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2022-06-16 Budget Workshop
CITY COUNCIL BUDGET WORKSHOP City Council Chambers, 33 East Broadway Avenue Meridian, Idaho Thursday, June 16, 2022 at 8:00 AM Minutes ROLL CALL ATTENDANCE PRESENT Councilwoman Liz Strader Councilman Treg Bernt Councilwoman Jessica Perreault Councilman Luke Cavener Councilman Joe Borton Councilman Brad Hoaglun Mayor Robert E. Simison ADOPTION OF AGENDA Adopted ACTIONS ITEMS 1. City of Meridian Fiscal Year 2023 Budget Presentation and Discussion ADJOURNMENT 4:01 pm E IDIAN ri %j CITY COUNCIL BUDGET WORKSHOP City Council Chambers, 33 East Broadway Avenue Meridian, Idaho Thursday,June 16, 2022 at 8:00 AM Minutes ROLL CALL ATTENDANCE PRESENT Councilwoman Liz Strader Councilman Treg Bernt Councilwoman Jessica Perreault Councilman Luke Cavener Councilman Joe Borton Councilman Brad Hoaglun Mayor Robert E. Simison ADOPTION OF AGENDA Adopted ACTIONS ITEMS 1. City of Meridian Fiscal Year 2023 Budget Presentation and Discussion ADJOURNMENT 4:01 pm FY2023 Budget WorkshopFY2023 Budget Workshop June 16thJune 16th www.meridiancity.org www.meridiancity.org Agenda Welcome & Expectations Budgetary Assumptions Budget Overview & Comparison Department Budget Requests Questions/ Parking Lot Items www.meridiancity.org Welcome and Expectations www.meridiancity.org Welcome and Expectations Presentation Questions Answers Discussion Consensus www.meridiancity.org Budgetary Assumptions Property Taxes City Revenues Expenditures www.meridiancity.org Budgetary Assumptions Includes Allowable 3%: $1,272,748 All New Construction: $1,648,999 All New Annexation: $34,371 Projected Tax Levy Rate: .0018276228 Current Levy Rate: .002444804 www.meridiancity.org Budgetary Assumptions 4.33%19.97% Water/Sewer Sales Development Revenues Sales Tax Revenue Liquor Revenue 50.87%35.96% www.meridiancity.org Budgetary Assumptions 53 FTE’s 35 Fire 1 City Hall 1 IT 2 Parks 1 Water 2 WWTP 11 Police www.meridiancity.org Budget Overview & Comparison Total City Budget General Fund Budget Enterprise Fund Budget www.meridiancity.org Total City Budget www.meridiancity.org Total City Budget www.meridiancity.org General Fund Budget www.meridiancity.org General Fund Budget www.meridiancity.org General Fund Budget www.meridiancity.org General Fund Budget www.meridiancity.org Enterprise Fund Budget www.meridiancity.org Enterprise Fund Budget www.meridiancity.org Enterprise Fund Budget www.meridiancity.org Enterprise Fund Budget www.meridiancity.org Questions? Enterprise Fund: Budget Requests www.meridiancity.org Water Wastewater www.meridiancity.org Water Main Extensions / Adjustments Water – Budget Request Personnel Cost: $0 Operating Cost: $0 Capital Cost: $1,485,000 Total Request: $1,485,000 On-going, yearly projects to design and construct water main extensions / support necessary adjustments to existing infrastructure as required for road construction projects Funds waterline adjustments associated with ACHD/ITD projects / FY23 includes 9 planned ACHD cooperative projects as well as the design of transmission main extension Cooperative efforts can reduce citizen cost/inconvenience www.meridiancity.org Water Master Plan Update Water – Budget Request Personnel Cost: $0 Operating Cost: $360,000 Capital Cost: $0 Total Request: $360,000 Master Plan update as required by Idaho Rules for Public Drinking Water Systems FY23 Water Master Plan includes developing and evaluating water demand projections Develop recommendations for Capital improvements www.meridiancity.org Water Quality Specialist 3 and Vehicle Water – Budget Request Personnel Cost: $83,833 Operating Cost: $9,796 Capital Cost: $48,000 Total Request: $141,629 As we add wells and treatment facilities, need additional staff in this team to maintain the current level of service Team is responsible for all regulatory sampling & requirements have increased as we increase in population size www.meridiancity.org Well 26 Treatment Water – Budget Request Personnel Cost: $0 Operating Cost: $0 Capital Cost: $2,500,000 Total Request: $2,500,000 Year 3 of a 3-Year project to improve water quality Year 3 Includes construction of the treatment building, installing a new generator, and construction of filter backwash detention tank 9th of 12 planned treatment projects / serves Pressure Zones 2 & 3 in North Meridian www.meridiancity.org Well 31 Treatment Water – Budget Request Personnel Cost: $0 Operating Cost: $0 Capital Cost: $1,700,000 Total Request: $1,700,000 Year 3 of a 3-Year project to improve water quality Year 3 includes construction of treatment building and installation of new pump 8th of 12 planned treatment projects / serves Pressure Zone 4 in South Meridian www.meridiancity.org Well 34 Autumn Faire Water – Budget Request Personnel Cost: $0 Operating Cost: $0 Capital Cost: $600,000 Total Request: $600,000 Year 2 of a 3-Year project to provide additional water supply Year 2 includes design & construction of the production well Will serve Pressure Zone 1 and 2 in northwest Meridian www.meridiancity.org Well 22 Contact Time Water – Budget Request Personnel Cost: $0 Operating Cost: $0 Capital Cost: $60,000 Total Request: $60,000 Design and construction of an engineered solutions to increate detention time of water near Bear Creek Additional Contact time will improve chlorine disinfection taste and order FY23 request is for design solution www.meridiancity.org Well 32 Water Treatment Water – Budget Request Personnel Cost: $0 Operating Cost: $0 Capital Cost: $50,000 Total Request: $50,000 Year 1 of 4 year project to design and construct a water supply treatment facility to improve water quality supplied by Well 32 FY23 includes installation of landscaping at the well site Site located in pressure zone 5, near Meridian/Amity www.meridiancity.org Well 24 Water Treatment Water – Budget Request Personnel Cost: $0 Operating Cost: $0 Capital Cost: $50,000 Total Request: $50,000 Year 1 of 3 year project to design and construct a water supply treatment facility to improve water quality supplied by Well 24 FY23 will include preliminary design to identify any special site constraints/issues Well 24 serves pressure Zone 2, near