2019-06-05 Budget WorkshopMeridian City Council Budget Workshop Agenda – June 5, 2019 Page 1 of 1
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BUDGET WORKSHOP
AGENDA
City Council Chambers
33 East Broadway Avenue
Meridian, Idaho
Wednesday, June 5, 2019 at 1:00 p.m.
1. Roll-call Attendance:
X Anne Little Roberts X Joe Borton
X Ty Palmer X Treg Bernt
_X____ Genesis Milam ______ Luke Cavener
X Mayor Tammy de Weerd
2. Adoption of the Agenda - Adopted
3. City of Meridian FY2020 Budget Presentation Workshop
Meeting Adjourned at 3:09 PM
Meridian City Council Budget Workshop June 5, 2019.
A Budget Workshop Meeting of the Meridian City Council was called to order at 1:00
p.m., Wednesday, June 5, 2019, by Mayor Tammy de Weerd.
Members Present: Tammy de Weerd, Joe Borton, Ty Palmer, Genesis Milam, Anne Little
Roberts and Treg Bernt.
Members Absent: Luke Cavener.
Item 1: Roll-call Attendance:
Roll call.
X__ Anne Little Roberts X _ _Joe Borton
X__ Ty Palmer X__ Treg Bernt
__X___Genesis Milam ______Lucas Cavener
__X__ Mayor Tammy de Weerd
De Weerd: Okay. It is 1:00 o'clock and we have a quorum. So, I'm going to go ahead
and start this meeting. It is City Council Budget Workshop and welcome to all those in
attendance. We will start with roll call attendance, Mr. Clerk.
Item 2: Adoption of the Agenda
De Weerd: Okay. I don't know -- does anyone have an agenda in front of them? We
want to move to approve the agenda.
Palmer: Madam Mayor, I move we approve the agenda as published.
De Weerd: Okay.
Milam: Second.
De Weerd: I have a motion and a second to approve the agenda as published. All those
in favor say aye. All ayes.
MOTION CARRIED: FOUR AYES. TWO ABSENT.
Item 3: City of Meridian FY2020 Budget Presentation Workshop
De Weerd: And so the next item I imagine is to do the budget workshop.
Lavoie: That is correct. Madam Mayor, Members of Council, again , we have the
opportunity to present to you the budget workshop 2020. Appreciate you guys finding
time out of your busy day to join us. Today we are going to present to you the fiscal year
2014 budget. I see the books are on your desk. This year we will change the format of
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delivery just a little different. The data in the books represent how you have seen it in
year's past. So, nothing's changed there. What's going to change is the way we deliver
the presentation to you. As you can see behind us we have all the subject matter experts
in the room, so at anytime, please, ask questions on anything. We have the subject
matter experts here. If there is a question that we are not able to answer right now and
that we feel that we need more research on to give you a proper answer, we will reply to
you via e-mail like we have in the past as well. We will keep tabs of all the questions that
don't get answered here. That way we make sure that you are receiving the information
that you have requested. Again, we do have 30 days before the July meeting, like we
always do. So, we encourage you guys to engage all department staff members for any
questions that you have on this budget. We will reply to all Council Members, all directors
and the Mayor with the reply so everybody has the information at the same time. So,
please, engage us like you have in the past. We promote that. Engage yourselves here
today during this discussion. We are here until 5:00 p.m. We do have slated tomorrow
as well from 9:00 to 12:00. At the end of this meeting we will ask you guys if you need
that time again for us to meet. But right now we are slated to go from t oday until 5:00
p.m. and, then, we will take a poll on tomorrow. So, again, please, e ngage us with
questions. We will present this budget book to you with limited I guess presenters. The
presentation for today will be the Mayor, myself, and Jenny. We will -- in years past you
have had the departments deliver the presentations to you. We are going to try to
streamline it, see if it works for you. You're going to hear the budget presented by the
Mayor for all the -- what we call enhancements. In the e-mail I sent out a week and a half
ago we are going to use a new term called budget requests. So, when you hear an
enhancement or budget request, they go back and forth, they are the same thing. Going
forward we would like to start using the word budget request, instead of enhancements.
But you will hear it throughout the day. Just know that we are saying the same thing. The
Mayor will present those to you. Jenny will present the base budget. She will present to
you the revenue and she will present to you the replacements. I will present to you the
growth discussion at the beginning of the presentation and, again, you have subject
matter experts here. Please ask them, they can come up and answer any questions at
anytime. Again, the budget book is developed, it has been delivered. It's in the same
format. So, before we get into the presentation we will give it to Jenny to give some
housekeeping. We do have some additional documents we have to give to you since we
have last published it a week ago. There have b een some changes, so we will update
you on those and how we get those into the book. But with that, before I give it to Jenny,
I just want to say thanks to the Mayor, all the directors, all the staff members who put in a
ton of time to put that book in front of you. It takes the whole city to make this happen.
Again, Council, you have been involved since February with the base budget discussion.
Have been involved in April with enhancement discussions. I just want to extend a thank
to you guys and all your time to get us to where we are at. We are not out of the woods
yet, we still have some work to do, but I'm very confident with the new book that you have
in front of you today, but I just wanted to take the time to say thanks to everybody and
especially thanks to Jenny and Brad for doing 90 percent of that bookwork to put it
together. They worked a lot with all your staff members. So, again, just take my one
second to say thank you for everybody. And with that I will hand it over the Jenny to do
some housekeeping for you.
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Fields: Okay. Good afternoon, everyone. So, there has been a few changes since we
last delivered the base budget -- or the budget book last Thursday. So, in front of you you
have a packet. The very first piece of paper is the summary of all the changes that have
occurred. The following information -- or the following documents I'm going to walk you
through so you can insert them and replace them in your book. So, the -- let's go with the
documentation. So, let's -- for your very first one is the summary sheet. The summary
sheet has the General Fund, Development Services, and Enterprise Fund. So, in your
budget, the tab that says summary, go ahead and replace this piece of document with the
one that's in your book. Okay. I think everybody has got it. The next piece of paper is
under the Finance tab. This is an addition. This is a new budget request that was done
after the book was printed. So, there is no replacement of this document, this is just an
additional -- and this is in the purple portion. Okay. Everybody got it? The next one
under your -- okay. All right. The next section is under your HR tab. Same thing. It's
right after the purple sheet. Okay. Next is IT. So, under your Information Technology tab
-- again, it's right after the purple sheet. Are you there? Okay. The next piece of
document is an addition to the Police Department. This one is also after the purple sheet,
but it is the seventh one. This is -- you should have six budget requests or enhancements
before this one. And it's numbered. Okay. Ready to move to the next department?
Public Works is the next department. This one is at -- right after the purple sheet. Okay.
Wastewater is the next one. This one is right after the purple sheet. And last, but not
least, is -- and it's the very last tab called supporting documents. You can insert it at the
very first page. This is not a replacement, this is just additional information. Okay. N ow,
I'm going to go over all these pages that's occurred.
Bernt: This one?
Fields: Yes. That one is the very last one. Supporting documents. Right after the tab.
Little Roberts: I was going to say, Madam Mayor, we should probably let the record show
that Councilman Borton has joined us.
De Weerd: Yes. Late.
Fields: So, I have provided a summary sheet of budget changes, so I'm going to go over
those with you. The very first one is the market -- or the merit proposals. What was
printed in your book for you to see was three percent. We changed it from three to 2.5.
The market adjustment was originally at 1.25. It's now changed to two percent. These
-- the following are additions that were added to your book. In the Finance Department
you will find an equity adjustment in amount of 1,421 dollars. HR also has an equity
adjustment, a little over 4,000 dollars. IT. Same thing. Equity adjustment in the amount
of 1,700 dollars. In our Other Government there was a change -- an increase to the
Allumbaugh House contributions. We received the contribution estimates from the
agency and it went from 64,288 to 67,053 dollars, resulting in a 2,700 dollar increase. In
our Police Department we had a -- a slight modification to one of the budget requests. It
was a reduction of 1,323 dollars. In the same department, PD, we had added the precinct
budget request the two million dollars. In our Public Works Department there was an
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equity adjustment, an amount of 3,460 dollars. Wastewater had a personnel
reclassification in the collections division in the amount of 6,600 dollars. So, that is a
summary of all the changes that have occurred since last Thursday. So, now your book
is up to date. With that I would turn it back to Todd.
Lavoie: Thank you, Jenny. So, with the updated book I can twice there -- I will let you
know you do have a balanced budget. We are using a few dollars in the fund balance to
pay for one time replacements and capital expenses that we have been planning for, that
we have been saving for, but at the end of the day you have a balanced budget. I will go
ahead and answer the question, the budget before you -- that stands in front of you or
sits in front of you has a zero percent allowable tax request. So, getting those two things
off the top, just to let you know that's where your budget stands right now. We will go into
the budget in my presentation. I will talk about growth. But I just want to let you know
you have a balanced budget with a zero percent tax request at this time. Any comment,
Mayor, or are you good?
