the whole project
as a whole is very important, first of all, to the youth getting involved with what it takes to
be involved in the community more than just, you know, what we did this year with
helping with suicide prevention and stuff in MYAC, now we are putting together a project
that's changing the community and our future. Being able to put together the memorial
was amazing for me last year and seeing the excitement of the youth with the new bike
implement is amazing. So, I just think that this project -- that participatory budgeting
process is very important to the youth and I'm guessing the same with MSAB. It's just
something that we want to see more of just as a whole.
De Weerd: Thank you, Logan. Council, any questions?
Milam: Madam Mayor?
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De Weerd: Mrs. Milam.
Milam: Not any questions, just a comment. I -- we have already discussed in the past,
you know, adding the Senior Advisory Board to the participatory budgeting process and
so I'm just excited that we are able to do that this year without really raising our General
Fund budget and thanks to Republic Services for that very generous donation.
De Weerd: Any -- any other comments or questions for Logan? If not we will ask
MSAB -- I kind of asked MSAB to -- to have an idea how they would like to approach it,
should this be approved. Hi, Karen.
Karen: Hi. So, the board just -- you probably know, MSAB -- we have people from 55
to 85 on it representing all different neighborhoods and seniors and I'm right in the
middle. Kind of. But, anyway, we got -- the board started meeting in hopes that you
would approve this, because we are so excited and, really, we are talking about the
process right now. We have listed a list of probably 15 places we are going to approach
where seniors meet, because we want to first do the needs assessment, which I think is
what MYAC did first, to see what we believe that senior community -- we all think we
know, because we are old and like we have lived here a long time, but we realize that
we have to go out to the community and ask them what, you know, they want, so -- and
what would they need -- except we do have one caveat, we are going to say it's
excludes traffic, because we can tell you that any senior will tell you traffic is a big
problem. So, then, once we -- we have kind of defined where those groups are, we are
going to go out and meet with them in various methods and, then, we are going to do a
survey and find out and, then, kind of do the regular process and narrow it down. We --
it's -- it's easier for the seniors that are in our group, because we have all lived lives and
careers and our attitude was, oh, we can solve this right now, but we realize that the
whole point of this is participate with the community, so we reigned it back, so -- even
those we wanted to jump up and -- so, we would really appreciate the donation -- not
donation. The budget item, if possible. And it sounds like we only have to come up with
800 dollars now -- or 900 dollars. So, are there any questions?
De Weerd: Any questions?
Palmer: Madam Mayor?
De Weerd: Mr. Palmer.
Palmer: So, is Republic Service's donation -- was it intended to be for MSAB --
De Weerd: Yes.
Palmer: -- specifically? Okay.
De Weerd: And the money is already received.
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Palmer: And then -- so the account -- the intent would be that the regular balance of
that would be for MYAC or -- or the whole year would be MSAB?
De Weerd: The request is for 20,000 for MSAB and 20,000 for MYAC.
Palmer: Madam Mayor? Then my -- my preference would be -- you know, if an outside
organization wants to spend some money on something that a group of people within
the city want to come up with something and do something with some money, I would
rather that group of people and that donor get together say here is what we would like to
do with your 19,100 dollars, what do you think? It sounds great. Here is a check. Go
do it. Rather than it being worked through the city where, then, there may be a level of
expectation where should Republic Services say, yeah, it was a one-time thing, then,
the city being expected to only have 20 grand every year for everyone, whoever wants
to participate in participatory budgeting.
Milam: Madam Mayor?
De Weerd: Mrs. Milam.
Milam: So, it was a one-time donation and this is a one-time ask and whether it comes
forward in a future year is it's determined in an future year. The money came from a
natural fuel rebate and so Republic Services can -- they can keep that money. It was a
rebate to them. But they had made a commitment that they would refund that to the city
and so they are returning that to us and did request that it were to go to participatory
budgeting.
De Weerd: And at this point I think what is exciting -- and I don't know if I have
mentioned this to the Mayor's Senior Advisory Board members that are here, but we are
submitting a project to the Idaho Statesman for their Treasure Valley Community Fund
to match this, so that perhaps they do have a larger amount and the paper would follow
what participatory budgeting is and what it means and bringing the community into the --
the budget process. Mr. Palmer, you -- you -- your concern that you don't get citizens
that are interested in the budgeting process and this really is one of those tools to -- to
engage and to let people know it's your community, your money, and we want your
voice and participation in deciding how this amount is being spent, so --
Palmer: Madam Mayor? My concern is that -- you know, it starts with the State of the
City sponsors that, then, turns into the Mayor's scholarship funds and, then, this grows,
but the city is turning into a larger fundraising organization where we are helping
fundraise from private entities to, then, redistribute to whatever their causes are. I don't
think that's the proper role of government. I think we collect tax dollars and we provide
services with those tax dollars to those who paid them. I don't see us as a fundraising
and just as a way to funnel money around in a public way.
Cavener: Madam Mayor?
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De Weerd: Mr. Cavener.
Cavener: I think there is a couple of issues that are -- kind of talking around. One is
Republic providing a donation to the city for the Meridian -- Mayor's Senior Advisory
Board to do a participatory budgeting experiment. I think it's appropriate that MSAB is a
program that's ran at the Mayor's office. It's successful. If an organization wants to cut
a check to have them do it; great. I think that's one separate conversation. The second
one is related to participatory budgeting. Should we continue and, if so, at what rate? I
think that a credit to the Mayor and Council Member Borton and the Mayor's Youth
Advisory Council, I think for the most part we can look at participatory budgeting with a
lot of successes. The question is does it remain as a MYAC program or does it move to
what I think it was intended when we were kind of told thought this was going to be a
pilot, is this a community-wide program and I think that maybe that also gets to Council
Member Palmer's concerns is where are these dollars coming from and how are they
best being used. So, to me the -- the Republic piece is separate. They cut the check,
the Mayor, Jodi, Carolyn, MSAB Members, they are going to go and they are going to
do a participatory budgeting experience with dollars that don't belong to the taxpayers,
that are coming from Republic, and they are going to run that program and we will
probably gain some efficiencies and learn more about the program as a result. I think
the question before us, though, is really about the 20 -- I know it's 20,900 dollars. I'm
going to round it up, that's fine, but the 20,000 dollar for participatory budgeting and
should that remain a MYAC only program or in light of MSAB taking on, is it time for this
program to blossom and really be available and open to all communities. We talked
about this year. Is MYAC member the only one that should be able to apply? I don't
think so. I think that in the future a neighborhood group or MSAB or a church or a
citizen that says, hey, I would love to be able to do X in my community, they should be
able to apply. So, to me I think there is two big conversations here. I think the one
related to MSAB for me is answered. I'm supportive of that. The second question about
where participatory budgeting goes from here, I don't think has been answered yet.
That is one that I hope we have the opportunity to discuss as a body, either now or in
the weeks coming up to our July meeting.
Palmer: Madam Mayor? And I think an example, again, of the shade structure, that is
participatory budgeting. There are users of the facility who are choosing not to use it or
have expressed concerns about it and have brought that to the proper departments in
the city and that's led to an enhancement on our books today. That's participatory
budgeting. Anytime that there is a -- a public desire or a public need for something and
word is brought to the city, it goes through a process and it's determined, you just don't
name it that, we don't just say, okay, parks department has 100,000 dollars for their
participatory -- participatory budgeting, what is the public asking for. Well, they are
asking for a shade structure. It's just not called that, but it's the exact same thing. So, I
would rather do away with participatory budgeting and if MYAC has a desire for
something, that whatever department it would fit in, whether it's -- it's a parks
department -- it could to help facilitate it, which generally is the case, or anything else,
they go to that department, express a need, work through the process to get it in the
book and we make a decision whether to spend the money or not.
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Cavener: Madam Mayor?
De Weerd: Mr. Cavener.
Cavener: To Council Member Palmer, you and I agree I think on very little, but one of
the things that we do agree on is making this as easy as possible for the public to
participate and I had my reservations when this program was first suggested, but I have
seen it, it's given our youth an opportunity to really be involved in the budget setting
process, which is why I think it needs to be open to all of our citizens, so that you don't
have to belong to an organization to have a voice, you could be a citizen who lives on
your street and says, man, why isn't the city doing blank and if I -- if we had the dollars
we would do Y. Participatory -- participatory budgeting has been proven to be I think a
success for our youth, so much that MSAB is having the opportunity to be involved, but I
don't think they should just be available for these programs that are ran out of the
Mayor's office, it should be for any of our citizens to be able to participate.
De Weerd: Okay. We have heard from two Council Members. It would be nice if any
of the other Council Members have any comment. Otherwise, we probably should wrap
this up. It's ten minutes after 12:00.
Milam: Madam Mayor?
De Weerd: Mrs. Milam.
Milam: I will just be real quick. So, I think that the participatory budgeting is an
awesome program and it puts a lot of the work and the time that we would be spending
staff hours on into the community and the public. Whether or not these two groups or
just one group or anybody from the community, that's a different conversation and I'm
open to that conversation, because I think that -- that in general the participatory
budgeting process and the benefits that we receive in our community from it are
outstanding. Chicago has 51 councilmen -- they call them aldermen -- and they each
have a million dollars each -- they each have a million dollars for participatory
budgeting. So, we are talking about 20,000 dollars and I know we are a lot smaller, we
are not Chicago, but I think it's an investment in our community and in our citizens that
is well worth it.
Palmer: Madam Mayor?
De Weerd: Let me get back to you. Either of our other Council Members have any
comment?
Little Roberts: Madam Mayor? Just real briefly, I agree with Councilman Milam. I think
it's been very successful. I think it's done an amazing thing for the youth to get more
and more involved in government and would like to see it continue.
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De Weerd: Thank you. And, Mr. Borton, is the -- the big cheese that brought it to town
as a way to really engage or community more in the process --
Borton: Madam Mayor? I, obviously, support the program itself if done the right way for
the right reason. I mean that's really critical. The origin of this comes to an opportunity
to provide funding to a segment of our community that might not have either a voice or
an opportunity to let us know what specific needs their community needs and it needed
to start somewhere. The controlled setting was the youth and MYAC, an organization
which clearly doesn't vote, but has an important part of our community and -- and one of
the components of it that make it successful I think and worthy of continuing and
perhaps expanding -- and Jodi does a phenomenal job in managing this -- is to ensure
the structure of the program is done correctly. It's one where the elected officials don't
provide the direction and -- and lead what should be provided. It provides those
sideboards on what can and cannot be eligible for funding, so there is not ongoing
expense to the city. There are -- there maybe needs that this type of program -- those
needs can't be met. All right. They may be ineligible for it. And if done right the
program is -- is administered, those needs are truly organic to that group. The best
ones percolate up through the election process and the vetting is done and, then, that
final request and this year was the best example ever through MYAC, the request
comes to Council whether or not ultimately should that be funded and we always said of
MYAC is you could run through that whole process and the elected officials may say,
no, that's not appropriate. It's that -- that thorough vetting has to occur in the right way
for the right reason for the right project and the end result should be like it was this year,
where some or all of us go, I will be darn, that's -- that's a pretty good idea. That's --
wow. None of us came up with that. It's clearly a great need. It was wonderfully vetted
by the group and so can we expand that and the Senior Advisory Board -- maybe
another group where we can provide that opportunity to hear that voice and let them
cultivate and percolate a project and see what rises to the top. But the process has to
be run -- that structure has to be run the right way to ultimately need -- the original need
of the project is to provide that voice to that group in our community that we might not
be hearing. So, I'm supportive of it without Republic Service's money. I think the
expansion -- one of the third areas that may be in the future years that expand to is -- is
the Downtown Business Association perhaps. Those are great discussions to have.