Linder/Ustick www.meridiancity.org Well 10B Water Treatment Water – Budget Request Personnel Cost: $0 Operating Cost: $0 Capital Cost: $1,000,000 Total Request: $1,000,000 Year 2 of a 3-Year project to improve water quality Year 2 includes procurement of treatment equipment 10th of 12 planned treatment projects / serves Pressure Zone 3 in North Meridian Main St www.meridiancity.org PRV - SCADA Water – Budget Request Personnel Cost: $0 Operating Cost: $0 Capital Cost: $220,000 Total Request: $220,000 FY23 includes construction of PRVs 26 & 28 and design of PRVs 34 & 36 Allows remote monitoring & control by Water Operations team Real-time zone pressure control www.meridiancity.org SCADA Control & Telemetry Upgrades Water – Budget Request Personnel Cost: $0 Operating Cost: $100,000 Capital Cost: $0 Total Request: $100,000 Ongoing effort to upgrade SCADA communications for water infrastructure Will bring consistency to the SCADA system City-wide FY23 includes existing PLC and HMI re-programming to current Department standards www.meridiancity.org WRRF Plant Upgrade – Phase II Wastewater – Budget Request Personnel Cost: $0 Operating Cost: $0 Capital Cost: $3,000,000 Total Request: $3,000,000 Project required to meet IPDES permit requirements Year 3 of 3 Year project includes the retrofit of existing plant and addition of aeration basins 9 and 10 Retrofitting will allow basins to operate in a 5-stage Bardenpho configuration www.meridiancity.org Tertiary Filter Expansion Wastewater – Budget Request Personnel Cost: $0 Operating Cost: $0 Capital Cost: $3,000,000 Total Request: $3,000,000 Year 2 of a 4-Year project to design & construct tertiary membrane filters at the WRRF Will allow the WRRF to meet stringent final IPDES phosphorus limits Membrane filters will assist in managing potential future Contaminants of Emerging Concerns (CEC’s) www.meridiancity.org WRRF Facility Plan Update Wastewater – Budget Request Personnel Cost: $0 Operating Cost: $600,000 Capital Cost: $0 Total Request: $600,000 Wastewater facility planning is a requirement in the State of Idaho Wastewater Rules Enhancement will fund an update to the Wastewater Treatment Plant Facility Plan Facility plans are updated every 5 years www.meridiancity.org Sidestream Phosphorus Recovery Phase 2 Wastewater – Budget Request Personnel Cost: $0 Operating Cost: $0 Capital Cost: $1,250,000 Total Request: $1,250,000 Year 4 of 4 year project FY23 will include completion of sidestream phosphorus recovery system construction The process should reduce the amount of supplemental chemicals needed and reduce O&M costs www.meridiancity.org Sewer Line Extensions / Adjustments Wastewater – Budget Request Personnel Cost: $0 Operating Cost: $0 Capital Cost: $1,100,000 Total Request: $1,100,000 Ongoing, yearly projects to design and construct sewer main extensions / support necessary adjustments to existing infrastructure as required for road construction projects Funds sewer line adjustments associated with ACHD/ITD projects - there are 7 planned ACHD joint projects in FY23 Cooperative efforts can reduce citizen cost/inconvenience www.meridiancity.org SCADA System Programmer Wastewater – Budget Request Personnel Cost: $104,021 Operating Cost: $11,617 Capital Cost: $0 Total Request: $115,638 Add a SCADA System Programmer to serve the City’s SCADA system needs Position allows for in-house programming, program development, and system troubleshooting www.meridiancity.org Senior Collections Technician Wastewater – Budget Request Personnel Cost: $83,074 Operating Cost: $4,417 Capital Cost: $0 Total Request: $87,491 This position will support the sewer cleaning and CCTV objectives of the City This will add an additional person which will allow the City of keep the current large vehicles running for more hours/days of the week. www.meridiancity.org WRRF Odor Control Wastewater – Budget Request Personnel Cost: $0 Operating Cost: $0 Capital Cost: $480,000 Total Request: $480,000 Year 2 of a 6-Year project for design and construction of odor control equipment at the WRRF Installing odor control on the 3 highest odor areas of the plant significantly reduces total odor FY23 funding will include construction of the odor biofilter for the centrifuge exhaust www.meridiancity.org Can-Ada Lift Station Wastewater – Budget Request Personnel Cost: $0 Operating Cost: $0 Capital Cost: $2,200,000 Total Request: $2,200,000 Year 2 of a 3-Year project to construct the Can-Ada Lift Station, a required pressure sewer line and the initial main line FY23 provides funding for project design Provides infrastructure needed for further expansion into this 4-square mile growth area in northwest Meridian www.meridiancity.org Digester #4 Cleaning Wastewater – Budget Request Personnel Cost: $0 Operating Cost: $125,000 Capital Cost: $0 Total Request: $125,000 Funds provide for the cleaning of Digester #4 All WRRF Digesters are on a 5-year cleaning schedule www.meridiancity.org Wastewater Security Improvements Wastewater – Budget Request Personnel Cost: $0 Operating Cost: $50,000 Capital Cost: $0 Total Request: $50,000 Funds necessary security upgrades/enhancements to the WRRF FY23 project will include 5 Mile pathway and outfall security General Fund: Budget Requests www.meridiancity.org Administration Parks and Recreation Police Department Fire Department General Fund: Administration www.meridiancity.org City Hall HR IT Other Government Streetlights www.meridiancity.org Building Maintenance Technician City Hall – Budget Request Personnel Cost: $82,586 Operating Cost: $3,555 Capital Cost: $0 Total Request: $86,151 Request for full time Maintenance Technician to address increasing needs of existing assets and additional new facilities that are being added to the City An additional Technician will help alleviate the pressure that comes with the City’s expanding facilities and increased complexity managing the multiple contracts and vendors www.meridiancity.org Maintenance Vehicle City Hall – Budget Request Personnel Cost: $0 Operating Cost: $2,800 Capital Cost: $53,000 Total Request: $55,800 Request for additional dedicated Facilities Maintenance vehicle for the City There is an increasing need