De Weerd: Yeah. I'm good. At this point I do want to give a heads up and it will probably
be something that you will hear between now and the July workshop, but the
compensation committee is still meeting and we just got the benefit evaluation back that
will go through the compensation committee for discussion and so there could be some
impact to the budget that is yet to be presented.
Lavoie: Thank you. So, the agenda today -- I will present you the growth discussion. I
will hand it off to Jenny to complete the General Fund, Enterprise Fund review, which is
all inside your book as well and, then, at the end we will give you a total city budget, tell
you the total value. The Mayor will present to you the budget requests, which will be
intermingled between the General Fund and Enterprise Fund and that is the agenda
today. So, I will start off with the growth discussion. This is the agenda I have slated for
the growth agenda. I'm going to take a look at the past, look forward, discuss some of
our changing landscape items and discuss our challenges moving forward. Council
Members, do you need these monitors behind us turned so you can see them?
Milam: They are being used by -- if everybody else is okay. Yeah, I can't really see. I
can move maybe -- oh, there.
Lavoie: Which one would you like moved for yourself, Genesis?
Milam: That one.
Lavoie: That one?
Milam: My eyesight is --
Lavoie: Are you guys good over here? Everybody have a good visual? So, with that the
growth discussion. Looking at the past. You have seen this slide before. Starting in 2000
-- the year 2000 we are at 34,000 -- right around 35,000. Nothing new here. You guys
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have experienced a ton of growth since then. The city departments have had to adapt,
they have had to change their methods of delivery, they have had to change their
approaches, they are going to give the services to both internal and external customers.
Some of the departments, water and sewer, the fire and police, they had to worry about
expanding their services to the outer edges of the city limits, so not only just keeping it in
the middle, going all the way to our outer edges. So, what we are showing here is over
the last number of years departments have been required to adjust the way they think
about the budget, how they deliver their services, and this is going to be true going forward
as well. I just wanted to show you that. This is where we have been in the past. The
next slide will show a comparison. Now, we get asked, you know, how are we compared
to Boise. That's our next closest largest city. So, this is a look at the past of us versus
the city of Boise. This data is acquired from COMPASS. The data represents population
counts on this particular year. So, in the year 1990 Boise had a little over 120 -- 125,000
and we almost had 10,000 people in the population. So, you can see the population
counts going left to right. In 1990 you will see a 13 to one. What that represents is how
many times larger Boise was than us. They were 13 times larger than us in 1990. You
go across the screen to your right, now they are two to one. We are almost half the size
of them. Which is awesome. Which is amazing. So, again, I just threw it out there,
because people ask us how are we compared to the city of Boise, there is your answer
for your population. So, a little follow up tidbits here for you. If you do the math Boise
from 1992 to 2019 grew that much. If you quickly do the math on Meridian, you can see
it's very similar. So, to think that we have grown at the same population rate as Boise is
phenomenal. It's crazy to think that. We had an infrastructure setup for 9,000, they had
an infrastructure setup for 125. So, our today is basically their 1990 now. So, we are
now stepping into their 1990 shoes. But to ask our staff members to manage this amount
of growth, basically building the city as people come here , is a -- is a huge testament to
not only the previous council members, the mayors and staff department, again, I just
want to give kudos to everybody in the past who has gotten us to where we are, because
Meridian is now one of the best cities in the nation. It's been touted that in multiple
publications. That didn't just happen by accident, it happened by proper planning, proper
discussions, proper meetings like this. Our goal is to continue that trend to make sure
the next 30 years represents the success that we have had in the past 30 years and this
doesn't just happen just by accident and to make it even more fun, because we like
numbers, Boise has increased 88 percent. You can try to do the math real quick, but the
answer is 1,095 is the amount of growth that we have experienced since 1991. Again,
that's just percentages, but, again, at the end of the day kudos to the city and the staff for
what they have done over the past 30 years. Our go al with the current staff members
and how we develop our CFP plan is to mimic the success story of the last 30 years and
that's our goal. The budget you will hear about today has those same goals in mind , to
make sure that we are successful, not only for 2020, but also for the next ten plus years.
So, just fun little tidbits of information for you about us and Boise. So, again, continue to
look at the past. You saw the growth in population. These are the permits of single family
and multi-family. Over the timeline here if you added up our average permits per year is
1,213. We had a high back in 2005 of 3,300 our low was 1990 at 214. So, your 1,213
average permits, a very strong number. Commercial we don't have the data back to 1990.
So, we have data back to '05. Since 2011 our average is about 950,000 square feet of
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commercial space added. That's a very consistent eight year trend that we can work off
of and we use this data to help forecast our future. Again, we should see some peaks.
We know we have some big projects coming up and that's fine, we will have some peaks
and valleys, but I think on average a good million a year is a strong sustainable number
for the City of Meridian to see and to continue to manage. Next slide is -- this is an article
-- publication called Governing. Now, this was published in March 13, 2019. This
reviewed all the cities in America that had the most permits pushed throughout the year
and low and behold we are number seven. Again, this is throughout the nation. Not too
surprising given that we know that we are the fifth largest company -- or fifth largest
growing city in the nation. This graph supports the last graph. This is a Q1 report that
we get from a data -- permit tracking company. You can see Meridian is -- has a lot of
interest in the submitted. So, that just supports what we are seeing and hearing. This is
telling us the future is in the continual growth process and if you compare the submitted
to the total submitted you can see we make up over three quarters of the bar. So , if you
add up all the other cities we are still greater than all the cities combined. So, we have a
lot of interest here at the City of Meridian. So, that's a strong future. That means a lot of
growth and activity is going to occur and as I referenced earlier, this is your top five fastest
growing cities that's published by the census a couple of weeks ago and we are number
five and this is all news that I know you have heard about. We just want to present it to
you in the form that, you know what, the city is trying their -- I think we are doing a very
successful job in managing this growth at an exponential rate. We are five. We are
number seven. We have been doing this for the last number of years. So, again, just
going to take the opportunity to give kudos to the staff , to you, Council, to give us the
resources that we need for us to continue to deliver the premier services that our citizens
have come to expect. We need to continue to make sure we meet the staffing needs and
the resource needs, because you can see the development is coming. The next few
slides are going to support more development coming. You guys are the ones who
approve all the developments. So, all the decisions that we make here with the
development approvals has an impact on not only the staff , but all of our other community
partners as well. So, that is a look at the past. This is a look at the future. This data here
represents information collected from COMPASS, from the census, from our internal
department growth committee. This is where we believe we are going to be in about ten
years with permits for both multi-family and single family, 13,852 permits is what we think
we are going to push over the next ten years. That's roughly 30 to 40 thousand more
citizens. That's a ripped off slogan. That's 30,000 -- 30 to 40 thousand more people that
we expect to move in here over the ten years. You will see the first five years are above
our average of 1,213 over the last 30 years. So, again, we still have five years of still
strong growth. It looks like we are in a recession, but we are still above our average. So,
there are still growth -- strong growth years. Then we do slow down a little bit, but we
adjust these numbers every single year with the census, COMPASS and our growth
committee. So, this is where we are at right now for the next ten years. This next slide
here shows you what our current inventory is and what I mean by that, these are all things
that you have already approved and you have seen them. Community Development
Department tracks this and what this represents is the inventory on -- in the city that has
not been constructed. So, we still have these more -- this many more rooftops to come
in in full construction. So, if you add up these 7,000, plus the other 14,000, you can see
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we have 41,000'ish new permit types that we are going to have to manage over ten years.
It's a lot. This budget represents our goal to meet those requests that you have approved.
So, our goal is to make sure we are maintaining the services that our -- our citizens have
expected from us. So, again, just wanted to show you where we are going looking
forward. This slide here kind of shows you the same graph, but now we added in 2030
to show you what's going on and our biggest concern here on this graph -- or this picture
-- what it depicts is it's the outer edges, how far we are asking our services and our staffs
to now cover. It used to be a nice little shaded area in the middle. You can see we are
getting all the way to the edges. Fire and police now have a larger response area. The
Enterprise Fund now has to make sure they can provide the services all the way to the
edges. So, again, these are new challenges for us. We have to continue to adapt and
change the way we approach our delivery methods, our planning methods. But I believe
as long as we continue to have productive , collaborative discussions we should be able
to successfully navigate the growth of 2030 and the budget you have here is one of the
starting points for the next ten years. This next area is called -- what we are calling
changing landscape. This just gives you a visual idea of that -- that -- I hate to use the
word sprawl, but this is that impact of where new houses will be showing up by the year
2003. So, between now and 2013 this is where we believe the new housing projects are
going to be developed and what this -- our goal here with this slide is to show everything's
on the outer edges. That means we now have to focus all of our energy and attention to
those outer edges. We have to think about how we are going to deliver the -- the services.
