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2011-07-06 SpecialMayor Tammy de Weerd City Council Members: Keith Bird Brad Hoaglun Charles Rountree David Zaremba NOTICE OF SPECIAL MEETING MERIDIAN CITY COUNCIL NOTICE IS HEREBY GIVEN that the City Council of the City of Meridian will hold a Special Meeting I UVorkshop in the City Council Chambers at Meridian City Hall, 33 East Broadway Avenue, Meridian, Idaho, on Wednesday, July 6, 2011 at 8:30 a.m. The Meridian City Council will be receiving and discussing preliminary budgets and presentations from each specific department of the City of Meridian towards approving a tentative budget. DATED this 1st day of July, 2011. _~~, y ~~~~. ~-t.. ~. ~~ ~ ~,',,,. ¢} `Y , ~, J -^~ ~ ~ ~, ~j"~ +, ~ Yep' ~' ~ ~".? ~ ~ `~ '~ ~'~•; ~ yea 'i ~~ ~ JA EE MA ~~~.~~~ ~~ ri 4 i~ ~ ~ t Meridian City Council Special Meeting -July 6, 2011 All materials presented at public meetings shall become property of the City of Meridian. Anyone desiring accommodation for disabilities related to documents and/or hearings, please contact the City Clerk's Office at 888-4433 at least 48 hours prior to the public meeting. ~~~~ NN~~N~OOCO~Ot0~00000Q0 .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .~O.pOOOWO~W~~~WW U1 0 U1 0 0 (J1 0 0 (~1 0 (31 V1 U1 0 0 U1NN.,.~~-~~~OCOt0O0000 O~O~ON~OO~GJ:;~:p~j O(11OU1OO0W0~31O~31U1~31O Ot11OO NOOO-X0000000000 .. .. .. .. .. . .. .. .. .. .. .. .. .. .. ~~-~~O(J1WW~~~OW~O U1 (n U1 Cn O CJ~ (31 O tJ1 V1 t31 O O X31 O n-ooo~r~n~ooU~~zO~n ~ ~ ~~ = v ~ m~rn ~ ~~ ~o~N=~ ~ ~~' ~ ~ ~~~~ _~ p' (D,~~0" ~O(D'r ~ ~.tfl 3-~ 0~N0 ~p C~ ~ ~Q~ (~ ~~ N n Q,~N OtQ pN O ~ ~ ~ QO ~,~(p ~,.~~ ~ (~ ~ ~ " =~ ~ N ~' ~ " 0 N ~ ~ <_ ~ ~ N ~ .~. -• N N ~,~.~~ 0 ~ ~. ~ ~ 0 O ~ (~ ` _ I ~ _. ~ ~ v a `~ cn a c n~ ~_ N CD ~ 0 0 7~ ~ Sv ~ CD - ~ n N N ~ N ~ ~ v~ ~ Z N ... " ~ A • I " 2 v r c~ co ~_ V C V ~ l` 0 rn 3 C ~D N v ~D ~.. .. w 0 0 ~ ~~ O O `/ N Q. ~ ~Q N ,y. y1 ~=3 c ~; ~ _. t~ ~~ tD~~ ~~ ~ N ~D 0 3 N n 0 a c~ ~~E IDIAN~-- IDAHO CITY OF MERIDIAN CITY COUNCIL MEETING AMENDED SPECIAL MEETING AGENDA Wednesday, July 6, 2011 at 8:30 a.m. City Council Chambers 33 East Broadway Avenue, Meridian, Idaho 1. Roll-call Attendance: X David Zaremba X Brad Hoaglun X Charlie Rountree X Keith Bird X Ma or Tammy de Weerd _ Y 2. Adoption of the Agenda Adopted 3. City of Meridian FY2012 Budget Meeting Hearings Adjourned at 1:10 p.m. Meridian City Council Special Meeting Agenda -Wednesday July 6, 2011 Page 1 of 1 All materials presented at public meetings shall become property of the City of Meridian. Anyone desiring accommodation for disabilities related to documents andlor hearing, please contact the City Clerk's Office at 888-4433 at least 48 hours prior to the public meeting. /''~ • ~ ~" ~ ~v ~p ~ v J ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~,~ ~. W . ~ ~ ~ ~...1 V ~ o ~. .. 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X David Zaremba X Brad Hoaglun X Charlie Rountree X Keith Bird X Mayor Tammy de Weerd De Weerd: Okay. I will go ahead and open up today's special workshop. For the record it is Wednesday, July 6. It's 8:30. We would like to welcome all of you here with us today. We will start with roll call attendance. Madam Clerk. Item 2: Adoption of the Agenda De Weerd: Item No. 2 is adoption of the agenda. Hoaglun: Madam Mayor? De Weerd: Mr. Hoaglun. Hoaglun: I move adoption of the agenda as printed. Bird: Second. De Weerd: I have a motion and a second to adopt the agenda as printed. All those in favor say aye. All ayes. Motion carried. MOTION CARRIED: ALL AYES. Item 3: City of Meridian FY2012 Budget Meeting Hearings Council assemble, review any additional materials Revenue Presentation (SK) De Weerd: Item 3 is the City of Meridian Fiscal Year 2012 Budget Hearing -- or budget meeting workshop. So, I will go ahead and turn this over to our CFO Stacy Kilchenmann. Meridian City Council -Budget Hearing July 6, 2011 Page 2 of 64 Kilchenmann: Okay. Welcome to the presentations of the FY 2012 budget. I'm not -- I'm scheduled for a revenue update. I'm not actually going to do the revenue update that -- I believe that was presented to you in the manual, but on your desk I put two pieces of paper, one's a legal size piece of paper and one is the ever changing General Fund projected fund balance report, which this is a fluid document, because things are always changing. So, what I have done on this one --and this is just sort of --this is for you to consider and mull over as we go through the next two days. But what I have done is I have dropped into the 2012 column -- I have dropped the budget request as it is right now -- or as it was a couple days ago. I think it might have changed a little bit since then. But I have dropped that in there and, then, in the future years the legal sheet of paper is our Capital Improvement Plan for five years for the General Fund, so it's just kind of to give you a reminder of where we were going. So, I have made some notes of the things that we didn't do that are in our Capital Improvement Plan and I pushed some of those items off into the next years, so that you can see how they -- if we do do them how they will affect our fund balance and the budget. So, I dropped -- there is a few things I dropped out -- just slowly -- completely at my discretion that could be added back in. I dropped out the Rails To Trails, the animal shelter and the engine -- refurbishing the engine. In other words, they got pushed to further years, which is not necessarily what we will do when we sit down after these workshops and starting work on the Capital Improvement Plan again. But I just wanted to show you the impact of those items on future years, as we -- as we still do some of those items we identified. I also made some assumptions -- I took out the use of fund balance, except for the use of fund balance that we are going to use this year. We have budgeted for the maintenance shop this year and we had budgeted for kind of a savings toward the field house. But in the future years I took use of fund balance out, because, obviously, our fund balance has been depleted beyond what it was when we initially put together this projection. Oh, we additionally put together the Capital Improvement Plan. So, also when you look at '12 --that '12 column compared to the '11 column, we haven't -- in '12 there are two grants that are not included. The ARA Grant for 425,000 and the Block Grant for 257,000. We don't have those in the '12 budget yet, so that kind of makes a difference. So, basically, we are looking at revenue going up about four percent, personnel going up five percent, operating going down eight percent, capital going down four percent, which those percentages, again, are somewhat affected by those grants that have not yet been added to '12. So, that's just kind of something to keep in front of you as we go through the day and if you have any questions at anytime about the Capital Improvement Plan or about this schedule, just feel free to interject and ask as we go through each department's enhancements. De Weerd: So, Stacy, just a quick question on the grants. Are you still figuring in, though, the capital and personnel costs to those grants, just not the revenue? Kilchenmann: No. What Todd does is he will go -- he doesn't like to put those in until we actually receive the award. So, when we get the award we will do an amendment and put the revenue and the expense and so it's a wash. De Weerd: Even though we already have the people hired? Meridian City Council -Budget Hearing July 6, 2011 Page 3 of 64 Kilchenmann: People hired? De Weerd: Yeah. As far as -- Kilchenmann: The Cops grant's in there and the DFC grant. The only one that's not in there is the ARA and the Block Grant and neither of those have people, except for Lori. So, that is a point. We probably should put the Block Grant in. De Weerd: Okay. I was just checking on that. Kilchenmann: Yeah. I will turn it over to Todd for a brief overview. De Weerd: As Todd comes up I will tell you that he and I had a very entertaining time playing good cap, bad cop. I'm not sure who was who sometimes, but it was a good experiencing going through this budget with Todd and the various departments and Council liaisons. Overall Budget (TL), Merit, Reclass/Increases (BN) Lavoie: Well, thank you. Good morning, Mayor. Madam Mayor, Members of the Council. It was fun being bad cop, good cop. We saw a number of you guys in the meetings this year, so we definitely appreciate the time you guys took and enjoyed the fun with us. I'm going to go over what I handed out to you this first thing this morning as your supplemental packet. The first thing you have is just the budget schedule that we are going try to stick by today for you. The next section paper clip is the updated budget summary sheets. So, if you just want to insert those into your book. These are the new General Fund, Development Services Fund, and the Enterprise Fund summaries. The next paper is a supplemental computer replacement and capital replacement request that we built for your review. The next item is a dues and partnerships schedule update. It shows you what the city is paying for with all different dues. The next five items are enhancements. We have a new enhancement that's converting -- for the IT department that's converting a part time junior developer to a part-time software engineer. We have a police grant that's called the E ticketing grant. We have another police grant called the Edward Byrne Memorial JAG Grant. Then you have the two wastewater grants that are just updating some of the text information on those particular enhancements. One's a drying bed and one's a SCADA upgrade. And, then, the last item you have in your packets is for the third year in a row we had a BSU student work with the city to review its budget process and the Meridian parks process and I just gave you a copy of the report that they supplied to their teacher and it is actually an ex-employee Joey Schuler, he is the one who wrote the report for you guys this year. So, it's in there for your review and give him kudos next time you see him. think he got an Aon his report. De Weerd: All right. Meridian City Council -Budget Hearing July 6, 2011 Page 4 of 64 Rountree: Except he spelled my name wrong. Lavoie: Did I spell it wrong? De Weerd: You spelled his name wrong. Lavoie: Did I? Sorry. De Weerd: Or Joey did. Rountree: Joey did. Lavoie: Oh. Don't give him too much of a hard time. Rountree: I will. De Weerd: I would, too. Lavoie: Well, with that I will just jump into my budget presentation. It should be pretty quick. I was going to go over some of the highlights of what's going to be presented to you guys in the next two days. Some items of interest for this year's presentation --the revenue calculations do not include the three percent property tax allowable increase in the numbers that are presented to you. The fiscal -- the'12 budget presentations does include a three percent merit pool and also an adjustment to the police STEP plan that we will discuss in a few minutes for you. And also within this budget year we are proposing that we spend two million dollars of the General Fund balance for capital projects. With that we will jump right into some numbers. The numbers that are presented to you for the next two days, the total city fiscal year 2012 budget that is proposed is 56,893,000. That's going to be up 1.01 percent from last year. You can see how it's broken down between the three funds. The General Fund is 28,906,000. It's going to be up 5.08 percent from last year. When I used the last year comparisons I'm using the last as year as representative of this day last year exactly. So, what we presented to you this same time last year -- not amended, but exactly 12 months ago from today. And, then, the Enterprise Fund is going to be funding down 3.01 percent from last year. And you can see with the graph that --the different percentages that the city is comprised of, 25 percent is fire, 20 percent is police, and so on. Over the next two days the city will be proposing some new FTE's, some vehicle replacements, and some enhancements. The General Fund we will be presenting to you a request for 5.5 new FTE's. Development Services and Enterprise Fund will be presenting zero new FTE requests. There will be 18 vehicle requests. Those are going to be 17 new requests and -- I apologize. I apologize. Fifteen replacement requests and two new vehicles in the General Fund and Enterprise Fund is requesting one replacement of their vehicles. And, then, for enhancements you will be presented with 10.8 million dollars of enhancements and you can see how it's broken down between the three funds. The '12 budget is broken down by -- 80 percent of the budget is going to be base budget, proposed is 19 percent is enhancement, and one percent of the total budget is Meridian City Council -Budget Hearing July 6, 2011 Page 5 of 64 going to be replacements. Just another viewpoint on what the budget looks like from a General Fund budget and an Enterprise Fund budget breakdown. The last slide was total city. Again, another view on what the budget is going to look like. The top graph shows you your total city budgets from FY-07 to FY-12. So, we are pretty flat over the last two years. The bottom left one is the total city budget by fund. We have it broken down by three different columns. And, then, the bottom right-hand corner shows your total personnel and total operating budgets for the city as a whole, so you can see personnel. The taller of the two and ongoing is the smaller of the two columns. Over the next two days the city will be presenting to you 736,595 dollars in replacements. You can see how it's broken down into three different funds. The bottom --the left-hand graph shows your total city replacements over the last six years and, then, the bottom right-hand corner one shows the same date, which is broken out by fund again. There will be 65 enhancements presented to you over the next two days. We have 25 that will be presented to you in the General Fund,. with a value over three million dollars. Development Services Fund will have two enhancements, 55 -- a little bit over 55,000 dollars. And the Enterprise Fund will be presenting 38 enhancements, a little over 7.7 million dollars. Again, on the left is the graph orthe total city -- total enhancements year by year and, then, the same data again broken down in bars for the representative funds. During the budget presentations over the next two days you will have some departments that will not be presenting enhancements and you can see those right there. Building Services, City Clerk, Economic Development, Finance, Human Resources, Legal, Mayor's Department and Utility billing. So, if you have any questions for them, please, let us know. We did not really slot a time for them, since they had zero enhancements. But if you have questions, please, let us know and we can get somebody up here for you. And with that that is my part of the presentation. I stand for any questions. And leave you with a little joke. De Weerd: Council, any questions at this point? Bird: I have none. Rountree: Not right now. Lavoie: Thank you very much. No Enhancements -Building, City Clerk, Econ Dev, Finance, HR, Legal, MUBS, Mayor De Weerd: Thank you. Does that picture make you want Skiddles, Bill? Nary: Good morning, Mayor and Council. De Weerd: Good morning. Nary: I only have a few slides to talk about FY-12's benefits, adjustments, and reclasses and enhancements. The first one I'd start off -- I like to always start off with Meridian City Council -Budget Hearing July 6, 2011 Page 6 of 64 bright and colorful. I thought bright and colorful for a Wednesday morning on budget would be good. First thing to talk about is benefits. Benefits are always a challenge trying to keep within a budget for that. There is a lot of unknowns that happen each year with it and our budget -- or our benefits committee, along with Mercer, our benefits consultant, worked through a lot of different issues on our current benefits package and how we do things. What you have in front of you is what our renewals are for the FY- 12. You will notice one of them is still pending, but let me break them down. We were anticipating a higher increase in Blue Cross and with Mercer's assistance and our employee utilization numbers that have really been pretty steady have decreased. We were able to get Blue Cross at a 6.4 percent increase for FY-12. Many cities around our area experienced a much more significant increase from Blue Cross than that. So, we were very pleased with that. We had actually anticipated potentially higher of an increase. But I want to talk first about the -- the first bullet that we listed there. The benefits committee has, basically, recommended that we make sure our employees understand this is the last year we believe we can offer the benefit package that we currently have as a price that is affordable to the city and to the employees. The benefits committee would like to look at alternatives for the next fiscal year in rewriting the plan and you will notice -- let me take one second. You will notice that the blue -- the blue folder I provided to you there is a breakdown of the various plans and this long spreadsheet that you have shows the different renewals for Blue Cross and the current plan that you have -- you see the 6.4 percent increase. You will notice with some slight variation, whether it's to the co-insurance, the deductibles, the out of pocket, we can realize some additional savings. The benefits committee is not recommending we take on those savings this year,. mostly because we have just recent surveys and trying to figure out what really is the most important value to employees, what they -- what's the most bang for our buck and so we felt as a committee that we need to build -- well, study that result, as well as see what really fits into a better plan for employees that's, again, affordable for the city on alonger-term basis and we believe a transition year is probably the most appropriate way to handle that. FY-14, based on the -- if there is significant changes to the national healthcare law, there may be more significant costs to the city and so trying to transition that in FY-13 we think is the right way to go and trying to get a plan that, again, stays more of an affordable without changing benefits significantly. Again, we have to educate our employees a little bit on some of the pieces and parts of the plan. Just a good example, some -- if you don't use some of the things -- EAP is a few notches down here. If you don't use EAP, you don't find a lot of value in it. Yet we have a 20 percent utilization of EPA of our employees. So, 20 percent of our employees are using it a lot. And so there is value to people and it doesn't cost a great amount of money and we find a good avenue for people when there are crises, whether at work or at home, that there is an avenue for employees to go. Without having that we think this would be a detriment to our --our benefits package. So, we don't want to necessarily just, you know, cut and burn and slash things just based on a survey, but we want to analyze the survey and, then, see what the marketplace has. But I wanted you to see the comparisons that we looked at on where we could save things, but we felt it was such a -- such a tenuous time for folks and because it was within the budget that we had anticipated, to not make changes this year, but to make sure our employees are informed and this will be the last year this plan will look the way it looks. Meridian City Council -Budget Hearing July 6, 2011 Page 7 of 64 It will be different, it will have a different deductible, it will have different copays, it may have a different maximum out of pocket and, again, not a tremendous amount, I mean we tried to also inform employees, you know, we are not going to come back and recommend that we go from, you know, one level to something that's, you know, 150 percent higher. I mean that's just not very logical. So, we are not looking to do that, but we want to make sure that we maintain an affordable plan going forward in the future. So, on the next one, as I said, medical, our Blue Cross came in at 6.4. That was less than we had anticipated it would be, so we are very pleased by that. Delta Dental was very -- we had a higher utilization of dental and yet Delta Dental we were able to get them down to a six percent increase, which we felt was fair in the market and what was being used. Willamette was also at six percent. Willamette has a huge utilization, as in over a hundred percent utilization of that benefit, because the way that's structured people tend to use it more, because one of the advantages of Willamette is it has orthodontics and so people tend to move to Willamette, so that they can take advantage of the orthodontics coverage, so it does tend to be utilized a lot, so keeping them at six percent was also a plus. We felt from the benefits committee that it was important that we at least go out and market the dental plan to make sure we are getting the best value. We think six percent is right. Blue Cross does offer a dental plan that's basically wrapped up into their medical. We thought we would at least get a quote from them to see whether or not it was a better advantage to the city. I hate to change too much for people, unless you're going to really make a wholesale package change to it, but we at least thought it was important that we evaluate that cost. So, we don't have that. We anticipate having that by Thursday. If it's less than the six percent, we may come back and recommend to you that we do that. If it's a six percent we'd probably recommend keeping the ones that currently exist. The vision plan was a zero increase. Just as an aside again, the number of people -- I think we have to educate our employees a little bit better, because a number of folks don't understand completely how it works, so we got a lot of comments back in our survey that it's not enough or it doesn't really cover a lot of things and it's really meant to cover portions of your cost for eye care for classes or contacts and I thinkwe just need to do a better job of making sure people understand what's covered and what isn't covered. Again, the EAP, as I have stated, it's a 3.9 percent increase. We have a 20 percent utilization; it's probably one of the higher ones around. I don't know if that's a good thing or a bad thing. I think it's a good thing. I think people as they find that this is service that's available to them that they want to use it. We updated a few years ago, you may recall, from three visits to five. We find the average visit now is four. So, it does fit exactly, it appears at the moment, what people do need to help them through some difficult times. So, I think we are pretty pleased with that one. Our United Heritage coverage for life insurance, short-term disability and long-term disability, there is no increase for that. And, then, our flex, probably the one comment that we receive the most from employees is their dissatisfaction with the -- with the discovery benefits and the services they provide. The flex program is basically mandated by the federal government how it has to be administered and what's required and what receipts are necessary to be done. So, I -- we don't believe that you will get a significant amount of change for that no matter where you go. They have to follow the same rules no matter who is administering it, but we have found some difficulty in working with some of the discovery benefits folks. It's an online service, they are not a Meridian City Council -Budget Hearing July 6, 2011 Page 8 of 64 local company, so the recommendation benefit manager is a local Boise company, they have a local office, they have a good reputation, they have a number of local clients, Mercer has worked with them, as well as other clients that use them as a service. They have found them to be helpful and very satisfactory from the customer service side, a very minuscule increase cost of change. Most of the cost of change will most likely -- will likely be more in just the setup cost and fee, which is a one-time cost. But we are recommending we switch to that one, because we think we can provide a better service to our employees. Again, that seemed to be our highest frustration point is dealing with discovery benefits. Questions before I move onto the next slide? Wage adjustments. We looked at all the employee groups and, again, we -- we do look at number of different things. We look at the local market. We look at statewide surveys. We look at various target cities within the state and trying to determine where do our employees pay scales fall in relation to others. We did not recommend that we move the general employee pay scale up this year. Again, this would be our second year in a row. We feel the general employee pay scale is currently adequate in the market. We think we may need to look at it in FY-13, but we think the last two years we have put our -- our employee pay scale at the -- the proper entry level, that we think there is some adjustments that could be evaluated internally at different positions, but the scale as a whole we feel is adequate to be marketable and for both recruitment and retention of employees. These recommended wage adjustments are a little different on the police one you know, the police work off a pay scale that is based on years of service. There is a graduated scale for the different levels of certification an officer may receive up to the first five years of employment and between five and ten there is no additional amount that's added to the officer's base wage, unless they are doing extra types of duties. They have a second language, they perform for the -- they work in the K-9 unit; they work on an FTO or some other areas of specialty that the chief may authorize. At year ten they get an increase based on years of service and, again, by certifications they get increases, as well as promotions. We recommended moving the whole entire scale three percent. We looked at the local market, as well as statewide to stay competitive. We feel that if we don't continue to keep the police pay scale in general at a three percent increase we are going to lag behind some of our local competitors, like Boise and Nampa, as well as some of our statewide competitors