for tickets to be serviced at several different buildings at the same time Opportunity to repurpose the Police Evidence Van that is scheduled for replacement- if approved, this request will be withdrawn www.meridiancity.org Maintenance Vehicle Equipment City Hall – Budget Request Personnel Cost: $0 Operating Cost: $5,000 Capital Cost: $0 Total Request: $5,000 Request is contingent on accepting a cascaded vehicle to fill the need of a second Facilities Maintenance vehicle If not cascade is possible, request can be nullified and equipment will be purchased with new vehicle Equipment needed: roof ladder rack, improved interior lighting, tool storage bin/rack, various hand power tools www.meridiancity.org HRMS/Timecard Replacement HR – Budget Request Personnel Cost: $0 Operating Cost: $163,000 Capital Cost: $0 Total Request: $163,000 The City is experiencing performance issues with the current Sage HRMS system due to the growth in population Exploring new options for the timecard system will improve the daily use City wide Desired functions include Onboarding, Performance Management, training, Personnel File Management, Timecard, employee self service functions www.meridiancity.org FY23 Transportation Benefit Requests HR – Budget Request Personnel Cost: $0 Operating Cost: $20,000 Capital Cost: $0 Total Request: $20,000 This request will fund development of an employee benefit for transportation options. The program would provide transit, vanpool and other transportation incentives to all eligible City employees The goal is to incentivize alternate forms of transportation for employees that will also reduce the number of vehicles on the road, ease workforce parking issues, and maintain and improve air quality www.meridiancity.org Infrastructure & Security Manager IT – Budget Request Personnel Cost: $143,964 Operating Cost: $11,660 Capital Cost: $0 Total Request: $155,624 This request will add resources to help manager the City’s information security along with other growing infrastructure needs Position was identified as a need in the recent security assessment The focus of this position includes: supervision, infrastructure, security www.meridiancity.org Password Manager Solution IT – Budget Request Personnel Cost: $0 Operating Cost: $25,000 Capital Cost: $0 Total Request: $25,000 A password manage solution can be used by City employees to keep track of passwords Password manager will help reduce risk to the City This request will be a software subscription www.meridiancity.org Dashboard/Reporting Tool – Power BI Server IT – Budget Request Personnel Cost: $0 Operating Cost: $20,000 Capital Cost: $0 Total Request: $20,000 This request is for a business intelligence, dash boarding, reporting, analytics and data visualization tool The Police Department needs this type of tool for creating dashboards and analytical tools for viewing/monitoring crime data This tool and also be used to replace OpenGov saving the City nearly $25,000 a year www.meridiancity.org MAPS – Art Work Other Government – Budget Request Personnel Cost: $0 Operating Cost: $0 Capital Cost: $50,000 Total Request: $50,000 City Council appropriates $.50 for the MAPS program per resident annually Population information is gathered from the annual population estimate from the Community Planning Association of Southwest Idaho www.meridiancity.org Transportation Projects Other Government – Budget Request Personnel Cost: $0 Operating Cost: $1,000,000 Capital Cost: $0 Total Request: $1,000,000 This request is to help fund the construction of Linder Road overpass This request will engage ITD and ACHD to move forward with the funding of construction to advance the construction of this needed infrastructure project www.meridiancity.org Treasure Valley Interagency Housing Other Government – Budget Request Personnel Cost: $0 Operating Cost: $500,000 Capital Cost: $0 Total Request: $500,000 This request would provide the City an opportunity to develop partnerships and programs to assist residents impacted by housing costs Funded projects could include direct support for existing seniors and vets who qualify for circuit breaker programs, additional funds for rental assistance programs, fund affordable housing projects, match funds in Idaho Workforce Housing Trust www.meridiancity.org Streetlights Supplemental Projects Streetlights – Budget Request Personnel Cost: $0 Operating Cost: $45,000 Capital Cost: $0 Total Request: $45,000 Ongoing project to provide streetlights to underserved areas of the City Focused on school walking routes, vehicle & pedestrian safety, crime reduction Each new light pole installed costs ~$7K-$9K www.meridiancity.org Streetlight Fixture Upgrades to LED Streetlights – Budget Request Personnel Cost: $0 Operating Cost: $75,000 Capital Cost: $0 Total Request: $75,000 Ongoing project to convert HPS streetlight fixtures to LED LED lights use less electricity and require less maintenance over their lifespan Each LED upgrade costs between ~$550-$750 Police www.meridiancity.org www.meridiancity.org Police Detective with Vehicle Personnel Cost: $106,281 Operating Cost: $56,392 Capital Cost: $0 Total Request: $162,673 Request will fund a new Police Detective and a vehicle Increasing the Persons Crime Unit staffing by one detective will allow the ability to provide quality and timely service to domestic violence victims. The persons crime unit has not been increased in 6 years Police – Budget Request www.meridiancity.org School Resource Officers and 2 Vehicles Police – Budget Request Personnel Cost: $674,509 Operating Cost: $168,812 Capital Cost: $88,000 Total Request: $931,321 This will fund 6 School Resource Officers and 2 vehicles Positions will enhance the safety of our school age children and additional education/prevention opportunities. On going conversations with WASD regarding the SRO contract and additional financial support. www.meridiancity.org Police Officers and Vehicles Personnel Cost: $275,416 Operating Cost: $77,549 Capital Cost: $166,000 Total Request: $518,965 This request will fund 3 Police Officers and 2 vehicles supporting the PAM Model Police – Budget Request www.meridiancity.org Victim Witness Coordinator