Are there control groups that might be worthy of -- of allowing their voice to be heard
through this project. But I think MYAC and the Senior Advisory Board are two really
strong ones. The devil is in the details of how that gets administered going forward, but
-- so as long as it's done right, the project can thrive and the community benefits.
De Weerd: Thank you. And I think it was important that MSAB heard -- heard that
context as well in some of the support documents and conversations we have had, but -
- and that's why the initial proposals were to identify different groups that they would go
out to that represent their peer groups and how they would first get engagement and
participation and -- and how all of it's going to look when they bring out the ballot and --
and start that voting process. Mr. Palmer.
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Palmer: Madam Mayor, thanks for getting back to me. I do agree with Councilman
Cavener that if we are going to be doing this it needs to be open to anybody, but I would
also ask Council do remember that the budget before us includes a three percent tax
increase plus half a million dollars out of our savings account and times are good and
we are dipping into savings. You know, it's only 20,000 dollars, you know, is the
statement, but, you know, that represents the entire Meridian City allocation of an
individual's property taxes times 40 of their neighbors. That's all 20 grand is is
everything 40 of our neighbors are paying to the city.
De Weerd: Okay.
Borton: Madam Mayor? Yeah. I don't dis -- I don't dispute the math and I think we are
all clearly going to look at this expense like any other expense and -- and understand
there is some limited resources. The hope is that the end result of projects like this are
-- are benefits to the community that had we been able to understand and appreciate
the value of that project on the front end, probably would have incorporated it into our
budget ourselves and so -- and chosen to fund it, if done properly. So, I think that's the
-- the intent is the system allows that good project to be something which we would
otherwise incorporate into our budget for the project. That's the hope.
Palmer: Sure. And Madam Mayor?
De Weerd: Uh-huh.
Palmer: And just -- you have to consider with any -- really anything in here is am I
willing to raise taxes to make this happen. That's the situation we are in today. Am I
willing to dip into my savings and am I willing to raise taxes to make this happen.
De Weerd: And I will just mention that that savings account was actually put together
and identified to support the capital improvement plan and the commitment from this city
to the impact fees and in -- in essence, those monies that are being transferred from the
fund is -- was saved for that expenditure and there is also money being put into savings
in the public safety fund and the capital improvement fund again to adhere to our capital
-- our impact fee collection and what the city's portion is supposed to be. Thank you for
joining us. Greatly appreciate it. Steve, Bob, Larry or Frank, any comments? No?
St. Martin: Madam Mayor, may I add one caveat to support this. PB dollars don't
necessarily have to come from extra funds, but if you want the community engaged in
how a budget process works and really want them involved in discovering ways to make
a limited budget work, the PB program is the most ideal way to get the community
involved in what's going on. That's my last insert.
Bodnar: I'm back for the third year in a row with the annual ask for the MAC's funds for
Ordinance 15-1642. You guys have seen me here before for the exact same ordinance
and the -- a very similar request. So, the Meridian Arts Commission's mission is to
develop, advance and nurture all facets of the arts to enhance the quality of life for
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Meridian residents and its visitors. Again, this ordinance outlines the way that these
funds are appropriated and it is through a budget enhancement request each year. The
current COMPASS population estimate is 106,410 residents in the City of Meridian.
The ordinance specifies that no more than 50,000 dollars annually could be
appropriated to the MAC's program, so the ask this year is 50,000 dollars for the MAC.
Budget dollars at work. MAC partnered with the Parks and Recreation Department and
the Parks and Recreation Commission to complete the first park identity public art
installation at Heroes Park. That was installed in January. And that's Journey of
Heroes. I know a lot of you guys were out there at the dedication for Journey of Heroes
and I appreciate your attendance and I think we -- I have heard a lot of positive
comments on that installation and that process and the Parks and Recreation
Commission has told staff that they are interested in engaging with the arts commission
for future park identity projects and I will get more into it later. But we have also
installed traffic boxes and we have four current boxes that we have to get scanned and
wrapped this summer and, then, in addition, we are going to have one more box from
the Mayor's framed art choice. So, our enhancement is, as I have stated before, 50,000
dollars per the ordinance. It fits into our strategic plan objective, which is to develop a
plan to use art in public spaces. Currently the planned FY-19 project is a Parks
pathways project, although we haven't received so much enthusiasm or heard so much
enthusiasm about the park identity project. We are also -- the Arts Commission is also
considering possibly bumping that down a year and focusing on Champion Park for the
FY-19 project. So, the park identify projects will continue to be brought up and, then,
again traffic boxes will continue to be wrapped. We plan for five boxes per year, plus
any additional sponsored boxes. And I wrote down at the bottom there that each year
from here forward, unless we experience a severe decline in residents, which I don't see
happening anytime soon -- that amount will be 50,000 dollars continuing for each year.
So, off of the 5,000 dollars that is listing the operating cost, that's the traffic box wraps.
The rest is capital cost budget amendments. So, that is the only planned budget
enhancement. Any other budget amendments that come forward through the Arts
Commission are due to sponsorships. So, we -- this is our only enhancement and our
only additional funds that we are requesting from City Council. We have a public art
committee now. We -- last year we tried to have a liaison -- I would post these
conversations. This year we just went with a straight committee that will meet regularly.
Right now it's every month. That committee consists of Gretchen Caserotti, Jessica
Peters, and Jay Wilson and those last two are new commissioners that were really
eager to get involved in the public art process and they are currently meeting to help
establish that project planning for 2020 to 2025. They want to include that project
programming with their next strategic plan installation that City Council approves. That
will be the next five year plan of public art in that strategic plan update and MAC will
continue to look to building community partner support of other art installations. Since
MAC -- MAPs has been in place there have been new grant opportunities that have
come up, but through -- together with Treasure Valley and other area partners and,
then, there also have been some opportunities that have been temporarily suspended.
So, the commission of the arts has limited funding, so they are focusing their funding
not on public art this year, but on more individual professional development for local
artists and connecting -- again connecting the community to look for artists and what's
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available. Short and sweet. And it's the same thing as always. I am open to any
questions.
De Weerd: Thank you, Hillary. Any questions?
Palmer: Madam Mayor?
De Weerd: Mr. Palmer.
Palmer: Since I know I can't kill this one, this being Flag Day, there used to be a
flagpole at Main and Fairview and it was beautiful and super -- super artsy. The flag is -
- is the most beautiful piece of art there ever was. So, I think that's a huge prefect
opportunity for MAPS to put a flag pole over there again, attach some flag sparkles or
glitter or something to the pole, but -- whatever. But the Parks Department put together
an enhancement last year just for informational purposes for us as what it would cost to
replace that flag there and I can't remember exactly what it was -- 25, 26 thousand, but
it was a huge awesome pole. So, I would hope that that might be at least in the running
for an opportunity to -- over there by the green would look fantastic again.
Bodnar: I will take it to the committee.
Palmer: Appreciate it.
Bodnar: Yes.
De Weerd: Any questions? Thank you, Hillary.
Bodnar: Thank you.
Tiede: Madam Mayor, Members of the Council, thanks for having me yet again. I will
be back a third time for you as well. This is part of the Other Government budget for
public safety communications infrastructure extension. So, let's just get right into the
enhancement. We have one enhancement here for 200,000 dollars and I will just dive
right into it. I'm going to start off with some background here first of all. Years ago we
-- we started needing connectivity between various city facilities for communication;
right? This was largely computer-based at the time, but has extended since to phones,
everything else in between. We struggled with the various options that we had at the
time, including wireless, DSL VPNs, T-1s and in the end we settled on dark fiber, which
is the communications and structure that we are talking about here. We choose at the
time to do a project with a partner called Syringa Networks and ran dark fiber to 13 city
facilities and that's how we are connected today and it's fantastic. We are under a 20
year IRU with them. It's great. It works great. It's a fantastic product. We considered
employing options prior to doing that and the cost was pretty high, nearly three times
higher than going through this -- this partner that we worked with, Syringa Networks. In
the past year we have worked a little with ACHD and as you recall in an amendment
earlier this year that I brought forward, we partnered with them for an opportunity to get
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conduit in the ground down Pine Avenue and that was a success. We have yet to finish
that project and I will talk to you more about that later, but found that we have other
opportunities to partner and get things in the ground at a more fiscally responsible cost
than what we have been -- were able to do in the past. So, working -- partnering with
ACHD and our Public Works Department, we are looking at opportunities to extend our
communications infrastructure out to various city facilities for redundancy purposes, but
also for future growth and looking at that 20 year IRU future need down the road. I'm
trying to think. So, how this is going to play out for us is -- this money will cover -- these
funds will cover design, construction, and installation of these communication
infrastructure needs, as we see opportunities to get things in the ground, rather than
trying to bore or trench or do creek construction projects for conduit outside of regular
construction windows that are already happening for Public Works projects and ACHD
projects. It makes sense to align them and save some money for everybody across the
board. So, that's what we are looking to do. Some of the projects that we are looking at
for this year include getting some redundancy to our fire stations. I believe Fire Station
3 and 5 are a couple of the sites that we will be looking at this year and, then, extending
out towards areas such as Discovery Park for connectivity and potentially SCADA sites
for Public Works. So, that's what we are looking to do. This -- this enhancement is a
one-time pass for FY-19, but we plan on bringing back future enhancements on a
regular basis, kind of like what you see with those three lights, to continue to extend our
communications infrastructure, what safety needs, across the city and not relying on
these third-parties that end up making some more money off us if we have opportunities
to use some of our other partnerships with other local government agencies. So, it
seems like a great opportunity for more partnerships and saving the city some money
and meeting the needs of our -- our city operationally and that's what we are looking for.
And with that that concludes that enhancement. I will stand for questions.
De Weerd: Council, any questions? Okay. Thank you, Dave. I'm going to call a five
minute break. Ask Council to grab a plate and, then, we will eat through the rest of the
presentation.
(Recess.)
De Weerd: Okay. We will go ahead and get started. Next up is C.Jay.
Coles: Madam Mayor, Members of the Council, good to be with you today in the home
stretch, I believe, so -- if I can work the clicker here. So, just the same format as all the
other departments. I wanted to put faces with some names. Here is a photo of our --
our team right now wearing our Do The Right shirts, which we just recently completed
Do The Right day and we were wearing Do The Right shirts. This team that serves the
clerk's office are really dedicated to -- to their tasks and to this community. Every single
day I see them going above and beyond in what they do and how they respond to
citizen inquiries and concerns and making sure that they are handled appropriately,
correctly, and following the Meridian Way. So, it's truly -- I represent them today. I'm
the lone wolf up here, because they are busy doing city business right now in the clerk's
office. Happy to represent them. Our mission and vision statements is up on the
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screen and you have a handout before you. That is a copy of my presentation in case
you can't see the screen. I won't read that to you, other than to say our mission and
vision within the city clerk's office it's fully engulfed and wrapped within the Meridian
Way and with the CARE values. Again, that's what our team fully embodies and
embarks on every single day is to represent the city well, be a good face and a voice to
the City of Meridian using the CARE values and the Meridian Way as our guide. Budget
dollars at work. This is the most exciting slide I think of yesterday and today, because I
have no new money to report on. There were no enhancements that the city clerk's
office asked for last year, so there is no, quote, unquote, new money to report on in
terms of budget dollars at work and I was before this Council in April and in December
before that to give my annual department report, so you saw, then, the budget dollars at
work, what was allotted to us in the clerk's office, how we manage that, and what we did
with it over the course of the last year. So, I didn't feel really the need to rehash all of
that, because you saw that twice within the last six months. Enhancement summary.