for employees and, then, we want to avoid the major jumps. You know, we certainly don't want to come to you in a year and say, well, we have held off a couple years now, so now let's move it up five percent or seven percent, because we have to make up some gaps. We think three percent will keep our police pay at the current market rate that's competitive with the valley, as well as the state. The general employees merit pool, I think Todd had mentioned that we had recommended a merit pool again for performance. That would be the -- three percent would be consistent with this current fiscal year of FY-11. That gives a range of potential increases based on merit performance for individual employees. This past year we were able to do with a three percent based on the numbers. We were able to do a two and ahalf -- two percent to about a four percent increase for employees. This year we will see how the breakdown is on our performance reviews to see whether or not we can still maintain it, but three percent gives us enough flexibility to be able to give a decent increase for employees that are performing above and beyond and to be able to maintain the cost of benefits for Meridian City Council -Budget Hearing July 6, 2011 Page 9 of 64 employees as well. The fire collective bargaining agreement has a three percent already built into that and that takes effect October 1 of this year. Next we have a few reclasses. There is a division chief proposal you will hear from Chief Niemeyer. This reclass only deals with the current command personnel in the department, so we have, basically, the ops and the prevention deputy chief and the logistics and EMS division chiefs. Chief Niemeyer will explain his overall proposal, but this 19,873.76 basically adjusts the division chiefs to be at a level higher than the captain. What we had -- inadvertently wedidn't anticipate the --the differences between what the captains would be making in FY-11 and '12 and, then, what the division chiefs were slotted to make and where they were situated. So, this, basically, makes sure there is a separation between the captain position that's a union contractual position, the division chiefs that are going to be above that, and, then, the deputy chiefs that are above that -- for a couple of variety of reasons, but primarily from equity you're going to want to, obviously, pay a slightly higher amount of wage for the folks that have higher responsibility at each level of the department. So, this amount, like I said, only deals with current personnel, it's not going to -- this is incorporated -- if you add the additional personnel as well, that would be incorporated in the enhancement. Reclass for general employees. This amount -- this covers six positions. We polled all of the positions in the city to see whether or not there are some necessary adjustments either to individual positions or to positions as a whole. Last year we took on a couple of different positions as a whole, large scale work groups, this year we looked at some smaller groups based on department's request. This, basically, covers six different positions and these are slight adjustments to either market range to the first third of the range for certain positions to make sure we stay current either with internal equity or with the marketplace for the Clerk's Office, Planning, the Mayor's office is one position, that's just a readjustment from an office assistant position to an administrative assistant position based on the duties, and human resources is the same. We have an administrative assistant one that has now taken on the duties of all three divisions of my office, as well as handling budget matters, that's really classified as the administrative assistant two, so there is a slight pay adjustment for that. So, all six of these positions are really just more internal adjustments based on the duties and responsibilities and what the pay scale is relative to other people that performed that --that function. Three quarter time employees. This is an enhancement that we are requesting. We have found --and this really affects two positions, one in the Mayor's office and one in Parks and Recreation. What we found -- and especially in Parks and Recreation, that's probably the one I want to start with, we were finding that there are positions in the city -- and we, actually, ended up really finding four positions that we identified, we scaled it back to two, where that 19.5 hours, which is the limitation set by PERSI, that a person can only work 19.5 hours a week, up to 11 weeks -- and there is a whole bunch of formulaic requirements to it, but, anyway, basically 19 and a half hours a week. Well, what they find with the Parks Department, based on their seasons, don't correspond necessarily with the growing seasons that exist in PERSI and that's what a lot of these 19 and a half hour are seasonal positions were designed for doesn't work, because their seasons correspond with sports seasons, not growing seasons. So, they are sport season folks, they have to hire more people to have enough coverage for making sure the gyms are opened and closed, making sure there is personnel their, the officials are there, that the games operate, the different Meridian City Council -Budget Hearing July 6, 2011 Page 10 of 64 things operate -- so, they have to hire up to potentially seven people to manage their different sport schedules because of the limitations that are placed on that. If we add them at a higher amount of work time, then, they are all going to become PERSI eligible. So, what we did in working with the parks departments -- and, again, with the Mayor's office -- we found that there was at least two positions that we could target, make those positions higher. Work positions. They are PERSI eligible, they wouldn't be eligible for other benefits, but they are PERSI eligible, but potentially either eliminate positions, like in the Parks Department, or not run into the position that you're ending up paying PERSI anyway or you're having to hire another person to fill the void. So, the Mayor's office position would provide support to the economic develo ment area and p , then, the parks position would eliminate at least five and potentially up to seven seasonal part-time positions, so we wouldn't have to, essentially, hire more folks just to make sure we stay within that, we could hire one person. The question I would anticipate when we discuss this around the table with the directors is why don't we just make these people full time instead and, again, in talking with the departments -- wouldn't tell you that neither of these positions or the others that we identified this year couldn't potentially be full-time positions at some point in the future, the departments didn't think that they needed to be full time now, that this wasn't a measure to both get the job done without the additional cost of benefits and the other things that go with it and were -- would allow the departments to, again, manage their workload and their work force better than what exists today. But I'm not going to kid you and say either these positions or some others might some day be necessary to be full time. We just didn't feel they were necessary to be full time now. That's all I have. De Weerd: Council, any questions? Rountree: Madam Mayor? De Weerd: Yes. Rountree: Bill, on your last slide help me understand the enhancement aspect of that. If -- if you're going to eliminate five and possibly seven part-time seasonal positions, that --that group of folks had a payroll burden of whatever. Is the 45,000 in addition to that or is the 45,000 just for the two positions and there is a net savings or a minimal increase inthe -- in the payroll burden? Nary: That's a great question, Council Member Rountree. The 45,000 is based on just those two positions. The seasonal -- the seasonal hires for the Parks Department, basically, that Finance pools all of those funds. So -- and they don't slot them per individuals. What this is based on --and the reality is this is based on a formula, so the likelihood that this will be less than that is very high, because what we did we took the current rate of what the employees make, but what we budget for positions is at mid point. Neither of these positions will likely be paid mid point initially. But we took it from the formula standpoint of how we do for all personnel positions, so we took it at mid point, we basically up'd it from 19 and a half hours weekly to 36 hours weekly. I don't anticipate necessarily that all the positions -- and you can certainly ask Steve. I don't Meridian City Council -Budget Hearing July 6, 2011 Page 11 of 64 know that his positions will be 36 hours. Most of the departments though 32 would cover a majority of the work that they needed, some weeks might be 34, some weeks might be 30, especially on the seasonal -- or especially on the sports recreation programs. But we took -- we took the max at 36, so that way we have some formula to deal with. So, Todd, basically, just took the mid point of the range of what these two are classified at, multiplied the additional hours -- so the additional 18 and a half hours multiplied by 52 weeks a year. So, this is just additional cost for those two positions only. It's not offset by the other positions, because they haven't determined which ones they are going to eliminate specifically yet, because the seasonal ones are hired in the pool, not necessarily by individual slotted employees. Rountree: But there is a potential for an offset. Nary: Yes. De Weerd: Any other questions at this point? Bird: I have none. De Weerd: Okay. Nary: Thank you. Planning De Weerd: Thank you, Bill. Pete. Okay. We remember, Pete, last year it was chairs, so -- Rountree: Now we need tables. Friedman: Oh, yeah, we got to have something for us. Good morning, Madam Mayor, Members of the Council. I will be brief. I think I have a very brief presentation here somewhere. De Weerd: Well, welcome to the position of interim planning director. Friedman: Thank you. I was looking for a target. I couldn't fired one, so I guess you will just have to have at me. De Weerd: I know. I'm so disappointed. Friedman: I know. It's a pleasure to be before you and give you our budget presentation for FY-2012. 2011 has been a great year. Things are really picking up. I think you can see that we have had some real significant milestones this year with our Comp Plan update, the Scentsy campus underway, PKG underway, Fast Eddy's coming out of the ground with their second facility, Center Cal starting to move forward and, Meridian City Council -Budget Hearing July 6, 2011 Page 12 of 64 then, some of our internal tools that we have been developing this year that will assist both our staff, as well as our clients and we are looking forward to a pretty exciting 2012. I think there is a lot of projects out there in the wings that you have been reading about, more coming in the door every day, so stay tuned with that. Our budget approach to this year is similar with the last three years. Consistently we are striving to reduce costs. This year we have minimal enhancements. We have reduced our personnel costs slightly. I'm not planning on asking for any staff increases and our operating base costs have been reduced about 12 percent since 2011. I am respectfully requesting one enhancement to complete the South Meridian Area Plan. You will recall that's that kind of blank area in the southwest corner of our future land use map that we refer to as the referral area, future planning area, when we renegotiated our area of city impact with Ada County. The time has come. The Ten Mile interchange is open. There is -- we have been coordinating with Nampa on -- and ACHD on the future alignment of West Overland Road and Airport Road. Things are beginning to pick up down in the county and we did make a commitment to those folks when we did the South Meridian Plan four years ago that we would be back and I think at this point in time the time has come to fulfill that commitment. So, therefore, I am requesting an enhancement of 40,000 dollars for professional services to engage a consultant to assist us with that planning effort. Planning on kicking that off probably November, December time and I haven't completely thought through it, I don't think it's going to be a prolonged planning effort. I'm hoping it won't be a prolonged planning effort. The other one -- you know, we went through so many machinations on land use alternatives, but we still have those. We have other information. We have had a couple of studies done by BSU students. I will be working directly with Tom Barry and looking closely at where we can provide services and where it makes sense not to provide services. We plan on bringing as partners in this city of Nampa, Ada County, the highway district, city of Kuna and Central District Health and trying to move this forward and fill in that blank spot on the map. So, that is our one enhancement for next year. Our total budget has been reduced by close to seven percent from 2011. So, if you have any questions I would be happy to answer them. De Weerd: Council, any questions? Bird: Not at this time. De Weerd: Okay. Rountree: Thanks, Pete. De Weerd: Thank you, Pete. Friedman: Thank you. De Weerd: Council, do you want a five minute break? Would you like a five minute break? Meridian City Council -Budget Hearing July 6, 2011 Page 13 of 64 Rountree: Sure. Why not. De Weerd: I will go ahead and call a recess for five minutes. (Recess: 9:12 a.m. to 9:18 a.m.) Streetlights De Weerd: Okay. I will call this meeting go back to order and welcome, Tim. Curns: Madam Mayor, Members of the Council, this morning I have the streetlight enhancement before you for our new streetlight installations. The FY-12 enhancement is for 50,000 dollars and the annual ongoing electrical cost listed there is approximately a thousand dollars. So, the purpose of this enhancement is, essentially, to increase visibility and -- which is essential for the safety of traveling public, both cars, pedestrians, and cyclists. The specific project description for this would be installing lighting to meet the city's minimum lighting levels on roadways of significant pedestrian and cyclist use and in this case this is a major focus on schools. As you see under the goals, the immediate goal is to improve dark school walk routes along North Linder Road from Pine Avenue to Cayuse Creek Way, which encompasses everything from Rocky Mountain High School all the way down to Meridian High School and actually have highlighted the entire length of Linder Road, then, I will explain why in a second. And, then, the larger goal, of course, is to improve the mobility of Meridian residence. And as I said, I have highlighted that entire section there, just because in looking at what might make a series of projects to light this section of roadway, depending on how money actually works out when you get down to it in programming projects, the very south end there between Pine and Franklin, which serves as a walk route to Meridian High School, could possibly be added in. It doesn't require a whole lot of additional lighting. So, that's kind of why I have highlighted that there. But, in essence, that is the proposed enhancement and I am ready to answer any questions that you may have. De Weerd: Thank you, Tim. Council, any questions? Rountree: None right now. De Weerd: Not at this point, but thank you, Tim. IT, HR, Legal De Weerd: Since it looks like IT is here, Council, we will just go ahead and if you don't mind we will just launch into IT and HR and Legal. Paternoster: I think it's pretty much just IT. We will wait for the Powerpoint to load. De Weerd: I do like the cartoon in this section. You know, we know it's just a joke, but -- Meridian City Council -Budget Hearing July 6, 2011 Page 14 of 64 Paternoster: The cartoon? De Weerd: You want to see my book? Paternoster: I must have missed the book. Somebody did us a favor. We like that. So, Madam Mayor, Members of the Council, thank you forgiving us time this morning to present the IT budget for FY-2012. Today we are prepared to talk about four items. Two of those are enhancements and two of those are just replacement items. The first item I wanted to talk -- De Weerd: Terry, do you want to start by introducing who you have with you. Paternoster: Sure. Any IT staff please stand. So, we have Chad Neal over on the right. Chad is our network specialist. We have David Tiede, our systems admin, who kind of -- if something breaks it's his fault, but usually everything runs perfectly, so we are very thankful to have him. Mike Tanner, our outstanding award winning programmer. And, Wilma, our part-time GIS specialist, who teaches at the collegiate level and we are very fortunate to have her. De Weerd: Thank you for joining us. Paternoster: Thank you. Thanks for reminding me. I appreciate it. So, the first item for our presentation is on computer replacements and so let me find -- slight lag. And so for FY-12 we have 44 computers that are up for replacements. This includes servers, desktops, tough books, which we took over from police and fire over the past few years. That 44 computers represents a little bit less than 15 percent of the total computers within the city. On a five year replacement program we would expect to replace about 20 percent of the machines per year, but this is a low year. Part of the reason that it's a little bit low average is that we have the Accela project that we have been actively working on. Rob Sosnowski, our project manager, has been doing a phenomenal job pushing that project, but one of the parts of that project was getting tablet machines for the inspectors and the code enforcement people and so one of the ways that we were able to save some money for the replacement for next year was to take the machines for those individuals who had viable machines and redeploy those to other individuals who would have otherwise been up for replacement next year. That, actually, reduced the number by about 12 machines for next year that we would have otherwise had. The next slide is for Microsoft Office replacement. This is a request that's been ongoing for several years. We have -- IT's understanding of the budget and just the limitations of the financial situation that is going on with the economy, tried to really think outside the box as to how could we make improvements for the city without asking for all of the money it wants and so what we have come up with is we came up with a two phased approach as to how to take an intermediate step as to how to get the licensed upgrade. The way that Microsoft licenses things makes it so that you can only buy current licenses and so like if you wanted to buy a license of Office 2010, you can buy that now, but you can't go back and buy 2003 and since the city is currently standard on Office Meridian City Council -Budget Hearing July 6, 2011 Page 15 of 64 2003, every subsequent upgrade when we bought licenses we have got some upgrades with it. So, what we are recommending doing this year is upgrading all of our Office 2003 licenses, which represents 177 licenses for the city. That's out of about 320 Office licenses the city owns. By upgrading this 177 licenses to Office 2010, what that does is that creates about a 60,000 dollar enhancement for Microsoft Office licenses. It allows the city to upgrade to Office 2007 for next year, then, following for FY-13 we will come forward with another enhancement for 42,000 dollars for the remaining 121 licenses the city owns that won't be Office 2010 to get those upgraded and so, basically, we are going to do 60,000 this year, we will do another 42,000 next year and we get benefit out of both years, because next year we will get to go to Office 2007, the following year we get to go to Office 2010 and so the city gets benefit. If you have any questions I'm happy to get into that. It can be kind of confusing. The other enhancement that we are asking -- or replacement that we are really asking for we have been running an older version of Microsoft Exchange for -- we are still on Exchange 2003. We are asking to upgrade our Exchange environment, which is our a-mail server, to Exchange 2010. This enhancement comes to roughly 15,000 dollars. There has been numerous improvements on the mobile front that we believe are worth the benefit to the city to upgrade those licenses. De Weerd: And, Mark, this doesn't improve user error. Paternoster: So, our first enhancement is for GIS. GIS has been a hot topic of conversation for the past couple years. The city has been using GIS since approximately 2003 in Public Works, but one of the things -- oh, thank you, Wilma. Wilma is passing out the GIS plan. This is -- represents a lot of work of many individuals within the city. We really want to take this opportunity just to celebrate the success that there is a plan that exists. You know, many people were skeptical that we could actually get to a plan, but we are very pleased with the fact that we do have a plan as to how we can address the needs for GIS and future improvements that are needed to really optimize the use of GIS for the city and so we are really grateful to many of the people who worked on that. In fact, we had a GIS team and at that GIS team meeting we had over 22 different people within the city representing every department actually attend meetings. In addition we had numerous inputs from individuals throughout the city where we conducted a survey and we asked for input from on a lot of different people throughout the city, we got numerous input and, basically, at the end of that we consolidated all of the information and the recommendations for ways that people thought that we could improve GIS and we came up with a list of over 140 business opportunities. Out of those 140 business opportunities we recognize that it wasn't really possible to do all of those at this juncture and so what we said is we said let's identify the ones that really are high priority or have a lasting benefit. Immediate benefit. And so we identified 65 items that were high priority and would provide immediate benefit to the city by accomplishing those items. The methodology that we followed really was a two factor methodology. Esri, which is the company who makes the GIS software, they recommended a ten step methodology, which we started with throughout the plan. When Rob Sosnowski was leading the GIS team he was following the methodology. When Rob took over the Accela project we realized that although the methodology that Meridian City Council -Budget Hearing July 6, 2011 Page 16 of 64 Esri recommended had a lot of benefits, that we really needed some more project management experience to help us really bring the plan together and through a lot input of resources internally, John McCormick specifically, we were able to really just bring the plan to fruition. And so we are really proud of that plan and definitely, you know, if you want more information about that plan or want to look at it at some point in the future, definitely feel free to peruse it. So, the enhancement that we are asking for that's associated with this is our first enhancement of two and what we are asking for is roughly around 100,000 dollars for this enhancement and this is to implement a city wide GIS plan. The plan really is made up of mostly components of personnel and so we have 85,000 dollars, which is to upgrade to another one and a half full-time positions. Wilma currently is a part-time resource. We would like to upgrade her to full time. In addition, we realize that we need to upgrade -- but we actually need to add another full-time position in order to get the plan done. If we don't add any resources to the plan and we were to try to attempt to do the plan as it currently exists with those 65 deliverables, based off of the timeline it would take until 2028 to achieve those deliverables, which we didn't feel was very timely or reasonable for the city. We also were asking for 6,900 dollars in one time costs. Those are, basically, standard personnel costs with adding a person, a cubicle, a computer, a phone, a chair, the miscellaneous expenses that you have. And, then, we are also asking for 10,000 dollars in ongoing annual consulting money and what that is is that we recognize that there is specialties that we have within the city and, then, there is specialties we don't have and we realize that although we get a lot of benefit out of adding GIS specialists, that adding like a GIS analyst or somebody who is maybe more specialized with our infrastructure, it makes much more sense just to hire a consultant to come in and help us out with those particular items. And so that's what that 10,000 dollars is for. One of the things when John McCormick got involved with the plan that he said -- he said 65 deliverables is an awful lot of deliverables to do all at once and he really recommended that we break it down into a phrased approach and so what we did is we broke it down into three phases. At this juncture what we are asking for is try to get the funds and resources to accomplish phase one. In addition, we think that these resources should be sufficient to accomplish phase two and three when we get to that. But currently phase one is broken down into 33 GIS deliverables through a needs assessment. The primary objectives of this are GIS support and training, to integrate the GIS with existing systems and to optimize work flows. As you may recall when Anna was here a couple weeks ago and she provided a wonderful demonstration on what GIS actually does, you know, she brought up some data sets and showed you some information. Well, one of the challenges that the city's had is that the data sets don't always get up to date and so what happens is atone point in time someone will say, well, I need this information and so the GIS staff will hurry around and get that information up to date, but, then, it sits at that point in time and there is not a plan in place as to how to keep that information current and so what we recognized was if you're going to create the information you need to have a work flow in place to make sure that information maintains so that it keeps current. And, then, we also realize that part of this phase we need to identify what are we going to do in phase two and three. What we recognize, even though there is only 32 