and Vehicle Personnel Cost: $83,928 Operating Cost: $42,139 Capital Cost: $0 Total Request: $126,067 This request will fund an additional Victim Witness Coordinator and vehicle We currently have two VW coordinators and haven’t added any additional staff since 2007. Due to growth/demand, we have been forced to reduce the level of services they provide. Police – Budget Request www.meridiancity.org Vehicle for Crisis Intervention Team Personnel Cost: $0 Operating Cost: $10,807 Capital Cost: $70,000 Total Request: $80,807 This request will provide a vehicle for the newly formed Crisis Intervention Team The Crisis Intervention Team includes 2 officers and a Mental Health Coordinator This vehicle will have a softer look to reduce the affects a marked patrol vehicle has in a crisis situation Police – Budget Request www.meridiancity.org Vehicle for Office of Professional Standards Personnel Cost: $0 Operating Cost: $37,000 Capital Cost: $0 Total Request: $37,000 The request will fund a vehicle for the Sergeant of OPS Vehicle is needed to travel as a part of various background investigations and call-out duties for critical incidents- officer involved accidents-risk management needs. Police – Budget Request www.meridiancity.org Patrol Vehicle Cameras Personnel Cost: $0 Operating Cost: $250,000 Capital Cost: $0 Total Request: $250,00 This request will fund patrol vehicle cameras Patrol cameras will assist with crashes, provide 3rd party perspective, active triggers in the vehicle during critical events Police – Budget Request www.meridiancity.org Risk Monitoring Personnel Cost: $0 Operating Cost: $22,000 Capital Cost: $0 Total Request: $22,000 Open source data removals, risk monitoring, risk assessments, privacy consulting & education Privacy protection data removal for police employees Police – Budget Request www.meridiancity.org License Plate Reader Personnel Cost: $0 Operating Cost: $47,500 Capital Cost: $0 Total Request: $47,500 The Rekor License Plate and Vehicle Recognition program consists of systems capable of processing and capturing vehicle data. This system will allow the police department to use technology as a resource multiplier to assist in investigations. Police – Budget Request www.meridiancity.org Tactical Handheld Under the Door Camera Kit Personnel Cost: $0 Operating Cost: $12,600 Capital Cost: $0 Total Request: $12,600 This system will be utilized by members of the Ada Metro SWAT Team to conduct covert tactical operations Equipment is used to look behind closed doors to locate hazards or threats Police – Budget Request www.meridiancity.org Tactical Handheld Wireless Pole Camera Personnel Cost: $0 Operating Cost: $5,000 Capital Cost: $0 Total Request: $5,000 This system will be utilized by members of the Ada Metro SWAT Team to conduct covert tactical operations Used to look into confined spaces and other threat areas safely with HD, IR and 540 degree imaging Police – Budget Request www.meridiancity.org Unmanned Aerial Vehicle (UVA) Personnel Cost: $0 Operating Cost: $13,000 Capital Cost: $0 Total Request: $13,000 The UAV would be used inside of dwellings during police operations when entering a residence would be perilous for police personnel Police – Budget Request Fire www.meridiancity.org www.meridiancity.org Fire Station #7 – Staff Fire Dept – Budget Request Personnel Cost: $1,737,136 Operating Cost: $225,095 Capital Cost: $40,000 Total Request: $2,002,631 Future staffing needs for the Fire Department in FY23 will need to be increased by 30 FTE Fire Station #7 will require 15 new FTEs www.meridiancity.org Fire Station 7 - Adjustments Fire Dept – Budget Request Revenue: -$900,000 Personnel Cost: -$837,136 Capital Cost: $0 Total Request: -$1,737,136 This request is to recognize the commitment from Rural Fire to contribute $1,500,000 towards personnel costs for opening of the South Fire Station $900,000 will cover the FY23 personnel costs $600,000 will be applied towards FY24 personnel costs www.meridiancity.org Fire Station #8 – Staff Fire Dept – Budget Request Personnel Cost: $1,723,215 Operating Cost: $225,095 Capital Cost: $40,000 Total Request: $1,988,710 Future staffing needs for the Fire Department in FY23 will need to be increased by 30 FTE Fire Station #8 will require 15 new FTEs www.meridiancity.org Captain of Logistics Fire Dept – Budget Request Personnel Cost: $141,428 Operating Cost: $24,685 Capital Cost: $0 Total Request: $166,113 This position performs duties to ensure the Fire Department is supplied with necessary equipment, apparatus, and supplies This position will assist with creating budget objectives and documentation for the Logistics division Provides and monitors apparatus and equipment to ensure proper operation and performance during emergency operations www.meridiancity.org Deputy Chief of Administration and Vehicle Fire Dept – Budget Request Personnel Cost: $177,265 Operating Cost: $26,185 Capital Cost: $52,800 Total Request: $256,250 This position is responsible for managing and directing the Administrative and Planning Division of the Fire Department Duties include developing & managing the Capital Improvement Plants, Community Risk Analysis, Service Level Plans, GIS & data management and analysis This position reports directly to the Fire Chief www.meridiancity.org Division Chief of Risk Management & Vehicle Fire Dept – Budget Request Personnel Cost: $166,657 Operating Cost: $26,355 Capital Cost: $81,125 Total Request: $274,137 This position has the responsibility to limit exposure of the fire department and occurrences that could be harmful to the department or its members This position has the responsibility to implement and operate the departments risk management plan Compliant with the Health Safety Officer NFPA 1500 requirement as well as Incident Safety Officer Instructor NFPA 1500 for the Fire Department www.meridiancity.org Division Chief of Risk Management & Vehicle Fire Dept – Budget Request Personnel Cost: $166,657 Operating Cost: $26,355 Capital Cost: $81,125 Total Request: $274,137 This position has the responsibility to limit exposure of the fire department and occurrences that could be harmful to the department or its members