This is your employment graph. The graph is between now and 2030 this is where we
believe the new jobs will be showing up for the City of Meridian. Not too surprising right
along the I-84. Not too surprising there. But you can see looking at the northwest we
have now some southwest projects. Again, new challenges for all of our service
departments to now meet. Again, they are discussing how they are going to facilitate this,
how they are going to meet the approved growth that we have done here in the Council
to approve all the development projects. So, again, just a kind of visual idea of what we
are managing and what we are building our budget to. This is a summary of what you
have seen. Again, by the year 2030 we expect to have a little over 150,000 people. We
are going to add about 11,000 jobs by 2030 and 13,000 more households. That utility
billing is going to have to facilitate, water and sewer is going to have to facilitate, fire and
police are now going to have to make sure they provide services to . So, again, a lot of
growth occurring over the next ten years and we are going to do what we can to
successfully navigate this change. The next slide is very similar to the previous one for
household changes. But we just wanted to show you our neighboring cities. It's not just
the City of Meridian that we have to manage, it's our neighboring cities. We have a great
working relationship with them, but we also need to take into consideration their changes.
If you notice we are right in the middle. A lot of things -- you know, a lot of cars drive
through us. A lot of activities is within us. So, we need to take all of the aspects into
consideration. Our daytime traffic changes dramatically on Fairview and Eagle and other
roadways. So, the outside agencies -- or outside cities we also need to continue to look
at and work with them, so that we can make sure that all of the residents in the valley are
receiving the services that we can deliver to them. But ideally we need to focus on the
City of Meridian, but we just wanted to show that -- show you a lot of activity on the west
side of our area and the northwest is going to be impacting the services and our city limits
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on that side and the same thing with employment. This is the same slide with the Treasure
Valley included. You can see a lot of interest on that west side of our border or the east
side of Nampa. A lot of stuff up in north. Again, these are all just things that we use in
our growth committee, that we use to discuss how we are going to plan for the next ten
years. Just want to share these slides with you. It's not just the City of Meridian, it's also
our fellow neighboring agencies that we need to continue to work with to make this a
successful next ten years. You have heard me say some of the words on this slide. You
know, how are we going to do this. It's a daunting challenge. We have done it for the last
30 years successfully. Our goal is to do it again for the next ten years and 30 years
successfully as well. This slide just shows you some of the concerns that some of the
departments will have. I did throw a few items on here at the bottom. Last three.
Roadway, schools and libraries. We all understand we don't have a direct impact on their
decision making, but I do want to take an opportunity to discuss the impacts that we have
on them by the decisions we make. They are one of our stakeholders. Roadways.
Schools. Highways. The development community is a stakeholder. We have to take into
consideration all the stakeholders on every decision we make and there is one
stakeholder group I have left out purposely, but least, but not last -- last but not least is
our employee group, guys. Every time we approve this vast amount of growth we have
to think about all the stakeholders at once. We understand development is doing very
well, as you can see from the growth and our projections. There, again, you know, they
are going to do very well. Schools, roadways and libraries. They don't get a direct
decision that you guys get. We are imposing new requests upon them and they don't get
to make those changes as fast as we do . So, I just let you -- we take them into
consideration. We know -- as we make these decision roadways are behind. I know Ty
is a big proponent of, you know, getting the roads correct. Well, we are making those
decisions that are impacting their inability to keep up with our growth . Schools. We know
schools are behind. We know libraries are behind. They are going out for bonds to keep
up with our decisions to continue to increase the development and the growth and, then,
again, last, but not least, our employee group and they successfully managed 30 years.
We need to continue to support them. We don't want them to continue to push more
product and not deliver the quality that we want of them. It's great to push things fast, but
we don't want to sacrifice the quality. You have asked us to deliver a premier city and that
is not only from the services, but that's also the internal customer service. I just ask that
the decisions that we make -- think of all the stakeholders that are involved. Don't forget
the roadway group. Don't forget the schools. The libraries. Don't forget the employees,
guys. That's all I ask. The next 30 years is going to be just as -- you know, just as fast
as the last 30 years. This is just me asking. Think of all the stakeholders when we get
these development groups -- development plans in front of you. That's all I ask. I will
touch on two departments in particular, Police and Fire. I reached out to them. I said if
you could project what you would need by 2030, how many more employees would you
need? To give me an idea, the Fire Department alone will need at least 38 -- I mean --
sorry. Police Department alone will need at least 38 more police officers alone, just in the
next ten years to meet the growth model that we are projecting here and all the
development we are approving. Fire has projected they are going to need Station 7,
Station 8, Station 9, one ladder truck and two ARVs in the next ten years if we continue
to push the outer edges of our development to the boundaries. So , again, these are all
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stakeholders that we have to always consider as we are pushing all of our development
to the outer edges as this picture shows. Obviously, if we kept everything tight and density
-- density based, it would be a much different story. But we are not, we are doing -- I hate
to use the word sprawl, but we are doing the sprawl. We are getting to the edges. I just
ask that we all think about those other stakeholders, not just us, but the other stakeholders
as we approve this development over the next ten to 20 years. And with that I will go
ahead and get off my soapbox and allow any questions on the growth discussion before
I hand it off to Jenny.
De Weerd: Any questions?
Milam: Could we get a copy of that slideshow?
Lavoie: I'm happy to send the slideshow to you guys after the meeting. Yes.
Fields: With that I'm going to present the General Fund first. The agenda for the General
Fund will be we are going to talk about assumptions, revenues, then, we are going to go
right into the base budget expenditures, replacement expenditures and budget requests
before I hand it over to the Mayor, which is also known as enhancements. We will wrap
this up for the General Fund by talking over summaries of where -- how everything stacks
up. So, the following budget slides and feature budgets are developed based on many
many of the data that Todd just presented. With all the approved projects for single family,
multi-family, commercial, we must continue to plan responsibly -- responsibly for our
community. With that I'm going to talk a little bit about assumptions that we have in the
General Fund. So, as Todd discussed the proposal in front of you today does not take
any allowable portion of the property tax increase . Just for information purposes -- I'm
sorry. The three percent allowable increase would be the equivalent of a little over a
million dollars. That is $8.94 annually for every 100,000 dollars of taxable property -- or
property taxable value. Our levy rate projection is .0032. That is down from previous
years of .0034. Our fiscal year 2020 compensation plan, as we discussed earlier, is -- we
are proposing a 2.5 market recommendation. That's equivalent to 195,000 dollars. Now,
that does not include fire union and fire STEP plan. We are recommending a two percent
market adjustment. That is an equivalent of 236,000 dollars and, again, that does not
include fire union and police plans. This year in your budget -- in your proposed budget
it does not include any police STEP plan adjustment. For our Fire Department we have
included in there roughly amount of 117,000 dollars. Our medical benefits will not be
changing. There will be a zero percent adjustment from our carrier Blue Cross. We will
continue on with General Fund assumptions. There -- the items are a representative list
-- our increases to our fiscal year 2014 budget and that we want -- we would remind you
we are working with other neighboring agencies to discuss what the future implications
are with all of the Treasure Valley agencies. So, Idaho Humane Society, Boise
Prosecution Services, Valley Regional Transit and, then, a reminder that Fire Station 2 --
I mean -- sorry. Fire Station 6, which is online for fiscal year 2020 and our streetlight
Digline locates are an increase to our budget this year. Let's talk revenue. So, in the
proposed budget General Fund total revenue projections is around 61,834,000 dollars.
That is made up of -- the majority of it is property tax, 58 percent. Intergovernmental
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revenue just 60 percent. Those are inclusive of state revenue, state liquor, rural fire and
grants. Ten percent of impact fees is the makeup of our total revenue in General Fund.
Five percent is other and three percent is project fees. So, how this stacks up from last
year. The property tax we are looking at about a 6.39 percent increase from fiscal year
2019 budget. Inter-governmental is about 15.31 and where you can see Development
Services is down a little bit, 6.53. And Other General revenues are up about three
percent, 3.36. I'm going to provide you some numbers here. So, how property taxes --
because property taxes makes up the majority of our General Fund revenue, property tax
changes from fiscal year 2019 to 2020. Base budget portion of the tax increased about
2.6 million. That is the bar graph -- I mean the bars on your left. New construction
increased a little bit. They increased around 813,000 dollars. You can see allowable
increase is zero in taxable increase. We are going to switch gears and talk about
expenditures. Total General Fund expenditures for fiscal year 2019 at the moment is
62,238,000 dollars. The majority of it is in personnel, which makes up about 68 percent.
Ongoing is 17 percent. And capital is about 17 for the General Fund. Okay. General
Fund base budget. These are the items that we discussed at length during our March
meetings with the department directors and liaisons in there. So, compared to our last
year's base budget, it's -- we are looking at a 2.66 percent increase. Now, compare that
against our population growth that Todd just presented, about 6.1 percent previously
mentioned. You can see that we are growing our base at a much slower and moderate
pace and that's a good thing. Total personnel base budget changes compared to last
year. It's about a 2.69 percent change and operating -- total operating base budget
change is about 2.14 percent. I'm going to change and talk about replacements. General
Fund replacements this year is about 2.17 million dollars. The majority of it is in our
equipment. it encompasses around 1,260,000 dollars of equipment. Vehicles we have
-- we do have about 14 vehicles that are being replaced and the value totals around
680,000 dollars. Technology infrastructure. Those are our computer and printer, copier
replacements. That is a total of 194,000 dollars. The -- you can't really see it here, but
the other -- this little green graph is software. Software is around 26,000 dollars.