deliverables for phase two and three, we recognize that the city doesn't really understand the benefit of GIS as well as they could and so we have recognized that Meridian City Council -Budget Hearing July 6, 2011 Page 17 of 64 through support and training that people are going to recognize what they can get out of GIS and through that recognition that we would expect that people are going to want more GIS deliverables going forward and so part of phase two and three is to -- or phase one is to identify what will happen in phase two, what will happen in phase three specifically, in addition to those 32 remaining deliverables. This is a chart -- I think Anna showed this chart before when she did the presentation a couple weeks ago, but what this is is this is the organizational structure that the GIS team came up with for how to best meet the city's needs. There is many ways you can implement GIS. Some people or organizations have choosed to use a centralized model where, basically, they take all of the GIS resources and they put them all into one department and say that department's responsible for providing everything for every department. Other organizations have said, no, nobody will house GIS, it will be in every single department and each individual department will be responsible for their own resources and maintaining their own systems. What we recognized is that the city doesn't want a one size fits all approach and so when we came up with this structure we said what best fits with the way that the city works and so what we have done is we started with the big cylinder, which is IT and really as IT what we provide is we provide database support, we provide support for departments that don't have resources, so that if you need support as to how to create a map, how to create a database, that's something we can provide. We also will provide training for departments and we also provide development, so that way as we move forward we are not always relying on the Esri tools, but we can develop tools that make it easier for citizens and employees to access the resources within GIS. Because different departments have varying levels of GIS resources, we recognized that -- you know, like, for instance, Public Works has quite a few GIS resources, they have both Robin and Doug, who are full time, and so they have the ability to provide most of their own GIS services in the way of data editing, data mapping, querying the information. Other departments have fewer resources. Like Planning has a resource that knows how to do some of those functions, the editing, the mapping, the querying, so does police, but we also have other departments that don't have any resources and so really, the bridge to that is the case management system. Currently the city uses case management for their IT support request and so the structure that we are recommending is to use case management to serve us and field requests when departments don't have the resources in house, but also to work on training in the future so that as other departments gain those resources they become less reliant on IT always serving those requests. Some of the benefits that we recognize from this system are that, you know, first off GIS saves time. One of the challenges that we have is we have a lot of different databases within the city. We have Cosell, we have Acella, we have Hansen and, really, what ties those different systems together is a location, a point, and what GIS does is by tying those systems together, which is part of phase one, really makes sure that we optimize the benefit of those systems. It helps us to make it so that you can go to a point, a location, and you can pull up information and you might recall when Anna did her demonstration that she was able -- was able to pull up information on a point. You know, one of the things that was pretty cool, she showed you her annexation, you know, where she said, well, let's pull up all of the parcels in the city that are less than five acres or within a certain distance of water and sewer resources and let's really make sure that the city knows what we could Meridian City Council -Budget Hearing July 6, 2011 Page 18 of 64 annex if we wanted to. The other benefit that goes along with that is that we also have the ability to reconcile our own information against what the county gives us. Oftentimes the county gives us information and we just trust that information, but by having our own information up to date it helps us to go back and reconcile to make sure that we are getting the full amount of revenue that we are entitled to get. The other benefit that the program provides is training and support. You know, I just can't emphasize the training and support enough. We feel really fortunate that Wilma is here, because of her great experience. I mean she's taught at the college level GIS several times. We feel like that having that resource on hand is just a great benefit to the city in the fact that we can train other departments how to support their own needs. Really, from an IT standpoint we are not masters at the department's information. Really, each department knows their information better than anybody and who better to keep that information up to date than the department who knows the information the best and so we see numerous benefits from the GIS plan. What this represents is this is, basically, a Gantt chart and this represents the 33 deliverables in phase one. It's pretty challenging to read. If you can read it your eyes are way better than mine, so -- but what this represent is it's the 33 deliverables within phase one. What's important to recognize is that this is based off of a timeline based off of precedence and dependence. So, some tasks have to take place before other tasks can take place. But that's not true for all the tasks. One of the things that we recognized is that, you know, sometimes the city has needs that aren't always encapsulated in a one-time plan. This plan and these phases can change on these deliverables as needed based off of a steering committee that would oversee the plan and if a need became more important -- forinstance let's say that you needed to get to -- wanted to know the difference one -- or get a layer on liquor locations and churches, there would be the ability to go and say let's expedite that particular project over these other projects. But the Gantt chart just basically lays out the deliverables and the precedence and dependence for those 33 items. So, what happens if the plan is not funded? Basically, if the plan is not funded, the information and the deliverables won't get done for years. Some of the stuff will get done, but as we stated at the beginning, if -- if there aren't additional resources allocated it will take until 2028 to get it done. For phase one, if we do get this one and a half resources we estimate that by November of 2012 that phase one of this plan will be done and total plan will be done by 2015, based off of those 65 deliverables. The next enhancement is our Bing maps and what this is is a mapping service. It's very similar to what GIS does, but currently the city doesn't have a mapping web service available. One of the things that the city atone time created was an alternative transportation map and what it allowed employees to do was you could choose to subscribe and if you subscribed in or opted into the program you could put in your name and choose that you wanted to be in the program and that you wanted others to see where you lived and, then, what it would do is that, then, you could view where other people lived around you and coordinate car pooling and alternative transportation. After we had that program enable we started to recognize that Bing had licensing requirements that said that if the application wasn't publicly accessible, which means we would have to put our employee information out to the public where anybody in the world could see it, that you couldn't use their tools for free and so what this enhancement was for, it's for 8,200 dollars, it's our second enhancement and last enhancement and it --what it does is there a 4,000 a Meridian City Council -Budget Hearing July 6, 2011 Page 19 of 64 year fixed cost that Bing charges to their map service and, then, they charge a usage fee, which the usage fee is for transactions and so basically what we have allotted is 4,200 dollars, which would allow for up to 200,000 transactions a month using the Bing mapping service. Not only could this be used for internal applications, it could also be used for external applications. We do expect that as time moves forward and our own GIS mapping improves through our plan that we would be able to get rid of Bing maps at some point in time. But for now we think this is an important necessity to just allow us to provide those alternative services. So, that's the budget request for the IT Department for FY-12, so I will stand for any questions and if there is something I can't answer I do have GIS experts in the room to help answer. De Weerd: Thank you, Terry. Council, any questions? Bird: I have none, Mayor, at this time. De Weerd: Thanks. Rountree: Madam Mayor? De Weerd: Mr. Rountree. Rountree: We had delivered this morning some additional enhancements and I have one for IT, enhancement for -- to convert apart-time junior developer to a part-time software --was that one of those that Bill talked about of the multiple part-time ones that you're consolidating? Nary: Madam Mayor, Members of the Council, Council Member Rountree, no, this was a late addition based on some needs. This is basically -- we had an opportunity --and this is the one for 9,905 dollars? okay. I can explain that. What we had is we had a situation -- we have a software engineerwho is full time, SomerWelch and Somer is not here today, but Somer, based on some -- some family needs and such was actually going to leave us. Excuse me. She was going to leave us to stay home and take care of some family needs, but decided that she could work part time if we had the availability. What we found again on the engineering side, on the development side, under Mike Tanner's group, that we had one vacant position, it was a -- we had classified it as a junior developer and it had previously been a college intern and we had had a college intern McKay, I'm sure all of you recall McKay Graybill, he had been a college intern with us for about -- other than a short time period he was gone for a couple years, he had been with us for about three years. So, that vacant position basically was performing or was meant to perform the same functions as the -- the regular software engineer developers, but it was at a reduced rate, because it was the college student position. We felt if we could move Summer into the part-time position that was available that was already an existing position, all we would need to do is upgrade the -- the funding for it, but the duties were the same and so we felt it was appropriate to, then, request to move Summer to that position, we had the funding to carry it through this budget year, this is just for future --for FY-12 and beyond and that Meridian City Council -Budget Hearing July 6, 2011 Page 20 of 64 still, then, leaves our vacant software engineer position, which we are currently recruiting for, which is a full-time position. So, it was a late add on, so I'm sorry I forgot to include that and Terry was focused on the GIS component of this, so this is a late add on that was requested, but that's the basis of the 9,000 dollars. It's the difference between what we were paying before and what this position is going to pay at the -- sort of slightly above the entry level, but the first one-third of that pay grade for that position and no benefits. Paternoster: And if I could add just one thing that I think is an important addition to that is when recruiting for IT positions, you know, one of the reasons that we really are recommending this change is that it's probably one of our toughest positions to just recruit for. I mean, for instance, right now we have the full-time position posted and it's been posted for three weeks and we have only had three applications, which none really appear very qualified at this juncture and so maintaining this resource, who has already worked for us, has some knowledge, just seems like critical for the organization, especially considering the difficulty we have in recruiting for this particular position. Rountree: That's fine. Thank you. Paternoster: Thank you. Hoaglun: Madam Mayor? De Weerd: Mr. Hoaglun. Hoaglun: Just a quick comment, Terry, on that Bing if we move forward on this. I want to -- next year I want to have some good information about usage and whatnot. I mean it just seems like a high annual cost, if that's -- if we use it all, you know, 350 dollars a transaction, I guess, then we are using it, but the annual cost just seemed high for what it does. But that was just my take on it, so -- Paternoster: We don't disagree with that, Councilman Hoaglun. We did put in enough money -- because if I go back to that slide -- you can see there is a 4,000 dollar a year fixed cost. The 4,200 dollars annually is really discretionary and so that's based off the transactions. The way they sell the transactions in blocks of .100,000 and so if we were to go over the 100,000 that's when you have to -- it goes double. So, it's basically 350 a month and so it would go --that's for 200,000 transactions and so we can reduce some of that cost and, obviously, we will monitor utilization to determine next year if we don't have to go through the higher level we won't spend the money, yeah. Hoaglun: I understand. And, yeah, I thought, boy, I saw the 4,000 dollar cost, plus the monthly, I thought, okay, 4,000 to get the system and, then, oh, 4,000 annually. So, that kind of -- kind of throws you. You know, you know you're going to pay the monthly transaction fee, but they throw that 4,000 annually on top, plus what you're paying each month, so, eh, it's one of those things, so -- Meridian City Council -Budget Hearing July 6, 2011 Page 21 of 64 Paternoster: Yeah. Hoaglun: It will be just interesting to see usage and if we are using it, great, if we don't, then, I think you're looking at alternatives as well as we develop our GIS, so that might be a good thing. Paternoster: Absolutely. Thank you. Zaremba: Madam Mayor? De Weerd: Mr. Zaremba. Zaremba: Just a couple of things -- and on that subject of Bing maps, Valley Regional Transit is in the process of building something that was fairly similar region wide and open to all people jumping in the pool to see whetherthey can connect for car pools and stuff. I don't believe it's totally rolled out yet, so it's not ready right this minute, but in your study of your needs over the next year or so you mentioned that we may get to the point where we would stop doing Bing in house. Take a look at what Valley Regional Transit is doing and planning and that may be available to our employee as it is the general public and might be able to replace this quicker. I'm not saying for this year, but just take a look at what VRT is doing. Also on the GIS stuff, as some people know I got to sit in on some the meetings and I thought it was excellent work. I think the plan is an important thing to do that will have benefits throughout the city and for our general public as well. So, I appreciated all that work. And, then, one minor thing. My screen is doing the fuzzy picture again, so while the experts are here, somebody come jiggle the wire that fixes it. Thank you. De Weerd: Great timing, Terry. That just proves your point. Paternoster: I guess some of the problems are IT. De Weerd: Anything furtherfor IT? Bird: I have none. De Weerd: Thank you, Chad. Paternoster: Thank you foryourtime. De Weerd: Bill, do you have anything on Legal? Nary: Madam Mayor, Members of the Council, no, we don't have any additions or enhancements for Legal or HR. De Weerd: Okay. And the --our contractor will come in and give an update at Council - Meridian City Council -Budget Hearing July 6, 2011 Page 22 of 64 Nary: Yes. I got a feedback, Madam Mayor, Members of the Council, from city of Boise. They gave us an earlier quote. You're talking about the prosecution contract; right? De Weerd: Yes. Nary: They gave us an earlier quote and I think Todd had plugged that in. I sent it to Todd yesterday and I didn't get the percentage. Todd, do you recall? It's less than ten percent. It was like five --four point --the annual cost is --the monthly installment now is 24,497 is what they are proposing for the next year. Bird: Twenty-four thousand a month? Nary: Four hundred ninety-seven. Bird: Four hundred ninety-seven. That isn't a very big raise. Nary: I think it's -- it's either20 or 22 this year. I think it's 22. Bird: It would be over 22. It's 22 something. It's less than 300,000. Nary: It's slightly under 300,000 a year. It's 293,964. De Weerd: We are well ahead of schedule. Is -- oh, John, are you here to present on City Hall? McCormick: Yes, I am. De Weerd: Okay. City Hall McCormick: Madam Mayor, Members of the Council, thank you for the time this morning to speak to building maintenance specifically. We can hold off for just a second if that's okay. De Weerd: Council, what I will do is just have our ten minute -- are you done, Chad? Way to go. Zaremba: Thank you. McCormick: That's realtime repair -- De Weerd: Absolutely. Meridian City Council -Budget Hearing July 6, 2011 Page 23 of 64 McCormick: -- in action there. Again, thank you for the time to talk to the needs of building maintenance and this is specific to a request that you have before you for an additional full-time building maintenance worker to do general maintenance and repair work, focus on the City Hall building, but also in other buildings throughout the city, which we have 11 such facilities that have needs from time to time. Just to give you some background, we have been in very much abreak-fix mode for the last almost three years. It will be a three year anniversary coming up in October in which we moved into this building and have spent most of that time almost exclusively working with repair type of incidents. This is an opportunity for us to start moving into a maintenance area, which we badly need to do. We have squeezed in maintenance activities when we could in between repairs when we have been able to fit small jobs in there, like plumbing and things of that nature that needed to be taken care of. And just to give you an idea of where we are at, we have currently a caseload of about 67 new cases every month, that's almost two a day or more than that if you think about just work days in the month, and it is up 38 percent over last year. That doesn't include a number ofdrive-bys that happen just because the person is in the area and something needs to get fixed and I have to say I take advantage of that myself from time to time. It's just convenient and efficient to do that. So, we expect our caseload to exit this year north of 800 cases for the year. That's compared to 611 from last year in fiscal year'10 and 506 in fiscal year '09. So, the volume continues to increase. We are getting also more and more requests from outside the City Hall to do certain things and, of course, we have tried to accommodate that as much as we can. We have had the benefit of having contract labor on site to help us with that. He's quite good at his job and takes care of the general work that needs to be done and even with him -- and he's a very diligent worker. Even with him on board we still have just more work than we can handle. So, just to give you some comparative numbers, I went out and benchmarked and -- I benchmarked a number of different places. The Banner Bank building and the Idaho Central Credit Union, both of those are LEED certified buildings and similar to the needs that we have, at least on the HVAC side, which is a more complex part of maintenance and certainly the more complex part of repair work. Then I also surveyed Meridian School District, the city of Nampa, city of Boise, the Ada County courthouse and the City of Meridian, of course, we looked at ourselves comparatively speaking to those other entities. What we found is that averages between one maintenance worker to 56,000 to 58,000 square feet. So, right in that general ballpark. We are a little over 100,000 square feet for this building and we have 11 other buildings on -- in the city premises that we also have some responsibility to take care of, so we are very much lean and mean in our staffing here comparatively speaking. And in some cases these people have full-time managers, supervisors, of their maintenance function. I spend about probably 25 to 30 percent of my time on that activity, depending upon the situation that's going on at the time, so -- this is a position I think that is badly needed. You all are acquainted and all too familiar with work that's been going on and the need for those repairs. I don't need to go into the details of that. I will say that every time that we have gotten into work on something we found some other issues that we have had to work on. I would like to be in the position to discover those in advance, because it certainly keeps our costs down, it gives us an opportunity to prevent a more catastrophic situation from developing and that saves headaches, it saves time, and it Meridian City Council -Budget Hearing July 6, 2011 Page 24 of 64 saves money. The other side bar to this is the opportunity for us to continue on this path of becoming Energy Star compliant. We have seen benefits from that already. We have to sustain those benefits at the benchmark level for at least a year before we can get that compliance and that's -- that's quite a nice award. The real benefit and value from that, though, is the cost savings that come from that and already we are seeing our consumption for electricity, for example, for the months of March, April and May are down 13 percent this year versus last year versus the year before. So, there are some opportunities there that -- and I -- at this point I'm not going to commit to any particular monetary goal, because if we focus on the consumption aspect and the money will take care of itself. There are rate issues that get involved in that and it kind of clouds the contribution that's being made, but that's what I'm requesting and I will stand for any questions. De Weerd: Thank you, John. Questions? Mr. Rountree. Rountree: Madam Mayor. John, I see that you have got personnel cost and the operating expenses associated with the position, but there is no capital outlay and I'm assuming that if this individual is going to be mobile that there is a vehicle involved, is there a vehicle available, are there tools, monitoring equipment, et cetera, that might be needed to -- to do some of the preventive maintenance and it seems to me like that could be a sizeable sum of money that hasn't been accounted for yet. McCormick: Thank you, Councilman Rountree, for that question. Our approach here is to use what we have. We have a vehicle. We can share that vehicle. We have tools and we can share those tools. We can share the system, et cetera. Now, I don't know if we get to some point in time when it becomes more complex and we are unable to do that, where I might have to come back and -- and request something else, but the approach at this point is to use everything that we have that would -- and it's our view that we have sufficient equipment and tools and that sort of thing to do the job. Rountree: Thank you. De Weerd: Okay. Any other questions? Thank you, John. McCormick: Thank you. Appreciate it. De Weerd: Well, Council, why don't we take a 15 minute break and we will .hear the Parks Department at 10:15. (Recess: 10:03 a.m. to 10:16 a.m.) Parks Department De Weerd: Okay. I will reconvene our budget workshop and invite Mr. Siddoway forward. Meridian City Council -Budget Hearing July 6, 2011 Page 25 of 64 Siddoway: Thank you, Madam Mayor, Members of the Council. For all the tough questions you refer to I brought my backup team. De Weerd: Glad to have you back, Steve. Siddoway: We have been working on this and --for presenting our budget to you today. We were before you last month with our strategic presentation and laid out some of our current challenges and things that we have coming up and we will be following up on some of those with our request. The -- the first is the replacement capital items that were mentioned at the beginning of the day by Todd. We have one mower, a Toro 345 Ground Master that is our mower that we use out at Tully Park. It is older, about 12 years old, had a lot of use, a lot of hours. We have been limping it along for some time and it's at the end of its life cycle. So, we have proposed to replace that mower. Then we have four vehicles on the -- on the list. The first is a 1991 Ford F-150 pickup that is used by the maintenance crew. The second is the same 1989 one ton pickup that is used for the repairs in the parks. Actually put withdraw on here. It's still noted in your -- in your budget for -- for funding, but, you know, we have -- we have been looking hard at it and talking about it internally and with improvements that we had to put into it last year to keep it running -- it's actually running well enough for us this year that I would actually recommend that we hang onto that at least another year. So, the '89 utility one ton I would propose that we -- we keep that and postpone the replacement cost of that vehicle. If we needed to offer up another one, which I don't know if we do, but just so that you know our order of priority, that next one, the '93 F-150, we could get by for another year with that. As we discussed it in directors meeting, the recommendation was to keep it on the funded list, because postponing it simply will increase the spike in a future year and we do have a capital replacement schedule for the next ten years that we have tried to keep fairly balanced at about 100,000 per year, but, anyway, if needed that would be the -- the next priority. But it is also at the end of its life as a '93 -- it's, what, 19 years old now. The -- or 18. The last one is probably in the worst shape, the '98 Jeep, even though it's the newest in years. It's one that we inherited from another department, it was on its way out then, we have limped it along for a few more years and it is no longer