This position has the responsibility to implement and operate the departments risk management plan Compliant with the Health Safety Officer NFPA 1500 requirement as well as Incident Safety Officer Instructor NFPA 1500 for the Fire Department www.meridiancity.org Community Risk Reduction Specialist & Vehicle Fire Dept – Budget Request Personnel Cost: $77,546 Operating Cost: $10,410 Capital Cost: $35,000 Total Request: $122,956 This public education position will work with the members of the community to provide a safe and prepared community This position will help integrate Fire Protection, public education, and public health issues www.meridiancity.org EMS Coordinator and Vehicle Fire Dept – Budget Request Personnel Cost: $91,202 Operating Cost: $20,110 Capital Cost: $35,000 Total Request: $146,312 EMS Coordinator will assist the Division Chief of EMS in managing Meridian Fire’s EMS program This position will be in charge of facilitating ACLS/PALS, the FTO program This position will also address AED needs, orient new EMS hires, manage logistics of EMS supplies, and be involved in the emergency response tier www.meridiancity.org CPSE Accreditation Fire Dept – Budget Request Personnel Cost: $0 Operating Cost: $15,000 Capital Cost: $0 Total Request: $15,000 Center for Public Safety Excellence is an international technical organization that provides accreditation, credentialing, and education The Commission of Fire Accreditation International will provide Meridian Fire with an accreditation model, accreditation publications and trainings Accreditation will provide Meridian Fire with greater community alignment, encourage quality improvement, provide data supported decision making www.meridiancity.org Ladder Truck Fire Dept – Budget Request Personnel Cost: $0 Operating Cost: $201,891 Capital Cost: $1,800,894 Total Request: $2,002,785 Ladder Trucks are a primary front line resource for the Fire Department An additional Ladder Truck is required to either replace older Ladder Trucks, or as a backup when the front line Ladder Truck is out of service Parks and Recreation www.meridiancity.org www.meridiancity.org Pathways Connections Parks & Recreation – Budget Request Personnel Cost: $1,500 Operating Cost: $5,000 Capital Cost: $475,000 Total Request: $481,500 6 Pathway Projects completion • 1. Five Mile Pathway at Ustick and Linder (Ada County Paramedics Site) • 2. Five Mile Pathway- Segment D -- Nine Mile Crossing to Quartet Sub • 3. Linder Road - Cayuse Creek to Winco • 4. Creason Pathway – Future Crossing • 5. Locust Grove – McMillan to Chinden • 6. Meridian Road and Victory – Pathway at Ridenbaugh Crossing, Pathway from NW Sidewalk to Intersection www.meridiancity.org Community Center – Design & Construction Docs Parks & Recreation – Budget Request Personnel Cost: $0 Operating Cost: $0 Capital Cost: $1,500,000 Total Request: $1,500,000 A larger community center for classes, camps, activities, and City-sponsored events This request will fund the design development, construction documents, and pre-construction services www.meridiancity.org Discovery Park – Senior Maint. Tech & Vehicle Parks & Recreation – Budget Request Personnel Cost: $73,696 Operating Cost: $5,965 Capital Cost: $45,000 Total Request: $124,661 Required staff for Discovery Park The opening of Phase 2 will include specialized maintenance Amenities requiring special maintenance: bike park, pump track, skate park, additional softball fields www.meridiancity.org Park Operations Crew Chief & Vehicle Parks & Recreation – Budget Request Personnel Cost: $85,751 Operating Cost: $7,940 Capital Cost: $45,000 Total Request: $138,691 This position will oversee maintenance and repair of equipment and vehicles Inventory management of park supplies and equipment Pathway maintenance www.meridiancity.org Park Maintenance Equipment Capital Purchases Parks & Recreation – Budget Request Personnel Cost: $0 Operating Cost: $45,000 Capital Cost: $0 Total Request: $45,000 Request will fund the purchase of a tractor with pendulum spreader Required to align with additional turf from Discovery and Fuller Parks The pendulum spreader is an attachment used to spread soild amendments www.meridiancity.org Shade Structure in Existing Parks Parks & Recreation – Budget Request Personnel Cost: $0 Operating Cost: $0 Capital Cost: $80,000 Total Request: $80,000 This request will fund the construction of a fabric and steel shade system Shade structure will cover the outdoor gym in Julies M. Kleiner Memorial Park www.meridiancity.org Questions? www.meridiancity.org Backup Slides Mayor Robert E. Simison Strader Liz Perreault Jessica Brad Hoaglun CavenerLuke Borton Joe Treg Bernt City Council Members: MEMORANDUM DATE: June 15, 2022 TO: Mayor Robert E. Simison City Council Members FROM: Emily Kane, Deputy City Attorney RE: City Council’s Questions for the Idaho Humane Society At its presentation to City Council at the workshop on June 7, 2022, the Idaho Humane Society (“IHS”) ran out of time to answer Council’s questions regarding its proposed contract amount for animal shelter and control services for the City of Meridian for Fiscal Year 2023. The mayor directed me to collect any outstanding questions from Council via e-mail and work with IHS to obtain answers. This memorandum contains the compilation of questions from Council and answers from IHS. Specifically, question 1 was asked by Council Member Perreault at the end of the presentation on June 7, and the answer was provided by IHS CFO Leann Gilberg. Questions 2–9 were asked by Council Member Cavener, and answers were provided by Director of Animal Control Services Tiffany Shields. In order to ensure that all information considered at the June 16, 2022 budget workshop is a part of the public record, I would recommend that, prior to discussion of the Meridian Police Department budget, a council member make note of the existence of this memorandum and request that the City Clerk enter a copy of it into the minutes of that meeting. I will e-mail a copy to the City Clerk for this purpose. Please contact me if I may be of further assistance. 