There is one enhancement that the clerk's office is asking for this year. This is for video
public testimony. So, I will just go to the next slide, which is a summary of that. This is
within the strategic plan 3.8.2, citizen access to government. We are asking for 7,800
dollars -- 7,860 dollars to modify Council Chambers, the audio-visual system in here to
allow for remote public testimony during public hearings, during Council meetings and
during Planning and Zoning meetings. So, we have a one-time charge for parts, labor,
and travel and, then, ongoing you will see that 360 dollars year after year to maintain
the web-based teleconferencing platform and, then, that last bullet point there is really
the most important part about this request, is that this really provides another access
point to our citizens to provide public testimony for projects that they are interested in.
So, we currently have two forms of providing public testimony. One is written. You
write to the city clerk's office. We are going to include that testimony within the public
record for Council and Commission to consider during deliberations and hearing that --
that item. Also if you come to the meeting you can stand before the Council or
Commission have your three minutes to address anything on that project you would like.
So, this is another -- another touch point, a third -- third way to provide public testimony.
So, during meetings allowing citizens to access the meeting via teleconferencing and
address the Commission or Council via video. I will stop there. Is there any questions
about that enhancement request?
Little Roberts: Madam Mayor?
De Weerd: Mrs. Little Roberts.
Little Roberts: Madam Mayor, C.Jay, what about storage regarding testimony -- video
testimony?
Coles: That's a detail that we still need to fine tune and work out, but if you Skype into
the meeting, let's say, and we have got that video and we capture that video and we will
have it within the record -- not within our -- if you will, our static laserfische portion of the
record, but we will have -- just like we have video now, we will have that record on file.
So, we will have the copy of the video.
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Little Roberts: Great. Thank you.
Palmer: Madam Mayor?
Milam: Madam Mayor?
De Weerd: Mrs. Milam.
Milam: I have questions to the -- the way that it would work, but not really -- it doesn't
have to do with the budget, so I will save my questions for another time.
Coles: Madam Mayor, if I may just real quick. We are working through how it will work
and those details with it and with -- with the Mayor's office. We have tested out some
products, we are still in that fine tuning and testing how does this actually work and
testing it through a meeting process, obviously. But I understand that you have
questions and we are working through those.
De Weerd: Okay. Anything further? Thank you, C.Jay.
Coles: And, then, really, the -- the last slide that I have got, just like every other
department, is the road ahead and I have up there potential request for additional staff
and/or reorganization or restructure. That is to say, as you have heard growth feeds
growth. So, as the city continues to grow, you have seen departments that have asked
for enhancements and request for additional FTEs within their department, I'm not
asking for that today or tomorrow, what I'm saying is I'm continually monitoring the
impact of growth on our staff, the requests that the city clerk's office gets and how --
work from other departments impacts the city clerk's office and what that means. We
did have a unique situation this past year were there was five months where I was down
a full-time staff person. That individual happened to be the deputy city clerk and there
are statutory requirements for the city clerk and, then, in the city clerk's absence that the
deputy city clerk handles those responsibilities and, then, if both of them are gone,
working through, okay, now what does that mean, who handles the statutory
requirements. So, I have been working through figuring out and kind of brainstorming to
make sure that the right redundancies are in place in my office to make sure that if I
happen to be out and a deputy city clerk is out, do we need additional deputy city clerk
and maybe it's not an additional person, but it's reclassifying a current FTE in order to
meet those -- that demand and the role and also the statutory requirement is -- is met.
So, not asking for anything now. May not ask for anything next year. But just on the
horizon as we determine the impacts of growth and the redundancies needed within the
city to conduct the city's business, that could be a potential request that comes before
this Council. Just wanted to plant that seed. And that's my last slide, so I will stand for
any additional questions you might have.
De Weerd: Thank you, C.Jay.
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Coles: Thank you.
Bernt: Madam Mayor, one thing. C.Jay, we have the best clerk in the valley.
Coles: I appreciate that.
Nary: Mayor and Council, I was asked to make this as quick as reasonably possible.
We don't have -- you have seen this all. Will we soon be -- since I heard yesterday it
was a done deal, we got an HR generalist that we will be the smallest department in the
city. We have more than a hundred years of experience in that picture there of
municipal law, so we provide a great deal of -- of resources for the city. This is our
mission statement, as the others have shown. I won't read it to you. That is on our
website and, trust me, we take all of those words in there very seriously in providing the
service to our citizens and to the city. Enhancements. None. You're welcome. This is
the second year we don't have any enhancements. Maybe third. So, we don't have any
of that, but we do have some budget dollars at work. We do occasionally have to hire
outsight counsel and occasionally have professional services. Those are the two areas
we manage out of our budget, other than our normal operations. Almost -- I wouldn't
say almost all. Every one of those you are aware of, you have been involved in the
discussion and the selection and the choice and the information and why. So, that's just
mostly for our citizens to know that those are two areas that we do occasionally need
additional funding. This is the biggest budget dollars at work, although this -- this
particular contract is not in my budget, it's actually in the police budget, but we work
really closely with the police and with our agency in providing the prosecution services
for the police department and for the city. So, what did that get us is what we have
been paying in the past. So, we -- that contract in the past is based on the premise that
it provided two full-time prosecutors, one quarter full-time staff -- this is with the Boise
city attorney's office. The police advisory team, which is a mixture of three people that
come out to the police department on three different days of the week, a half a day
apiece, to answer questions, interact with the officers, provide some legal support to the
police department, as well as answer public records request, of which there are
voluminous and they are also on call 24/7 and that includes also their training that they
provide during the block training for the police. I just went back a few years just to show
you the progression of the cost of that. We have actually had this contract since 2002
and it has gone incrementally up each year and you can see there it's gone
incrementally up every year. This year is different. So, it's a little hard to read this slide,
but what this slide will tell you the most important part of that is to show these are all the
agencies that the city of Boise provides prosecution services for, starting with BPD at
the top and, then, Eagle PD at the bottom. We are the second line down and if you look
all the way across, it shows approximately 26 percent of their prosecution caseload is
the City of Meridian's cases. So, what does that mean? They went through the -- the
priority based budgeting process that we are going through here at the city and when
you factor out 26 percent of their prosecution cost, based on their overall budget for
prosecution for the city of Boise, that would actually be 827,000 dollars. That now,
based on their going through their priority based budgeting shows that actually we use
three and a half attorneys' time -- three and a half of court staff time, plus the police
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services. When they take that price out, then, it becomes about 614,000 dollars. That's
including the -- the attorneys, that -- and what they told me -- those are the attorneys
that were the least paid attorneys in the prosecution staff. So, they wanted to try to be
reasonable and they pick a mix or a blend or any of that, they took the least salaried
attorneys for that figure. Then they took the budgeted salaries of the ones who actually
provide the police service, because that's who they actually send out to provide that and
those are not the least expensive attorneys on their staff and, then, there also is -- the
pager is really that 24/7 cost at 26 percent of the 28,000 dollar cost of that is the 7,280.
So, that's a bigger number than we have paid before and what they did is they gave us
a couple of suggested ways that we could get there over the next fiscal year and over
the next five years and they did one where they said assuming no changes in the
workload and, then, this is what the cost would be looking at a three percent annual
increase over the next five years. That's what the number ends up being. So, here is
one example they gave us in how to get to the number that they are looking for for
reimbursement, because as we go through with the priority based budgeting process we
are doing here, their finance department is asking them how do you want to fill this
500,000 dollar gap that you're getting reimbursed for, but you're providing beyond that.
So, they looked at a graduated scale of percentage increases, which started a large
number and moved down to a smaller number. That was one option they provided.
Here is the second, which is a flat increase annually over the next five years to get to
that big number on the bottom that you can see, it's 712,000 dollars. This is the
preferred method for us, because, again, from a budgetary standpoint in finance this is
much more predictable to know each year this is the proposed increase that they are
looking at. They looked at some possible adjustments. They could take -- they have --
by taking the PRRs in house they created a savings. What happened is they -- they
moved those from being extra -- or reviewed by attorneys completely to now having
reviewed by paralegals primarily and, then, if there are issues or concerns about certain
public records, then, those will get pushed up to the attorneys. But that saves them
costs, but some of the other things they could do -- again, reducing time, reducing the
number of attorneys, reducing training, don't seem like viable ways to go and if you
push the PRRs over to our staff, it would just, again, you know, overwhelm the -- the
staff work that we are already doing in trying to meet that demand as well. So, again,
the current -- the current budget for legal -- this is their M&O costs for Boise city. That's
their M&O cost. They looked at -- that's the criminal section number there. You can
see 26 percent of that. They opted not to do any of those costs of M&O, because,
again, the economies of scale with their office space they already have, they already
have the personnel, the machines, the equipment, the ink, paper, all of those things
that they have adopted that that didn't seem to be necessary to add on to our cost, so
we are really only paying for personnel. So, the road ahead. For FY-19, in my opinion
we don't have a secondary option. We cannot simply pivot and create a prosecution
staff. The -- the reality of doing that is much more -- and I was hopeful that this question
wasn't going to come up yet, but as we saw with our vendor for community service -- at
least for community development, you know, there is always the potential out there that
our vendor will say I don't want to do that anymore for whatever reason. So, we do
need to be prepared for that. I was anticipating of having the same discussion
regarding your courthouse. Well, we seem to be fairly close to -- maybe not having to
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make that decision, but knowing that that would be the likely jumping off point to looking
at that. Now, based on cost, we do need to look at that and I think our objective over
the next fiscal year is between myself, Chief Lavey, and the Mayor, we need to come up
with a strategy of whether or not this is a service that we can either provide at a cost in-
house that is reasonable and a service level that is reasonable. The quality of service
that we get, as Chief Lavey isn't here right now, but I know he would tell you the quality
of service that we get and have continued to get over the 15 plus years of this contract,
is excellent. Even though we have had different attorneys and different people staffing
this from the city of attorney's side of Boise, the quality of instruction and training
response is first rate. So, when we look at the model of where do we go, which way on
that growth we are going to end up, we have to factor that piece in, because, again, if
we are going to do it it cannot simply be just a cost issue, it has to be a service issue as
well. So, my intent would be over the next year -- again, not -- we don't need any funds
for this, we don't need a consultant at this time, we don't need any of that. We really
just need to figure out how do we do this. Do we do it in -- in an incremental way? Do
we have to do it in a large jumping off point. What makes it push point back to the city
to do it ourselves versus the city of Boise and, again, duplicating some of that service
when the courthouse is not in Meridian, then, makes -- is another factor that we will
have to consider. That seemed to be the fitting ones we got.
De Weerd: Any questions? Now the most difficult. Oh. IT. Most difficult.
Lavoie: You and I have a minute and a half each.
Tiede: Madam Mayor, Members of the Council, thank you again for having us. As you
can see I brought a few folks up here to talk about various points as part of our
discussion here. Again, we will try to keep it brief, since we have two minutes now. I
just want to reiterate what you have heard from many of the other departments, premier
starts here, and that's no different in the IT Department. We do our best to strive in
exemplifying the Meridian Way and adhering to the CARE values. We have IT
professionals with lots of experience, degrees, certifications, whatnot in our department
that do an excellent job for our city and one of the things that I don't have time to
elaborate and I'm going to mention is we -- we are a leader in this valley as far as --
when it comes to IT resources in local government. So, other agencies will look to us
and that's -- that's part of my message to you is we have excellent staff and so -- our
budget dollars at work. Last year we asked for a service desk manager position, Paul
Masselli. He's up here with us -- with us today. He is helping with staffing, training,
support issues, customer service issues, has been a fantastic addition to our team.
There was a question about license tracking software and I do have it up here. We
have been super busy with staff changes and everything else going on, but we do have
the software purchase, in quotation, started. We expect that to wrap up actually sooner
than we anticipated. I have a couple months here. But it will be live here in the coming
weeks, which is great and its already capturing data. While we haven't been able to
realize any cost savings yet from it, we still do our best to make sure that we are good
with our taxpayer dollars and make sure that we use licensing of software when it
comes -- when needs come up, so -- the last thing I was going to highlight briefly was
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the Pine Avenue fiber conduit. The conduit I have been told is in the ground and so that
completes phase one of a two phase project and you will see that as an enhancement
later. Our next section is our enhancement summary. We are asking for a total of three
enhancements totaling 77,000 dollars. And with that we will go to our fiber to Ada
county dispatch and I will turn the time over Eli briefly.