Lavoie: I'm going to jump in real quick. As we transition to the budget requests just want
to let you know all the information that Jenny just went through is inside your budget books
on the summary -- summary sheets. Again, it's the same information that you have just
delivered differently. You notice that we didn't do departments like we have in the past,
now we are using just overall general. Everything that Jenny presented to you is in your
books in -- in line item detail. So, if you want the details they are there. If you have
questions please let us know. I just want to reiterate that everything you have is at your
fingertips on the summary sheets that Jenny hands out later, but, then, there is even more
detail as you go farther into the book. So, just -- we are just -- we are displaying the
information just a little bit differently as we have in the past. This part is --
Borton: I have got a Jenny question.
Fields: Yes.
Milam: Me, too.
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Borton: On the -- on the cover sheet, the new --
Fields: Yes.
Borton: -- the new one, if I look at the -- I'm looking at the General Fund merit proposal.
Fields: Yes.
Borton: The one in the original binder is three percent, total 540,000 and change.
Fields: Uh-huh.
Borton: The new one a 2.5 is 219.
Lavoie: You passed. Congratulations.
Fields: So, the original -- the original summary that was presented in your books, there
was a -- a typo in there. So, the correction has been made, so the revised summary sheet
is the most accurate. So, Joe passed a test if you wondering --
Lavoie: Good job, Joe. Good job.
Palmer: I leaned over and told him.
Milam: I was just wondering when growth starts paying for itself. So, looking at your
numbers as far as the per hundred thousand. Now, you remember in years past it was a
cup of coffee. So, with all of these new houses online that are paying taxes now that the
three percent would be nine -- three cups of coffee, two really good cups of coffee at least
per hundred thousand for the eight --
Fields: 8.94.
Lavoie: 8.94.
Milam: So, nine dollars.
Lavoie: A year. Yeah.
Milam: Right. So, why is that such a significant higher -- significantly higher number?
Lavoie: Than?
Milam: A cup of coffee every -- for every hundred thousand, which was like $3.65 or four
dollars.
Lavoie: I will research that for you. I will go grab what it was for three years --
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Milam: We have now got more homes or property paying in their fund, so it seems like
that should go down.
Lavoie: I agree. I don't think the number was three dollars. But I will double check. If
I'm wrong -- I will go ahead and double check. I will double check that right now for you.
Milam: I guess it depends on if you're drinking it Jumbo Cappuccino or Matakana, but --
Lavoie: Very true.
Milam: Still I don't think it was nine dollars. I think that number is a lot higher than what
it was.
Lavoie: I will get the slides from the previous three, four years and let you know exactly
the numbers that we posted for it --
Milam: Thank you.
Lavoie: -- and, then, we will be able to answer it then. Thank you.
De Weerd: Other questions? None at this time?
Lavoie: Well, with this I'm going to hand out some paper to you.
De Weerd: So, under this new format we are using the five different city focus areas and
looking at our requests that we received and relating them to each of these areas, which
we required that each of the departments did in -- on all of the request forms and you will
see that in each enhancement, how the departments felt they aligned with the strategic
focus areas and we -- not taking and put them in every focus areas that they relate to,
more the general one that has the most relationship to it. We have also -- so, you will see
on the left-hand side these are the enhancements that have a relationship with
maintaining a level of service and that is related to an existing service that already exists
and to maintain levels of service. The right-hand column will be enhancing levels of
service or new programs. So, I'm going to focus on the enhancing service new program.
However, at the end of each strategic focus area, if you have any questions on any of the
items on there, please, let me know.
Lavoie: Mayor, just to let you know, I did hand out a copy of each of these five focus
areas for your Council Members to keep track of.
De Weerd: Okay.
Lavoie: So, they have it in front of them.
De Weerd: Perfect. So, I will -- will first go into the first -- fixed route transit. You had a
presentation that Kayla did a couple of months ago on -- on this particular enhancement
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or request. I will finally get out of enhancement. But it is enhancing levels of service. So,
this is a first step in the Connect 2.0 to reduce commuter traffic. This will connect three
cities. So, Nampa, Meridian and Boise. It picks up at Ten Mile from -- from Nampa --
from Nampa and it connects Ten Mile to downtown to The Village and so this goes through
three of our employment areas, which it also connects and it also runs through our LMI
area that we feel this enhanced service will serve not only employment, but will connect
to services as well. This is also dependent on if we get matching funds for the vehicle. If
we do not we won't move forward with this -- with this segment enhancement. So --
Milam: Madam Mayor?
De Weerd: Yes.
Milam: I guess I would -- before our July meeting or -- I would like to get some kind of an
update from them I guess on -- on that, but also part of the request was to -- for them to
try to get some funding partners from the businesses this would be serving and we haven't
had an update on that. They were going to have some conversations and before I
approve -- we should be approving the entire amount in our budget, that was kind of --
part of the request from us. At least for me.
De Weerd: Yeah. And, I'm sorry, I wasn't there during that -- that presentation, but I do
see VRT is here and we will bring that back as part of the pre-regular agenda item and
have an update. Okay. The next item is the Northwest Police Precinct Station. You heard
this a little bit when you heard the Central Valley Development presentation, that they
anticipated a police substation in there. The police -- and this is part of their strategic
growth to help with response times to the northwest area of our community. It will add
3,000 -- or 6,000 square feet of flex space. So , we are looking at being part of a flex
portion and -- which allows us a little bit of growth room. It will also -- you don't see
anything but capital in this request. Next year they will come back to request equipping
it and staffing it as well. So, this is the first phase and we wanted to make it so it was
doable and this will allow us to work with developers, with design and construction and
our CI portion.
Palmer: Madam Mayor?
De Weerd: Yes.
Palmer: Sorry if you said. Where is that?
De Weerd: In the area that you just approved at Chinden and Highway 16 in Central
Valley Medical Center.
Palmer: Okay.
Milam: Madam Mayor?
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De Weerd: Yes.
Milam: Is that impact fees?
De Weerd: Yes. This Is -- this is impact fees. And, actually, it is impact fee funds that
need to be spent before they expire. So, the timing has been very fortuitous and with the
high school coming up in that area with a lot of the new developments, that area has been
an area that's been challenged as far as response time. Okay. And economic vibrancy.
We do not have any enhancing service or program request. W e -- so, I will -- I don't have
anything specific to -- to touch base on on that regard. In Responsive Government, we
do have four items that I will comment on in terms of enhancing services and in some
cases it's more saving time and building in efficiencies. So, first we have the commissions
and committee software. This will save over 800 man hours a year to -- to help track a
number of different items as they relate to committees and commissions. It will also add
new tools to help us track years of service, attendance. We do have per our ordinance
an attendance requirement and it allows -- it gives tracking of that. It also will help us with
the application process. So, those that have indicated an interest that they want to serve
the city, it will help us pull their names forward in each area to see if they are still interested
and perhaps what that opening would be. So, saves a lot of time -- staff time and we will
put everything in one area and make it easily accessible for staff . Opengov dashboard
reporting. This is opengov part two. We have seen that there is the useful internal and
external in terms of using opengov as -- as a resource. This is that next level in finding
-- bringing transparency to our financial information and showing our work meeting, our
KPI, and we will be working with departments to develop areas that they would like to tell
the story to the community and to our council members, but also it helps them with internal
reports as well. It makes it very -- there is an ease of use to -- use to this and, again, we
think it brings transparency and greater accountability to our way of doing business. This
is an example of -- of the dashboard and I'm sorry you can't probably really see that. We
use the public safety example and these are -- are using existing data points that are
currently being tracked that -- so, it will be easy to input and it brings it into a very usable
form for those that are needing it. Anything you want to add?
Lavoie: Yeah. The greatest value I think we are to see here is the ease of the access of
data to all of our users. So, we will work with all of our users, determine what information
is most and important pertinent to them and we will be able to put it on one dashboard on
one location and it's all one hundred percent mobile. So, if you have a parts maintenance
manager out there and who needs to have certain access to certain accounts, he will
have it at this fingertips of the -- of the accounts that he is most important -- most
responsible for. You have a waterworks person out there who is responsible for certain
budgets. He will have the data at his fingertips on his phone in his set dashboard request
for each individual. So, again, as the Mayor said, efficiency is our goal here, transparency
is our goal here and we think this helps the City of Meridian continue that push.