1. IHS’s FY23 budget shows an expected increase in income of 8.7%, and an increase in expected expenses of 5.9%. Is the greater margin of income over expenses to make up for income that was lost from prior years? Contract income increases 8.7% while expenses increase 5.9% from FY22 to FY23. The numbers in the presentation are correct. This is because for FY22 revenues were less than budgeted expenses. If you look at the FY22 budget column, there is a budgeted loss to IHS of $70,687. This was due to one-time funding concessions allowed to Meridian and Boise for FY22 as a result of the timing of the budget request last year. This budgeted loss will be absorbed by IHS. However, as our expenses continue to increase the contract price has to IHS Q UESTIONS AND A NSWERS P AGE 1 increase more than the expenses to get back to a zero bottom line (income = expenses) for FY23. You will see that the total budgeted revenue is equal to total budgeted expenses for FY23, and thus there is no budgeted profit or loss to IHS. If we were adding in the lost revenue from the FY22 budget there would be a net positive to IHS at the bottom for FY23. There is not. We are only budgeting for a FY23 break-even position. We are not adding back the lost income from FY22. 2. What is IHS target response time vs actual? What are the other priority levels and response times? Priority 1: Emergency situation and officer should respond and be on scene within 30 minutes. Can include the following calls: Animal aggression or attack in progress involving a human victim or potential victim, assisting other agencies (fire, medic, police, or sheriff), farm animals (horses or cows) in the road or any animal causing a traffic hazard, animal fighting in progress, and stray animal running around at a school or daycare. Active cruelty to animals happening now (someone beating animal). Life threatening injuries to animals (animals hit by cars), an animal that is severely wounded or dying, an animal in severe distress (ex: locked in a hot car). While it may not be reflected in this category, it is well established for our officers and dispatchers that any call involving a threat to human health and safety takes priority over all others. We would be open to modifying our priority system to reflect this prioritization, but we would note that we do collect response times for each subcategory of incident (aggressive dog, etc.). See below for more discussion on this. The average response time for priority one calls for City of Meridian for the fiscal year to date is 20 minutes. Priority 2: Priority 2: Officer should respond within 12 hours. Injured wild animal, confined stray companion animal, animal in a trap, animal safety concern or dog fighting concern, farm animals running loose, animal evictions or abandonments, animal cruelty, animal bites, stray dog running loose, and animal aggression or attack ( reports only, not active incidents). Prioritization of certain urgent calls within this category also occurs based on dispatcher judgment of whether or not circumstances are exigent. Priority 3: Officer should respond within 24-48 hours. Barking/noise, defecation, feline nuisance, and odor. Miscellaneous reports and contacts with citizens that do not require more urgent response. How quickly animal control officers arrive on the scene after a given priority level call is determined by a number of different factors which include: The severity and type of incident; is the incident occurring now or is the call regarding a past incident; time required to obtain necessary information and dispatch the call; The number of high priority calls coming in at the same time; IHS Q UESTIONS AND A NSWERS P AGE 2 Staffing levels including number of officers available to respond, Number of officers needed to respond to a specific situation; The size of the geographic area and area specific factors including traffic patterns, traffic congestion at certain times of day, and distance. We do not operate emergency vehicles such as the police, fire and ambulance have, and are not authorized to respond in the manner of such first responders. Our officers must obey all traffic regulations and move with traffic so ETA’s will be fluid with time of day and what area they are working in. Most emergent calls involving public safety will require a joint response between law enforcement and animal control and we coordinate well with police, sheriff, fire, and ambulance services on these calls. Police, ambulance, and fire will almost always be able to arrive on scene the fastest. 3. Do the current response times meet the level of service the agency finds acceptable, if not what are they doing to improve response times in Meridian and across the valley? Based on our experience networking with other peer animal control services in comparable communities, we believe our current response times are acceptable. Our officers have specific geographic working areas that they focus on for call response. Our dispatcher tracks all vehicle locations in real time and by doing so can designate the vehicle closer to an incident location for the quickest and most efficient response time. Anecdotally, we find that Meridian Police are satisfied with the current response times that are being achieved. We would welcome additionally dialogue and consultation regarding response time targets. Furthermore, we would welcome the opportunity to set target response times that are agreed to by our contracting municipalities as this metric would assist our organization and local government in determining the effect on response times by staffing levels. This would assist in planning for staffing increases by allowing a better understanding of cost – benefit per increase in officer numbers. E.g. If and when respond times increase above what we consider adequate, additional officers and dispatchers should be budgeted for and hired. We also feel it is important to balance response time metric with outcome performance for non- emergency response. One goal for non-emergency response is to ensure that officers spend sufficient time to effectively address the incident in the most comprehensive manner possible to enhance customer service provided to residents, decrease the number of return calls to the same area/incident and to therefore decrease recidivism. 