Daniel: Okay. Thanks, Dave. In fiscal year 2018 we were able to come before you and
ask for money to get the conduit placed in the ground between Meridian Road and
Locust Grove to provide us with redundant connectivity to the Ada County Dispatch
Center. With that we knew that we had to come back and ask for additional money to
complete that project. So, this is phase two of that project for the money that we are
asking for today. The bids did come back a little bit higher than we originally
anticipated. We anticipated being able to use a little bit of ACHD -- ACHD's conduit
over and under Meridian Road. It turned out that it was unavailable, so we are going to
have to add a little bit of additional conduit and this cost will pay for all the remaining
conduit that we need to put in and, then, fund the fiber that will be pulled from City Hall
all the way over to the Ada County Dispatch Center, along with any labor costs and
network equipment that's required.
Tiede: Our next enhancement is work with imagery and light art and I will turn that over
Matt.
Matt: Madam Mayor, Members of the Council, this is a request for 30,000 dollars for
artho-imagery or high scale imagery, as well as LIDAR, which is light detection and
ranging. It comes in handy for elevations for Public Works and others. We are asking
30,000 because of the cost share with COMPASS, so just to kind of give you a
proximation of savings, if we were to do this project just with the air imagery alone, that
would be 95,000. Well, we are getting two for the price of one at a much cheaper --
cheaper rate. This will be used citywide, as well as a possibility for revenue generating
for COMPASS as well.
Tiede: And just for clarification, this imagery is used in GIS systems, so that is used
citywide as well.
Matt: The last time we had LIDAR done was roughly 2000 with the tree canopy project
in Boise. So, as you can tell we have had a lot of growth since then. So, elevations
have changed due to grading and development like imagery, it will show the amount of
growth that we have seen just in the last three years. It's highly needed.
Cavener: Madam Mayor?
De Weerd: Mr. Cavener.
Cavener: Clarification, then, on this. So, on the 30,000, 16,000 in change from General
Fund to the rest of enterprise? Is that how it's --
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Matt: Correct.
Cavener: Okay. Great. Thanks.
Tiede: Our next enhancement is also fiber related. I will turn the time over to Eli.
Daniel: Yes. So, this is -- this is an enhancement for fiber going down Franklin Road
from Main Street all the way down to Locust Grove. Again, another mile down Franklin
-- down Franklin. Over the years we have able to partner with ACHD on various
infrastructure communication projects, which were -- we have been very, very grateful to
be able to do and have the opportunity to do and this -- this enhancement is one that we
hope will show good -- good intent and commitment into that partnership that we have --
we have established. With this project we will be moving our city -- city infrastructure off
of ACHD's fiber, because we are currently using their fiber conduit going down Franklin
currently. It's come to our attention that they -- they have future projects that they are --
they are needing to use their fiber for, so we are needing to put our own fiber down
Franklin in their conduit still, so we are still using their resources, but we are freeing up
space for their future projects and for their needs as well. So, doing this it does
enhance the ability that the city has in future projects as well, because it won't reach our
capacity to be able to write up any future project that we have. The price here does
include the full cost, so there wouldn't be any future cost for -- for doing this. We will
have all the parts, labor, equipment, et cetera.
Tiede: That wraps up our enhancements for this year for FY-19. The road ahead. I
just want to mention a couple items. On the comprehensive financial plan we do have a
document management system slated for that and so that's something that we are
going to start working on a little bit more proactively involving other departments. We
are going to be forming a committee to talk about what the needs are, what needs this
will satisfy and how it will play out for the city. So, just a heads up. And, then, we also
have a Windows 10 upgrade coming up here in FY-20 as well. So just a couple things.
And, then, to follow up on your questions, Luke, from earlier about the mobile device
push notifications, it looks like there are options there, but IOS Apple devices are in the
hold out. There is no push notifications on IOS devices currently through a web
browser, which represents about 60 percent of our website traffic.
Cavener: Sure.
Tiede: So -- but we -- we can look into options and IOS will eventually have that feature
as well, so -- with that I will stand for any questions.
De Weerd: Thank you, Dave. And team. Any questions? Now, we want better
organization next time with the bread and the hair.
Borton: Best one yet. Would not want to follow that.
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Lavoie: Madam Mayor, Members of the Council, we will close it up here. We can
represent -- or present to you our fiscal year 2018 budget as you have heard from the
other departments, we are no different. We follow the Meridian Way. We take it to our
heart. We even take it to the point where we have that annoying tagline that you all
love, but, again, we -- we do believe in that. We want to make sure not only are we
providing the customer service that you expect, but we actually try to think ahead and I
guess -- you know, provide what we think you need as well. So, again, we take the
CARE values very serious. We have a very proud accounting team, I can guarantee
you that, and we try to show you that with our customer service and a clean audit every
single year. And know we are pressed for time, but here is our premier starts here.
This is our team or this is your team. The citizens team. This is the Finance
Department. We took that picture a couple days ago. Again, with the funding that you
have provided us we have -- we are fully staffed at this moment, so we appreciate that.
I guarantee you you have a fun group, you have a great group, you have an educated
group and you have a very professional group. So, again, we appreciate the
opportunity to be able to staff the team that we have and with that we will go into budget
dollars at work. You have allowed us to hire an administrative assistant. We have
successfully done so. Eunice Soltero. She is our administrative assistant for the team.
She works with all four divisions within the Finance Department, so she spreads her
resources to the department that is in need of that particular time, so she works with all
four division managers within the departments. You also allowed us to hire a financial
analyst and we have successfully hired Brad. You have worked with him. He is going
to be the champion behind our priority based budgeting or cost of government. Many
financial analysts or analytical projects and also a fee management for the city, just to
name a few. He has been an awesome addition so far. Last, but not least, you also
provided us some funds for a lead accounts to help lead the four customer service reps
up in front. Again, it's been nine years since we have added a team member to that
staff, so we appreciate it. She's been an awesome addition as well. A great attitude.
Great customer service skills. I think you will see that we have some great
improvements in this department with her ideas and skill sets and, then, if you haven't
visited the lobby in a while, we have done a little remodeling. This is our new counter
remodel that you provided us funds for. I'm proud to say that the project is 99 percent
done. The only thing left is a little door that covers that gap, but I can also tell you that
we came in 10,000 under budget. So, again, you provided us 30'ish. We spent 20'ish.
So, again, thank you. 'ish. Yeah. So, stop by if you have a chance to check out the
remodel. We do have one enhancement this year for fiscal year 2019. It is for
procurement software. I do have Keith Watts here, the manager of that division, and he
is going to present the software request.
Watts: And thank you, Madam Mayor, Council Members. I know you have heard
countless times through this last two days of how the city has grown and -- and
everybody is trying to keep up with that growth. As the city has grown, the city projects
have grown and the city has added project managers to both Public Works and Parks
and I'm sure other departments as well. With that growth internally, our workload grows
exponentially as well. So, we have done all we can to keep up with our staff of two with
the growth within the city and we are pretty much at our limits as far as keeping up. It
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takes a lot of extra afterhours, weekend work, to keep up sometimes. That's just the
nature of the beast when you have such a lean staff. We are trying to keep that staff
lean and the one way that it's possible would be to procure some -- some bid
management software, vendor management software. We are literally I believe the only
agency within the valley here who still does everything manually. The City of Boise,
Ada County Department of Admin, DEQ, Department of Ed, ACHD, they are all on their
own electronic bid management software systems. This is going to be our great chore
and now to be able to keep up with the workload and not add additional staff at this time
and we have started this exploration a couple years ago. We have looked at quite a few
different systems. I recently have to other agencies here in the valley who have gone
out for RFP and -- and procured different softwares, but they have lots of information
that they are willing to share with us as well. So, we hope that you will grant us this --
these funds and we will move forward next year with procuring software. And I stand for
any questions. I guess I would like to throw in, too, I just did a quick research of how
many bids and deals that we have done over the years and I went back to 2012 and
starting in 2012 we issued 310 POs. Today we are at 416 already with a quarter of the
year left and we had 96 bid projects and we have already done 145 -- 96 bids, so that's
contacted projects and we are already up 145 with the remaining quarter left in the year,
so our workload has definitely gone up. But with that stand for any questions.
De Weerd: Thank you, Keith. Any questions from Council? Okay.
Lavoie: If not, we will go ahead and finish our presentation with the road ahead, along
with procurement. We are probably one of the few agencies that still processes this
budget manually to an extent with over 250 files that we manage annually. So, we are
going to start doing some research on budget software and would like to propose to you
consideration of some software to go to a more of a digital form, instead of using this
manual process. Again, that's where we are going. Joe, I apologize, we might lose the
book. But, again, it's just the road ahead. We don't know -- it's not going to be 2020,
but we are going to start researching it out and see what the options are available to us.
And, then, with that that's our fiscal year 2019 budget for the Finance Department.
De Weerd: Thank you. Council, any questions?
Borton: Madam Mayor, not a question, but just a comment, that we all already know,
but one of the things that we don't deal with is a whole bunch of bid protests and
procurement problems and errors that clog down the whole system. Keith, you are
phenomenal at what you do and how you manage this -- this growth with the level of
detail without diluting the quality of work. It's awesome.
Watts: Thank you.
Borton: It's extremely important for the city's success.
Milam: Madam Mayor?
Meridian City Council Meeting Agenda July 17, 2018 – Page 89 of 367
Meridian City Council Budget Workshop
June 14, 2018
Page 85 of 84
De Weerd: Mrs. Milam.
Milam: Thank you all for making this process so much better and improving it every
year and getting our feedback. I really appreciate that. Todd, can you send the
slideshow from yesterday, the first one with the presentation with all the numbers in it?
Lavoie: Yes.
De Weerd: Okay. Anything else from Council?
Fields: Madam Mayor, I just want to remind everyone to ask questions. There is a lot
of information over the past two days, so, please, ask questions, request clarification
and communicate with city staff and I will also be reaching out here, touch base with
everyone the next couple of weeks with all questions and if you guys have any
additional questions and thank you, thank you, thank you, everyone. It's been -- a lot of
work has been put into it by everyone, so thank you.
De Weerd: Okay. Thank you. Council, if there is nothing further I would entertain a
motion to adjourn.
Milam: So moved.
Little Roberts: Second.
De Weerd: All those in favor say aye.
MOTION CARRIED: ALL AYES.
MEETING ADJOURNED AT 1:16 P.M.
(AUDIO RECORDING ON FILE OF THESE PROCEEDINGS)
MAYOR Y DE WEERD/DATE APPROVED
/7 17/
ATTEST: O AUGUST
C. JAY COL S, CITY/tILERK
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U C �� 1P
FY2019 Budget Workshop
FIRE DEPARTMENT
www.meridiancity.org
Premier Starts Here
www.meridiancity.org
•Mission-To protect and enhance our community
through Professionalism and Compassion
•Vision-A premier organization recognized for
providing a safe community through Professionalism,
Innovative actions, and Community involvement
www.meridiancity.org
Mission / Vision Statement
Premier Starts Here
www.meridiancity.org
Customer Satisfaction Survey Ratings
Operations Prevention Pub Ed Combined
Exceeded 80%Exceeded 79%Exceeded 96%Exceeded 82%
Met 20%Met 21%Met 4%Met 18%
Did Not Meet 0%Did Not Meet 0%Did Not Meet 0%Did Not Meet 0%
Premier Starts Here-Operations
•“All the firemen were great and extremely efficient -
very helpful to calm me down! Thank you!”