De Weerd: Okay. The next one has been a very robust discussion at our senior
management level. This is an enterprise content management system that -- in other
words, I relate it to Laserfische. We see that used in our Clerk's Office and in our Police
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Department. This would allow it to go Enterprise wide, so all departments could use it. It
would be a huge -- it's a huge asset to manage records retention that is established per
our code and it allows better search engines and, again, it is phase one of three different
phases, the first one being next year at 40,000 and, then, it grows from there. A lot of the
costs will be the subscription for the users once it's fully in place, but we see that this will
be huge in saving time and managing our -- our growing numbers of record -- of records
and that sort of thing and certainly Dave Tiede in our IT Department is extremely
passionate about this and he will give you everything you need to know and more if you
want more information on this item. This will -- will be a critical one for operations. The
police station improvements is -- is in anticipation of being able to house the growing
number of personnel in our Police Department. I can tell you that in the early 2000s when
we started the space study and the citizens group that -- that helped us bring a
recommendation for what the police station should look like , we never anticipated the
number of population or employees that this would house. This would allow us to do a
space study to analyze the space that we currently have and as you see on the slide,
these are a number of the different considerations that needs to be built into a plan and ,
then, put into place as it relates to those improvement s. So, this is really needed to -- to
help us manage our work areas and be able to accommodate the new bodies that are
being hired. Safe, healthy and secure. We have four areas that are enhancing or new
programs. The EMS division chief. This is a -- a nonunion position, because it does have
decision making authority. It will be a huge asset sitting at the table for countywide EMS
discussions regarding medical protocol and -- and we haven't had a consistent presence
-- presence as part of that. This also has direct oversight of the CPR and first aid functions
of the Fire Department and the outreach to our community. It will manage our EMT basic
EMS training as required by our state license in providing paramedic level service to our
community and it's needed to manage our -- our relicensing requirements for all of our
employees, as well as their certification. So, this would have a huge impact in -- in
maintaining a service that right now has been divided among a number of different
employees and in keeping a very focused approach to our EMS offers -- offering. Oh,
sorry. So -- if you want to see that it -- it is also in your book. So, this just takes some of
that information off of that. The next area is the training center and that's also known as
Scenario Village. This has been under discussion with City Council for the last ten years.
It is phase two. The first phase was the Public Safety Training Center and this has a
number of different components to it, so -- I'm not even using my notes. And -- and I do
have an illustration of -- of the master plan that you saw several years ago. This allows
for two buildings up in the upper left corner. Those are multi -levels and allows for ease
of using different props and scenarios to give our police and fire training. In the lower
corner is a residential component that also stages different scenarios that we would find
in our community. Just to the right of that is a fire prop and that red picture in the upper
right side is kind of a concept of what that would look like. This can take water and allows
additional training that is not currently accessed in our training tower that we have today.
To the right of that is a briefing shelter. It is a place where they will assess the different
things going on. It gives a shaded area to -- to that whole facility. We can certainly bring
back more information if you want an update from the department on that. This is what
is currently envisioned and that fire training component is using shipment containers that
can be easily replaced and is lower costs in order to continue to allow that particular
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training function. The rescue vehicle is something the chief and I have talked about -- is
what is the right timing for this. We have seen and we have appreciated the Council's
support and -- both in person and emotional for our Police Department as we have seen
an increase in violent crimes. This will not only blend into our community, but be a safe
shelter for our -- our public safety personnel, as well as our citizens and certainly heighten
our responses that -- that we have started to see in the valley and, unfortunately, we know
we are not immune to it. The question is always what is the right tim ing. Can it wait
another year? Well, maybe. But if you need it and you don't have it, then, my crystal ball
that I think Genesis wanted the other night, we are still looking for one that works. But I
think that this is an important enhancement to bring as a safety component to our -- our
public safety personnel. This is what it would look like when it does have a lot of public
safety protections in it. It can fit up to eight people and we feel it's -- it's an important
component and a lot of storage in there for various equipment -- medical equipment and
response needs. I think if anyone is into the Ada county emergency response, that they
did something similar and so -- a little bit more decked out than -- than this. We think that
this is very fiscally prudent.
Bernt: Is what? Excuse me, Mayor. Is what?
De Weerd: Fiscally prudent. This is a request from our -- our Police Department for
training software and it's -- it's to really be able to capture all the different requirements
that -- of training for all of our officers. It -- it is a records management thing. We do have
training software in Fire and in Public Works. They are all slightly different, so they don't
apply, but in talking to our IT as we start to need this, because we do need a citywide
training software that -- that documents what we are -- what we are using, we would like
to move to a citywide function, but we can't continue to limp along in our Police
Department. I think that is a little bit further down the road. But I do know that they have
been working with IT on -- on this and this is a resource that's sorely needed. Then,
finally, in our fifth area of arts, culture and recreation, we have four enhanced areas in
here. Our first being a public-private mural program. This is anticipated for our downtown.
We have had requests for public-private partnerships. This is a low cost and I think high
impact type of project that we can do in partnership with the public sector and -- or private
sector in our downtown to continue to give placemaking an identity t o our downtown
realm. The Parks and Recreation intern position request is really centered around an
industry standard. Most parks departments have intern programs and many of the
universities that look for these interns, these are paid positions. It would, of course, be a
part-time summer position, but they are involved in almost all realms of the public -- or of
the park system from summer camps to the sports arenas for Home Court and for events.
They will get involved in all of that and because they are studying in these areas, they
lend different insights and perspectives that we think it can be a win-win for both the Parks
Department and for an internship. Discovery Park phase two. This is the design for the
anticipated next phase. The design will dictate the 2021 request for construction of this
and we -- in the conceptual master planning we do have some concepts of what this
phase two will bring, but the design aspect will -- will do a lot of the cost engineering and
-- and what -- what the design needs to be and help us with what the cost will be when
we move forward with the -- the request for construction. This is impact fee eligible.
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Heroes Park parking expansion design. As we move forward with the expansion of Ten
Mile, we lose our parking lot on Ten Mile Road. It's never been a safe parking option, but
parents do it. They even drop their kids off and have them run across the road to get to
their soccer game or soccer practices. That will -- maybe as a blessing in disguise having
the widening, because it will eliminate that behavior, but we need to replace some of that
parking that we know is going to be needed. We do have a partnership with the Police
Activities League. PAL. They will pay for 50 percent of this and our similar fashion to the
existing partnership that we have with them today. So, this continues as a great
partnership with PAL and PAL is at the fall end of their reimbursement for the first part of
that partnership. It should be -- so, it should just continue that positive relationship. So,
those are -- are the budget requests for those areas that are enhancing or new projects.
The other ones are related to maintaining levels of service and certainly we can stand
ready to answer any questions that you might have.
Little Roberts: Madam Mayor?
De Weerd: Mrs. Little Roberts.
Little Roberts: A couple of questions on the safety help secure -- the number of police
officers and, then, I was curious about -- was the canine officer the one that's dedicated
to the schools or is this another canine officer? This is another canine officer. I -- I think
this is in response to the dog that has been a desired purchase from the MADC. Is that
-- chief, do you --
Lavey: Madam Mayor, Councilman Little Roberts, this is an additional canine. We have
had a plan in place for at least ten years to have six patrol crossed-trained dogs on and
so this would be the addition to that. The MADC school drug dog is still in the works, but
it hasn't come to f ruition yet and so that would be a dog that would be assigned to the
schools. But this one would be actually on patrol.
Little Roberts: Follow up. Are we contributing anything towards the canine -- school
canine?
Lavey: Right now it's just staff time. They have been advised exactly all of the areas that
would have to be covered, but the plan hasn't come forward yet, so -- I guess we could
always supplement this plan with the dog and I would come back back in front of you and
we could discuss that. But right now this is completely separate from what they are trying
to do. It's a great idea what they are trying to do, but they haven't come forward with any
money yet.
Little Roberts: Okay.
De Weerd: Follow up to the second part of your question of the number of officers. The
total FTE request from the Police Department was 16. This recommendation brings ten
of those positions in front of you. A lot of the conversation we had was in terms of what
is realistic to think we can hire and train and get the POs -- get them up and operating on
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their own. We also have a number of retirements that are going to challenge our hiring
and being able to push over positions, too. This is -- I feel is a realistic -- something that's
achievable in filling these positions and one of the -- the discussions we had with
command staff is after the retirements start to move forward -- and I think -- chief, how
many positions are coming up for retirement?
Lavey: Madam Mayor, Council, there is two only currently slotted for the rest of this year
and there is three that are eligible for next year. There is about 38 over the next five
years, so --
De Weerd: Wow. Yeah. So, one of the questions and discussion points that we had with
the command staff is if you get a pool of qualified applicants and they make it through the
various vetting programs that the police have, would there be flexibility, knowing that there
is a retirement coming up, to have some overlap of a new -- new recruit while -- before
someone retires. Council has been very open to those conversations and just having that
assurance makes them feel comfortable with the personnel that we are bringing forward.
Little Roberts: I guess follow up. How many were we able to hire this year?
Lavey: Madam Mayor, Councilman Little Roberts, we currently are processing nine, with
the hopes of having nine additional bodies on for October. Those are not in what we are
counting on right now. So, I don't know. It's --
De Weerd: It's a moving target.
Lavey: -- ever evolving process and sometimes it's a lot of bodies, sometimes it's one or
two bodies and so we are continuously doing hiring and training and putting them out
there. So, doing that as fast as we can.