4. Is there a plan for IHS to evaluate what constitutes a priority one call? I was surprised to see that IHS views a viscous dog as a high of a priority as an abandoned kitten. While both are important I believe public safety related to a viscous dog to be more of a priority. We apologize if we gave the misperception that an animal in distress or danger is treated as equivalent to any call involving a risk of public safety. That perception is incorrect, although it is true that the priority one category does include a range of incidents. Our call categories are comparable to most Animal Control Agencies in other communities in the U.S. Our number one goal is public safety and secondary the safety of animals. If we received a call of an aggressive IHS Q UESTIONS AND A NSWERS P AGE 3 dog and an injured animal at the same time, multiple officers would have to respond. If a loose aggressive dog call came in at the same time as a hit by car dog, the aggressive dog would take priority and a second officer would respond to the hit-by-car dog. If one call had to be responded to in lieu of another, any threat to human health and safety is always responded to first. Priority 1 means we stop what we are doing to respond to that call even if we were en route or close to a lower priority call. If it is after hours when we typically have only one officer on call to respond, the officer responds to public safety first and then the injured animal. 5. Does IHS have an explanation for a decrease in calls from the 3-year average despite our population continuing to grow by significant margins? We and other peer animal control agencies experienced a decrease in certain call types in our communities that appears to correspond to the period of “lock downs” and Covid-19 related increases in residents remaining at home versus being gone during working hours. Additionally, we believe fewer people left animals unattended due to many foregoing travel during the past several years. Additionally, another factor may be the switch of our software reporting from a previous management system to a newer version that was designed for police agencies rather than animal shelter management of data. Another trend is the increased handing of certain types of call response via online and email reporting versus officer in the field response. 6. What code revisions does IHS propose the city explore as/if we revise some elements of our animal control code? Thank you for this question, as described in our recent presentation, Meridian is an outlier in the County in terms of very low impound fees. Such impound fees may arguably be appropriate for a first occurrence that is the product of an accident or understandable lapse, but as the examples demonstrated they are not effective in reducing recidivism for chronic offenders that are the product of negligent ownership. In the past year, IHS worked extensively with the City of Boise and the City of Kuna on extensive amendments to their respective animal ordinances. This year we also worked with the Ada County Sheriff’s Department on an extensive revision of the County animal code as well that will soon be evaluated by the Ada County Commissioners. We would welcome the opportunity to engage in a similar process with Meridian City Council and staff. Our desire is that all of the various communities in Ada County have consistent animal regulations. Such improvements in our ordinances have included: Defining powers and relationship between the contracting animal shelter and enforcement agency and government. Licensing. At large ordinances, animal hold times, notice of impoundment requirements. Approval procedure for multi-animal households / non-commercial kennels. Updating rabies requirements and quarantine requirements. Dangerous and potentially dangerous dog designations, hearing procedures, requirements, and regulations. Prohibition of various dangerous or deleterious animal species. IHS Q UESTIONS AND A NSWERS P AGE 4 Improved definition of various animal nuisances, in particular barking dog offenses. Expanded definitions of various acts of cruelty or neglect of animals. Trapping of animals within city limits. Community free-roaming cat control regulations. Animal forfeiture hearings and appeals process. Confined animal in excessive heat or cold in a vehicle as a defined offense. Regulation of the sale of commercially bred animals. Restrictions on long term chaining or tethering of dogs. Habitual offender law and power to order abatement of animal nuisances. 7. What steps has IHS taken to improve their level of customer service to our citizens? Efforts to improve customer service include the following: The officers have assigned areas for quicker response times. We invested in radios improving communication between officers and dispatch. The entire front desk at the Dorman location is now trained to take animal control calls in addition to the dispatchers which lowers the chance of the call going unanswered and sent to voicemail. The officers each are assigned a phone with an individual number, and they have their own emails. Citizens can reach the officer assigned to their call without going through dispatch. Officers are more accessible to citizens by eliminating “in-between” staff. New equipment is assigned to each vehicle that allows the officer to be safe and quick while working in the field. This includes vehicle mounted lap top computers assigned to each officer that are directly connected to our dispatch call and animal management systems. They can by routed, enter notes, and write reports in the field. They can look up microchip information to get dogs home and reunited with their owner rather than impounding. They can view calls for service while remaining out in the field in their assigned area. Based on successful programs in peer communities, we created Barking dog and Dog at Large Letters for these low priority calls making our officers more efficient and able to maintain the same number of officers and service more calls. Increased training. We currently have a 3 Phase field training program for