reliable. It is used for hauling equipment to events. We use it to pull a trailer on occasion. So, we have proposed the --that that Jeep be replaced. With that I will pause before moving into the enhancements and ask if there is questions on the replacement capital items. De Weerd: Council, any questions? Bird: Go ahead, Brad. Hoaglun: Madam Mayor. Steve, I just wondered on that Jeep, is that going to be Jeep for Jeep or are you just -- do you need a covered vehicle, as opposed to a pickup truck? I mean does that matterwhat type of replacement vehicle that is? Siddoway: Probably not a pickup. The important features -- it doesn't have to be a Jeep per se, but it needs to have some cargo space for hauling gear and equipment for Meridian City Council -Budget Hearing July 6, 2011 Page 26 of 64 events and sports and camp activities. If we can get something that would tow a trailer that would be of benefit. We have figured out a way to work around if we need to tow bicycle trailers for camp with another vehicle, but if it's something that could tow and have some cargo space for hauling equipment, those are the important features for that vehicle. Hoaglun: Thank you. Bird: Madam Mayor? DeWeerd: Mr. Bird. Bird: Steve, on the '89 and the -- oh, '91, even, the '93, how many miles -- especially on the'89, how many miles have we put on that a year? Or hours. However you add on it. I know you don't have hour meters on them, so -- Siddoway: Let's see if I have that with me. This is the replacement schedule. You know, the number of actual mileage isn't that high. I mean they are driving from the shop to the park, to maybe a parts store for irrigation parts. So, the mileage -- oh, here we go. The '91 has 90,175. The '93 has 100,219. And the '89 only has 36,271. The '98 Jeep has the most at 129,355. Bird: And follow up, Mayor? DeWeerd: Uh-huh. Bird: Steve, on the utility, the one ton, isn't that a -- isn't that autility -- utility bed hooked right to the frame? Isn't that one of those special beds that you buy a chassis and put the bed on? Am I not right, Mike? Siddoway: He's nodding behind me. Bird: I mean I -- I can tell you in the private industry with that many miles on a vehicle, mean the frame can't be hurt, I can't believe in 36,000 miles we got a bummer that -- that the engine could -- and I don't know which engine it is. I hope it's the 350. But man. And a utility bed like that, to replace that I could see spending 3,000 for a new engine or another 1,500, 2,000 for a transmission before I'd pay -- get rid of it. With 38,000 miles on it? I can't -- I can't justify it. Siddoway: Well --and like we say, it's running well enough for us that we have actually proposed to withdraw that from the replacement list. It -- Bird: What's it doing? Is it the motor -- Meridian City Council -Budget Hearing July 6, 2011 Page 27 of 64 Siddoway: It's the motor. We have an oil leak. Mike, would you be willing to come up and answer some of the specifics on this? We did have quite bit of work done to it last year when it was having problems, but --Mike. Barton: Madam Mayor, Members of the Council, yeah, the -- primarily the things that were going wrong are just deteriorating from age more than anything. There is -- we have had fuel pump issues, gauges, hoses, seals have leaked. You know, pretty extensive list of repairs that just -- you know. And some of them -- the fuel pump are five or six hundred dollars here, and five or six hundred there. The mileage -- it's serving us well right now, because it's running good now and -- but when we turn around and we -- we have a six or a seven hundred dollar repair, we feel that some of that money is -- we are putting good money after bad and that's not to say that it can't go anotherfive years or six years with --without any issues. It very likely -- it could. But its -- its history has suggested to us that it's just -- that it's just kind of nickel and diming us with our vehicle repair budget. Bird: Well, the thing is, Mike, though, it's 21 years old and it's got 36,000 miles. Barton: Right. Bird: We can spend a thousand dollars a year in repairs and keeping it up for 38 years. And in 20 -- in 22 years we have put 36,000 miles on it. I have a hard time justifying that. You're talking to somebody that runs two and three hundred thousand on their pickups. Barton: Yeah. We see that -- you know, it's a tough decision. And we also -- based on your -- some feedback that we got last year we investigated the possibility of a utility trailer that could be shared amongst other vehicles that had the -- the tools and welder and some of the supplies that are currently on the service truck and we would just surplus it and acquire a trailer. We are still -- we are looking into the feasibility of that. There is some problems with ventilating a compressor and welding equipment that would be required, but it seems as if that when -- when we do -- if this does get to the end of its row -- and that's if -- that it could be replaced with something different than a service type vehicle. Bird: Yeah. You get a -- you talk about a trailer, then, you got to have another pickup, so you're probably talking about 40 or 45 thousand if you get a good trailer. If you're going to carry all that equipment on it it's got to be dual wheels. Barton: Yeah. Bird: Tandem axle. Barton: Just some alternatives that weare -- we are trying to work through. Meridian City Council -Budget Hearing July 6, 2011 Page 28 of 64 Bird: I just -- I have a hard time justifying with 36,000 miles. I know it's 22 years old, but -- Siddoway: Yeah. And we -- we feel that it's working well enough to keep it again. So, we would say don't replace that this year and we will see how it functions through the rest of this year and right now it's working fine. Zaremba: Madam Mayor? De Weerd: Mr. Zaremba. Zaremba: On that same truck, just -- as you were evaluating it through the year, think about some of the hidden costs as well. A lot of older vehicles -- I mean if it sits out and the window is iced up, it takes an hour longer to clear the windows than it does on the newer vehicles and somebody's sitting around twiddling their thumbs while the truck warms up and they can see out the windows. If that's happening that would be a factor in deciding to get rid of it I would think. So, just think about some of the hidden costs of physically using it as an older vehicle. On the recreational Jeep, to go along with the thought that Mr. Hoaglun suggested, what about getting like a 12 passenger van and taking the back seat out, so that it becomes an eight passenger van, but cargo space in the back, it seems like that would have multiple uses. Just a thought. Siddoway: We did get the 15 passenger van this year. Not that we wouldn't have room sometimes for the additional space, but -- I mean I like the creative thinking. The important items are, you know, space to haul and occasionally the ability to tow, but we can look at all options with that. Zaremba: Thank you. De Weerd: Steve, I guess as you're looking at that -- that truck or that thing you're withdrawing, is -- also figure in repair -- if this is a vehicle that's needed every day and you're taking it out of service, that's -- that's also one of those indirect costs that Councilman Zaremba has -- I know when my grandfather passed away he was very meticulous at taking care of his car and it had low mileage, but I have never seen a car with more issues regardless of the miles and we gave it to my daughter, who certainly can't afford neither it out of service, nor the repairs all the time, but it -- it is what it is. But if you can track some of those that would be helpful as well. Siddoway: Will do, Mayor. Thank you. After 22 years things do start falling apart, even --and it's not used every day, but when it's needed it's needed for those major repairs. For the enhancements I'll try and just go down the list of the summary sheet that you have in the same order that I got from -- from Todd. So, we have six Meridian Parks and Recreation related enhancements, half of which have been withdrawn, either because they have been funded another way or we felt they can be postponed and we will go through them individually here in just a second. In addition to those six there are two that are in partnership with other departments, one with Public Works, and, then, Meridian City Council -Budget Hearing July 6, 2011 Page 29 of 64 the three-quarter time site supervisor that you heard about this morning from Human Resources and we will touch on that as well. So, our first enhancement for your consideration is 500,000 dollars from fund balance. It is planned to come from there in the -- the capital improvements plan. It is for the field house that we have talked about before several times and it is to -- we originally had this budgeted in smaller increments year after year from the -- the fund balance when the fund -- when the CIP was balanced last year in conjunction with Finance, these first five years were put into this year's lump sum to request this year. It is for capital outlay need for the field house, which would be basketball and volleyball courts that could be used for multi-use activities. Might also include some classroom space for our growing recreation class programs and used by Allison in her group. We do anticipate that future year's funding will build this fund up to 1.5 million dollars and that the future costs for land and parking and site improvements are forthcoming with the concept that we are currently already underway with. But just for -- to reiterate something that we said last year when we requested the fund for that master plan, we are not talking about a 25 million dollar rec center, we are talking about a one and a have million dollar field house that's basically some sorely needed gym space and classroom space. So, that can still be an attractive building like you see on the bottom right, but it would be a simple structure and much smaller than the larger rec center, so -- do you want me to go through all of them or do you want me to stop after each one? De Weerd: I think if Council has a question we will let you know, so -- Siddoway: Okay. Number two won't spend any time on, because it is the new bleachers for the Mo Brooks baseball field. We got that funded last month with an FY- 11 amendment. If anyone's been by there, the old bleachers are down and we are getting ready to install the new ones currently. Bird: I thought you were going to let me bulldoze them. Siddoway: What's that? Bird: I thought you were going to let me bulldoze them. De Weerd: Take a position in line. Siddoway: Number three is our pathway connection projects. As you have seen for several years in a row now we have a hundred thousand dollars annually allotted in the CIP for pathway connection projects, plus some incidental funds, about the 600 dollars for maintenance. We have been discussing what next year's funds might be used for with staff and the commission and have identified some potential projects. Just to be clear, though, the note at the bottom does -- I do want to make sure I'm not over promising and under delivering to you. We are not saying that we are going to do all five of these as part of this, but these -- this is kind of our short list of the first ones that we will investigate. One is the Bridgetower segment, which we have the design funded right now through the Energy Efficiency Community Block Grant program and that Meridian City Council -Budget Hearing July 6, 2011 Page 30 of 64 design project is kicking off this year. We do know the construction of that will be more than this amount, so we can't even fund that -- that whole thing with this money. The second item is the completion of the Five Mile Creek H1 Fairview to Badley that one will come off, because we found a way to fund that with CDBG funds. Five Mile Creek, the extension of -- of what we are already doing between Fairview and Pine in this area -- oh, let me draw on here. In here. There has been some interest in getting that extended over to Locust Grove. With the recent dedication of the Winston Moore Pathway project down by Gordon Harris Park, there is quite a bit of existing pathway down there and there is a little bit of yellow right there that separates to existing pathways that there has been some interest in connecting as one to look at. And, then, with Kleiner Park coming on line and the South Slough Pathway coming together, there has been some interest in looking at how do we connect our path system overto Kleiner Park. So, some of our initial thoughts of pathway projects that we would investigate more heavily and see where the lowest hanging fruit lies moving forward and we would use those funds to help design and construct those types of pathway connections. The fourth one is Kleiner Memorial Park add alternates. This one also came before you as an FY-11 budget amendment and was already approved, so is withdrawn now from the enhancement process. While we are talking about Kleiner Park, though, I just did want to take a moment and remind the Council of our park construction tour scheduled for tomorrow night at 5:30 p.m. out at the construction site. We will meet at the construction trailer and serve you some sandwiches and drinks for dinner and, then, take a tour of some of the construction activities out there and let you see first hand some of what you have been seeing in Powerpoint presentations up until now. De Weerd: And also the town hall meeting later this month also to highlight to our community the Julius M. Kleiner Park and the progress. So, the fliers should be out today. Siddoway: July 21st, if I remember correctly, 6:30 -- De Weerd: Yes. Siddoway: -- p.m. was what I was told, so -- De Weerd: So, the day afterthe employee picnic. Siddoway: Okay. The next one is our park maintenance facility. We have been fortunate and blessed to be able to purchase the site out at Lanark and Locust Grove. We closed on that property about a week and a half ago. I believe it was June 23rd. Almost two weeks ago on that Thursday. So, we have just recently closed on that property. The next steps will be to move that project into design development and construction documents, so that we can move right into construction. The one and a half million dollars plus basic operating costs are included in this enhancement. There was some discussion early on about whether to hold off until design development is done and we have a more developed cost estimate, because it could come in more than this, but we are going -- we have committed to do our best to design to this number per Meridian City Council -Budget Hearing July 6, 2011 Page 31 of 64 the CIP and we felt it would be better to budget for it now, knowing that it's coming later this coming fiscal year than to hit you with a large budget amendment in the middle of that year. So, we have requested those funds from the fund balance and they were anticipated per the capital improvements that was presented to you this morning from Stacy. De Weerd: Well -- and I guess it's good to note, too, Steve, that this is needed particularly with the construction of the split corridor phase two, it will be a huge impact on operations if we -- Siddoway: Are still there. De Weerd: Yeah. Siddoway: And the split corridor phase two is coming, currently scheduled I believe for 2013, so if we can in FY-12 do the construction, we can move out of our current facility and into the new one as the phase two construction of the split corridor is underway. Number six is also withdrawn, so I won't spend a lot of time on it, but these were the construction documents for the Storey Park undeveloped area. The master plan process was budgeted for this year and is actually -- we have been working with purchasing to get a contractor on board to do the design work. We felt that it doesn't make a lot of sense to budget for construction documents until we have that plan in place, because it could take some time and some negotiations if there are land swaps to be involved with that, so we propose actually postponing this at least a year to 2013. Number seven is -- this is where we move into our partnership items. I don't know that anyone's here from -- form Public Works, but I might have to get some help from Todd in Finance. This was originally proposed as a Public Works enhancement. What it is for is for the improvements in Franklin Road that are -- actually will be installed as part of ACHD's road project. Therefore, coordinated by the engineers in Public Works. But given that they are reclaimed water lines that are forfuture irrigation of the medians and that, Finance felt most comfortable with them being capitalized for parks -- Kilchenmann: Mayor and Members of Council, just to explain, all our medians are in the --are in parks, so that's why this is Parks Department. And Steve kind of got the short end of the stick, but he got to present it and his Public Works backup did not show to support him, so -- Siddoway: So, of the 66,333 dollars, about 600 dollars will be use by parks for maintenance contracts. The balance of it will be actually managed by the Public Works Department as part of the partnership with ACRD to install those underground utilities forfuture use with the medians that will be coming later. Some of the details of what the money goes towards in there, you .know, four inch D-900 water line, two water service connections, back flow preventers, and pipe boring, irrigation control wires, and the temporary landscape treatment along the sides. The last item you heard this morning from Bill, it's half of the 45,000 dollar enhancement that you heard this morning. It would allow us to eliminate five to seven part-time staff positions. We have identified Meridian City Council -Budget Hearing July 6, 2011 Page 32 of 64 what we think they would be down below in a list and that list is based on current program schedules, which as program schedules change our staffing needs change as different numbers of facilities are open at the same time on different nights, but I think the important part to us is that the sports program is designed to cover the costs of this position whatever it is and Garrett does work that into his budgets for the fees that are associated with these leagues. So, with that Iwill -- I have this summary. We have three of our six enhancements requested to move forward, one from the General Fund at just over 100,000, two from fund balance. We have one in partnership with Public Works and one in partnership with Human Resources. The others are withdraw. And I will stand for any questions. De Weerd: Thank you, Steve. Council, any questions? Hoaglun: Madam Mayor? De Weerd: Mr. Hoaglun. Hoaglun: Steve, can we go back two slides to that position enhancement. Yeah. Supervisor. I just -- when I heard Bill talk about it it started -- you know, put it in there and now that I see it I'm trying to figure out -- they are going to be working approximately 32 hours a week and are they going to be doing these jobs -- I'm trying to figure out how we take one three-quarter time person and eliminate five to seven staff -- and Iknow they are different seasons, so that helps. You aren't duplicating having to be two placed atone time. Siddoway: That's exactly correct. One is these positions weren't all work at half time, you know, some were, some weren't. Some -- there are different seasons during the year, so there might only be a couple of them that are at the same time and -- but having this person being able to work more than 19 and a half hours would allow us to work them more. nights per week and, you know, we --during softball season they could take the place of the two score keepers. But, yeah, they are not all working at the same time and they are not all --they are not all working 20 hours a week either. Hoaglun: Okay. And I notice on a couple of these they are site supervisors, so they are overseeing, as opposed to having to be on the field doing a specific duty at that particular time, so --they are overseeing other people doing their activities I take it. Siddoway: Yes. And we would also ask them to do scorekeeping duties at times at the fields. It would depend on the events of that particular day. Their first responsibility would be to supervise the opening and locking of gyms and the set up of volleyball nets and fields and -- but there would be --definitely be times that they are scorekeeping as well. Hoaglun: And the 22,000, that's on top of -- since they are already a 19 and a half hour position or whatever time frame that is, that bumps them up and that's the amount needed to make that athree-quarter -- Meridian City Council -Budget Hearing July 6, 2011 Page 33 of 64 Siddoway: IT is on top of it, but like Bill presented this morning, it's based on the mid point of the salary range for the maximum number of hours. We would anticipate paying them less than mid point for fewer hours, so we do anticipate some salary savings from that number. Hoaglun: Okay. All right. Thank you, Steve. Siddoway: Any other questions? De Weerd: Mr. Zaremba. Zaremba: Madam Mayor -- Madam Mayor. This isn't have presented, but I keep mulling over the impact fee current park acres compared to -- to population and we than would allow us to just maintain that figure. Siddoway: Correct. exactly on the things that you s and I know it's based on our can't charge more impact fee Zaremba: But refresh my memory, do -- we don't count the golf course in that; is that correct? Siddoway: The golf course is not counted toward our park acres per thousand. Zaremba: And as I recall previous discussions that we have had on that sometime ago, that's because it's a single use thing and there is a fee charged for it, but my recent thinking has been we don't let people have picnics on the tennis court or use the softball courts for something else orthe soccerfields and, in fact, we may not charge somebody every time they step onto the soccer field, but there is some income relationship there, the same as there is on the golf course. We could improve our impact fees if we counted the golf course and I would like to suggest that we start doing that. Kilchenmann: Madam Mayor, Members of the Council, I think you would get a very stiff resistance from that, because it's not considered -- it's not open public space. I think -- Zaremba: But technically the softball fields and the tennis courts and -- Kilchenmann: But those aren't closed to members -- I mean those aren't fee based. Zaremba: Not directly, but indirectly. Well, maybe not the tennis courts, but the -- Kilchenmann: I think if you -- how many acres is the golf course? I think if you doubled our park acreage and took that before the impact fee committee it wouldn't -- I don't think it would turn out very positively. I mean I don't know the exact definition in statute of why you can't include that, because we had consultants who originally put together a plan, but I have never seen it -- I haven't seen it included and it's -- Meridian City Council -Budget Hearing July 6, 2011 Page 34 of 64 Zaremba: Well, I know we haven't been doing it. Kilchenmann: We can always -- in other cities, so -- Siddoway: Madam Mayor, Council Zaremba, we do have a fairly extensive impact fee community process underway right now with Rita and we have been crunching numbers and looking at the impact of the CIP on the impact fees and already, even without that, it's showing a significant increase that is already probably not palatable and so we are already trying to figure out how we bring that down to where it's more realistic for the development community. But what I would offer to do is as we are going through that process we could certainly get together and go over those numbers and the direction and thoughts and where it's headed before things get finalized. Zaremba: Okay. Thanks. I'm just trying to think of ways to raise it and maybe that's not always the goal, but -- Siddoway: I would also mention that with Kleiner Park coming on line within the next year as a donation, that will in and of itself have a significant increase in our overall level of service in a way that was done without impact fees. So, it raises that base that, then, does allow us to use it for base calculation for level of service on a future impact fee discussion. Zaremba: Thanks. Siddoway: Any other questions? De Weerd: No. Siddoway: Thank you very much. De Weerd: Thank you. And thank you and your stafffor being here. Zaremba: Madam Mayor? De Weerd: Mr. Zaremba. Zaremba: Before we leave this group I just want to say I attended the fireworks the other day and Meridian did a good job. So, thank you all and it was beautiful. De Weerd: Well -- and I can tell you that we received a couple of comments and e- mails and -- from a citizenry that really appreciated how you partner and the quality of the show. I think every year you -- it gets even better and it's fun seeing all the families and ourcommunityturnoutforthat as well. Siddoway: Thank you. We will be sure to pass that onto the speedway as well. Meridian City Council -Budget Hearing July 6, 2011 Page 35 of 64 Fire Department De Weerd: Thank you. Great partnership. Okay. Chief. Niemeyer: I will apologize, staff is not here, they are actually in a command staff meeting currently and so they were planning on being here after lunch, so I know they are going to be a little bummed out about this. I am a little bit nervous, because I had you originally after lunch, I knew your tummies were going to be full and life was going to be good, now I have you before lunch with your tummies empty, so we will see how this goes. De Weerd: Yeah, They will be awake. Niemeyer: You won't be awake. Okay. That's good. And I do have a heckler to my right, so I know that will keep things interesting as well. De Weerd: Yeah. That's Ralph. Bird: Yeah. But why didn't he bring donuts. Niemeyer: I don't know. We'll talk about that later. Lavey: Because I ate them all myself. Niemeyer: But I would like to present to you --and I'm going to have to get some help on this, I'm assuming, if this thing doesn't work forme. There we go. Our 2010 budget presentation --and you will notice I put this as our Meridian Fire Department budget and this is something I'm very proud to say has continued on. It started with the negotiations that we talked about, about a year and a half ago, roughly, and that is a team approach, a