2014 Budget Book Final

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oise is the City of Trees, but were also the City of the River the Boise River, one of the cleanest urban
streams in the nation and among Idahos most popular recreation attractions. We have the nationally acclaimed
Greenbelt, two dozen miles of paved waterfront trail for walkers, runners and cyclists. Theres the Ribbon of Jewels,
a string of riverfront parks more than a century in the making, from Julia Davis Park to Marianne Williams Park, with
more to come. One more jewel was set on June 28, 2012, when we officially opened the Boise River Park, which
gives kayakers and river surfers an opportunity to ride beautiful whitewater in downtown Boise. This could not have
happened without significant support from private donors, including Friends of the River Recreation Park, the J.A. and
Kathryn Albertson Foundation, Harry W. Morrison Foundation, the Simplot Foundation and many other organizations
and individuals. One individual in particular helped make the Whitewater Park a reality: Connor Jackson (pictured
above, left), who on his own at age 14 made a video explaining why such a park would be a boon for Boise. Connor
nailed it. The showing of community spirit has been truly remarkable.
B
ON THE COVER
City of Boise
Fiscal Years 2014 - 2015
Proposed Biennial Budget

Boise City Council
Back Row, L-R: Elaine Clegg, Council Member; David H. Bieter, Mayor;
Lauren McLean, Council Member; Ben Quintana, Council Member
Front Row, L-R: David Eberle, Council Pro Tem; Maryanne J ordan, Council President;
TJ Thomson, Council Member
City of Boise
Fiscal Years 2014 - 2015
Proposed Biennial Budget
Executive Management
and Department Budget Staff
J ade Riley, Assistant to the Mayor
Tracy Hall, Mayor's Office Administrative Assistant
Terri Schorzman, Director of Arts & History
Rebecca Hupp, Director of Aviation and Public Transportation
Mike O'Dell, Airport Deputy Director
Tina Bianca, Airport Financial Analyst
Michael Masterson, Police Chief
Dennis Doan, Fire Chief
Anne Wescott, Public Safety Admin Services Sr Manager
Kim Brown, Fire Adminstrative Services Manager
Kathy Xiao, Fire & Police Sr Payroll Specialist
Debbie Broughton, Director of Finance & Administration
J ames Thomas, Finance & Administration Sr Secretary
Shawn Miller, Director of Human Resources
Corey Pence, Risk Manager
Maegan Mjelde, Claims Administrator
Garry Beaty, Chief Information Officer
Lori Hopkins, IT Administrative Supervisor
Cary Colaianni, City Attorney
Debbie Rice, Legal Budget Analyst
Kevin Booe, Director of Boise Public Library
Denise McNeley, Library Operations/Outreach Sr Manager
Doug Holloway, Director of Parks & Recreation
Mona Bryant, Parks & Rec Accounting Manager
Derick O'Neill, Director of Planning & Development Services
J enifer Gilliland, Building Division Manager
Vicki Van Vliet, PDS Accounting & Records Supervisor
J une Bolus, PDS Admin Secretary
J im Birdsall, Housing & Community Development Division Mgr
J ulie Bryson, Housing Admin Sr Accounting Supervisor
Stephanie J ensen, HCD Sr Accounting & Loan Specialist
Neal Oldemeyer, Director of Public Works
Heather Buchanan, Support Systems Manager
Yvette Harris, PW Sr Accounting Supervisor
Finance Department Budget Staff
Ben Rowe, Budget Manager
Brent Davis, Senior Budget Analyst
Shannon Cade, Financial Analyst
Marie Smith, Budget Analyst
Angee Hahn, Financial Services Admin Supervisor
Ozzie Gripentrog, Budget Advisor
Finance Department Contributors
J anet Weybright, Ryan McLean, J in You, Dan Wold
Table of Contents

Mayors Budget Transmittal ..................................................................................................................... i

Executive Summary ................................................................................................................................. v

Readers Guide ..................................................................................................................................... xvi

Budget in Brief ......................................................................................................................................... 1

Revenue Section .................................................................................................................................... 21

Government Leadership ........................................................................................................................ 37
City Council ................................................................................................................................. 39
Mayors Office .............................................................................................................................. 45

Contract Services .................................................................................................................................. 55

Public Safety .......................................................................................................................................... 59
Fire .............................................................................................................................................. 61
Police ........................................................................................................................................... 75
Legal ............................................................................................................................................ 89

Culture & Recreation ............................................................................................................................. 99
Arts & History ............................................................................................................................. 101
Library ....................................................................................................................................... 113
Parks & Recreation .................................................................................................................... 125

Community Development .................................................................................................................... 141
Airport ........................................................................................................................................ 143
Planning & Development Services ............................................................................................ 153
Housing & Community Development ......................................................................................... 165
Public Works .............................................................................................................................. 173

Support Services ................................................................................................................................. 187
Finance & Administration ........................................................................................................... 189
Government Buildings ............................................................................................................... 199
Human Resources ..................................................................................................................... 201
Information Technology ............................................................................................................. 213
Intergovernmental ...................................................................................................................... 225