Little Roberts: Follow up. If we had a phenomenal recruitment opportunity and could get
16, if that's what we really need, but they are not in the budget, would it be, okay, we are
not using budget enhancement? Wouldn't we --
De Weerd: You will have a budget amendment in front of you with that request. In the
time that Chief Lavey has been our chief I think we have accomplished fully staffed once
and that lasted six weeks. Am I exaggerating?
Lavey: It was three weeks.
De Weerd: Oh. Okay. Sorry.
Lavey: Three weeks.
De Weerd: Well, wanted it more positive.
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Little Roberts: I just wouldn't want us to miss an opportunity because it wasn't in the
budget, if we had -- had it in front of us.
De Weerd: And -- and that is the conversation we have had with the command staff. If
we had that opportunity Council would be approached and -- with a request.
Little Roberts: Okay. Thank you.
De Weerd: We think that would be a good problem to have.
Little Roberts: Agree.
De Weerd: Other questions? Okay. Todd, I will turn to you.
Borton: Could I ask a question of Jenny? It's more of a summary sheet question. We
had -- last year we had new revenue broken down to kind of carve out growth related
revenue sources to see, for better or for worse, what that is. On page three --
De Weerd: Do you want me to hold it in front of you?
Borton: Of the summary sheet, that additional revenue from growth, 3.387.
Lavoie: Your questions are great questions, Joe. I think we are going right where you
want to see us.
Borton: Oh. Okay.
Lavoie: That's next if you --
Borton: But last year we talked about medical benefit costs as an additional component,
to not include that or discuss that yet. It's an additional -- like an enhancement --
Lavoie: A medical benefit cost.
Borton: Yeah. The cost of benefits increasing. We discussed it last year. Had a
percentage. Had a dollar figure that we think it was one that was above the line items.
Lavoie: So, this year in the assumptions at the beginning of the presentation -- Genesis
got it. We are putting in a zero percent change for our benefit costs. So, we are not
presenting any extra cost, so that's the medical benefits for 2020.
Little Roberts: And that conclusion comes from what?
Lavoie: Well, from our medical -- or from our medical -- or benefit committee. We work
with Mercer and we thought that with the changes that we are planning -- or utilizing, we
feel that the budget that we have set forth is not going to increase the budget for -- form
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'19 to '20 we don't think it's an increase in our budget, because of the cost savings that
we are doing with self funding and other things like that.
Borton: Okay.
De Weerd: And just to follow up, Joe, the compensation committee will be looking at the
benefits analysis and how self funding and -- and some of that all plays into the benefit
recommendations that would be moving forward. Todd and Crystal worked putting cost
to -- to the various areas and ended up with the compensation committee and we will be
able to see that as well.
Borton: Okay.
Lavoie: Any other questions on the five focus areas and the budget requests that were
presented to you by the Mayor? And we have your subject matter experts here. Again,
you're more than welcome to ask questions between now and July. Please do so. Reach
out to us and that way we can answer any questions that you have on the budget request
are inside your budget book as well.
Bernt: No question. Who would we talk to regard the commission -- committee
enhancement for eighteen nine?
De Weerd: That is the City Clerk's request. So -- but what we would like to do is take all
the questions and, then, get it back out to all of the Council.
Bernt: Maybe just some clarity. I don't know if I have a little question, this morning, but
-- more information. I don't know if I necessarily have a specific question per se.
De Weerd: I won't put you on the spot.
Lavoie: But feel free to reach out to the newly appointed City Clerk. Chris, congrats.
Reach out to him, ask questions, and we will make sure to share the answer and the
dialogue with all the Council Members between you and Chris. So, thank you. So, if
there is no further questions at this time, again, feel free to reach out to us at anytime
between now and July. We will get -- get the answers to you. But I think this next slide
answers where Joe was asking us about. We have used this slide in the past to kind of
walk you through the revenue and expenditures from our base all the way to our bottom
line. So, I will hand it off to Jenny.
Fields: Okay. So, putting it all together, we will start off with our revenues. So, just keep
in mind that this -- the following number does not include impact fee revenues or
expenditures or Community Development. So, the General Funds to start with, we are
going to start with the base budget revenue. We are projecting that their revenue is going
to be 46,312,000 dollars. Essentially this is our last year's revenue. This is what we are
going to start off with and, then, we are going to transfer 500,000 dollars to our capital
improvements and our public safety fund. And it is on your summary sheet at the very
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top portion before the yellow. So, then, we will subtract out our base budget expenditures.
These are the expenditures that we worked with -- liaison -- a couple liaisons,
departments, in the month of March. So, the total base budget for general fund
expenditures are 44 million dollars. With that that leaves us with discretionary revenue
available for replacements of 1.7 million dollars. Now, our replacement expenditures are
around 2.1 million dollars. So, if you subtract that from our discretionary revenue, we will,
then, add additional funding sources. These are going to utilize our General Fund fund
balances, savings account, and, then, our interagency also has additional revenues
contributed to our revenue sources. That totals around 346 ,000 dollars. So, when we
take that -- add it -- add the additional revenue sources back to our replacements and our
discretionary revenue, that leaves us with a budget gap in the operating slide of 61,000
dollars. Now, the next portion is growth. So, our new growth revenue is about 3.38 million
dollars. If we add that and we are utilizing CIP fund balance and, again, here in
interagency, which is rural fire revenue, we, then, subtract out our budget requests -- or
enhancement of -- totaling 7.5 million dollars, working out by listing services and
enhancements, we balance our budget. So, this is how the formula looks like when we
balance our General Fund budget for fiscal year 2020. Are there any additional
questions?
Borton: No. Same question every year, I guess. The 3.3 to 4.2 is it fair to characterize
those as one-time revenue sources or non-reoccurring revenue sources?
Lavoie: The 4.2 is non-reoccurring. Those are the one time expenses that the Mayor
referenced that we are going to use our savings account, that was what we have been
saving for, that's save and spend -- save before you spend. So, that is all one time
expenditures. The 3.3 is an ongoing revenue source of new revenues generated by the
state by the property taxes and things like that. But we can -- if we stopped all new growth
and everything, that number would be zero if we -- for time, but those are the new growth
revenues above and beyond what we currently have between the state and Ada county
property taxes.
Borton: Okay. It's non-recurring in the same sense as -- based on revenue.
Lavoie: It could be growth.
Borton: Correct.
De Weerd: Again, it all depends on next year's, you know, revenue projections. Those
will roll up into the base budget revenue and those will be established as your base budget
revenue for fiscal year 2021.
Borton: So, 3-3 is practically recurring once --
Lavoie: It's all the numbers coming again, those are all mandated by the state of -- a lot
of them are mandated by the state. We don't have the levers to pull, so these are the
current forecasts for 2020. 2021 might look completely different. If they reduce the state
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revenue sharing program, if they reduce the revenue liquor license, that impacts our base
budget revenue. I don't know of any reductions in the next fiscal year, so in theory if the
legislature doesn't change that it should roll with us.
Borton: And I think that was a question -- the 2.3. -- 2.5 of that is new construction.
Lavoie: Eight hundred thousand was new construction. Or I see what you're saying is
2.5 -- that is correct.
Borton: And so 2.5 is a recurring revenue source assuming we perpetually grow and --
assume that and as soon as we don't that isn't really a new revenue source coming forth.
Lavoie: You got it. You got it, Joe.
Borton: And I just asked that question, because that -- distinguishing that in relation to
the budget request and what portion of the 7.6 is capital versus recurring expenditures --
maybe there is a graph coming up showing --
Lavoie: We don't have a graphic showing it. It's in your budget book if you look at your
personnel budget and your ongoing budget, operating, those words dictate or tell the story
of how much we need in ongoing revenues to meet our ongoing expenditure request of
the 7.5 million. And the Mayor and I, we go through this to make sure that that request is
not larger than the new growth revenue , because, then, that would be bad financial
management. So, we make sure that we always have more revenues than we do in the
requests that we are submitting to you for ongoing needs.
Borton: Thank you.
De Weerd: Okay. Any other questions?
Lavoie: That concludes the General Fund portion of the 2020 budget presentation. So ,
if there is no other questions right now, again, feel free to reach out to us anytime. I will
transition into the Enterprise Fund. We will do the Enterprise Fund the same way. We
will go through the assumptions, base budget, the replacements. The Mayor will give you
the new enhancements or budget requests for 2020. Subject matter experts are here.
Please engage us and, then, we will finish up with the summary and, then, we will finish
up with the total city summary and that -- after that slide that concludes the presentation
from the executive branch to you guys for your fiscal year 2020 budget.
Fields: Okay. Enterprise Fund. So, now we are going to go assumptions, revenue, talk
about basic expenditures, replacement requests, budget requests, enhancements and
finish out with our budget summary. So, Enterprise Fund assumptions. Our 2020
compensation plan -- sorry about the numbers. It's just a 2.5 market -- or merit and two
percent market adjustment and those numbers are reflected in the summary sheet that
you have. If you go to the Enterprise Fund summary, those are up at the top right above
the yellow line. Sorry about that. Medical benefits, again, zero percent adjustment from
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Blue Cross in 2020. Enterprise Fund total revenues are about 44,527,000 dollars. That
is made up -- a majority of it is in our utility sales. That's 59 percent. And, then, utility
connections is about 32 percent. Here is how it stacks up compared to fiscal year 2019.