•“They were wonderful! Couldn't ask for any more
professional. Thank you for your help!”
•“We were very impressed with the help we received
from the Fire Department. They worked diligently to
put out our fire and protect surrounding structures.
Thank you so much for your expertise and hard work!
We were very confident in their abilities.”
www.meridiancity.org
Premier Starts Here-Prevention
•“Very impressed! The inspector was very friendly and
knowledgeable. It was a pleasure working with him!”
•“Joe was very awesome to work with, he can come back anytime.”
•“No one likes inspections, but your people were kind and
courteous. It was a pleasant exchange.”
•“John Overton was awesome! Very kind and helpful! Wish he
would just come and see us just because! :) Thank you Meridian
FD!”
•“Kenny Bowers is great to work with and we hope he keeps
coming back for years to come. Thanks.”
www.meridiancity.org
Premier Starts Here-Public Education
•“Wonderful service! Wonderful people! The Fire Dept and Pam
Orr! Thank you all!”
•“We are seniors and so glad that this service is provided.”
•“Fire Chief and staff were excellent, can't thank them enough!
Pam Orr exceeded our expectations! Thanks to all!”
•“Pam and Tom were great! Arrived on time, quickly accomplished
the task and were out the door!”
•“I am so pleased with the prompt, courteous service I received.”
www.meridiancity.org
Premier Starts Here-Admin
Professionals
•“Judy and Christie are the best to work with. Best in the whole valley ”-
Operations Chief from a neighboring department
•“Emily has been awesome to work with. She’s been super helpful”-City
Employee
•“Joe has been awesome to work with-nice to see someone so
passionate and engaged”-City Employee
•“Kevin has advanced training for all Departments in the Treasure Valley-
what an asset”-Operations Chief from a neighboring department
•“Charlie is a rising star-you hired a great one”-Idaho Fire Chief
www.meridiancity.org
What does premier look like?
•Chute times by Station
(goal is 90 seconds or less)
–Station 1: 67 seconds
–Station 2: 74 seconds
–Station 3: 60 seconds
–Station 4: 73 seconds
–Station 5: 75 seconds
•Travel times by Station
(goal is 5 minutes or less)
–Station 1: 5min 23 seconds
–Station 2: 5 min 13 seconds
–Station 3: 5 min 03 seconds
–Station 4: 5 min 03 seconds
–Station 5: 4 min 25 seconds
www.meridiancity.org
•Fire Engine-E36 ($745,000: $549k for engine; $196k for equip.)-Status: Currently
being built; on schedule to arrive in September. Funded through impact fees.
Saved approximately $25,000 through multiple order.
•Staffing for Station 6 ($0 for FY18). Status: All staff hired.Completed 14 week
recruit academy-Graduated November 17th. Completed 12 week Field Training
time/taskbooks. Successfully completed 6 month test. Final 12 month test will
occur in November 2018.
•Police AED’s ($27,500). Status: Complete; all AED’s in service. Completion of the
Heartsafe Meridian AED program.
Enhancements not funded in FY18
•Admin 1/Receptionist
•Logistics Division Manager
www.meridiancity.org
Budget Dollars at Work-Enhancements
•Station 6 update/progress-Impact fee funding source
Work Completed:
–Contract signed with architects: Rice/Fergus/Miller
–Programing phase completed mid-May
Current work:
-Agreement with ESI: final review in progress by purchasing and legal
Next steps:
-Schematic design/construction docs: anticipated completion-October
-Construction bidding/final not to exceed cost-November
-Break ground: January
www.meridiancity.org
Budget Dollars at Work-Enhancements
•Engine 34 ($549,000). Status: Ordered and being built; scheduled to arrive in September. City saved
approximately $25,000 through a multiple purchase. Replacing 2006 engine with 130k miles.
•Staff response vehicle ($32,300). Status: Complete. Replacing 2007 Ford explorer.
•Chainsaws-3 ($4,050). Status: Complete.Replaced worn chain saws on Fire Engines.
•Fitness Equipment-all stations ($64,844). Status: Complete. Fitness program developed by Local 4627. On-
line tracking tool developed. All crews trained on proper technique through hands on training and training
videos.
•Hydraulic Rescue Equipment-Station 2 ($20,500). Status: Complete and in service.
•Thermal Imaging Camera-Station 5 ($12,500). Status: Complete and in service.
•Station repairs-Stations 1,3 ($3,500). Status: Completed.
•G100 NOT completed: Stainless steel sinks/counter in Bio-hazard/Decon rooms at Stations 1-4. Budgeted
$2,500 for each station based on quote received in March 2017. Current cheapest quote is $9,300 per
station. Current budget enough to complete one station. Department will be presenting a budget
amendment in the amount of $27,900 to complete work on the remaining 3 stations.
www.meridiancity.org
Budget Dollars at Work-Replacements
•Fire Station Carcinogen Risk study ($4,000). Status: Complete, with full
report.
•Future amendments:
–Decon sink/countertop in Fire Station 2-4 located in Bio-hazard rooms-Needed to
address a safety concern.
–(FY19) Fire Station 6-Originally budgeted $4.4 million based on cost estimates from
2017. Original estimate -$7.9 million; Now at $6.4 million. Funding source-impact fees.
www.meridiancity.org
Budget Dollars at Work-2018 Amendments
www.meridiancity.org
Enhancement Title (in priority order)Service Level (increase or maintain)Amount
Part-time Admin 1/Receptionist Maintain $17,391
Direct capture diesel exhaust removal system Maintain $192,500
Part-time Pub Ed assistant to Full-time Pub Ed assistant Maintain $40,831
Fire Station Wi-fi Maintain $12,500
Lexipol Public Safety Policy Manual (online)Maintain $32,000
Advanced Life Support Training manikin Maintain $6,200
Total $301,422
Enhancement Summary
www.meridiancity.org
•In 2013, we had 3 administrative staff supporting 56 employees.
•Today we still have 3 administrative staff but we support 89 employees.
•The Records Clerk position has been spending 30-40% of time performing receptionist duties; unable to fulfill
her duties as a Records Clerk
–Training records behind
–Inspection records behind
–No time to perform records retention management
Personnel Cost:$15,616 Operating Cost:$1,775 Capital Cost: $0
3.E.3. -Align community programs, City policies/ordinances, and staffing resources based on
community expectations and desired level of service.
Total Enhancement Cost -Year 1 of on-going Funding Source:“General Fund with 10% Contribution from MRFPD”
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$0 $17,391 $16,541 $16,541 $16,541 $16,541 $83,553
Admin 1/Receptionist-Part time
www.meridiancity.org
•Fire Stations (current) were not built with best practice exhaust removal
•Department attempted federal grant funding previously; unsuccessful
•Carcinogen risk study performed; not crisis but exposure risk identified
•Enhancement will establish consistency with Station 6 design
Personnel Cost:$0 Operating Cost:$12,500 Capital Cost: $180,000
3.E.3. -Align community programs, City policies/ordinances, and staffing resources based on
community expectations and desired level of service.
Total Enhancement Cost -Year 1 of on-going Funding Source:“General Fund with 10% Contribution from MRFPD”
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$0 $192,500 $12,500 $12,500 $12,500 $12,500 $242,500
Direct Capture Diesel Exhaust System
www.meridiancity.org
•Needed to assist the Pub Ed Division manager in continuing to meet the communities needs and expectations
for fire/ems safety education.
•FTE will add needed assistance during Fire Prevention Month and the senior housing smoke alarm battery
change-outs.
•FTE will add needed assistance teaching or co-teaching classes, changing batteries in smoke alarms, scheduling
classes, and delivering supplies to schools and fire stations in support of these educational efforts.
Personnel Cost:$40,831 Operating Cost:$0 Capital Cost: $
3.E.3. -Align community programs, City policies/ordinances, and staffing resources based on
community expectations and desired level of service.
Total Enhancement Cost -Year 1 of on-going Funding Source:“General Fund with 10% Contribution from MRFPD”
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$17,200 $40,831 $40,831 $40,831 $40,831 $40,831 $204,155
Public Education Asst.-P/T to Full Time
www.meridiancity.org
•Fire Stations are the only City buildings, outside of the new Parks maintenance facility, that
are not connected or have connectivity to the City's wireless networks.
•Request would bring consistency to City buildings.
•Much of fire apparatus technology is via wi-fi; remote connection will save time/$
–Knox box connection for updates
Personnel Cost:$0 Operating Cost:$12,500 Capital Cost: $0
Responsive Government
Total Enhancement Cost -Year 1 of 1 Funding Source:“General Fund with 10% Contribution from MRFPD”
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$0 $12,500 $0 $0 $0 $0 $12,500
Fire Station Wi-fi
www.meridiancity.org
•Lawful and effective Fire Department policies needed
•Monthly training needed (provided with subscription)
•Currently used by Meridian Police Department
•Lexipol widely recognized as industry leaders in developing public safety policy -provides
regular updates if federal or state law changes
Personnel Cost:$0 Operating Cost:$32,000 Capital Cost: $0
Responsive Government
Total Enhancement Cost -Year 1 of on-going Funding Source:“General Fund with 10% Contribution from MRFPD”
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$0 $32,000 $13,000 $13,000 $13,000 $13,000 $84,000
Lexipol
www.meridiancity.org
•The device simulator will be used for EMS training with MFD.
•Currently no ALS trauma manikins within the MFD/ACCESS system.
•The manikin is built around the pre hospital trauma life support (PHTLS) platform.
Personnel Cost:$0 Operating Cost:$6,200 Capital Cost: $0
Responsive Government
Total Enhancement Cost -Year 1 of on-going Funding Source:“General Fund with 10% Contribution from MRFPD”
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$0 $6,200 $500 $500 $500 $500 $8,200
ALS Trauma Manikin
www.meridiancity.org
•Public Safety PIO-Fire Dept. supports the enhancement request. Time/workload is
challenging staff to stay current and engaged in public outreach.
•Challenges:
–Lack of adequate personnel coverage at ranks of Engineer, Captain, Battalion Chief-result:
increased overtime
–Growth. When do we begin the next fire station planning?
–Recruitment
–Response times vs. Growth Development
•Future requests (Per CFP):
–EMS Training Captain
–Logistics Division Manager
–2nd Battalion
–Fire Inspector
The Road Ahead
FY2019 Budget Workshop
Parks & Recreation Department
Thursday, June 14, 2018
Steve Siddoway, Director
www.meridiancity.org
•Vision –Meridian Parks & Recreation is a premier
department that provides family-focused opportunities
for the Meridian Community and responds to a growing
and changing population.