solution oriented approach to what we are doing and, unfortunately, the men and women of the department are not here behind me, but I do want to give a shout out to them for working through this budget with us to create a team approach to this. believe we have a solid budget, it's a responsible budget, and certainly we are looking forward to your questions as we go through it. Just a brief recap on the successes from the FY-2011 enhancements that we had. We did have an Engine 39 and an Engine 32 refurbishment. I will tell you right now we learned some things through this process and I believe I have talked to each one of you at different times individually about this. The refurbishment was something new for our department. It had not been done, other than Engine 38 just prior to this. We have learned some things through it and that is if you're going to refurbish an engine, if you have a rock solid engine, transmission, suspension system, it makes sense and it makes sense to send that engine to reserve status. I believe we can get another ten years out of a very good engine. Engine 32 is an example of that. It's a very sound engine. We did have the transmission rebuilt, that was part of the process, but I believe it's going to be a great engine for another ten years in reserve status at some point. Engine 39 I have some questions about that we are working through. It's had some issues even coming out of the -- the refurbishment Meridian City Council -Budget Hearing July 6, 2011 Page 36 of 64 process. As you recall we did have to do some motor work on that. That was to the motor itself. It wasn't to the wiring harnesses, the computer systems, so we are really still dealing with a 1993 apparatus that has some issues. So, we have learned some things through the process. I think it was -- it was money well spent, because of what we do have and some of the lessoned learned moving forward. We can .provide better -- better support and better needs in the future. With that we will be working with the Finance Department, we have already started that process on the Capital Improvement Plan and identifying when does it make sense, when does it not, and we will continue to work with the Council on that issue as well. Now, the five year strategic plan development, we are in the second draft of that. We are to the point now where this draft is going to go out to the other department directors and to the Council, the Mayor got her copy yesterday, to begin looking at the initiatives that we have created and objectives that go along with those. I will tell you we have nine initiatives and 32 objectives. It's an aggressive plan, I'm not going to hide that, but that's our department. We are in an aggressive mode. The men and women of the department are behind that, they are behind the work that needs to be done to make that happen, we are very excited about that and I think you will be, too, once you get a look at it. And, then, division chief of logistics, Chief Shaul -- it's become a joke in our department when we -- when we get a new hire, especially in the administration, lalways tell them I'm going to give you a month to two months to just settle in, get your feet wet, take your time and start looking at what you need. That hasn't happened yet. We give them about two weeks. They are knee deep into what they are doing. Chief Shaul has been thrown right into a lot of things, the engines being one of them and working through those issues. Also identifying better ways that we can do business and become more effective and efficient and more cost aware and reduce our costs, leveraging purchasing power, better inventory control, and he's working on all of those things and that's just the tip of the iceberg for what I see him doing. I know he's going to begin work with John McCormick, Keith Watts on purchasing and finding out where we can leverage city wide, as opposed to the fire department going out and just buying toilet paper or paper towels or whatever the issues are and so there is savings to be had there, so I have been very pleased with what he's done so far, he's been knee deep into it, like I said, but he's made a lot of progress, I'm very pleased with it. FY-11 versus FY-12, just an overview. In FY-11 you see ourtotal budget there of about 7.6 million dollars. In FY-12 this is proposed and this is going to change slightly and I'll discuss that in our enhancements. You see a total budget of a little over 7.8 million dollars, it's an increase of 3.7 percent. It is our smallest percentage increase request since 2008 and I believe that that request is even going to come down a little bit more and I'm going to get into that in just a -- just a little bit. The operating budget for FY-12, we sat down with Finance, with the Mayor, and we went through our operating budget line byline. It was a good experience, I was very happy with the experience. We did increase certain focus line items by 21,845. These are primarily in training and personal protective equipment and that personal protective equipment is equipment that we identified through negotiations that had to be bought for the safety of our firefighters and so those are the two areas that primarily in the operating budget increased. Now, with that we were able to decrease our operating budget in stations one through five by 33,141 dollars. We identified areas that we simply don't use that money and I really Meridian City Council -Budget Hearing July 6, 2011 Page 37 of 64 appreciated -- I guess I'll get to this point. I appreciated the approach that Finance had and the approach Todd had. It was a solution oriented approach, it was a trend analysis approach. I will tell you there is no padding in the budget. I don't believe in padding, I believe in looking at what do we spend and how do we look at it over a trend. I also want to take the time to give a shout out to Judy. One of the things when I came in that concerned me a little bit is that we had really no budget manual internally. We had our data that we could pull out of the Finance database, but we really didn't have anything internally that what does this budget mean to us and so when the public comes in or when you come in as elected officials and want to talk to us about a certain line item, we can open up that budget manual and say this is what it means to us. So, we stole a few thoughts from Finance as far as the five year trend analysis. This is an example of the form that we are now working on. We are still in development, but I think it's going to be a great form. We go through every line, we look at the account summary, and that includes not only what the city account summary is, but what does that summary mean to us, what does this line really mean and what do we use it for. We are going to be adding measurable outcomes to the line items, so that anybody that asks why do you need this money and this line item, we will have measurable outcomes that we can check our performance, too. And, then, also the negative consequences. What do we do. What's Plan B if the line is not funded. In addition, where ever we can we are looking at what our fixed costs are and we are going to be adding those to the line item, so it's no longer this golden pot of money or this kind of unknown amount for whatever, it's a fixed cost and you can see this as the training budget, you can see where those fixed costs are, so we have identified how many classes does each person need to go to in order to maintain the proficiency in their skills. So, we hope to be doing this with every single line item in our budget and that manual will be in our department and we can even put it online as well. We have talked about transparency and that's pretty transparent in my mind, so we are excited about the development of that. Good timing. Do you have food for him, too? That would be wonderful. Hoaglun: And, Chief, just so you know, you have backup now, so -- Niemeyer: Hey. There we go. All right. We like to make an entrance. Kilchenmann: Oh, look, the police are here. Niemeyer: We will take that. But I do want to point out we do have our sergeant at arms here as well, so if things get out of hand I have brought backup in the form of our sergeant at arms. As far as capital replacements this year, for FY-12, we do have three vehicles that we are asking to be replaced. I will tell you we have changed our approach in how we look at replacing vehicles. No longer are we simply looking at every five years this vehicle needs to replace, we stole -- and I can't really say stole, because Tom Barry willingly e-mailed it to me -- but we did steal an idea from Public Works and that is a --amore objective way of looking for those vehicle replacements and what the needs are and I will go through that in just a second. We are also in the process of standardizing those vehicles. What we have found is we now have a standard vehicle, what we believe is the most effective model and it's the most cost Meridian City Council -Budget Hearing July 6, 2011 Page 38 of 64 effective model. Believe it or not, that pickup right there, base price, cost less than the Ford Explorer or the Expedition or the other things that we have been buying in the past. It's also much more functional and I will give you an example. When we had the Eagle Hills foothills fire I went up and I was put in charge of a division late into the ball game. Part of that was driving firefighters up into different areas to go evaluate hotspots, so I had Captain Rountree and his crew jump into my little Ford Explorer with all their equipment and not only did they trash it, they also punched a hole in the carpeted roof of my vehicle, because of all their equipment. Not really a great command response vehicle. These pickups are. They are very functional. It's somewhat becoming the standard in the fire service. If -- you may have seen Boise, Nampa, Caldwell, they used to use Suburbans. Folks are realizing these pickups are much more effective and efficient. You will notice that's an F-250. Again, believe it or not, on state bid the F-250 is cheaper than the F-150. So, we have gone with, essentially, the cheapest model that we could to obtain functionality. So, the three vehicles that we are talking about, one is the 1997 Ford Tarus. You will notice as Kenny's car. I'm now driving his vehicle. We shifted vehicles around a little bit. I put Kenny is a much more reliable vehicle, because he is so mobile all the time. The 734,000 miles on it -- one of the things you will identify that we don't have included in these and we will in the future and we are in the process of getting them now with Chief Shaul, is hour meters. One of the things that we don't capture is how man hours do Y these motors have on them. When we respond to a call we don't have the option of turning our vehicle off. The vehicle has to stay on so the radios function, the light bar functions, everything else. I can tell you for a long time the 1997 Ford Tarus and the 2001 Ford Expedition were our two command response vehicles early on. They went to all the fires, so I don't know how many hours these motors have on them, I can just tell you what the mileage is. The mileage on this one is 134,000 plus miles. It's not response effective, so we will replace it with something that is. I can tell you driving this vehicle it's a fun time. The transmission slips every now and then, so you're going down the highway and you have to do a little Nascar driving every now and then. The next one is a 2001. Ford Expedition, 86,000 miles. Again, this has much higher hours. This has been the primary fire command response vehicle for many years. The interior condition is very poor. The vehicle will be replaced again with a standardized vehicle and the last one is Pam Moore's 1998 Chevy Blazer. It's got 107 plus thousand miles on it. Based on the pub ed equipment that we now carry, including the bounce house that I think many of you have seen, the blowup house that we take the kids through and talk about fire safety, it will not fit in that vehicle. So, as you can see there is the pickup and, then, what we are looking at is a little transit car. You may have seen these out of -- I think Wiebold Ford has one that they drive around. They are very low in cost, I think they are about 27,000, if I remember correctly. They are very effective for what she does. There is a lot of room in there to put that house in, as well as the other public education materials that -- that she uses. I believe she's also working -- correct me if I'm wrong, Pam -- working with some businesses to possibly wrap this vehicle at no cost to the city, so it will have a cool pub ed theme to it. It should be a very good looking vehicle. This is an example of this replacement worksheet that, again, I say we stole from --from Tom, but he willingly gave it to us. I just believe it's a more objective way of looking at things, as opposed to just putting a year under capital improvement plan, we Meridian City Council -Budget Hearing July 6, 2011 Page 39 of 64 can now look a little bit more objectively and say does this vehicle truly need to be replaced or can we hang onto it for another year based on the repair cost, the mileages, the hours, et cetera. So, I'm very excited. to have this in place. I think it will be a good tool for us in the future. So, getting into our enhancements, we have two enhancements to present to you. Enhancement number one is a brush 35 chassis replacement and I'd like to explain this one. It's a little bit tough to swallow on face value. This has been a concern of ours for approximately three years. We have brush 35, the picture above is an single cab chassis, the bottom line is it's unsafe for three firefighters to be riding in the front of that vehicle, along with all the equipment and the weight that goes with that chassis. This is something that Chief Lavey and I have been discussing for a little while, because what we recognize is they current) have no wa to tow that command Y Y trailer, so if they need it they have to rely on one of us to get a pickup and pull it for them. So, we began discussing down the road in the future can we collaborate on this project and we get a new chassis, put the box on the new chassis and, then, we would give you this Dodge chassis. It's only got 9,500 miles on it, so it will last for a long time. It will provide a good use for a long time. It's heavy enough to pull the command trailer. So, this request we identified the safety need for it, which is why we brought it before you. This year we will have some of our employees doing some of the work on this. For example, the box that you see on the top picture will be taken off and, then,. placed on the new chassis by our members, that's about a 2,800 dollar savings. But this is an essential need. The three person crew on the brush rig, why is that essential? From a safety standpoint, a best practice standpoint. Sending three people out on a brush rig is the best practice and the reason for that is you have one driver and you have two people on the hose line. Now, you may look at the hose and say that's a one inch hose, do you really need to have two guys on there and the answer is yes. That second person is not only helping guide the hose, but is that lookout for potential potholes and I will tell you our sergeant at arms, who is here today -- I think it's two years ago, Dan? Last August fighting a brush fire down on the river and had some vegetation covering a deep hole and we stepped into it and twisted up a knee and he was out for quite awhile. That's what the second person does is be on the lookout for barbed wire, be on the lookout for whatever danger or whatever holes, whatever else may come about. So, that's the reason we send three people in a brush rig when we go to a brush fire. There was a question posed to me can we send two people on the brush rig and one in the engine to follow them. My only concern is that if you look at line of duty death reports from around the nation, one of the big ones is firefighter fatalities through engine roll overs, engine accidents and oftentimes these are smaller volunteer departments that send one person driving code in an engine. That's not a safe way to do business. So, that's. why we don't send two in the brush rig and one in the engine responding lights and sirens, because they can't look out well enough to see oncoming traffic and something that could come before you. So, it is a risk management issue. The questions on that one? Shall I go onto the next? De Weerd: Council? Meridian City Council -Budget Hearing July 6, 2011 Page 40 of 64 Bird: I'd add to that, Mark that sometimes the engines aren't very well prepared to go where the brush will. I think in the Meridian Fire Department, since I have known about it, we have had two engines that have been pulled out of canals. Niemeyer: Yeah. The brush rigs -- the .advantage of the brush rigs is they can get into places that the engine just quite honestly can't.. Down ditch bank roads. We will go down to the river, there is some little dirt roads that we can sometimes get into with a brush rigs, we just can't get there with an engine. So, they definitely have a purpose. We saw it in the Eagle Hills fire. We saw it in the Boise fire as well when we sent brush rigs out, so --enhancement number two, this is now actually going to be -- it's a little bit changed from what you have in your packet and I'll explain that. This is a division chief position enhancement. Command officers in the sense of command -- field command response, have been identified in the CIP and employee surveys for quite awhile now. There is a need that we have for prompt reliable command response on high risk incidents. These are structure fires, extrications, cardiac arrests, rescues, and a variety of other things. Haz-mat calls. Currently the way we do business, the first arriving engine at times takes command and at times must maintain it and that takes them out of service and we will get into that in just a little bit. The other needs for these positions -- there is a need for 2417 shift coordination and supervision. We do have a need for field shift management to enhance communications and department direction. There is a need for 2417 risk management mitigation and there is a need for improved employee evaluations and employee development through a dedicated supervisor that can adequately respond to that employee --that sees that employee on a regular basis. So, what are we doing today? What we are doing today is we have sporadic response during the day depending on the chief officer availability. We have chief officers, but they have administrative functions that they are performing every day. Sometimes those administrative functions take us to Boise, take us to Nampa, take us to Caldwell, take us to the dispatch center -- there is a variety of places that those responsibilities take us. We don't always -- even during the day have immediate command response and as you know emergencies happen .whenever they happen. It could be 2:00 in the morning or 2:00 in the afternoon or 7:00 o'clock in the morning. We don't control any of that. We also have chief officers that are taking pager duty between 17:00 and 08:00. So, they work their eight hour day, they go home and they are on pager duty, depending on what the shift is. I have done a five year analysis of these hours as far as how many times does that pager go off between those hours of 17:00 and 08:00 and we can look at it over a five year trend, you can see the numbers there, it basically averages to two a night and I can tell you that's a fact, because I have my pager next to my night stand every night, whether it's automatic alarms, a structure fire, an extrication, a rescue, whatever it is. This also doesn't include phone calls that we get after 5:00 o'clock from dispatch, from the stations, from the employees. We also have times where the engine might go out on something and find something very unusual and give one of us a call and ask us to respond out to take a look. Part of that we can say that's part of doing business. If we have a big incident we know we are all coming. The pager goes off at 2:00 in the morning, it's a second alarm structure fire, it's a haz-mat roll over, whatever the case is, we know we are coming. St. Luke's catches on fire, I guarantee you everybody is coming and the Mayor will get a phone call. So, we know that there are Meridian City Council -Budget Hearing July 6, 2011 Page 41 of 64 certain times where that's going to happen, but to have it happen on a regular basis is the issue that we are facing today. So, there are some ineffectivenesses that we recognize what we are doing today. We talked about the sporadic response. It does take resources out of service and one of the things I would like to discuss is what happens when we go to a fire and how do all those engines work and what do they need to be doing. When we go to a fire you typically have a command response that is overseeing the entire operation and, then, each incoming engine or truck is assi ned a g specific task to do. It may be a fire attack, it may be water supply, it may be ventilation of the roof, whatever the case is -- and we saw this just a week and a half ago at the Taco Time fire there on Progress. Each engine that came in had a very specific assignment of what they were supposed to do. When we have an engine that takes command when they are first on scene and they have to maintain command, we have just now taken a resource, a Meridian resource completely out of service. We can't send that crew just to go do their own thing, we have to have that captain with them. That's part of good risk management, it's part of good safety practice. So, we do have some issues there. That lack of prompt and effective command response in those high risk, low frequency and that's what we are talking about. We have other areas in the city that we know that's a risk as well. I know Jeff has several in the police department where you have that very low frequency, but very very high risk incident. We know that that has led to firefighter deaths and I'm not trying to create this worse case, doom and gloom picture for you, but it is a reality. We just saw it in San Francisco, two firefighters died because of a lack of good command and control. I don't want to be that department and I don't want to be that city. Our chief officers currently are divisions and deputy chiefs. They are working far in excess of 40 hours. They are technically in a 40 hour position. We understand the fire service and we accept it. We don't work 40 hours. But when those hours get up to around 70, 85 per week, I think we have an issue and this is a concern to me. You know, we talk about these guys that are on call, they are carrying their pages -- this is unlike any other city staff position within the city as far as being on call. We are getting calls far more often than most departments. Also, we have some ineffectiveness, probably inadequate attention being paid to risk management in the field. During the day the chief officers are in City Hall. We have administrative functions to do, we are not out in the field with the crews, so there is no eyes on the field per se to identify some of those risks management issues that we may have. Command models used in the fire service today, the typical one, the most common one, over 90 percent of the departments across the nation that we researched -- and we researched a bunch of them, either through phone calls or through Internet research -- 90 percent of them, plus, use a battalion chief model. It's the traditional model in the fire service. We recognize tradition, we are all about tradition in the fire service, as you know. These are dedicated field response shift supervision positions working a 56 hour work week schedule. It is a very effective model for those areas that have very high call volume. We can Zook at areas that --that have older buildings, they are running three, four fires a day, they are larger cities typically, but they are very effective and it's a model that is effective for those departments, as well as others. When I met with the Mayor and the department directors there was a challenge put out and you know how we are with challenges, we unusually don't back down from them. The challenge was look at every possible model out there and every possible option Meridian City Council -Budget Hearing July 6, 2011 Page 42 of 64 and, then, come back with your recommendation. There was no statement made that you have to look at this model or you have to do this direction, but at least look at every model out there and look at those effectivenesses, those efficiencies, and see what you come up with. So, we did find an alternative model that uses a combination chief officer and when I say combination, what that means is they spend part of their time in the field dedicated fora 24 hour shift and part of their time in the office fulfilling some administrative function to help support the department. We know that you have to have certain support mechanisms in place to support a department of five stations and 57 employees. So, two departments that are using a variation of this are Madison, Wisconsin, where it originated, and, then, Tempe, Arizona. They use a seven division chief model. We evaluated that and found some ineffectiveness .with that seven model, so what we are proposing is six and I will get into that now. So, our proposal would be for the hiring of three division chiefs that would work a 42 hour week model and why we say 42 hours aweek -- actually, I will get into that in just a second. It's in the next slide. This is a diversion from the traditional battalion chief model. It is a significant change from what is used to being done and I guess I want to take a moment and pause here to -- to recognize the team that we have developed and the relationship we have with -- withour union, with Local 4627. I can tell you in most departments if I as a chief were to stand before them and say, fellows, we are thinking about going to this, you would probably have found me hanging off the training tower, because it is so nontraditional and so outside the box. Our -- our members took a look at it -- a good look at it and gave an honest look and gave honest feedback to it. There is still a lot of apprehension, I'm not going to lie to you, but