new officers. Our officers are more knowledgeable and more confident in their job. Officers additionally receive nationally recognized training to ensure that their level of expertise and service is comparable to peer agencies and that their investigations are considered credible and standard for the industry in court. Online access to file a complaint. Citizens can file requests for service through our website 24/7 for non-emergency type calls. This is very convenient for citizens with unconventional hours. Invested in new vehicles, lowering repair costs and while gas is still very expensive, the vehicles have better gas milage. Investing in Omnigo, which is the police dispatch software, modified for animal services, that allows us to track calls better and provide detailed, easy to read, monthly IHS Q UESTIONS AND A NSWERS P AGE 5 reports to all the contract cities. Including the priority level, the address we responded to, dispatch, arrive and end times. We attended MPD briefings to explain our services, how to reach us at all times of day or night. We began sharing our monthly reports with MPD and attending trainings with their staff. Building trust and understanding between agencies. We also went to Ada County dispatch trainings to go over our services, types of calls, what is a priority, how on call works to make us more efficient with them as they dispatch to us after hours. All of this improves our coordination and cooperation between agencies. 8. In reviewing the board leadership, I recognized that the IHS board doesn’t appear to have any board representation from local government agencies, has this been discussed by staff or has there been any effort include the municipal funding partners as part of the current/future leadership structure? The Idaho Humane Society is an independent 501c3 organization that adheres to the best practices of nonprofit governance. Among the principles we adhere to is to identify and prevent conflicts of interest in the governance of our organization which is provided by a 21 member board of independent, non-affiliated volunteer directors that serve with term limits. All members are scrutinized for potential conflict of interests prior to induction on to the board and annually are required to sign conflict of interest statements. Additionally, all board members are held to strict confidentiality agreements. Some examples of conflict of interest concerns that our board of directors has identified over the years as (generally) incompatible for board participation include: Local private practice veterinarians: Veterinarians on a governing board would seem to be a potential benefit for an animal welfare organization but have been determined to inherently have a direct conflict of interest because one of our largest programs and revenue generating businesses is our full-service community veterinary practice. Major vendors: Similarly, we have consistently rejected board service from vendors that we have direct business relationships with including local pet supply retailers, banking institutions that we do business with, financial service providers and others, despite the fact that a number of such entities are also large donors to IHS. Local government representatives and certain employees of government: The Idaho Humane Society serves as a contractor to local government for animal services. Therefore, the board of directors has long held that having board membership from a representative of local government with a potential agenda to sway the decisions and operations of the Idaho Humane Society to the benefit that of a particular government’s interest, constitutes an unacceptable conflict of interest. As an example, during the transition to a two-facility operation and during the Idaho Humane Society’s most recent capital campaign, there was an active debate within the IHS board of directors about whether or not to continue being an animal control and municipal shelter provider. While the decision eventually was in favor of continuing in this business practice and mission, such decision would have been suspect had board members with a perhaps vested interest in maintaining status quo due to their positions in local government been serving as voting members of the board. IHS Q UESTIONS AND A NSWERS P AGE 6 However, we have indeed recognized that the unique, quasi-governmental role the Idaho Humane Society plays in the role of operating a municipal shelter and enforcement agency. This supports the argument that a higher level of local government oversight and transparency could be of great benefit to local administrations, the public, and the Idaho Humane Society’s animal control department. It was because of this recognition that we specifically proposed during the renegotiation process that occurred in 2019, as the organization moved to our current two facility operation, that local contracting governments enter into a formal joint powers or inter-local agreement. Furthermore, IHS proposed that an animal control advisory committee/board be formed with representatives of all contracting municipalities and the County to meet regularly with representatives of the Idaho Humane Society, including the animal services director. It was proposed that they should have access to such information that falls under the purview/funding of local governments and access to the staff involved in performing work on behalf of local government. Both the idea of a formal agreement and cooperation between local governments, as well as the idea of an animal control advisory board, have so far been rejected by our contracting communities. The consolidated contract, which was a step in the direction of this type of arrangement, was also discarded by some local governments. By the way, such steering boards as proposed by IHS are very common elsewhere in Idaho and other states. In fact, not having such a board is uncommon. The case to develop such a board is further supported because the Dorman facility is currently operating with a higher percentage of operating costs borne by local government funding than in previous years. 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