Capital Improvement Plan ................................................................................................................... 231
Capital Fund Projects ................................................................................................................ 241
Enterprise Fund Projects ........................................................................................................... 273
Other Fund Projects .................................................................................................................. 313
Capital Improvement Plan Summary FY 2014-2015 ................................................................. 323

Exhibits
Budget Summary by Category FY 2014 .................................................................................... 331
Budget Summary by Category FY 2015 .................................................................................... 332
Five Year Summary by Fund Group .......................................................................................... 333
Contingency Accounts ............................................................................................................... 334
Dues and Subscriptions ........................................................................................................... 334a
Contractual Services ............................................................................................................... 334b
General Fund Expenditures by Department .............................................................................. 335
Capital Fund Expenditures by Department ................................................................................ 336
Impact Fees Fund by Department ............................................................................................. 336
FTE and Personnel Budget Summary by Service Area ............................................................. 337
FTE Change Detail by Fund and Department ........................................................................... 338
FTE and Personnel Budget Summary by Service Area FY2015 ............................................. 338a
Schedule of Transfers In ........................................................................................................... 339
Schedule of Transfers Out ......................................................................................................... 340
Proposed Fee Increases ........................................................................................................... 341
Debt Summary........................................................................................................................... 349

Appendix
Financial Policies ....................................................................................................................... 353
Glossary .................................................................................................................................... 359
Acronyms .................................................................................................................................. 374
Capital Detail ............................................................................................................................. 378

Mayors Budget Recommendations
for Fiscal Years 2014-15
June 14, 2013
Overview

Over the past Iour years, the City oI Boise has Iaced one oI the most daunting Iinancial
tests in its history as a municipal government. The global recession inIlicted serious
economic wounds on our community, particularly in the realms oI employment, retail
activity, home values, and overall conIidence. At the same time, demand Ior many city
services grew as struggling businesses, workers, and Iamilies utilized the resources oI
Boise`s excellent parks, recreation, and library systems to help cope with the downturn.

I`m pleased to say that, over the course oI two consecutive biennial budgets, the City was
successIul in meeting these challenges. Thanks to a rigorous strategic and business
planning process coupled with a Iirm commitment to long-term structural balance in city
Iinances, the City was able to implement cost-cutting measures in almost all departments
with minimal negative impact on direct services to citizens. Most important going
Iorward, we realigned base service levels and expenditures to conIorm to the more
conservative revenue expectations that characterize the near-term recovery.

Thus, the City oI Boise enters the budget process Ior Fiscal Year (FY) 2014 in sound
Iinancial condition. Total General Fund resources are balanced with expenses and are
projected to grow at a modest rate Iar less than the pre-recession boom years but
suIIicient to provide the City with the ability to meet the needs oI its citizens.

In past years, the details oI my recommendations have been included in this transmittal;
but in this document the details are outlined in the Executive Summary. The budget is
very much a draIt document; adjustments will be made throughout the summer, based on
Iurther policy direction Irom the City Council at the upcoming June 25-26, 2013 Budget
Workshop as well as public input.

Budget Framework

Based on the Budget OIIice`s detailed revenue Iorecast, departments were directed to
limit total growth in expenses Ior FY 2014 to 2.75 over the 2013 Adopted Budget.
Given that personnel expenses, the largest expenditure category at nearly 65 oI the
General Fund, are expected to increase at a rate exceeding that limit, departments were
directed to locate other, non-personnel cost savings wherever possible to achieve the
2.75 target.
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All General Fund departments were able to meet operational needs within the 2.75 expenditure
growth constraint with the exception oI Fire and Police. Those departments` expenditures are
driven by Contract Labor Agreement items and by existing service delivery models; these drivers
generate minimum staIIing levels, which in turn trigger expenditures Ior base salary, PERSI rate,
and other beneIit and payroll costs.

Key Recommendations
As the City Council has directed, we continue to budget conservatively on the revenue side,
waiting at least two years beIore moving additional resources to the base Iunding category.

ThereIore, this budget is mostly stay-the-course on the spending side, with only a handIul oI new
expenditures recommended. In a Iew instances (Arts & History, Housing and Community
Development), additional dollars are needed to backIill Ior the loss oI partner agency Iunding; in
another (Valley Regional Transit), increased expenditures respond to growing service needs and
the strong desire among our citizens reIlected in the 2013 Citizen Survey to improve Boise`s
transportation system.

Fire and Police department leadership recognize that achieving a sustainable balance oI available
resources and expenditure growth is essential. I propose addressing the structural imbalance in
these departments in the FY 2014 Budget with projected one-time 2013 unallocated revenue.
This strategy, while leaving FY 2015 structurally unbalanced, will allow us time to have a
thoughtIul exploration oI potential strategies to address the imbalance oI Public SaIety
operations over the next year.