•Mission –The Department’s mission is to enhance our
community’s quality of life by providing innovatively-
designed parks, connected pathways, and diverse
recreational opportunities for all citizens of Meridian that
create lasting memories.
www.meridiancity.org
Mission / Vision Statement
www.meridiancity.org
Premier Starts Here
•FY18 Enhancement: South Meridian
Regional Park Construction
–$6,527,848
–Status
•Received completed set of plans to develop
Phase 1, Project Bid Winter 2017/18
•Phase 1 construction kicked off in February
2018
•Park opening planned for late summer 2019
www.meridiancity.org
Budget Dollars at Work
Discovery Park
•FY18 Enhancement: Meridian Homecourt
Improvements
–$186,400
–Status
•Hired two part-time Homecourt Facility Specialists in May 2018
•Bay 5 design concepts prepared
–Will carry forward remaining budget for construction documents in
FY2019
•Fiber connection to be installed in August 2018
•Hardwood floor resurfacing project scheduled for August –
September 2018
www.meridiancity.org
Budget Dollars at Work
•FY18 Enhancement: Recreation Camp
Coordinator
–$24,619
–Status
•Hired Erin Sandvik in March 2018
•Summer day camp program expanded from 2 to 3 sites with
the addition of Discovery Elementary
www.meridiancity.org
Budget Dollars at Work
•FY18 Enhancement: Rail-With-Trail Construction & Pathway
Connection Projects
–$173,024
–Status
•Rail-With-Trail –Design development plans received; right-of-way acquisition in
negotiations; exploring partnership with NMID for ditch tiling work
•Five Mile Creek Pathway Trailhead at Ten Mile Road –Concept design
completed in-house; potential ACHD partnership/cost share pending FY19
budget discussions
•Blackstone Pathway –Engineering and bank stabilization measures to be
completed by September 2018
•Five Mile Creek, Pine Avenue to Locust Grove –ACHD cost-share under
construction to be completed with Pine Avenue road widening project late
2018; pathway rest area to be designed/bid upon completion of ACHD project
www.meridiancity.org
Budget Dollars at Work
•FY18 Enhancement: Parks Maintenance
Capital Equipment
–$93,500
–Status
•Purchased 1 snow plow and mounted
onto existing 4x4 pickup truck
•Purchased 2 snow blowers and mounted
onto two existing Ventrac tractors
•Reviewing bids; will purchase 1 turf
sprayer by September 2018
www.meridiancity.org
Budget Dollars at Work
Snow Blower
Turf
Sprayer
Snow Plow
•FY18 Enhancement: Kleiner Park Bandshell
Shade Structure
–$32,000 toward future shade project
–Status
•Design concepts received
•FY19 budget enhancement request for
construction
www.meridiancity.org
Budget Dollars at Work
•FY18 Enhancement: Borup Property Well
Construction
–$87,900
–Status
•Future regional park well was bid and is
currently under contract
•Construction to begin after the farm crop
is harvested
www.meridiancity.org
Budget Dollars at Work
•FY18 Enhancement: Pine Avenue Cost Share
–$415,755 (to be reimbursed by MDC)
–Status
•Partnership with Meridian Development
Corporation for improvements
–Right-of-Way acquisition and sidewalk
expansion
–Landscape repair, landscaping, and trees
•Currently under construction
•Scheduled for completion by fall 2018
www.meridiancity.org
Budget Dollars at Work
•FY18 Replacement: ADA Compliance Repairs
–$300,000
–Status
•Repairs/upgrades on the list of items
identified are underway for 218 items at
14 park sites:
o 187 –Completed
o 14 –In Progress/Summer
o 17 –Investigating/Winter
www.meridiancity.org
Budget Dollars at Work
•Level of Service (LOS) Update
–2017 LOS: 2.62 Acres per 1,000
–2018 Current LOS: 2.67 Acres per 1,000
–LOS if New Parks weren’t Built: 2.42 Acres per 1,000
–LOS if Remained at 2017 Population: 2.89 Acres per 1,000
•Working to Maintain Level of Service Standard of at
Least 3 Acres per 1,000
www.meridiancity.org
Budget Dollars at Work
www.meridiancity.org
Enhancement Title (in priority order)Service Level (increase or maintain)Amount
#1: Homecourt Improvements & Staffing Increase $718,185
#2:Kleiner Park Bandshell Shade Increase $90,000
#3: Five Mile Creek Pathway Connection –Fairview Avenue Increase $75,000
#4: ACHD Cost Share –Five Mile Creek Trailhead Increase $328,215
#5A: Discovery Park Phase 1 Amenities –PARK
IMPACT FEES
Maintain $612,000
#5B: Discovery Park Maintenance Building –
PARK IMPACT FEES
Maintain $711,300
Total $2,534,700
Enhancement Summary
www.meridiancity.org
Personnel Cost:$26,400 Operating Cost:$1,785 Capital Cost: $690,000
Strategic Plan Objective: MPR Objective 1.4 –Maintain existing quality standards for facilities and amenities; MPR Objective 1.8 –
Staff appropriately to meet demand and maintain established quality of service; and MPR Objective 3.1 –Increase year-round
recreational programming and activities.
Total Enhancement Cost -Year 3 of 3 Funding Source:General Fund
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$508,620 $718,185 $26,400 $26,400 $26,400 $26,400 $1,332,405
# 1: Homecourt Improvements & Staffing
•FY2019 Capital Request $690,000
•FY2018 Carryforward from Fund Balance $(634,181)
•Net New Funding $ 55,819
www.meridiancity.org
Personnel Cost:$26,400 Operating Cost:$1,785 Capital Cost: $690,000
Total Enhancement Cost -Year 3 of 3 Funding Source:General Fund
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$508,620 $718,185 $26,400 $26,400 $26,400 $26,400 $1,332,405
# 1: Homecourt Improvements & Staffing (cont’d)
Strategic Plan Objective: MPR Objective 1.4 –Maintain existing quality standards
for facilities and amenities; MPR Objective 1.8 –Staff appropriately to meet
demand and maintain established quality of service; and MPR Objective 3.1 –
Increase year-round recreational programming and activities.
•Office/Front Desk/Entryway/Access
•Restroom Area Remodel
•Multipurpose Flooring/Paint/Divider Curtains
•Bay 1-4 Humidity/Condensation
•Testing, Permitting, FFE
www.meridiancity.org
Personnel Cost:$26,400 Operating Cost:$1,785 Capital Cost: $690,000
Total Enhancement Cost -Year 3 of 3 Funding Source:General Fund
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$508,620 $718,185 $26,400 $26,400 $26,400 $26,400 $1,332,405
# 1: Homecourt Improvements & Staffing (cont’d)
www.meridiancity.org
•Shade is one of the MPR Commission’s top priorities
•Allows us to put into full use the amenity that was donated
•Install 2 overlapping shade sails that cover approximately 3,500 SF of space in front
of the bandshell
•Cloth to be supported by five 8” diameter posts supported by footing designed to
the International Building Code
•Request will supplement existing budget of $51,000 —the amount of savings from
two other shade projects in Kleiner Park
Personnel Cost:$0 Operating Cost:$0 Capital Cost: $90,000
Strategic Plan Objective: MPR Objective 4.1 –Maintain and improve existing facilities; and MPR Objective 4.8 –Upgrade comfort,
convenience, and cultural amenities to existing facilities.
Total Enhancement Cost -Year 2 of 2 Funding Source:General Fund
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$51,000 $90,000 $0 $0 $0 $0 $141,000
#2: Kleiner Park Bandshell Shade
www.meridiancity.org
Personnel Cost:$0 Operating Cost:$0 Capital Cost: $90,000
Strategic Plan Objective: MPR Objective 4.1 –Maintain and improve existing facilities; and MPR Objective 4.8 –Upgrade comfort,
convenience, and cultural amenities to existing facilities.
Total Enhancement Cost -Year 2 of 2 Funding Source:General Fund
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$51,000 $90,000 $0 $0 $0 $0 $141,000
#2: Kleiner Park Bandshell Shade (cont’d)
Shadow Study -No Shade
Shadow Study -With Shade
www.meridiancity.org
•Would connect the recently-completed Five Mile Creek Pathway, Segment H2
that currently dead-ends at Fairview Avenue with existing miles of FMC
Pathway across Fairview to the north and northwest
•Right-of-Way Acquisition
•Project Engineering
•In future budget years, project components to include relocation of utilities for
standard 10’ concrete path, safety curb, and barrier fencing to separate the
pathway from vehicular traffic lanes; and general site work to accommodate
proposed improvements
Personnel Cost:$0 Operating Cost:$0 Capital Cost: $75,000
Strategic Plan Objective: MPR Objective 4.2 –Expand pathways and connectivity.
Total Enhancement Cost -Year 1 of Multiple Years Funding Source:General Fund
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$0 $75,000 $0 $0 $0 $0 $75,000
# 3: Five Mile Creek Pathway Connection –Fairview Avenue
www.meridiancity.org
•Would develop trailhead amenity in conjunction with proposed widening of Ten Mile
Road between Ustick and McMillan
•ACHD to donate 1.5 acre parcel of land for project
•Features include: Parking, landscaping, seating, drinking water, bicycle racks, and bike
repair stations
•10’ multi-use pathway integrated with expanded vehicular bridge across Five Mile Creek
•$80,000 savings projected if we construct as a cost share with ACHD
Personnel Cost:$1,430 Operating Cost:$3,785 Capital Cost: $323,000
Strategic Plan Objective: MPR Objective 4.2 –Expand pathways and connectivity.
Total Enhancement Cost -Year 1 of 1 Funding Source:General Fund
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$0 $328,215 $5,215 $5,215 $5,215 $5,215 $349,075
#4: ACHD Cost Share –Five Mile Creek Trailhead
www.meridiancity.org
•Phase 1 currently under construction
•During design phase, value engineering efforts eliminated certain
amenities
•Would construct amenities prior to the park opening
•20’x20’ picnic shelter
•20’x30’ picnic shelter
•1.5-acre off-leash area
Personnel Cost:$0 Operating Cost:$0 Capital Cost: $612,000
Strategic Plan Objective: 5.A.4 –Foster development of Discovery Parks that uniquely blend arts, entertainment, and culture; MPR
Objective 4.4 –Develop new amenities at new and existing parks based on level of service analysis; and MPR Objective 4.9: Add
destination park amenities.
Total Enhancement Cost -Year 3 of Multiple Phases Funding Source:Park Impact Fees
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$7,277,848 $612,000 $0 $0 $0 $0 $7,889,848
#5A: Discovery Park Phase 1 Amenities
•Splash pad water globes
•Trails & interpretive area
•We have the Park Impact Fees Today
•Cheaper to Build Now Rather Than Later
•Budget Amendment
www.meridiancity.org
•Construction of a 2,800 SF facility
–Building construction
–Gravel road/parking and utilities
–Design/bonds/insurance and CM fees
•Only utility would be electric power for light and heat (water
and sewer to be added later, when sewer is available to the
site)
Personnel Cost:$0 Operating Cost:$3,300 Capital Cost: $708,000
Strategic Plan Objective: 5.A.4 –Foster development of Discovery Parks that uniquely blend arts, entertainment, and culture.
Total Enhancement Cost -Year 1 of 1 Funding Source:Park Impact Fees/General Fund
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$0 $711,300 $0 $0 $0 $0 $711,300
#5B: Discovery Park Maintenance Building
Maintenance
Building
www.meridiancity.org
The Road Ahead
•Margaret Aldape
Park –North
Meridian
•Park-Wide ADA Repairs/Upgrades
•Borup/Bottles
Properties –West
Meridian
www.meridiancity.org
The Road Ahead (cont’d)
•Discovery Park –Future Phases
•Rail-With-Trail Pathway
Future
Phases
www.meridiancity.org
Questions?
Thank You!
www.meridiancity.org
# 1: Homecourt Improvements & Staffing
Scenarios for Discussion
Original Proposed Min. Alts
1. Office/Front Desk…$165K
2. Restroom Remodel $275K $40K
3. Multi-Use Courts $100K
4. Other Costs $25K
Bay 5 Subtotal $565K
5. Humidity Control $125K $25K
Total Budget $1.78M $690K
www.meridiancity.org
2000 Ford Explorer
Mileage: 105,900
For Park Ambassador Program
$29,000 Proposed Replacement Cost
Capital Replacements
1997 Ford Taurus
(Disposed of Asset, due to Crash
10/23/17)
$29,000 Proposed Replacement Cost
1999 Chevrolet Silverado 1500
Mileage: 74,697
(Damaged & in Need of Repairs)
$35,000 Proposed Replacement Cost
Irrigation Well in Settlers Park
.25” steel casing likely reaching end of
its useful life [according to driller’s
report dated 10/7/1988]
$190,000 Proposed Replacement Cost
Treeworks Software
Treeworks being converted to State’s
Tree software; new app needed for
appraisal of value of trees
$1,000 Proposed Replacement Cost
$800 Savings Annually
Premier Starts Here
www.meridiancity.org
www.meridiancity.org
Staff Changes
Renee Hibbard
Dev. Permit Tech. I
Ashlee Druffel
Dev. Permit Tech. I
Steph Leonard
Current Assist. Planner
Ryan Beecroft
Addressing Tech.