So, the utility sales revenue increased about 6.16 percent. Utility connections increase
of 43.69 percent and other utilities around 12.44.
Lavoie: And I have no problem -- I will go ahead and explain the 43.69. That -- so, that's
the 2019 budget versus 2020. When I built the 2019 budget for utility connections I was
very conservative. I wasn't predicting 3,000 connections. So, you're doing budget to
budget. We have adjusted this year's budget to show a more aggressive connection.
Hence why it's much larger than last year's. So, it's much more conservative last year.
These are budget to budget. When I present to you your actuals in February you will see
the actual number much higher. So, that is why, unfortunately, it looks so bad or so good
in this case. I was much more conservative last year with your connections . This year is
trueing up the data with the current trends.
Fields: So, Enterprise Fund major revenue sources. Water revenue is up about half a
million, so from 8.8 million last year to 9.3. Sewer revenue is up by around 980,000. So,
we are at around 16.9 million this year. Water connection is around 4.7. That is up by
1.3 million from fiscal year 2019. Sewer connections are around 9.5 million, up 2.9 from
last fiscal year. Total expenditures for Enterprise Fund for fiscal year 2020 is about 30
million dollars and -- a little over 30 million dollars. The majority of it is in personnel, 33
percent. Capital is the other component -- big component, 29 percent. Ongoing operating
cost is around 26 percent. And they do have Enterprise transfers from General Fund.
Enterprise Fund total base. They are growing from -- compared to last year -- last fiscal
year the total base increased about 1.4 percent. Total personnel base budget is an
increase of 1.14 percent compared to last year and their operating base budget is up 1.9
percent. Replacements. Enterprise Fund replacements is around 2.9 -- 2.49 million. The
majority of it, 2.2 million, is in utility infrastructure. Now, utility infrastructure represents
water line replacements and sewer line replacement s. Equipment is around 106,000
dollars. Vehicle -- they are replacing two vehicles at 80,000 total. And, then, technology
infrastructure, computers, electronics is around 59,000 dollars. With that I'm going to
hand it over to the Mayor.
De Weerd: This is primarily in Public Works is maintaining existing service and -- and
current programs. So, I do have four requests that fall in the services program and most
were even at that. So, I will first talk about the post-irrigation improvements. Currently
our blower system is oversized and it's causing some pH concern in that the water that is
being put back into the system -- I love talking about this one. It's flea reproduction. By
properly sizing our blower system will not be allowed to reproduce a flea and that's very
important in our regulation for our NPDES permit. Oh, sorry. I won't talk about the flea in
that, but I think that we anticipate a two year payback, because the blower -- or smaller
blower will use less energy, but the current one uses a lot of energy and that savings
alone will pay for this project in two years. So, again, it is about the excessive aeriation
that causes some chemistry imbalance and this new blower system will improve that
chemistry balance and save on blower cost.
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Palmer: Madam Mayor?
De Weerd: Yes.
Palmer: What led to us -- I don't even know what this device or thing is, but why do we
have that one instead of whatever we need --
De Weerd: Why did we oversize it to begin with? I don't know. Dale and I didn't talk
about that one. Dale, if you will come up here, so we can --
Palmer: I wouldn't have thought the first thing that would bring some of the staff up would
have been Enterprise.
Bolthouse: You know, it's -- I think it's an example of the evolution of the knowledge of
our wastewater treatment staff. So, this is a final step before our effluent -- basically one
of the final steps before it enters back into Five Mile Creek where we discharge and in the
past it was always aerated and the more air the better. So, when that system was
originally sized decades ago, it was just pumping air into water oxygenating it and
discharging it. When we got into the new NPDES requirements, the plant discovered that
over aeration causes an adjustment in the water chemistry as reflected in pH and that pH
was causing issues with our wet testing, which includes the infamous flea reproduction
and so through that knowledge and trial and error they were able to determine that the
overoxygenation was not necessary. In fact, it was detrimental and they needed to turn
the whole system down. We can't do that with this oversized single speed drive motor
system. So, that, basically, puts in a more adequately sized blower and motor system,
so that we can turn it way down and as a result we don't waste a ton of energy in trying
to accomplish that process.
Palmer: So, will the new setup work for our future growth or would we ever need to go
back to --
Bolthouse: Well, you're likely as the volume increases that we will have to add to it, but
this will satisfy our needs for some time and it's a relatively inexpensive fix and a very
high rate of return from -- from an energy savings, so --
Palmer: Thanks.
Bolthouse: Yeah. Great -- great effort by the waste treatment operations team to make
that discovery and have a solution. And now you know too much.
Palmer: Never.
De Weerd: Okay. Under economic vibrancy we have no listed enhancement requests.
Under responsive government we have our three remaining items to focus on and, again,
I could argue probably many of these three could be shifted over to existing services. Our
last -- our first SCADA master plan has been in 2012-2013 and since that time there has
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been significant technology improvements, which really is driving the need for the update
of the master plan and transitioning this plan into program requests or program approach
and so this -- this plan would ensure consistency, reliability and security up to today's
expectations and so this is critical in meeting our regulatory requirements as well and that
-- that covers the SCADA master plan request. The next one is the wastewater SCADA
master plan. It is encompasses that same area, needing to have the master plan -- it's
been six, seven years since then and so these -- these are just part of doing business in
Public Works with both the water and wastewater. Okay. The automated meter reading
infrastructure was really started with the consensus agreement that you have all been
part of those discussions and testing the meters and making sure that they are working,
the newer ones, and the system that we have. This will ensure continuing -- continuous
monitoring of 12,000 meters and it starts to -- to help improve the response to potential
issues by identifying them and we anticipate -- is it a five year conversion? Ten. So, we
will continue to replace with the new meters as -- as we replace and new construction
uses the new meters as well. So, this system is needed to -- to continue to address the
growth and the planned meter replacements. Did I skip one? No. Infrastructure
abandonment. Our water supply and our area drilling, which I think probably you have all
heard of as well as -- that's a piece of legislation we tried to encourage. We got
rulemaking instead and we have been able to impact the integrity of our system by
requiring closing down old wells and that's what we are doing. We want to be consistent
with the requirements that we impose on others. We have two wells to close and that is
the downtown water -- or Meridian -- the watering well and that was previously used by
parks in our Storey Park and the second well is in Meridian Heights, as well as three
PRVs and that's pressure reducing valve and that request is to officially close those out,
again to protect our water sources. And there is nothing under arts, culture and
recreation. It doesn't have any Public Works impact. And so now you hear a Public Works
presentation in layman's terms.
Lavoie: So, any questions, Council, on any of the items listed on our five focus areas for
the city's future plan under budget request? Again, we have certain of the subject matter
experts here for you. Any questions at this time for them? If there is no questions now,
please continue to reach out to the staff members. If you have a question after reading it
or thinking about it we will definitely reply to all of you with the answers accordingly and
with that we will go back to Jenny and she will review the total Enterprise Fund as
proposed to you so far.
Fields: Okay. Let's talk numbers. Enterprise Fund. We are going to start off with
Enterprise Fund base budget revenue of 28,340,000 dollars. Essentially, last year's
revenue. They have zero fund -- zero dollars in fund transfers, with a base budget
expenditure of 20,190,000 dollars. That leaves Enterprise Fund with 8.1 million dollars
available for replacements. Enterprise Fund for fiscal year 2020 has a replacement
expenditure of 2.4 million dollars. We subtract that from our discretionary revenue,
leaving a budget gap in a positive position of 5.6 million dollars. Now, we are going to
add in the additional growth revenue of 16.1 million. There you're going to utilize zero
dollars in fund balance this year, with a budget request of 7.5 million dollars and it's broken
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out by existing services and enhancement -- enhancing services right there, leaving
Enterprise Fund in a positive position at 14.2 million dollars.
Lavoie: So, do want to note that the budget position of a positive is a good thing. It's
something that we planned in our ten year CFP. It's a method that we have been using
for years of save before you spend. We do have a balanced ten year CFP at this time for
the Enterprise Fund and these approaches take these dollars to use in later years. Just
like this fiscal year or last fiscal year, you saw that we went into the fund balance. Again,
we will do that in the future as well. There is ebbs and flows when we spend it and need
it, but this is part of our financial mindset that is save before we spend and that's what
this represents. In later years in the CFP you will see the money spent down. So, I just
want to clarify that. Yeah. The number looked high, but we will be using it in the next --
in the near future -- I even think in the next few years we will be using it pretty quickly.
But that's why I explained in the 14.
Fields: Okay. So, putting it all together together, total city for fiscal year 2020. We have
on the right-hand side the total column. We are asking -- or it has a budget proposal of
92.4 million dollars in total. That includes General Fund, Community Development and
Enterprise Fund.