they are supportive of looking at things that make sense. They are -- again, they are solution based and I just want to give a praise out to them for being that way. It makes my job a whole lot easier. So, we believe that there are efficiencies and effectiveness to be gained through the model we are proposing. I will tell you this belief, though, is based on our current need and I threw a number of ten years. I don't know what that number is going to be. Right now we have a healthy community. We have buildings that are fairly new. We have commercial buildings that have been built under new fire codes that have made them safer. I know and we know that ten years from now those same houses are going to be ten years older and we know that wiring goes bad and things go bad. So, there is an anticipation that our call volume will increase. Whether it will or not we won't know until that trend comes. But I just want to throw out that this model right now seems to be the most effective. Will it be ten years from now? I don't know. We will have to look at it and just gauge that. Hopefully our --through ourfire code enforcement and our quick suppression we will be able to keep those to a minimum, so it will be a good model, but I do want to throw that out. So, the basics of this proposal is a total of six division chiefs. We have three existing. Technically we have two existing right now. There is a discussion with -- with the local of converting the training officer to a division chief as well. There is a cost savings there. That's one of the reasons we initially began talking with them about that. It also meets this model a lot better. So, the request this year is for three additional. Each is assigned an area of administrative responsibility and you can see those areas there. What I point out is there are some similarities, but they are different. So, when I talk about similarities you can somewhat merge or not merge, but pair EMS and health and safety with logistics and communications and training and emergency planning and Meridian City Council -Budget Hearing July 6, 2011 Page 43 of 64 preparedness. They are their own discipline, but there are some commonalities where they can work together on projects that they may have or issues identified in the five year strategic plan, which each one of our administrative staff is going to have some responsibility overseeing. Each division chief would work a 42 hour work week. They would spend one 24 hour shift in the field and two eight hour days in the office. In the departments I talked to one of the chiefs, had a great idea, and I like it and we would incorporate it and that is everybody works on Wednesdays. So, once a week you have everybody in the office to make sure communications are as good as they can be. That's one of the issues identified with this model is you're going to have to be on top of your game when it comes to communications. So, everybody works Wednesdays, we meet every Wednesday morning, we go over what everybody has the previous four days and the next three days and we cover that every week. The reason we call it a 42 hour work week is that every fifth week you would spend two 24 hour shifts in the field, you do that for two rotations and, then, you go every seventh week for one rotation and, then, you're back to the same rotation. So, it is kind of a different looking model. It averages out to about 42 hours a week on average, using those 48 hour weeks that I just identified. Cost savings to the taxpayers, there is some initial savings to be gained by going to this model and when we are looking at this we are comparing this model to a 56 hour traditional battalion chief model with these savings. Year one there is actually a little bit more savings based on some number crunching that we have done recently. Before you right now in your proposal I believe you have wages -- let me grab this real quick -- of 241,719 for the three positions under the wages. Under the model we are proposing what you see before you on the 241 was a battalion chief model request when we initially did our enhancements. If we go with a division chief the wages are going to be 187,148. So, you have a savings of about 54,000, roughly, year one. How that would play out is that you would have three captains promote to division chief, three drivers to captain, three firefighters to driver and, then, you would have three open firefighter positions that we would fill and that -- all of that combined would be 187,148. Over the next four years we would probably realize the entire amount of 241,719, because those firefighter positions -- keep in mind, they come in at an entry level firefighter position and they can achieve all the way up to a firefighter three level and that takes about three to four years to do. So, there would be initial savings on the front end, about year four we would realize the total amount of 241. But there is also anticipated savings and we did a trend analysis onthis -- I hope you're paying attention, Todd. Your trend analysis information. What we tried to do is identify in a year's time approximately how much overtime would we have if we had three battalion chiefs through vacation, through sick time -- mainly those two factors and, then, some incidental time and we sat down with the union, we talked about this and we had a number that we could agree upon that was reasonable and that reasonable number is about 52,375 dollars. Through the division chief model we would not incur that overtime, because we have enough staff on -- in place to be able to cover the shift. So, if somebody takes vacation we have somebody else that can back that person up. It does meet the identified need for 24-7 command response field commander. That is our top need. That is the biggest need out of this entire proposal. It does have shared responsibility. It balances field interaction and administrative duties. I believe it does create through succession planning which is something we have identified as a need in Meridian City Council -Budget Hearing July 6, 2011 Page 44 of 64 our department. It does create a mechanism to expand the ICS structure and when I say that, if we have an incident that's big enough, you expand the incident commend structure, you have to. You go from having an incident commander to assigning an operations chief to assigning a safety officer. You may, then, assign division sectors. So, you may have somebody on one side of the building and one side -- a person on the entire other side of the building running those two divisions. This model allows us to expand that structure. Currently today if we had a big incident we would have to call Boise, Nampa, and probably Caldwell to be able to expand that incident command structure effectively. We do find that it creates efficiency and effectiveness through commonalities, so we can have some shared resources. It does maintain the skills for all chief officers. One of the things that we identified in a battalion chief model when you have battalion chiefs and, then, you have other chief officers that work administration, is that those administrative chief officers lose their skills. They are still expected to be able to respond and command a scene, but because they are sitting in an office all the time they lose those skills and that's a natural thing. By having this shared response you maintain those skills. We feel that's a big benefit. That does eliminate discrepancy in pay. This is one of the things that I -- when I talk to chiefs around the nation that had a battalion chief model, we identified some things and I asked them specifically about it. One was the discrepancy in pay between an administrative chief officer and a battalion chief. I can guarantee you with a battalion chief making overtime they make a heck of a lot more than this person who has -- technically has a higher rank. It creates a lot of discontent in those departments within those positions. Every chief I asked I said did you figure out a solution and they said no. So, this has been an identified area of concern that they don't have a solution for. In addition, by not having a shared workload it becomes this natural rift and I have seen it here locally and we have seen it round the nation, the chief officers that are working the 8:00 to 5:00, they don't have the desired work schedule. Shift work in a firefighter world is the desired schedule. So, they become a little bit resentful, even though they took those positions. The battalion chief s working the desired work schedule, say you guys up here, you're always creating more work for me, I can never get what I need to have done. There is that rift that develops. Again, I asked every chief have you been able to figure out a solution to this problem and the answer was no. So, we have identified those two things that do concern us. We feel that this model could potentially eliminate those things. It does create career longevity while maintaining performance through ability to transfer administrative roles. Another thing that we identified is that when you have chief officers that get put into a certain administrative function, after awhile they may get burned out. It's part of natural -- natural progression. This model allows us the ability to transfer responsibility. So you get something new after three years, but you're not losing your rank, you're not losing your pay, and you're not losing where you're at in your organization, but you get something new. We feel that's a benefit and we feel longevitywise that creates a better workforce. It also challenges the norm and I will say this, we are not challenging the norm just to say we are challenging the norm. We are challenging the norm to say is there a betterway model out there that makes more sense. Fire service and change don't always go hand in hand and there has been quite a bit of it lately, so I want to thank our guys for hanging in there. But we are looking at this change, because it makes sense, not because it shys away from Meridian City Council -Budget Hearing July 6, 2011 Page 45 of 64 tradition. So, the questions -- .there are questions with this model and I would be remiss if I didn't bring these up. Because this is nontraditional and not widely used in the fire service, there are certain unknowns, some of which I cannot completely answer for anybody. There is a potential conflict in fulfilling those administrative duties by only spending 16 hours, plus some time on shift if they have it. Can we fulfill those? I believe we can, but that is an unknown. There is a lack of immediate -- intermediate step from captain to chief officer typical in the fire service. Again, I feel that this model -- because they are still out in the field, provides that intermediate step. It does eliminate a desired work schedule. That one I can't get around. There was a question about would guys step up to fill these roles, because it is so nontraditional and because it's outside the norm would we get the guy to step up. I believe we have the men and women to do it and when I met with the group, the labor group, I said the exact same thing. We have guys right now that are qualified to do this and it's a chance to take this into our own hands and not have to hire from the outside and I believe that we have very qualified men and women that are going to step up and want to fill these roles. There are some potential for communication errors. We talked about that and I saw some heads nodding yes, so we would have to identify ways that we are going to maintain that communication. I think that rule of everybody works Wednesdays is a great way to start that. So, those are some of the things that we have identified, the what ifs if you will. There are options to this plan. Potential savings that you as a Council may consider. One is to the -- to the promotion process you can see where that -- that figure plays out, that 187,148, that's year one. I will tell you my plan would be October 1, if these are approved, we would put on a division chief academy, which would be a prerequirement before you test. So, it would be an academy on leadership. Then we would go through the testing process and, then, we would put them on. That's about a three month process. So, I would look for these two positions to be filled sometime in January. In addition, back filling the three firefighter positions, we can't do both at once, it's too much of a workload, so we would do these three firefighter positions after we bring on these division chiefs. So, that's another three months. So, we wouldn't have the firefighter threes -- or, sorry, the firefighter entry levels probably put in until roughly six months. Our contract allows for 180 days, so we would have to work with the local on that. So, there are some savings there by not putting all these folks on October 1. There is even bigger savings if the Council desires to go this route, it's not one that I recommend, but if we don't hire those three firefighter positions that would require sitting down with the local as far as an MOU. The total cost of the request year one would be 50,054 dollars, but we know we would have to put them on later. Some of that savings would not be realized, because we would have to use overtime to fill needed slots through constant manning. So, it's an option. I wanted to throwthat out there. It's not one that we completely recommend, but I did want you to see the options So, there is our recommendation, the approval of three division chief positions. We just talked about how that would occur through promotions. One of the things that I am recommending with the proposal is -- while I think this is a responsible way of doing it is to look at a two year evaluation period. Because this is so far outside the norm there are certain unknowns that we have and we can't answer those, so I think a good evaluation of this plan and this program is warranted. So, I have recommended a task force of elected officials, fire department administration, and some representatives from Meridian City Council -Budget Hearing July 6, 2011 Page 46 of 64 Local 4627 to establish the criteria that we are going to use to evaluate the program and much of that we have seen in this presentation as far as the pluses that we think are going to happen. And in two years we sit down and we evaluate how did the program do. One of the concerns is what if the program doesn't work and that's certainly a question that we don't know the answer to. We are optimistic, we are looking at the glass half full that it's going to work, but what if it doesn't. There has got to be a mechanism to still get the command response that we need in the field. So, we are recommending that -- that evaluation period and that task force. The testing and promotions. would take place -- and I just walked through that as far as how that would go. During that evaluation period we may have hiccups in the road and we know that. We are very good at adapting and so we would address those hiccups and make it work and identify the issues that may arise. And those successes or failures would be communicated and that changes would be communicated as well. Then at the end of the evaluation period that initial task force would sit down and say how did we do with this program. If it's successful it's fully adopted. If there was moderate success we could revise it and do it for another year to evaluate it. If the plan is determined by all parties, including the elected officials, to say this didn't work, then, we would look at that 56 hour model again. There would be no change in wages. They would be the same, so there wouldn't be any fiscal impact to that, other than the overtime that we talked about as far as anticipated. And with that -- Plan B, if we don't get this funded, we do have a Plan B, it's going to be a hurtful Plan B, but it's one that we could implement. As afire chief I cannot assume any longer the risk and liability of not having that command response in a timely manner. If you look at every line of duty death in the fire service across the nation when those issues are identified the command was not present. It's not good for the department and it wouldn't be good for our city and so I have identified this as something that we have to do no matter what. What would I do? The current administration would have duties reassigned to meet that command response, but this would lead to a decrease in service. We would not be able to work on the strategic plan. Current programs for risk reduction need to be minimized. There would be a participation in some of the other things that we do with other city departments may have to minimized and, then, training and joint training with allied agencies would take a hit. So, I don't want to throw the entire doom and gloom out there, but there would be a change in what we do today, based on the need to get these folks out in that command role. With that I'd stand for any questions. I can hear your stomachs churning from here, so -- De Weerd: Mr. Bird. Bird: Mark, when I talked to you about that I forgot to ask you -- Madison and Tempe, what size departments are they; do you know? Niemeyer: Madison (believe -- if I remember last time I had it here was seven or eight stations. I can't remember their call volume. Tempe I'm much more familiar with. Tempe has six stations, they cover 49 square miles, but they have a population of 167,000 people and they run 11,000 calls a year, I believe it was, far more than we had. Obviously, they have the university campus there. So, we could compare somewhat Meridian City Council -Budget Hearing July 6, 2011 Page 47 of 64 apples to apples, but, then, in call volume and other things it was -- it was hard to compare. Bird: And they were all full time -- or did they -- were they -- was Madison full time and volunteer or-- Niemeyer: No. Madison is full time. Bird: That's what I thought. Niemeyer: Yeah. Tempe is full time. Bird: Yeah. Niemeyer: They are having some issues in Tempe, I can't hide that, in talking to them and their ops chief, but, again, they are using seven division chiefs to cover the same thing that we are looking to cover. I think we have a much better model, to be honest with you. In fact, their ops chief said if you can figure out a better way of doing business, send it to me and I will buy you a beer when you come down to Arizona some day. I said I drink Shirley Temples, I don't drink beer, so -- are the guys chuckling behind me I'm guessing? Bird: I think it's definitely worth a try, which we need -- we need to monitor, which we will, and I think we got the personnel that can handle it. I'm for it, which you knew already. Hoaglun: Madam Mayor? Chief, we could talk about sick and vacation staffing again and the overtime? You showed a number and I was tracking along and, then, you said something -- you kind of reversed in my mind. That 52,375 dollars you talked about in overtime, that is reduced by the way that works, the 42 hour. So, there is still overtime, because, of course, you're going to have vacations, sick leave coverage that will have to be done, but you're anticipating only about 53,000 in overtime. Niemeyer: Right. So, under the -- under a battalion chief model, a 56 hour a week model, we have guys take vacation, sick time, whatever the case is, and you have to backfill that position and so we use a combination, which we use today of -- there may be times we have to call somebody in off duty to come and fill that role. There may be times where we can promote through the swing positions to fill that -- that shift. Either way you still have to backfill a firefighter position. So, we sat down with the union and figured out what makes sense, what's a good analysis of this. That's how we came up with the 52,000 number. Under division chief model you, essentially, have two division chiefs sharing a shift, if you will. That's the best way I can put it. So, on A shift you have two division chiefs responsible for that shift. They do work different days to cover the shift. If one takes vacation or sick, we can plug the next one in. So, it would create a 48 hour work week for them, but we can do that without incurring overtime or additional cost. Meridian City Council -Budget Hearing July 6, 2011 Page 48 of 64 Hoaglun: Okay. Appreciate that. De Weerd: Okay. Mr. Zaremba. Zaremba: Madam Mayor, just a comment on that fleet turnover I guess is the way I would put it --and we have this issue in several departments. I have seen the analysis that Tom Barry has provided to you and I think it's an excellent way to do it. The one caveat I would put to it is as we transition into that model from the model that we have had where we replaced a fifth of the vehicles every five years, just keep an eye on -- okay. If we say this vehicle can go three more years than we thought, this vehicle can go two more years, put a year on that so that -- so we can look at it and say we just decided that half of our fleet needs to be replaced the fourth year from now. Niemeyer: Yeah. And we have identified that. You know, it certainly affects the CIP and keeping that document fluid, so as those things change communication during those CIP meetings is crucial to say, okay, we have pushed this back a year. I'll give you a great example. Technically for this year in the CIP we had two fire trucks being replaced. It didn't make sense to do it and so that's totally changed now in the CIP where we are looking at that in a different light. So, yes, I totally agree with what you're saying. Zaremba: Thanks. Hoaglun: Madam Mayor, just a quick deal. I don't know, Mark, if it would be you or if it would be Finance, but on this enhancement, you know, you have -- you have given the 187,000 dollar number as opposed to the 241. Niemeyer: Yes. Hoaglun: Would there be a way to get an updated sheet on this enhancement to see what the bottom line is? Because when you add in operating capital, you know, for fiscal year 2012 we are looking at 425. Niemeyer: Right. Hoaglun: And some of those other numbers change as FICA, PERSI and other things. So, it would be good if we could have a firmer number to -- to compare, because I mentioned in Council meeting the other night, we had a conflict on what we are doing in city policy and our goals, what we want to achieve, and the goal for firefighter -- you know, for fire department safety is the utmost goal that we have, we want to support that, at the same time we have revenue that is decreasing, so how do we -- how do we make that work? Niemeyer: We have that sheet for you, Councilman, and we will have it to you after -- Meridian City Council -Budget Hearing July 6, 2011 Page 49 of 64 Hoaglun: Okay. Great. And not to pit you against other departments, but -- you know, the Police Department doesn't get what. they want, because we are going to take care of you guys; right? I'm sure the chief will have something to say about that, but -- Niemeyer: He goes next. Hoaglun: Yeah. De Weerd: He's working on keeping quiet over there. Any further questions for Chief Niemeyer? Thank you, chief. And thank you for your support as well. Glad you got his back. Good luck with that. Okay. We will call a recess for lunch and reconvene with the police chief at, what, 1:00 o'clock. Do we have food here? Rountree: It's here. De Weerd: Okay. Why don't you go grab something and we will listen to the chief. Okay? So, 20 minutes and we will have our police chief up. Lavey: If you want to -- I can be done in 20 minutes and we can eat at noon or you can grab something -- I'll wrap up after lunch if we -- De Weerd: We will hear you at noon. (Recess: 11:40 a.m. to 12:06 p.m.