Cameron Arial
Community Development
Director
Important Themes:
•Workload to staffing ratio is a concern to our customers and staff
•Service levels may begin to slip if projected growth continues
•CDBG Program demand increasing –21 applications (all-time high)
•New Assistant Planner in FY18 –June 11th
•Comprehensive Plan progress
www.meridiancity.org
Budget Dollars at Work
•Building Services Evolution Plan:
–ProjectDox software implementation kicked-off, installed June 6-8
–Hardware purchases started
–Space Planning TI –Kicked-off, awaiting construction bids
–Vehicle purchases started
–Hiring process hurdles –Few applicants in technical positions, possibly low wages
•HRs Hiring Efforts –Thank you HR Team!
•Recruitment Efforts –Various entities
•Marketing Efforts –Staff networks, social media, stakeholder groups
•Innovation Efforts –CWI workforce training and internship program, cross-training PTs, Brent and Sam
doing some residential plan review, generating internal internship and career path structures
www.meridiancity.org
Budget Dollars at Work (cont.)
www.meridiancity.orgwww.meridiancity.org
Enhancement Summary
Enhancement Title (in priority order)Service Level (increase or maintain)Amount
1. Associate City Planner Maintain $95,259
2. CDBG Administrator Maintain $28,944
3. Records Retention Maintain $39,000
4. Professional Services Increase/Maintain $20,000
5. A/V Upgrade in Conference Room Increase $8,000
Total $191,193
www.meridiancity.org
Enhancement Description:
This request is for a full-time Associate City Planner. The new hire will be the third Associate in Current Planning. This mid -level
planning position involves completing both routine and complex current planning tasks and duties such as assisting the public and City
staff by communicating ordinances, policies and procedures and analyzing land use applications for conformity with establishe d plans
and codes. This position involves researching and preparing staff reports and recommendations on development proposals to the P&Z
Commission and City Council as well as administrative staff reports and permits. The volume and complexity of development
applications has steadily increased over the last several years and another planner is needed to keep up with demand and serv ice level
expectations.
Personnel Cost:$86,799 Operating Cost:$8,460 Capital Cost: $0
Strategic Plan Objective: This enhancement is not explicitly listed in the Strategic Plan, however, the
position is listed in the City’s 10-year Comprehensive Financial Plan.Further, this position aligns with
the "Responsive Government" Strategic Focus Area, in that it is customer service driven request.
Total Enhancement Cost -Year 1 of 1 Funding Source:General Fund
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$0 $95,259 $89,649 $89,649 $89,649 $89,649 $453,854
Associate City Planner
www.meridiancity.org
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
FY2009FY2010FY2011FY2012FY2013FY2014FY2015FY2016FY2017
Planning Department Base Budget -Personnel
and Operating Expenditures
PERSONNEL COSTS OPERATING COSTS
-
5
10
15
-
2,000,000
4,000,000
6,000,000
FY2000FY2001FY2002FY2003FY2004FY2005FY2006FY2007FY2008FY2009FY2010FY2011FY2012FY2013FY2014FY2015FY2016FY2017
St
a
f
f
Re
v
e
n
u
e
Development Activity to Planning Staff
Total Sales Number of Planning Staff
www.meridiancity.org
This request is to make the CDBG Administrator a full-time position; currently there is one 3/4 time Administrator. By allotting more
hours to this position, the City can effectively, and confidently advance projects and increase overall administration effici ency of the
Grant. The reporting and oversight requirements from the Federal government has steadily increased over the last several years.
Additional resources are needed to ensure compliance with all regulations and overall administration of the Grant. Additional ly,as our
community has grown, more and more organizations are becoming aware and interested in using CDBG funds. The current
Administrator is being pulled in too many directions and cannot perform all of the required tasks in a part -time role. This
enhancement request will also help with our response and turnaround times as well as overall customer service levels, as the
Administrator will be in the office all week.
Personnel Cost:$28,944 Operating Cost:$0 Capital Cost: $0
Strategic Plan Objective: This request is not explicitly listed in the Strategic Plan. However, there are Objectives
within the Plan that the CDBG Administrator is charged with completing –4C1 and 4C2.
Total Enhancement Cost -Year 1 of 1 Funding Source:General Fund
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$0 $28,944 $28,944 $28,944 $28,944 $28,944 $144,720
CDBG Administrator
www.meridiancity.org
•An Industry Target Analysis is being requested to provide an understanding of the industry
groups currently present in the economy and trend growth patterns to identify key industry
sectors for our economic development business recruitment program. The scope of the
study will include a SWOT (Strengths, weaknesses, opportunities and threats) analysis,
economic and demographic profile, target industry review and analysis, marketing plan and
recommendations for the economic development program.
Personnel Cost:$0 Operating Cost:$20,000 Capital Cost: $0
Strategic Plan Objective: The economic development strategic plan specifically cites certain
industries as targets.
Total Enhancement Cost -Year 1 of 1 Funding Source:General Fund
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$0 $20,000 $0 $0 $0 $0 $20,000
ED -Professional Services (SWOT)
www.meridiancity.org
•The resolution and size of the TV in Conf Room 12 is insufficient per customer feedback.
This enhancement is to install a new projector and drop -down screen in CD 12 and
repurpose the A/V equipment from CD12 to CD 10. Cost estimated in collaboration with IT
and includes hardware purchases, installation of new hardware, movement of TV/PC from
CD12 to CD10, inclusive of electrical, wiring and network drops.
Personnel Cost:$0 Operating Cost:$8,000 Capital Cost: $0
Strategic Plan Objective: The economic development strategic plan specifically cites certain
industries as targets.
Total Enhancement Cost -Year 1 of 1 Funding Source:General Fund
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$0 $8,000 $0 $0 $0 $0 $8,000
A/V Upgrade in CD Conf Rm
www.meridiancity.org
The Road Ahead
www.meridiancity.org
•Continued growth is projected for the foreseeable future
•As demand for CD services continues, staffing and
resources will need to match
•Staffing levels and services continue to evolve & improve
•All CFP items have either been pulled forward in these
enhancements or been included in budget amendments
The Road Ahead
FY2019 Budget Workshop
Mayor’s Office
www.meridiancity.org
Premier Starts Here
www.meridiancity.org
www.meridiancity.org
Mission / Vision Statement
City of Meridian Mission:
We love Meridian; it’s our town and our mission is to cultivate a vibrant community by
delivering superior service through committed, equipped employees dedicated to the
stewardship of our community’s resources.
City of Meridian Vision:
By 2035, Meridian will be the West's premier community in which to live, work and raise a
family.
www.meridiancity.org
Budget Dollars at Work
MSAB
Mayor‘s Senior Advisory Board
www.meridiancity.org
T
h
a
n
k
Y
o
u
S
p
o
n
s
o
r
s
!
www.meridiancity.org
The Road Ahead
FY2019 Budget
Workshop
COMMUNICATIONS
www.meridiancity.org
•Continue to build awareness about events, issues and topics of
interest to stakeholders both internally and externally of the
City of Meridian.
•Protect the brand by ensuring one voice represents the City,
with a common tone and consistent message.
–Brand: Built for Business, Designed for Living
–Main Message: Meridian is a premier place to live, work and raise a family.
www.meridiancity.org
Mission / Vision Statement
www.meridiancity.org
Budget Dollars at Work
DRONE
www.meridiancity.org
–Serves Police, Fire, and Public Works
–Media Contact for public safety
–Social media manager for public safety
–Reports to Communication Manager
–Allows for more proactive public safety outreach
Public Safety PIO
www.meridiancity.org
•Live Streaming Updates
–Currently looking into
solutions to house the
live streams on our
website
–Options for time
stamping web stream
that correlates with
agenda
The Road Ahead
FY2019 Budget Workshop
Other Government -
Harvest Transit
www.meridiancity.org
www.meridiancity.org
Enhancement Title (in priority order)Service Level (increase or maintain)Amount
Harvest Transit Increase $71,921
Total $71,921
Enhancement Summary
www.meridiancity.org
•Funds for a Third Harvest Transit Bus to Operate in Meridian
•Current Ridership Averaging 850 for Feb/Mar/April
•Will Enable 1,400 Rides a Month
Personnel Cost:$0 Operating Cost:$70,481 Capital Cost: $0
Strategic Plan Objective: 1.D.1. -Develop, promote and realize a Master Mobility Plan, ensuring that residents
and visitors have safe and efficiently mobility options into the future.
Total Enhancement Cost -Year 1 of 1 Funding Source:General Fund
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$0 $71,921 $62,387 $62,387 $62,387 $62,387 $320,029
Harvest Transit Contribution
FY2019 Budget Workshop
Other Government -
Meridian Arts Commission
www.meridiancity.org
•The Meridian Arts Commission’s mission is to develop, advance, and nurture all
facets of the arts to enhance the quality of life for Meridian residents and its
visitors
•The Meridian Arts Commission is requesting funds appropriations as outlined per
the Meridian Art in Public Spaces Program Ordinance No. 15-1642
–“City Council shall, on an annual basis, appropriate for the MAPS program an amount from the
general fund equivalent to fifty (50) cents per resident, as estimated by the current annual
population estimate adopted by the Community Planning Association of Southwest Idaho.
Annually, no more than fifty thousand dollars ($50,000) of general funds shall be appropriated
for the MAPS program. Nothing contained in this section shall preclude funding of art by
grants, matching monies, donations, or other means.”
–Current COMPASS population estimate is 106,410 (4/1/2018)
www.meridiancity.org
Mission / Vision Statement
•MAC partnered with the Parks and Recreation Department
and Commission to complete our first ‘park identity’
public art installation at Heroes Park
–Journey of Heroes
•MAC installed some traffic boxes in FY18 that were already
queued up at the end of FY17. We have 4 student boxes in
the process of approvals/agreements/wrapping as of
5/31/2018.
www.meridiancity.org
Budget Dollars at Work
www.meridiancity.org
Enhancement Title (in priority order)Service Level (increase or maintain)Amount
Meridian Art in Public Spaces Maintain $50,000
Total $50,000
Enhancement Summary
www.meridiancity.org
•FY19 Parks Pathways Project currently planned to start. (capital project)
•FY19 Traffic Box Wraps will continue at 5 planned boxes per year, plus any additional
sponsored boxes. (non-capital project)
Personnel Cost:$0 Operating Cost:$5,000 Capital Cost: $45,000
Strategic Plan Objective: Develop a plan to infuse art in public spaces
Total Enhancement Cost –Year 4 of on-going Funding Source:General Fund
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$136,970 $50,000 $50,000 $50,000 $50,000 $50,000 Multiple Projects
Meridian Art in Public Spaces
www.meridiancity.org
•MAPS is the only planned budget enhancement
•MAC commissioners have formed the Public Art
Committee to help guide the next five years of MAPS
project planning (2020-2025)
•MAC will continue to look to building community
partners to support other public art installations
The Road Ahead
FY2019 Budget Workshop
Other Government -
Participatory Budget
www.meridiancity.org
www.meridiancity.org
Enhancement Title (in priority order)Service Level (increase or maintain)Amount
Participatory Budget Increase $40,000
Total $40,000
Enhancement Summary
•City allocated $20,000 in FY2018 for the Participatory
Budgeting Process (PBP)
www.meridiancity.org
Budget Dollars at Work
www.meridiancity.org
•To our community the Participatory Budgeting Process (PBP) process says:
Your Money, Your Community, Your decision.