Lavoie: And 92 is what we will report to the state and the citizens later on after we -- or
whatever value -- 92'ish million after our July workshop where we balance the budget, but
that's where you stand right now is 92.2 million dollars total fiscal year budget for 2020.
And with that those are all the slides that we had prepared for you for the fiscal year 2020
budget. Any questions on anything that we have presented to you? Again, you have your
staff members here. You have lots of details in your -- in your book. Any questions that
we can answer right now?
Borton: Here is one of the -- the initial reactions is -- whether it's intentional or not -- that
we engage. It gave great information, but -- I don't know. I would say I love the
information and presentation was great. I like to engage.
Palmer: I mean I really like -- and I don't know how it would work or be time efficient to
-- what I am about to say in the old -- I really like all the commentary from you and it really
showed your understanding of everything that's in there and the reasoning behind it,
getting down to the fleas, which is awesome. I just feel bad for all the directors that are
-- I mean they already get like a big massive e-mail from me at some point, but having
had a presentation on the -- or in a discussion with everybody on each enhancement
that's in there, you know, might be like three or four times bigger for each thing, but we
have time, so --
Lavoie: Good feedback. Appreciate it.
De Weerd: Yeah. And, again, if you want to put your list together we can -- we would like
to get it out to all city council members and the sooner the better, so that you all have a
chance to process it.
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Bernt: I enjoyed this better personally. I like facts. In the past it was almost like a -- like
an annual review type presentation with a lot of pomp and -- you know, like a lot of --
De Weerd: We have a lot to celebrate.
Bernt: I got that, but that shouldn't be done during a budget. It should be done at another
time and so I really like -- budget is numbers. Let's talk numbers and I really like this
format more than the past ones. But this -- this is number two. I don't have a ton of -- so,
comparing the two, you know, presentations, I like -- prefer this one better. So, good job.
It was well done and Mayor did a great job and Jenny and Todd, you always do a great
job, so -- Genesis.
Milam: I prefer this format. It went a little fast. I would like -- like the summary that's total
for the summary sheet also. What I liked about this format was just being focused on the
numbers, being able to really pay attention to the numbers, instead of going off onto some
story and, then, going back to the numbers. For me this is a lot easier to focus on. And
I like having the -- you know, the department annual report that we get that.
Borton: The strategic plan focus areas --
Milam: Yeah.
Borton: -- was really -- that was really well done. Keep us centered on that and how each
enhancement pertains to those. So, that's great focus.
De Weerd: Well -- and I would say that that is kind a result of the priority base budgeting
and all the efforts to help each of the departments understand what all they do and where
their resources are more dedicated to. So, even as each of the departments made these
various requests, they, then, have a better relation to the focus areas and where they
really fit within that. So, I think kudos to Finance bringing us all through that exercise and
that's what the priority based budgeting direction is really helping us stay focused on
where we are going and how we are getting there. Ms. Little Roberts, did you have
comment?
Little Roberts: I'm probably 50-50 right now. I do like the -- the focus on the numbers. I
think that having each department kind of report does bring out a little more engagement,
but I think this was great as far as efficiency and focus on the numbers and -- and definitely
focusing on the strategic plan. So, I would like a little more engagement.
Milam: It sounds like we all feel a little bit the same way. If the only better way to do it
would be to keep the format the same, except have each department director report their
own numbers. Maybe getting that. But without the dog and pony show. And we are
supposed to focus on the numbers, but we get to hear from them. It's their budget.
Borton: One of the -- the more broad questions could be a lot of the opener data talked
about the growth, which we all know, and there is massive need to maintain levels of
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service, especially with our core public safety and the General Fund, for example, to
maintain levels of service and the initial budget setup without utilizing some available
revenues, the three percent. So, it -- to me that implies that there was a decision -- if
there was any enhancement or funding requests that were made that were not included ,
that the merit of those requests didn't warrant taking available revenue. I don't know what
wasn't included. Perhaps what was -- what enhancement or request was made, but not
funded, despite the fact that there is available revenue. Does that make sense? That's
just kind of the concern, there is always for better or worse we utilize this three percent
or close to three percent, because the demand is necessitated.
Milam: Because we usually were presented unfunded requests.
Borton: And there is even unfunded requests, right, which -- and, by all means, if we can
do it like this, that's great. So long as we don't jeopardize our employees, any of our core
services and levels of service, which I assume not -- we didn't really get in the weeds on
that, that's probably what you do on the back end. But it invites us to ask the question --
we are saying we don't need an extra million dollars of available revenue, but we can still
maintain all of our critical levels of service despite turning that away, which we have done
since the recession. So, it's just a -- kind of an observation that it sort of jumped out this
year, because we haven't done it in previous.
Lavoie: I would like to note the Mayor did speak earlier in the presentation that the
benefits committee will be looking at some possible considerations for enhanced benefits
for the city employees, which would most likely utilize a portion of the three percent. So,
just because it hasn't been presented to you, the Mayor did plant the seed or give you a
heads up that before July you may have a request that might utilize that -- all three
percent, hence, why you have a zero percent at this moment. So, just because it's not in
there now doesn't mean -- we are still turning some data, as the Mayor mentioned. So,
you may have a request -- a request for the use of up to three percent to meet the benefit
needs that you're speaking of, so that we can still maintain a balanced budget as set.
Borton: And I don't -- I don't raise the question to -- to encourage to expend the funds just
because, because I think the CFP in here, right, which you have utilized -- which you have
created is the best document in the world, incorporates the zero percent, which is
fantastic.
Lavoie: Yeah. The CFP as it stands right now, the General Fund and Enterprise Fund
are completely balanced for ten years and based on the work of the Mayor and all the
directors have conducted. Again, there are some assumptions in there, obviously, for
every year between now and ten, but right now it's completely balanced, utilizing a zero
percent at this fiscal 2020. Yes.
Borton: And it kind of ties into some of Anne's questions about police ten, but they need
16 and I understood -- the answers made sense from everybody that provided information
on it, but it still invites the question -- I think good question to Council is we don't want to
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be shortsighted and do anything to jeopardize maintaining levels of service for something
that's critical.
Lavoie: And as the legislative body you have the right to ask us the questions can we
use three to hire more police officers, hire this. You do have that right to do so, because
you get to decide whether or not to take the three percent. The Mayor made a comment
you could do a budget amendment as well to increase staffing levels for the police
department next fiscal year if we find that we have the bandwidth to completely hire
everybody and some. You have the tools in your toolbox to make either decision. Again,
this is the guidance that we have currently provided you for the Mayor's 2020 budget, with
some possible changes between now and July regarding benefits and so forth.
Palmer: Madam Mayor?
De Weerd: Yes.
Palmer: What is it that benefitwise is being vetted for consideration?
De Weerd: There is -- we did have a consultant that did an evaluation on -- both locally
and statewide, similar five communities and what they offer in a benefit package and so
it's a list of 15 different items that some have costs and a few don't and -- and so the
conversation the compensation committee will be having is what makes sense to enhance
what we do at this point. We are not even at the average point and so we want to have
the conversation to make sure that we have a competitive budget or benefit package that
both attracts and retains our critical employees, so -- I can't give you a specific right now,
but after that's vetted you will -- you will be able to see what -- what those different areas
were. We have put some cost estimates to it, so we know that if we move those
recommendations forward what kind of cost impact they are going to have on the budget.
Palmer: When do we anticipate learning about those?
De Weerd: Before the July -- I would imagine before the July workshop we need that
done, so --
Palmer: So do we.
De Weerd: Yes. Okay. Other questions? As you think of your questions, please, send
those to Jenny and we will compile the list of questions and -- and get those to our senior
management team to fill in and, then, we will get them out to all the Council.
Lavoie: We do have a few housekeeping items that we want to make sure we close with
you. The first one is -- as I mentioned earlier we have tomorrow slated as a budget
workshop day number two. Just want to make sure -- just want to verify with you if you
do need another four hours with us tomorrow or not. I'm going to assume we probably
don't need another four and a half -- or four hours tomorrow to discuss. If so, then, we
will consider workshop number two tomorrow canceled. Another housekeeping item.
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Jenny wants to go over questions that we have heard that we did not get back to you.
Just want to make sure we have the questions correct before we depart with you guys.
Jenny: So, I notated a few outstanding items that we are going to report back to you.
First one was three years ago the cup of coffee cost question. We will get back to you.
And, then, also there was a request for VRT to come back before the July workshop,
provide an update to Council. The other one was -- I'm going to send out the citywide
summation summary to everyone. So, those are the three that -- outstanding items that
I gathered or notated from our discussions today. Is there anything I missed?
Borton: Not at this time.
Fields: Okay.
Lavoie: All right. Mayor, we are done on our side.
De Weerd: Okay. Well, thank you and if there is nothing further I would entertain a motion
to adjourn.
Bernt: So moved.
Milam: Second.
De Weerd: All those in favor say aye. All ayes.
MOTION CARRIED: FIVE AYES. ONE ABSENT.
MEETING ADJOURNED AT 3:09 P.M.
(AUDIO RECORDING ON FILE OF THESE PROCEEDINGS)
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