} Police Department De Weerd: Okay. We will go ahead and call this meeting back to order and in front of us right now is our Police Department. Welcome, chief. Lavey: Ma'am Mayor, Council, as I told Finance, it was nice that they saved the best for last. Kilchenmann: Big eyeball roll. Bird: We thought we was going to get donuts for break, but it was a little early, we just got done with lunch. Lavey: Well, one of the things that I found that anytime a presentation is in front of Council they are counting slides to see how long it's going to last and as you will notice today that I do not have a Powerpoint presentation, so I'm going to keep you guessing on how long I'm going to talk up here. A couple things I would like to point out as far as what's not in the FY-12 budget for the Police Department. One of the things you will find that there is no new employees. One of the things that you will find is that there is no mention of the public safety training center and the reason for that is that the strategic business plan is due to be completed in mid September and at that time we Meridian City Council -Budget Hearing July 6, 2011 Page 50 of 64 will come in front of Council and we will discuss that. You will also not see an enhancement for file storage in City Hall. I will tell you that I have been attempting to work with numerous city employees trying to get space in City Hall without any luck and so my -guess is is when I finally get to that person with the magic answer I'm going to have to come in front of Council with a proposal for some fencing and some shelving, since I can't find a space for file storage currently. If we don't do that, we are going to have to look at some sort of third-party storage and I don't believe that that's necessary. So, I will be coming in front of Council sometime in the future for that. And, then, the last thing that you will not see in the FY-12 budget that's currently in the Capital Improvement Plan is an animal shelter and I will tell you that we are still studying that issue and figuring out what is the best approach for that. So, with that being said I'd like to move on to the current proposed enhancements and capital projects for the Police Department this year. The -- starting with capital, the original proposal for computers, which comes out of IT, approximately 31,000 dollars. Through some cuts and through some extra computers we have reduced that down to 21,920 dollars. So, we cut ,approximately 10,000 dollars in computer replacements this year. So, in, front of you is a list of computer replacements as suggested by IT and as approved by me. One of the things that you will find in the capital plan is vehicles. What you most likely will not see is that the original replacement schedule was for about 400,000 dollars in vehicles and after I took many deep breaths and -- and started breathing normally again, I said you need to start cutting and figure out what we are going to do. And, then, I asked them to write up the vehicles as far as what needs to be replaced and what should be replaced and come up with some sort of idea of what we could do with cars to make them last a little bit longer. So, you're going to see -- you may or may not see on -- I'm not sure which -- which document you have in front of you. You will see three cars that were suggested for replacement that have been converted to new uses in the police fleet. One was converted to a supervisor car and two of them were converted to K-9 units. The nice thing about the K-9 units is that they are individually issued cars, therefore, they last longer. They are only driven ten hours a day instead of 24 hours a day. So, that gave us a significant reduction down to 322,500 dollars. And, then, through some additional cuts that were I felt due to the mileage and the current assessment of the car we could last another year. We have gotten that down to 285,500 dollars. You will see that there is three of them that are extremely poor. They range in age from 2001 to 2004, with 105,000 being the highest mileage and 83,400 being the lowest mileage. The one thing you need to remember is that the mileage reported here were reported to Finance in December, so they are seven months old and I will also point out that these cars -- wow. Now you can see if it compares to the list I have. The other thing that I would point out to you is that it will be approximately one year from the time we order these cars to the time they are put on the road and we put approximately 30 to 35 thousand miles per year on these cars. So, just keep that in mind as you look at these figures. The additional replacements we currently list as fair. You will see that they are 2007 and 2008 patrol cars. We have tried to over the years replace the cars at a hundred thousand miles. The one thing that is key here is that this is one area that I do not want to give in on if at all possible due to the risk management side of things. These are our high speed pursuit cars. Now, granted, we don't do a lot of high speed pursuits, but these cars are not driven like the normal cars and as Chief Niemeyer said Meridian City Council -Budget Hearing July 6, 2011 Page 51 of 64 recently talking about those low frequently events, they don't happen very often, but when they do you need something reliable and I do not want to put officers' lives in danger by driving a vehicle that is not safe. So, those are the --and those are the cars that are actually driven 20 to 24 hours a day. With that being said I'm going to move on to the enhancements and this is really kind of an unusual year in that we -- we didn't propose very much. But I asked staff to look at what are our needs, what do we really need to take care of, and one of the things that --the priority thing that we come up with was our policy manual. We have been in it as me being the chief for the last four years, we have made individual changes to the policy manual, because all policy manuals are fluid, they are never --they are never -- boy, it's done and you're not to do anything with it again. So, we are always looking through training recommendations, through case law, through risk management assessments and everything and we are always making adjustments to our policy. We tried to do a complete revamp and what we have decided is that it takes a lot of time to do that and to do it right. One of the things that ICRMP, our current insurance provider, has is a program called Lexipol and Lexipol is a group of attorneys that have formed a company that all they do is evaluate policies, they evaluate case laws, they evaluate state laws and federal laws and they do all the work for you and push out the suggested changes. One of the things that ICRMP has also done is for those departments that have adopted this policy is it's reflected on their -- their rates. No promises there, but there is a possibility of having an reduction in -- in our ICRMP rates. So, that is our number one enhancement and it is for 8,950 dollars. That's a one time fee. There is a 3,600 dollar ongoing expense after the first year and that is for those constant updates that we talked about. The next item I have to say was a little unusual in the request and it's called the vehicle appraisal software and this is the same software that you will see autobody shops using, as far as when you damage a car and how much it's going to cost to fix it, how much the car's worth and everything else and I'm thinking that's a little unusual, why do we need that request? Well, the reason why is the state legislature has adopted a new state law that puts regulations on vehicle impounds and as you realize in Meridian is that we impound a lot of vehicles. In the police services we don't impound a lot of nice vehicles when we impound vehicles and we are required to do certain steps that the vehicle is under an amount or over an amount and one of the things that we found is that if we can get the true price of that vehicle, then, possibly we don't have to follow all of these -- these -- the rules if the vehicle was much more. And that involves auctions and postings and those sort of things. So, it really kind of enhances our ability to dispose of these cars a little easier. Well, a lot of departments have gone to this vehicle appraisal software where you actually can sit there and go, well, Blue Book on this car is 6,000 dollars, but it has 3,500 dollars or 4,000 dollars worth of damage to it and so that's really the true value of the car, that you would not be able to get off of Blue Book. That's 1,800 dollars per year. There is no additional costs. What we have decided is to give it a shot for one year if Council approves, see if it really does meet our needs. If it doesn't meet our needs, then, we are out the 1,800 dollars and no contract to continue. The third item is for our impact team MCT's, which are the mobile -- mobile computer terminals. De Weerd: Easy for you to say. Meridian City Council -Budget Hearing July 6, 2011 Page 52 of 64 Lavey: Yeah. Well, they used to be called mobile data terminals, so it's the computers in the car. And that's a significant amount of money and that would probably alarm anybody looking at it. Why is there three laptops costing 15,495 dollars? Well, let me first point out that those are the Panasonic tough books. Why are they called the tough books -- Councilman Bird has already asked me today, it's the ruggedized version, military spec computers that are able to uphold the rigors of bouncing around in the patrol cars. It's the same vehicle -- I mean it's the same laptops we already have in the patrol cars. It's the same laptops we already have in the fire engines and it's the same laptop we already have in some command vehicles. In the past we have used standardized laptops and through the bouncing around you knock the pin loose, you damage screens, you damage hinges and everything else. Now, working with -- is Terry is out here? Yes. Working with Terry we have actually talked about is there additional options out there? One year we looked at Motorola as a possible option. They have a ruggedized version out there now. One thing that we found was that they were pretty similar in price, although they weren't compatible with the docking stations that we currently have in our cars, so we stuck with Panasonic. One of the things that the fire services have talked about is looking at a semi ruggedized computer or a less expensive computer for some of the applications and we are really hoping that they will be the test cases, because the last thing I want to do is put a cheap computer in the car again and have to go through three computers or four computers or repairs when we should have known better. So, I think there might be some cheaper options out there, but it's going to require us to take a little bit of a risk and it might be where we have to just choose one car to do that risk. So, that would include the three units. It would include the licensing. It would include the mounting brackets and it would include the install costs in the vehicle. The fourth item, bike patrol -- and I have talked about this before as far as adding two additional bikes to the bike patrol program and I actually asked Todd to withdraw that, but he didn't and so I looked at that and says, well, could we withdraw that, could we keep it in, could we reduce it? But I will tell you that I have purchased the two bicycles with current existing funds for a total of 3,603 dollars. We used existing budgets to purchase some uniforms and I'm not sure we got all the bags or everything else, but we have decided to make it work with our current budget. So, Todd, if you could delete that one. The fifth item is for parking lot repairs and one of the things that we have found is that we have done nothing on that parking lot since 2002. It's starting to show some wear and tear, some cracks, .and some deterioration and we want to do some preventive maintenance of that. The current quote that we have is 10,000 dollars per lot. That's 10,000 for the front, that's 10,000 for the back. This isn't critical, but it is necessary and just the longer we put it off the more expensive it is to repair it, to actually put asphalt down. But this will be for the -- for the sealant for the lots. The next item is AC MCT's is animal control MCT's and you might ask why do you have it separated MCT's up here and MCT's down there? We -- these are in order of priority as we saw it. One of the things that we have found is that due to the population in Ada County, the dispatch center has gotten a lot busier, with not adding new people and one of the things that we found is that there is major radio traffic out there and they have asked us to reconsider putting computers in the animal control units, so they can actually dispatch the animal calls via the computer, rather than taking a dispatcher away from the patrol officers to dispatch them. So, you will find that that price would include Meridian City Council -Budget Hearing July 6, 2011 Page 53 of 64 the two computers, the licensing, the install, and the brackets for the two animal control units. You may not see this on your list, but it's for an ESRO, it's for an elementary school resource officer, and I withdrew that. I do believe it's something that's necessary, but I don't believe the timing is right and so we will bring that back at another time. Kind of segue into the school district SRO contract. The school district has agreed to the contract once again this year. This will be the third year that we have not increased the price of that contract to the school district. Therefore, it really wouldn't make any sense to propose that ESRO position and ask for them to pay half when they barely can pay the contract that they have. But they did make their promise to us that they learned the hard way the first time and that they were not going to jeopardize the school security by cutting that contract again. So, we have again agreed to keep it stable, not increase it, but not decrease it either, so -- two additional things that were mentioned as late entries in the enhancements. One was the E ticketing grant. The other was the Byrne grant. I'll go with the Byrne grant first. This is the third year that we have submitted for this grant. This is no match. It's an allocation of money. We just have to go through the steps. It's 27,000 dollars as currently allocated toward the Meridian Police Department for equipment. Now, we have a list of potential equipment to purchase with this, but what I'm going to do is bring that in front of Council on a separate -- separate meeting, so we can -- we can discuss the equipment and that would meet the requirement of that grant. So, I believe as Finance works is they are going to ask for the 27,000 dollar to put aside, but the grant will be what's actually paying for that. So, there is no out of -- out-of-pocket expense on the part of the city once we receive that reimbursement. The last item is the E ticketing grant. This is an Idaho Transportation Department grant. This is an electronic ticket citation. So, instead of getting the hard copy, fill it out by hand ticket, you actually use the bar code on the driver's license, scan the driver's license, it populates all that information in there, the officer can take the device, punch in what the violation is, and, then, a -- kind of like a cash register receipt prints offfor your copy and everything else is wireless. And so one of the things that we have to look at is that the benefit of being much more green and the other nice thing is is that it helps with accuracy. I have to say that police departments handwriting is almost as bad as the fire department's handwriting and it's hard to read the tickets. But the other thing is that it takes away from staff time to enter the tickets. So, you get one hundred percent accuracy from the time of the stop on. The other way it's currently structured to go directly to the courts, so the court will already have it on file. And the other thing is it just makes perfect sense, right, because we are in a process of going through a new RMS system, which is a records management system, and we would write the interface to the E ticketing with the new RMS program and that grant was awarded to us in the total of like 76,300 dollars or somewhere in that price range. There is a 20 percent match, so I am coming in front of the city and asking for about 15,297 dollars I believe or close to that for the match and with that being said I'd like to mention two other things. I'd ask for the Council's support on the plan for the police and fire switching of vehicles. One of the things that we have found that over the years the fire department has been quite generous to us as far as providing that command vehicle out to the scene whenever possible, but I will tell you that it's really impacted when we have actually requested that --that trailer, because we didn't want to either impact what they were doing or if their truck was already out on a Meridian City Council -Budget Hearing July 6, 2011 Page 54 of 64 fire it was kind of hard to call them up and say, hey, could you pull this. And the other thing is that fire departments are getting woke up in the middle of the night all the time. We .don't need to -- to be adding to that if it's not necessary and so actually calling them up to say, hey, come -- come pull the vehicle for us, it just doesn't make sense. I will tell you that because of the relationship with the police and fire they say, well, that's our job. But it's not a guarantee that they are going to be able to do that for us and so we were kind of looking at it as, you know, this is a win-win situation. It provides a vehicle that the police department could use to tow the command trailer, but it would also provide for that larger vehicle to fire department needs on the brush truck. Is this a deal breaker for us? No, not at all. We will still survive. But we'd ask for your support on that. And the last thing I'd like to asked for you support on is the --the IT's exchange server. One of the things that was in front of Council last year and we -- we actually withdrew it is the exchange server and why am I asking for support on that IT issue? Well, it's really kind of selfish -- is as Terry mentioned earlier it helps with the -- the mobile units and we actually have slot -- and that's the Blackberries, the iPhones and such. And it actually -- it actually provides some greater securities for us by upgrading, but also for our command pages. We are using an unsupported, outdated pager system, which goes back to .the 1980s and we want to switch over to the exchange server for our command pages. However, you need to have some sort of ability to alert when it's something you really need to be paying attention to in the middle of the night and when it's just a standard a-mail and there is ways to establish level one messaging and put on priority alerts and everything else with the new stuff, but not with the old stuff. So, I would ask for your support on that as well. And, then, I will just say this is that IT also proposed a change in the operating system and in that Chief Niemeyer asked for the -- he goes let's hope and pray that we get it this year, because we are two -- what did you say, we are two -- Niemeyer: Versions. Lavey: -- two versions behind and -- but I have to say it's not going to help him with the user error side of things, but it would make sense that we are actually able to upgrade that operating system -- De Weerd: That's the same a-mail. Lavey: With that being said I will stand for questions. De Weerd: Council, any questions? Mr. Hoaglun. Hoaglun: Yes, Madam Mayor. Chief, you did very well on your time on presentation. Lavey: I was noticing that. I really didn't care on the time, but I was trying to stay as 20 minutes as much as I could. Hoaglun: One of the things that HR had talked about earlier when we opened the meeting was the movement on the STEP increase of three percent. I just want to get Meridian City Council -Budget Hearing July 6, 2011 Page 55 of 64 your thoughts on that. Are we keeping folks close to where we need to be or -- what's your take onthat -- on that issue? Lavey: I try not to interfere with that, but I did ask HR to do a pay study this year and asked for that for two reasons. One is it was a promise we made to the -- the sworn officers two years ago and, then, the other thing was is we really had to look at do we pay an outside consultant several thousand dollars to do that or do we do it ourselves. And that was one of the tasks -- many many many tasks that Crystal was given and she did herself. One of the things that we found is that we are pretty comparable on the entry level mostly and, then, we miss it by two dollars an hour on a few agencies here locally. But, then, when you start putting in the rest of the state, we are lagging behind once you get on those higher up schedules and three percent makes a good dent. It doesn't make us the best, it doesn't make us the highest, it doesn't really put us in the middle, but it definitely puts us comparable. But I believe our staff doesn't need to be the highest paid. They have a lot of pride in their department and everything else. But for a chief to actually be able to recruit people and retain people, we need to be comparable. And so I really put a lot of that trust in HR and says they believe that the three percent will do that. I do believe the three percent will do that. Could we hold off? We always can. But we are going to come in front of you and ask forfive percent or six percent or seven percent eventually and so we just need to decide what's --what's right. So, I support it. When I reviewed his presentation -- Mr. Nary's presentation yesterday it -- it wasn't a slide that was in there and I asked him to put that slide in there, because do think it's importantto talk about. De Weerd: And I guess, chief, just to add to that, you know, we find that the cost --the cost of recruiting, hiring, and, you know, not retaining far exceeds anything you will see in the budget. Getting an officer on the street and, you know, independently on the street costs the city a significant amount. So, we need to pay attention to that employee retention and this is important to them. Lavey: I will point out that what we are doing on the police department level, what we are doing on the Council level is working. We are -- we are known to be the place to come. I get people from all over the northwest, I get people from Florida that are interested in coming here, Montana, Wyoming. I just had an officer--he's going to start on Monday, coming from EI Paso, Texas. Of course you don't have to do much to want to leave EI Paso, Texas. I just want to make sure that we are able to maintain that reputation that we have and we are doing things well, so it's not the doom and gloom, we are not losing people because of wages or benefits. They absolutely love where they are working, but we just need to make sure that are comparable to the rest of the agencies and I believe that that makes us comparable. De Weerd: Okay. Zaremba: Madam Mayor? De Weerd: Mr. Zaremba. Meridian City Council -Budget Hearing July 6, 2011 Page 56 of 64 Zaremba: A question about the capabilities of the E ticket system. I absolutely agree that if you can enter something once on the spot and have it distributed to all the people that need it without being rekeyed, that's -- that's tremendous. Is there a reverse capability of when the officer on the scene hits the bar code on somebody's driver license that there is an alert, hey, there is two warrants out for this guy. Is there any reverse capability like that? Lavey: We already have that. Zaremba: Oh, you do? Lavey: Yes. Zaremba: Okay. Lavey: It's not -- it doesn't work quite that way, but it does work. You actually have to type the name on it. Well -- and as far as scanning the name and, then, going through all that, yes, it would pop up, too. But we already do that. That would just be technology doing it for us instead of someone actually having to type it in. De Weerd: Okay. Anything further? Zaremba: No. Thank you. De Weerd: Okay. Thank you, chief. Lavey: Thank you. De Weerd: Okay. I guess next on the agenda, now that we have had each of the departments that have enhancements have been in front of you, is to turn this over to your screen and ask Council for any follow-up questions that you have from what you have heard this morning, any additional information needed -- the discussion period of today's agenda. Rountree: Madam Mayor? De Weerd: Mr. Rountree. Rountree: I'm still mulling around what we are getting with Bing mapping and given that we have VRT with a system that can distribute riders and we have Commuter Ride that that's sole function is getting car pools set up by providing information, what more are we getting for that 8,000 dollars? Meridian City Council -Budget Hearing July 6, 2011 Page 57 of 64 De Weerd: Okay. Well, we have our IT manager here, so perhaps he can -- I can see he's really anxiously waiting to jump up and answer that question, because I can't. And probably Mr. Nary can't either. Paternoster: Councilman Zaremba -- I mean Rountree -- Rountree: That's close. Paternoster: It's close. One seat. Could you repeat the question? I was actually talking to one of the lieutenants at the police and missed the question, which is the dumb look on the face, it was like what do they want. Rountree: Why do they want me; right? A question about Bing mapping and the idea that staff utilizes that to coordinate roots and that sort of thing. Councilman Zaremba indicated that VRT is putting up a system that will do that. In terms of public transportation, Ada County Highway District runs the Commuter Ride and van pool system, which will do the same thing. What is it that we are really getting for that 8,000 dollars? I'm still struggling with that. Paternoster: Sure. That's a fair question, Councilman Rountree. For the 8,000 dollars what you're getting is you're getting their orthophotography, their mapping. Unlike the mapping system that the city has within our GIS system, it's much more developed as roads, routes, paths, streets. It tracks a lot different information than what Public Work has traditionally put inside the system and so, really, what you're getting is you're getting coordination of somebody's maps that they have already developed. Is it something that we could do without with next year? Sure. It's definitely probably more optional than the GIS plan, but it definitely adds value, because it was a disappointment to several people when we had to take that offline, because we did have a product that was already in place, was being used by internal users and just due to the way the licensing works is they say if you make it publicly accessible, so that the public can access it, then, you don't have to have the licensing, but because it's an internal facing application, it had been interfaced -- Mike had actually interfaced it in with the HR system, so as an employee, basically, I just would hit subscribe, it would recognize my user credentials from logging into the computer and, then, automatically populate the address that was in the HR system and so there was very little work on the side of the employee to actually subscribe. Could we go without it? Absolutely. If we wanted to cut it down and say, well, we only want to pay for 100,000 transactions maximum, we can knock off another 2,000 dollars of that request and go to 6,000 dollars for next year and measure the benefit. I know that Mike Tanner is extremely interested in that request as our programmer, just because the city doesn't have the mapping system in place with our GIS system at this point to really provide the level of integration that we can go. Rountree: And that answers my question, but it raises another question for me. Doesn't the GIS and the orthophotography effort on the part of COMPASS provide some of that information for us? We pay for it. Meridian City Council -Budget Hearing July 6, 2011 Page 58 of 64 Paternoster: It does, but what has to be written is the web service and there is some programming and development that has to take place, which is accounted for inside the GIS plan, but until that development has taken place so that you can integrate in with it, it's not something that you could just instantly just turn on and start using and so there is quite a bit of an effort, which is why we believe that once the GIS plan moves fonNard the need to have Bing maps a couple years from now probably would go away. Rountree: Okay. Thank you. Paternoster: Sure. De Weerd: Okay. Thank you, Terry. Council, discussion? Any further -- or I guess any further information needed at this point? Hoaglun: Madam Mayor? De Weerd: Mr. Hoaglun. Hoaglun: Just wanted to ask Chief Niemeyer about -- thank you for bringing up the budget enhancement, the changes with the new numbers. It looks like there is a difference -- it reduced the request by at least 50,000 dollars, so that's always nice to see and I just wanted to be sure you have a budget enhancement wage reclass if the