•Community members directly decide how to spend a small part of a public budget.
•$19,100 was received from Republic Services for the Meridian Senior Advisory Board PBP
Personnel Cost:$0 Operating Cost:$40,000 Capital Cost: $0
Strategic Plan Objective: Strategic Focus Area #3 (Responsive Government) looks to improve efficiency and
transparency within our government functions, which would include our budgeting.
Total Enhancement Cost -Year 4 of on-going Funding Source:General Fund
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$0 $40,000 $0 $0 $0 $0 $40,000
Participatory Budget
FY2019 Budget Workshop
Other Government -
Public Safety Communications
Infrastructure Extensions
www.meridiancity.org
www.meridiancity.org
Enhancement Title (in priority order)Service Level (increase or maintain)Amount
Public Safety Communications Infrastructure Extensions Increase $200,000
Total $200,000
Enhancement Summary
www.meridiancity.org
•Design, construction, and installation of communications infrastructure to continue
expansion and improvement of the City's communication infrastructure for public
safety needs.
•Projects for this year include redundancy for Fire Stations and extending towards
areas such as Discovery Park and Public Works SCADA sites.
Personnel Cost:$0 Operating Cost:$0 Capital Cost: $200,000
Strategic Plan Objective: 3.C.3 -Develop and implement technological and communications
contingency plans and programs for the City. Key to Public Safety.
Total Enhancement Cost -Year 2 of 2 Funding Source:54% General Fund / 46% Enterprise Fund
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$0 $200,000 $0 $0 $0 $0 $200,000
Communications Infrastructure Extensions
FY2019 Budget Workshop
City Clerk’s Office
www.meridiancity.org
Premier Starts Here
www.meridiancity.org
The mission of the City Clerk's Office is to provide quality
customer service to members of the public and City staff the
Meridian Way by holding true to the City’s C.A.R.E. Values
(Customer Service, Accountability, Respect and Excellence).
The City Clerk maintains the records of the City while providing a
formal link between the citizens and their government. The goal
is to seek and implement the best possible solutions for access
and management of the City's official records.
www.meridiancity.org
Mission / Vision Statement
•No “new” money to report on
www.meridiancity.org
Budget Dollars at Work
www.meridiancity.org
Enhancement Title (in priority order)Service Level (increase or maintain)Amount
Video Public Testimony Increase $7,860
Total $7,860
Enhancement Summary
www.meridiancity.org
•Modify Council Chambers Audio Visual System to Allow Remote Public Testimony for City
Council/Planning and Zoning Public Hearings
•One Time Charge for Parts, Labor, Travel
•Ongoing for Web-based Teleconferencing Platform
•Provide another access point for providing public testimony
Personnel Cost:$0 Operating Cost:$7,860 Capital Cost: $0
Strategic Plan Objective: 3.A.2 –Citizen Access to Government
Total Enhancement Cost -Lifetime Funding Source:01
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$0 $7,860 $360 $360 $360 $360 $9,300
Video Public Testimony
www.meridiancity.org
•Potential request for additional staff and/or
reorganization and restructure
The Road Ahead
FY2019 Budget Workshop
City Attorney’s Office
Bill Nary
Meridian City Attorney
June 14, 2018
www.meridiancity.org
Premier Starts Here
www.meridiancity.org
•The City Attorney's Office provides leadership to the City
and works as a strategic business partner with managers
and employees to help the City achieve its mission, goals
and objectives. The City Attorney's Office proactively
seeks to understand and meet the needs of its
customers, the elected officials, Mayor, managers and
employees of the City by providing expertise, direction,
support and training in the areas of law while ensuring a
safe, fair, and legally compliant work environment.
www.meridiancity.org
Mission / Vision Statement
www.meridiancity.org
Enhancement Title (in priority order)Service Level (increase or maintain)Amount
None 0
Total $0
Enhancement Summary
Outside Counsel
Professional Services
www.meridiancity.org
Budget Dollars at Work
Boise City Prosecution Contract
www.meridiancity.org
Budget Dollars at Work
www.meridiancity.org
The contract included the equivalent of:
–2 FTE prosecutors
–1.25 FTE support staff
–Police Advisory Team (3)
–24/7 access to our on-call team
What did this provide for the City?
www.meridiancity.org
•FY18 -$359,705.00
•FY17 -$349,229.00
•FY16 -$339,057.00
•FY15 -$316,560.00
•FY14 -$308,088.00
•FY13 -$299,844.00
Year over Year Cost
Prosecution and Police Services
www.meridiancity.org
FY17 Charges Cases Hearings % of Charges % of Cases % of Hearings
BPD 12482 8985 19037 63.30%63.11%63.30%
MPD 5303 3716 7873 26.18%26.10%26.18%
GCPD 1560 1107 2180 7.25%7.78%7.25%
EPD 577 428 984 3.27%3.01%3.27%
TOTAL 19922 14236 30074
FY18 YTD Charges Cases Hearings % of Charges % of Cases % of Hearings
BPD 7023 5363 10349 61.94%62.41%61.74%
MPD 3002 2221 4478 26.48%25.85%26.72%
GCPD 847 636 1275 7.47%7.40%7.61%
EPD 466 373 659 4.11%4.34%3.93%
TOTAL 11338 8593 16761
Prosecution and Police Services
The Meridian contract accounts for 26% of Boise’s criminal prosecution work
26% of the actual Criminal Prosecution Section personnel budget for FY19 = $827,479.83
Projected Meridian Contract Personnel Costs for FY19 (M&O not included)
3.5 Attorneys/3.5 Support Staff/Police Services = $614,274.37
Prosecution Attorneys and Support Staff figured at lowest loaded salary
Police Services –based on actual FY19 budgeted salaries for the individuals providing the
services
This amount does not include the $7,280.00 in pager costs associated with the contract
(26% of $28,000.00)
Prosecution and Police Services
Prosecution and Police Services
Options for Getting Personnel Costs in Line: #1
Adjusted with a decreasing percentage annually –example:
Prosecution and Police Services
Options for Getting Personnel Costs in Line: #2
Adjusted with a fixed percentage annually –example:
Prosecution and Police Services
www.meridiancity.org
Options for Getting Personnel Costs in Line: #3
Adjusting services provided –examples:
Adjusting services provided –examples:
Taking PRRs in house creates a $10,620.20 savings
Police services –cost savings can occur by:
•A reduction in station hours
•A reduction in the number of attorneys serving the police
services portion of the contract
•A reduction in training
Prosecution and Police Services
www.meridiancity.org
M&O Costs
•The current FY19 M&O Budget for Legal is $396,661.00
•The Criminal Section portion based on number of FTEs = $272,230.00
•26% of the Criminal Section M&O budget = $70,779.80
•We are not including M&O in the contract based on efficiencies of scale,
the only additional costs aside from personnel is the pager cost of
$7,280.00
www.meridiancity.org
The Road Ahead
www.meridiancity.org
Questions?
City Attorney’s Office
FY2019 Budget Workshop
Information Technology
www.meridiancity.org
Premier Starts Here
www.meridiancity.org
•Service Desk Manager –Paul Masselli
–Staffing / Training
–Tier 3 Support
•License Tracking Software
–Software purchased
–Implementation started
–Will be fully up and running in a couple months
•Pine Avenue Fiber Conduit
www.meridiancity.org
Budget Dollars at Work
www.meridiancity.org
Enhancement Title (in priority order)Service Level (increase or
maintain)
Amount
Fiber to Ada County Dispatch Increase $35,000
Orthoimagery / LiDAR Maintain $30,000
Franklin Fiber Increase $12,000
Total $77,000
Enhancement Summary
www.meridiancity.org
•This is phase two of a two phase project to pursue redundant connectivity to Ada
County's new Dispatch Center in Meridian.
•We are pursuing this project as an alternative to the $120,000 project we'd
anticipated by going with a 3rd party provider.
Personnel Cost:$0 Operating Cost:$35,000 Capital Cost: $0
Strategic Plan Objective: 3.C.3 -Develop and implement technological and communications
contingency plans and programs for the City. Key to Public Safety.
Total Enhancement Cost -Year 2 of 2 Funding Source:54% General Fund / 46% Enterprise Fund
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$19,900 $35,000 $0 $0 $0 $0 $54,900
Fiber to Ada County Dispatch
www.meridiancity.org
•Orthoimagery (High Altitude Aerial Imagery) and LiDAR (Light Detection and Ranging)
project with COMPASS.
•Imagery is used widely throughout the city
•The cost of doing just orthoimagery without the cost share with COMPASS is
approximately $95,000
Personnel Cost:$0 Operating Cost:$30,000 Capital Cost: $0
Strategic Plan Objective: Supports all City Strategic Focus Areas, used by many departments.
Total Enhancement Cost -Year 1 of 1 Funding Source:54% General Fund / 46% Enterprise Fund
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$0 $30,000 $0 $0 $0 $0 $30,000
Orthoimagery/LiDAR Cost Share
www.meridiancity.org
•Install new fiber in existing ACHD conduit along Franklin Rd
•Will move City off ACHD’s fiber
•Will give ACHD more room for upcoming projects
Personnel Cost:$0 Operating Cost:$12,000 Capital Cost: $0
Strategic Plan Objective: 3.C.3 -Develop and implement technological and communications contingency plans
and programs for the City. Key to Public Safety.
Total Enhancement Cost -Year ?? of ??Funding Source:54% General Fund / 46% Enterprise Fund
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$0 $12,000 $0 $0 $0 $0 $12,000
Fiber on Franklin Road
www.meridiancity.org
•Comprehensive Financial Plan items
–Document Management System
•Upcoming projects
–Windows 10 Upgrade
The Road Ahead
FY2019 Budget Workshop
Finance Department
www.meridiancity.org
As a valued member of the City’s growing community, the
Finance Department’s Vision is to work in harmony with the
City’s overall commitment to obtain the highest levels of
Customer Service, Accountability, Respect, and Excellence for
our City’s departments, citizens, and growing community
members.
www.meridiancity.org
Mission / Vision Statement
Premier Starts Here
www.meridiancity.org
www.meridiancity.org
Budget Dollars at Work
Administrative Assistant
Eunice Otero
www.meridiancity.org
Budget Dollars at Work
Financial Analyst
Brad Purser
www.meridiancity.org
Budget Dollars at Work
Utility Billing Lead Account Clerk
Amanda Plitt
MUBS Counter Remodel
www.meridiancity.org
Budget Dollars at Work
www.meridiancity.org
Enhancement Title (in priority order)Service Level (increase or maintain)Amount
Procurement Software Maintain $50,000
Total $50,000
Enhancement Summary
www.meridiancity.org
•This will move the City’s bid process from manual to electronic system
–Streamline bidding process and provide a substantial analysis tool
–Enhance communication between City and vendors
–Quicker bid to contract timeline
Personnel Cost:$0 Operating Cost:$50,000 Capital Cost: $0
Strategic Plan Objective: Purchasing's mission to obtain maximum value for the tax dollar, provide
City departments and the public timely, courteous, ethical service and provide transparency
Total Enhancement Cost -Year 1 of 1 Funding Source:54% General & 46% Enterprise Fund
Prior Year(s)
Funding
FY2019 FY2020 FY2021 FY2022 FY2023 Total Estimated
Project Cost
$0 $50,000 $35,000 $35,000 $35,000 $35,000 $190,000
Procurement Software
www.meridiancity.org
•Budget Software
The Road Ahead
www.meridiancity.org
Questions
www.meridiancity.org
What is needed of Council between Today and July 12th?
Ask Questions
We would like to answer as many questions before July 12th workshop
Request clarifications
We would like to provide requested information before July 12th workshop
Communicate with City staff and fellow Council members
We would like to share all information obtained before July 12th workshop
Workshop Day #2 Wrap-up