battalion chief positions are approved, even though we are now looking at division chiefs, it's -- you're saying that the wage reclass enhancement is still necessary to keep orderwithin the ranks, if you will, when it comes to salary. Niemeyer: Correct. Yes. Councilman Hoaglun, the wage reclass -- originally we had two proposals, one with battalion chiefs, one without, as we discussed with HR. The issue that we had with putting on battalion chiefs is that the battalion chiefs would be a five percent increase, the division chiefs would be a five percent and deputy would be a five percent. We have the salary for the division chiefs, the same as a battalion chief that we had proposed, the 80,000, but because we don't have that three additional layers, that's why the reclass is still needed, but we actually have decreased the funds that we would have had if we would have had battalion chiefs. So, yes, the reclass is still needed to make sure that we have the separation between a captain and a division and, then, a division and a deputy. Hoaglun: Okay. Great. Thank you. I just wanted to be sure we got that. Niemeyer: If I could follow up real quick, too, just on Terry's issue, Councilman Rountree, we are one of those departments that has used Bing maps. You had asked the question. We will do an operational layout, satellite imagery of a training burn that we are going to be doing, so when we do our debrief we can have the imagery and we can identify here is staging areas, here is this map, some sort of mapping software is Meridian City Council -Budget Hearing July 6, 2011 Page 59 of 64 pretty essential, I know for Chief Lavey and myself both as we debrief different incidents, so that's just another --another twist to the Bing map issue if you will. Zaremba: Madam Mayor? De Weerd: Mr. Zaremba. Zaremba: A question about vehicle slots in -- in reverse of what you're suggesting. I like the idea of being able to take the equipment off of the old brush truck and give it to the police department. I think that's great. Since he later talked about abandoned vehicles that they have to deal with, can they give any of those to you for you to do fire practice on? Niemeyer: I'd have to look into that. I think we would have to look to the legalities of some of that. Certainly extrication training, we are always looking for vehicles to do extrication training on, so we end up cutting them up and they go back to the scrap yard and also rescue training. You know, over at ISP they have a dive pool and they have car simulation where they can lower a car into the diver pool and we actually go over there and train with them on going in and doing underwater rescues. So, certainly some possibilities there. I don't fully know the legalities of that, I'd have to look into it, but, yeah, we are certainly open. Zaremba: It was just a thought. Council budget decisions and discussion De Weerd: Mr. Rountree. Rountree: Madam Mayor, are we to the point of going through our comments and additions and deletions of the line items? Todd's ready for us? Lavoie: Councilman Rountree, we are ready for you. Rountree: Okay. I just have a few to offer. De Weerd: Okay. Rountree: Let's start with the most recent -- with the police department. It sounds like the 4.,780 for the bikes is something that will be reduced. You already got that, so that's withdrawn. In the fire department we have a new enhancement sheet that changes the division chief amount and I would suggest that that amount be changed accordingly, which is -- Bird: Three seventy-three. Meridian City Council -Budget Hearing July 6, 2011 Page 60 of 64 Rountree: --fairly sizeable reduction. Then in the police we would have the addition of the Byrne -- Burney or Byrne Grant of 27,027 dollars? Twenty-one dollars? Whatever that is. 27,021. Yeah. And the E tickets of 91,605. Okay. In the Recreation Department we would eliminate the withdrawn items for Kleiner Park in the amount of 105,000. Thirty-eight thousand for the -- 38,000 for truck and the 38,825 --got that one. And, then, on the edition of half a million dollars into the field house account, I think when we get done I'd like to take a look at that number again and see if that's for now a space holder or whether it goes up or down. To me that's a place where we can make some adjustments. Those are the only ones that I picked up. I was -- I was looking at the Bing mapping, but with a better explanation that we actually do use it for public safety and those sorts of things, I can see why we need it. De Weerd: Okay. Any other comments from Council? Discussion? Bird: Madam Mayor? De Weerd: Mr. Bird. Bird: I don't -- I don't have any. I agree with Councilman Rountree and, then, when we see what we bought them out at we can come back on that new recreational field house and see what we had to delete or what we have to do. De Weerd: Okay. Hoaglun: Madam Mayor. Todd or Stacy, if you want to address that bottom line in the orange, the total FY-12 revenue, unrestricted 27,215,000 and our expenditure is twenty- eight seven and use of fund balance, then, we are applying two million to that to meet that budget; correct? Kilchenmann: That is correct. That's the field house 1.5 million and 500,000 for -- now, the 500,000 forthe field house and 1.5 forthe maintenance. Hoaglun: Okay. De Weerd: Which is part of our CIP as -- as we have brought to you earlierthis year. Hoaglun: Madam Mayor? De Weerd: Yes. Hoaglun: I need to ask Chief Niemeyer a quick question on vehicles for division chiefs. Was there just one vehicle that you were -- I can't remember what -- what you said about that. Niemeyer: Yeah. Councilman Hoaglun, what we have planned or what we have proposed in the budget is for one vehicle. This is -- I shouldn't say experimental -- we Meridian City Council -Budget Hearing July 6, 2011 Page 61 of 64 are going to try this to make -- to see if it will work by sharing staff vehicles. There may be a chance it doesn't, but we are certainly going to give it a try, instead of providing three vehicles, one for each member that we are requesting, even though they will be responding from home at times, I believe we have a response plan that will have a backup, somebody taking a department vehicle home to respond if needed, if the event escalates. The other folks come in their personal cars and, then, they can get a staff vehicle if it's available and those will probably be here at City Hall, because that's where our office time is going to be -- is going to be situated. So, we didn't ask for three vehicles, we asked for one. Hoaglun: Okay. Thank you. Zaremba: Madam Mayor? De Weerd: Mr. Zaremba. Zaremba: I have a question probably for Stacy. We mentioned that to balance this we are taking two million dollars out of the fund balance. Kilchenmann: Correct. Zaremba: What is the input to the fund balance? Where does that come from? Kilchenmann: It comes from years of revenue exceeding expenses. Zaremba: That is set aside into that balance? Kilchenmann: Correct. Zaremba: And that's because of the conservative revenue projections? Kilchenmann: Well, I don't know about that, but -- De Weerd: Well, I would like to say it was savings from the departments. Zaremba: Yeah. Kilchenmann: It is like a savings account. Zaremba: Well, it's both. It's a combination of both. Kilchenmann: Equity. Zaremba: The fund balance exists because of previous and current good stewardship of the monies that pass through our hands. Meridian City Council -Budget Hearing July 6, 2011 Page 62 of 64 Kilchenmann: That and a period of the growth. Zaremba: Yeah. Okay. Kilchenmann: So, really, when you look at the bottom line, the -- we are over right now --over projections by 605,000 -- Zaremba: Uh-huh. Kilchenmann: -- so, we are really only using 1.5 million, which is the maintenance shop to balance the budget. But it's a wash. Zaremba: Okay. It's a good thing. Thanks. Kilchenmann: One thing about -- if I could add one more thing. With the field house that will likely be an item that will carry for several years. We have done that in the past with our land purchase account or Adventure Island or even Settlers Park, where we are just setting aside that amount and, then, designating it year after year until we actually spend it. Hoaglun: I guess just a comment. What concerns me when I read through the revenue manual, the projections, of course, those were done earlier Ithink -- was that done in March, Stacy, or -- Kilchenmann: About March, April. Hoaglun: You know --and you look at the declining property values and, you know, the property taxes are base, that's a major funding source for the city and I just don't foresee the coming year to be any better -- in fact, there probably will likely be devaluations, looking at my neighborhood and knowing what homes are selling for on the market for -- at auction it's shocking what some of those homes are going for and that impacts values certainly, just to some extent when we had the assessor here and his comments on that. You know. So, it's just -- we aren't out of the woods yet, but it's encouraging to hear about some of the projects that are coming online here in the community with Center Cal and some other things and those folks -- you want to think, but you know they wouldn't be around for as long as they have without paying very very close attention to the economic climate out there. So, there seems to be some optimism, it may be cautious optimism, but at the same time I don't want to get too excited and say, oh, we won't have many problems, so let's just fund everything, I think we are funding what's needed to move forward with city services and what citizens expect and what's needed for the public safety. It's never enough, but, again, you -- that's what we get paid the big bucks for is discern from what's necessary and what's a want versus what's a need. So, that's -- it's -- it's always tough. Bird: Madam Mayor? Meridian City Council -Budget Hearing July 6, 2011 Page 63 of 64 De Weerd: Mr. Bird. Bird: I agree with Councilman Hoaglun in terms the stuff out there and while I hate to take out of the fund balance, I do realize that -- that the 500,000 is going to sit there for probably three or more years. The maintenance shed needs to get started as soon as possible. We knew that. It's not only the interchange deal causing it, it's just a matter of fact that we need -- we need to get to a better facility, so we can get to our stuff. I would also like to compliment every one of our departments, every one of our employees, for being conservative themselves and making us not have to go back and cut half their budget out, because they do it before they bring it to us. They only bring the things they really need and I certainly appreciate that. I have been on the other side of the budgets where we were shooting for a lot of blue sky and I think this is truly a budget and has been for the last few years that --that is needed. There is not a lot of fluff in any of it. If any fluff. I thank you forthat. De Weerd: Well, just in response, Councilman Bird, I think a lot of it is because there is a trust level and .that's been built over time. We have taken the five year trends and shown spending patterns and questioned line item line item. There -- there is a trust that they don't need to pad their budgets, they know in the case of an emergency or an unanticipated event City Council is going to step fon~rard and cover what you need to. So, it works both ways. So, appreciate those comments. Zaremba: Madam Mayor? De Weerd: Mr. Zaremba. Zaremba: Along the same lines -- and I have said this before, but I would repeat it again. I really appreciate that the department directors get together and, one, trust each other enough to vet the whole set of enhancements that everybody has talked about and give each other some advice on that and help make some of the decisions about what ought to be brought forward to Council. I really appreciate that it has been through that process and that the department directors are, one, willing to do it and able to do it and -- and, like I say, believe in each other and bring us enhancements that -- that are really sound and I appreciate that. De Weerd: Thank you. And they have fully vetted the needs versus wants. So, I can assure you on that. Anything further from the Council? Finance team, anything needed at this point? Kilchenmann: I don't think so. We -- some years we have specified the left over fund balance to go to either the CIP fund or the public safety, which is a CIP fund. This year we are just adding it to fund balance, which I think is appropriate for right now. And, then, we can look again when we get into next year. When we finish out this year we can look at what our fund balance is and we will be doing those fund commitments after the first of the year, so, then, we can look at it again. Meridian City Council -Budget Hearing July 6, 2011 Page 64 of 64 De Weerd: And I will point out on the spreadsheet in front of you that we always have to be mindful of future commitments and what the impact is to our General Fund and Finance has been great about making sure those notes are in front of you as well. Those are long-term commitments. Okay. Council, if there isn't anything further, would entertain a motion to adjourn and we will reconvene at tomorrow's Enterprise Fund discussions. Rountree: So moved. Zaremba: Second. De Weerd: I have a motion and a second to adjourn. All those in favor say aye. Any opposed? MOTION CARRIED: ALL AYES. De Weerd: We are adjourned. MEETING ADJOURNED AT 1:10 P.M. (AUDIO RECORDING ON FIL~F THESE PROCEEDINGS) ~. .31 A !t~ MAYOR A Y D ~ ~~~~``'~~ ti ~ .<. ey i~ [~ \ ~~. ~~ ~. r- ~ ~~.y V ` e~` ATTES ~ ~~~ ~~:~~ ~.~. ~~,~4 ~E .~ t~.„~ W, r ~~o ~~ ~ "~ w. 4~~ r w~~ 7 ',1, ~ ~ ~' `" ,;, r ~, ~ *. ~, _ `~~ i ~~~i ~jC ~~{1 ia~~~~ r7 ~ 19 ~ ZOII DATE APPROVED . HOLMAN, CITY CL RE K RECEIVE JUL 0 6 2011 CITY OF MERIDIAN PROJECTED GENERAL FUND BALANCE Calculated Using FY2012 Budget Request Budget Request 6/29/11 FY2011 FY2012 Beginning Fund Balance 10/01 $19,640,694 $12,238,386 Budgeted Revenue Budgeted Personnel Expense Budgeted Operating Expense Budgeted Capital Expense net Expense Transfer in/out of Fund Transfer From Other Funds for CIP Budget Amendments Legal/Construction Consulting City Hall Repairs Land Park Amenities Grant/Carry Forward Adjustment Miscellaneous Total Amendments End COPS Grant CIP Increased Operating CITY CLERKS OFFICE FY2013 FY2014 FY2015 $12,592,656 $9,004,789 $6,757,322 $26,331,230 $27,344,220 $28,711,431 $30,147,003 $31,654,353 $21,193, 996 $22, 252,111 $22, 512, 955 $23, 631, 517 $24, 607, 375 $5,970,218 $5,504,301 $6,692,414 $7,027,034 $7,378,386 $3, 084, 214 $2, 955,170 $9, 834, 000 $4, 708, 000 $2, 071, 500 -$1,446,494 -$1,721,632 -$1,639,347 -$1,720,749 -$1,806,786 $1, 000, 000 $2, 000, 000 $6, 558, 891 $3,150, 000 $350, 000 $3, 900, 000 $1,800,000 $540,000 $170, 000 -$528,778 $50,382 $5,931,604 $300,000 $315,000 $1,458,167 $1,598,667 $1,872,245 ~, , -s _ti ~ ~ . s 0 eratin Reserve $9,054,738 $9,252,137 $10,221,179 $10,852,406 $11,391,002 Four MonthY ,, . ~ .. ~ ,.. _ ~. Assumptions Annual Growth in Property Tax of 5% Annual Expense Growth in FY2012 and FY2013 of 3% Annual Expense Growth in FY2014 and FY2015 of 5% Using 2010 Capital Improvement Plan NOTES: Reflects Budget Request as of 6/29/2011 Items in FY2012 Capital Improvement Plan Not Requested in FY2012 Carried Into FY2013 With The Exception of; Rails to Trails $500,000 Animal Shelter $1,200,000 Refurbish Engine $200,000 Removed based only for purposes of this report -could be added back Amounts used In Capital Improvement Plan Used for General Fund Use Of Fund Balance Beyond FY2012 Are Not Used In This Report Changes in FY2011 Budget to Requested FY2012 Budget (FY2011 includes all grants, FY2012 does not) Revenue 4% $425,000 ARRA Grant in FY2011 Personnel 5% not in FY2012 Operating -8% $257,000 Block Grant in FY2011 Capital -4% not in FY2012 CITY OF MERIDIAN GENERAL FUND FIVE YEAR CAPITAL IMPROVEMENT PLAN GENERAL FUND -CAPITAL IMPROVEMENT PLAN FY2011 TO FY2015 CIP NEW BUDGET NEW BUDGET NEW BUDGET NEW BUDGET NEW BUDGET TOTAL rEaA DESCRIPTION GENERAL FUND PARK IMPACT FIRE IMPACT POLICE IMPACT RURAL FIRE FUND BALANCE BUDGET OPERATING COST FY2011 $140 5100,000 $100,000 000 $500 $5,0 $1 OOi Tennis Settler Village Sq $500,000 , ~ ~„ Field House $25,000 $25,000 ~,,, Maintenance Shop 5405,000 $405,000 ~~ ~ Parks Subtotal Si25,000 5504,000 $0 $0 5D 5405,000 $1,030,000 $15,000 Police Replace Vehicles 5317,500 $317,500 I Phone purchase VOIP $62,000 $62,000 53,000 ~ Animal Shelter $0 Police Subtofa! $379,500 $D $0 $0 $0 $0 $379,500 $3,000 Refurbish Engine #39 $200,000 $200,000 Refurbish Engine #32 $200,000 $200,000 Fire Subtotal $400,000 $0 $0 $0 $0 $0 $400,000 $0 Computer Replacement $45,000 $45,000 IT Replacement/Hardware $45,000 $45,000 Software $160,000 $160,000 $5,000 IT Subtotal $250,000 $0 $0 $0 $0 _ $0 $250,000 $5,000 Total $1,154,500 $500,000 $0 $0 $0 $405,000 $2,059,500 $23,000 FY2012 ;~€: Storey Park Development 537,500 $37,500 done in FY2011 575,000 Pathway Connections 5100,000 5100,000 ,5,000 Kleiner Park $160,000 done in FY2011 $160,000 Field House $500,000 $500,000 Maintenance Shop Canstru ction $1,500,000 $1,500,000 $15,000 Rails to Trails not in FY2012 b ud et $500,000 5500,000 Parks Subtotal $137,500 5197,500 50 ~(~ $D 52,500,000 $2,835,000 520,000 Animal Shelter 5250,000 not in FY2012 budget $300,000 5650,000 $1,200,000 $139,544 Police Training Center not in FY2012 budget $237,391 $3,262,609 $3,500,000 5250,000 Police Replace Vehicles $300,000 $300,000 Police Subtotal $550,000 5D 80 $537,391 $0 53,912,609 $5,000,000 $389,544 $0 Refurbish Fire Engine #31 $200,000 not in FY2012 budget $200,000 Replace Engine $410,000 not in FY2012 budget $410,000 Fire Subtotal $610,000 $0 $0 $0 $0 $0 5610,000 50 Computer Replacement $80,000 $80,000 IT Replacement/Hardware $131,500 $131,500 $5,000 IT Subtotal $211,500 $0 $0 $0 $0 $0 $211,500 $5,000 Total $1,509,000 $197,500 $0 $537,391 $0 $6,412,609 $8,656,500 $414,544 FY2013 Land ACgUisitian Fund S~ Pathway Connections 5100,000 $100,000 55.000 Borup Construction $200,000 $200,000 Storey Park Development 5262,500 5262,500 5525.000 56,860 Field House $0 Rails to Trails 5500,000 $500,000 550.000 $0 Parks Subtotal 5562,500 $262,500 50 $0 50 5500,000 $1,325,000 $61,860 Fire Station #6 $1,550,000 $1,550,000 $856,000 Aerial Truck Station #6 $1,000,000 $1,000,000 $284,107 Purchase Station #5 from R ural Fire $1,394,000 $1,394,000 Fire Subtotal $D $0 $2,394,000 $0 $1,550,000 $0 $3,944,000 $1,140,107 Police Substation FS #6 $77,500 $77,500 $1,200 Police Replace Vehicles $300,000 5300,000 Police Subtotal $300,000 $0 $0 $77,500 $0 80 $377,500 $1,200 Computer Replacement $80,000 $80,000 $5,000 IT ReplacementlHardware $91,500 $91,500 Software $16,000 $16,000 IT Subtotal $187,500 $0 $0 $0 $187,500 $5,000 Total $1,050,000 $262,500 $2,394,000 $77,500 $1,550,000 $500,000 $5,834,000 $1,208,167 FY2014 ~'r~tl~way Cannectians `~100.00~ '~~{~~,1.OOt3 ~~`~,4.D~}(~ Borup Development 52,750,000 52,750,000 $130,500 77 Acre South Meridian Par k 5400,000 5400,000 Field House 5500,000 5500,000 5a 50 Parks Subtatal $100,000 53.150,000 $0 $500,000 $3,750,000 5135,500 Replace Eng #33 Pierce. $410,000 $0 $410,000 Fire Subtotal $410,000 $0 $0 $0 $0 $410,000 $0 $0 $0 Police Replace Vehicles $300,000 $300,000 Police Subtotal $300,000 $0 $0 $300,000 $0 Computer Replacement $80,000 $80,000 IT ReplacementlHardware $131,500 $131,500 Software $36,500 $36,500 IT Subtotal $248,000 $0 $0 $248,000 $5,000 Total $1,058,000 $3,150,000 $0 $0 $0 $500,000 $4,708,000 $140,500 FY2D15 Pathway Connections Seg 5100.000 5100,000 55.000 Neighborhaad Psrk I)cv 5350,000 $350,000 518,578 Field Houser $500,000 $500,000 5250.OOC Parks Subtotal S10D,DD0 $350,000 $0 $500,000 $950,000 $273,578 Replace Engine #34 Pierce $410,000 $410,000 Replace Water Tender #31 $240,000 $240,000 $0 Fire Subtotal $650,000 $0 $0 $0 $0 $0 $650,000 0 $0 Police Replacement Vehicl $300,000 $300,000 Police Subtotal $300,000 $0 $0 $0 5300,000 $D Computer Replacement $80,000 $80,000 IT ReplacementlHardware $91,500 $91,500 Software $0 $0 IT Subtotal $171,500 $0 $0 $171,500 $0 Total $1,221,500 $350,000 $0 $0 $0 $500,000 $2,071,500 $273,578 Increase in annual Operating GRAND TOTAL $5,993,000 $4,460,000 $2,394,000 $614,891 $1,550,000 $8,317,609 $23,329,500 $2,059,789 Cost Total Funds Available $5,000,000 $4,396,111 $2,239,328 $714,891 $1,550,000 $8,317,609 $22,217,939 Additional0 eratin UnderlOver FUNDS ($953,000) ($63,889) x$154,672) $100,000 $0 $0 x$1,111,561) ~~ 6~~, ,< is F PUBLIC SAFETY FUND BALANCE $1,700,000 USE UNRESTRICTED FUND BALANCE 56.617.609 ~~. a ~ ~ r\ N y i m + 4 d ~C d 7 w ~ I- G>1 O O O ~ C O O O y> NcNaO d ~ ~ ~ d ~ N w' ~ r « d '~% GC! 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K c c 0 F W W H (~ m Z N a Z W N O N } '~ C 7 'a ~ ~ ll j .C 3 ~ ~ °" ~ .i a~ ~°~a~~ w'c~a ~ L ~~ ~W ~ ~ ~~3 crw ~ ~•'=L 3~~a-o •~ ' ao3a+-t~u.~~ ' ~ = ~' am a~ ow ~c'aocnrncn~ wa~'C°~aa°~ xa~a~v~~~.~~ ~W~a~~~a3 moW ac c L~ . 3 c a xww o a ~ ~W ~ ~~W a W ' ' ~0~~~ 3 3~~ 3 aci'o~0ovaiuai=a~ c a~ a a N ~ as 0 NW W ~ 0 c a~ a~ N N c~~ c NN, c~ c c~~~~a °'~ a o ~ ~ ~ oc~c- N c`~_coaXCo ~~ C fA C W W Q- i 'i a a. +' o ~ ` C C W ~ ~ ~ ~a o~.~ ~. o ~ aciE°~c~c~c~caci °' c W E~~ cao.oE i a~ ~~ 0 0 L E ~ E-- a apEa~~~~> w c~ a~ c~ m a==- o ~ 0 p o L ~ a 0~~= x app ~~UU ~r Z W c~ c o ~ ~ ,,.. ~- .. ~~u.~~= o oU0 N O O O O O~ N O O au~ooooao~roo fA T- ~ to to N r- N ~ to FY2012 BUDGET CAPITAL AND COMPUTER REPLACEMENT REQUEST ~1RE DEPARTMENT CF-30 - 01944 -Toughbook CF-30 - 01945 -Toughbook OptiPlex 745 - 06024 OptiPlex 745 - 06025 OptiPlex 745 - 06028 CF-19CDBAXVM - 06121 -Tablet CF-19CDBAXVM - 06122 -Tablet CF-19CDBAXVM - 06123 -Tablet CF-19CDBAXVM - 06124 -Tablet CF-19CDBAXVM - 06125 -Tablet CF-19CDBAXVM - 06126 -Tablet CF-19CDBAXVM - 06127 -Tablet CF-19CDBAXVM - 06128 -Tablet Total Compufer Ford Taurus Ford Expedition Chevy Blazer (2290 Total Vehicles $3,500 $3,500 $1,000 $1,000 $1,000 $1,000 $1,000 $1, 000 $1,000 $1,000 $1, 000 $1,000 $1,000 $18,000 $40, 000 $45, 000 $28,000 $113,000 ADMINISTRATION Precision 390 - 5066 $1,000 Inspiron 6400 - 6041 $1,850 Microsoft Office 2003 $59,295 Microsoft Exchange 2003 $15,000 PowerEdge 2950 -Server $7,000 PowerEdge 2950 -Server $7,000 PowerEdge 2950 -Server $7,000 Emergency Replacement Computer $1,000 Emergency Replacement Computer $1,000 Emergency Replacement Computer $1,000 Emergency Replacement Computer $1,000 OptiPlex GX620 - 6004 $1,000 OptiPlex GX620 - 6012 $1,000 OptiPlex GX620 - 6013 $1,000 OptiPlex 745 - 6031 $1,000 OptiPlex 745 - 6030 $1,000 OptiPlex 745 - 6040 $1,000 Total Computers/Soffware $108,145 POLICE DEPARTMENT Laptop - 4837 Inspiron 6400/E1505 - 6042 Inspiron 6400/E1505 - 4818 CF-30 - 4479 -Toughbook /'~F-30 - 6634 -Toughbook ,;F-30 - 4473 -Toughbook CF-30 - 4463 -Toughbook LaserJet Printer - 6119 Total Computer 2004 Pontiac Grand Prix 2001 Ford Crown Victoria 2004 Ford Expedition 2007 Ford Crown Victoria 2007 Ford Crown Victoria 2008 Ford Crown Victoria 2008 Ford Crown Victoria 2008 Ford Crown Victoria Total Vehicles $1,850 $1,850 $1, 000 $4, 000 $4,000 $4,000 $4, 000 $400 $21,100 $19, 500 $37,000 $44,000 $37,000 $37,000 $37,000 $37,000 $37,000 $285,500 PARKS DEPARTMENT Optiplex GX620 - 6006 $1,000 Total Compufer $1,000 Toro 345 Groundmaster Mower $19,000 1991 Ford F-150 Pickup $22,000 1993 Ford F-150 Pickup $22,000 1989 GMC K3500 Utility Truck $38,000 1998 Jeep $19,000 Total Vehicles/Equipment $120,000 SUMMARY Vehicles/Equipment $518,500 Computers/Software $148,245 Total Replacement $666,745 / ~ / Z M O O tt oD M O 00 M O ~' 00 O O O r ~ O N O O N O C9 r O ~ ~ 00 O O (0 O O N (M O d' 00 O O (G O O N (~ O ~ Op O T O CO O ~t 00 O T O (0 O d' 00 O T O CO O M 0? 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O~ N '~ cn' o~ w~ 0 O ~? ~~ N TI N O~ ~~ N O~ ~~ 0 0 0 c~ u,' c ~. 0 O c a ~' c° 0 0 N O ~ -v ~, •a ° ..° v~ g~ m~ v_ N ~~ N? c~ ~ oN <? ao m° ~' C c~ ~~ ~~ v co ao ~ ~ °• o ~• ? ~ N. 0 N~ Q' C ~D CD O N 0 0 c c a co N O ~• tD O v n ~ O ~ nrn 0 3 c ~ "~ ~y v_ N U'~~WN-~ ~ ~(J1 PW ~I Z ~~ornoo ~ ~~~~ ~ o ,~ ,~ ° ~~~~~ Q ~~•~N 0 ~'a~aa cc o~~a m ° ° a ~ cn o' ~ N c~ o -~ ~ ° ~,~oNn o ~°~~~,n < ~ ~~<~c~ c oc~o `3 aN~?°? ~ 3°cc tm a ,~ ~ ~ ~~~~n'o ~ co~~ y~ Ncnoo3 ~•NX c~ ~ ~ ~ o~~,~G~i ~ ~~~~ ~~ Sao?~ ~ oar cn c~ ~ ~a ~ a ~° N .~°a~ ~yn~~ ~ ~°~~~ ~ ~ N ~ p C -, ~ o n~o=~*~ a a' a ~~~°~ .~~a c~ ~73~~ (D ,~N ~ ~C3f~DfD O N~ < .p C ~ ~ N N O• (D~~~O o •pfD ~v a~°p~~ ? fDC~ ~`Dv o~m~o oN ?a~c~ •rn a ao ~N ~c~~DC~D c~ ~Z ~ °~ •°m ~ ~ oo~ c~c ,~ a ~ ~ ~ -, 0 •p~+ ~fD 7 ~ ~+ p N N ~• ~p~ O~ 'O n ~ N ~ fD ~ ~ N N n r« (D O• ,N+ N. ~ 7~ ~ ? ~ 7 ~ ~ 'Tl 3 ~a ~~ cp N O N ~ d ~D ~ ~ 0• n ~ c~ ~~ c°n ~ c c~' ~' ~~ o m ~ °; v° Ul ~ ~ ~ ~ ~ ~ ~ O N ~ N N = cn Q N. `D '~ m ~ ~ 3 ~ °~ ~ ~ v ~ ~N ~ ~~~ 03- ~• ~=.~~ a ~~?~ Q ~~~~' a N ~• s~~ N FY l~ Benefits ` LAST YEAR Beginning in Fh' 12 Benefits Committee will re-~~ ~iA< plan for FY 13 Medical - Blue Cross - 6.4% increase Dental - Delta Dental - 6% increase Willamette - 6% increase Blue Cross Dental -Pending Vision - Blue Cross VSP - 0% increase EAP - BPA - 3.9% increase LifelSTD/LTD - United Heritage - 0% increase Flex- Change from Discovery Benefits to Benefit Managers - .04% Increase ~~ ~;~¢3at°~^~c. f `'' ' THq,iK ~OF',tf~RCE,R ~. FY l ?Wage Adjustments ~, .~~11 Employee ..~ , ~~ work groups '~ ~ Police ,,, ,~ ~" ~ ' ~~~ 3% Recommended to be added to the current Police pay scale to stay current with market , , conditions ~. .~~~~~~~~3! Ei7a~l~~~~~t, °; 3% Recommended Merit Pool for performance. Consistent with FY 11. ~ ~ ~ ~- ~ ~ `~ :Fire ~ ,, , 3% per Collective Bargaining Agreement w/ Local 4627 (effective October 1, 2011) i„'"++,. ~~cE~vE~ JUL 0 6 2019 CITY OFG~fE ID~„~;v~-- CITYCLERKS OFFICE 1 ~, , ~ r r i L neciasses for ~ K . ~.:,.,.,w., _ . r, „. ~p ~. ~ dire ~~ ,~, ~, , , Division Chief Proposal Incorporates all CURRENT command personnel °' OPS and Prevention Deputy Chief ~ !Logistics and EMS Division Chief ~~ ~, ~; ~~, ,,~~ ~ 2 '. a k{{{y ' w.,. ~ ~ A C n 1 ~ nS '~ ~'r ~, ~~ FY l ~ ~r~a.an.cer~~~t fog _ __ 3/ time employee ~.-, , X45,648.()() 2 positions (Mayor's office and Parks and Recreation) ~` Parks position will eliminate 5 and possibly up to 7 total seasonal part-time positions Mayor's office position will provide support to Economic Development PERSI Eligible, ~'o Additional I~e~lefits ~~ M ~„~ `~~~~{1f~IA~° ~~~~ 2 ~~ ~ u1 ,q i ,f. 3