Capital Fund Recommendations

The City Council and department staII have identiIied a wide range oI proposed or planned
capital projects that ensure continued high levels oI service to our citizens but which are unlikely
to be Iunded with current or projected revenues. The Mayor`s OIIice is preparing to launch a
public process that will review priority projects and help determine possible alternative
approaches to Iunding and/or implementing these projects.

Over the past decade, the City has worked hard and devoted considerable resources to reduce the
backlog oI repair and maintenance oI public assets. Although it is tempting to deIer these
projects during a time oI limited resources, doing so merely inIlates the bill down the road and
sends a signal to our residents that these properties are not worthy oI our care and attention.
ThereIore, I am recommending an additional base Iunding oI $490,000 be earmarked Ior high-
priority repair and maintenance going Iorward.
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Next Steps

The Iollowing schedule has been established Ior public input and Council consideration oI the
FY 2014/2015 Budget:

June 25-26: Council Budget Workshop
July 16: Fee Increases and Budget Public Hearings
July 30, August 13, August 20: Three readings oI the ordinance to Iormally adopt the
Fiscal Year 2014/2015 Biennial Budget

All oI this year`s budget deliberations will be televised to the community via Treasure Valley
Community Television (TVCTV) and streamed on the Internet. We also welcome public
comment via:

E-mail: mayorcityoIboise.org
mayorandcouncilcityoIboise.org

Mayor`s OIIice: (208) 384-4422

Mail: Mayor`s OIIice
City oI Boise
P.O. Box 500
Boise, ID 83701

All comments will be made part oI the public record and provided to the City Council prior both
to the June 25-26 Budget Workshop and the July 16 Budget Public Hearing.

Sincerely,

David H. Bieter
Mayor
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City of Boise
Fiscal Year 2014 Proposed Budget
Executive Summary

Introduction

The Budget Office is pleased to present a balanced Fiscal Year 2014 Budget totaling
$487,380,766, consisting of a General Fund Budget of $182,222,321 and other Enterprise funds.

This Executive Summary summarizes FY 2014 General Fund resources and expenses; the
Mayors FY 2014 budget recommendations, including use of FY 2013 End of Year resources;
authorized staffing levels; the Capital Fund budget; and Enterprise Fund budgets.

The budget is very much a draft document. The City recently replaced its financial software
system, and while building the budget we identified several system and General Ledger set-up
changes that will be implemented in the near future for example, naming conventions, account
groupings, and some department account structure organization.

General Fund Summary

The FY 2014 General Fund budget of $182,222,321 represents a 4.4% or $7.6 million increase
over the 2013 Adopted Budget (see Table 1). This increase is composed of three major revenue
items (property taxes, charges for services, and prior year resources) and one major expenditure
item (personnel), which are outlined in detail below.

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Table 1: General Fund Resources & Expenses by Category

2013 2014 %
Resources Adopted Proposed $ % of Total
Property Tax & Assessments 113,873,179 118,455,000 4,581,821 4% 60%
Franchise Fees 5,334,915 5,281,625 (53,290) -1% -1%
Licenses & Permits 3,954,137 4,211,544 257,407 7% 3%
Charge for Services & Products 28,789,468 31,152,123 2,362,655 8% 31%
Self Insurance 13,892 4,000 (9,892) -71% 0%
Fines & Forfeitures 3,585,002 3,253,324 (331,678) -9% -4%
Rental Revenue 389,610 405,442 15,832 4% 0%
Intergovernmental Revenue 15,739,794 15,810,378 70,584 0% 1%
Donations 1,007,650 2,169,007 1,161,357 115% 15%
Miscellaneous Revenue 1,101,773 655,574 (446,199) -40% -6%
Transfers In 253,000 279,000 26,000 10% 0%
Interest Income 474,332 474,332 0 0% 0%
Asset Sales 82,556 67,172 (15,384) -19% 0%
Capital Revenue 3,800 3,800 0 0% 0%
Total Resources 174,603,108 182,222,321 7,619,213 4% 100%
Expenses
Personnel
Salaries 69,860,194 70,939,854 1,079,660 1.5% 14%
Proposed Base Salary Increase 1,199,978 2,470,781 1,270,804 106% 17%
Other Pay 2,045,782 1,991,768 (54,014) -3% -1%
Overtime 2,669,016 2,773,242 104,226 4% 1%
Contstant Staffing (Fire) 965,420 1,557,000 591,580 61% 8%
Health 20,027,891 20,506,303 478,412 2% 6%
Retirement & Other Benefits 18,616,402 20,376,105 1,759,703 9% 23%
Temporary Wages 2,497,267 2,823,311 326,044 13% 4%
Contingencies 543,759 1,389,480 845,720 156% 11%
Personnel Subtotal 118,425,708 124,827,845 6,402,136 5% 84%
Maintenance & Operations 46,964,058 48,204,120 1,240,062 3% 16%
Major Equipment 3,580,537 3,596,250 15,713 0% 0%
Transfers Out 5,632,804 5,594,106 (38,698) -1% -1%
Total Expense 174,603,108 182,222,321 7,619,213 4% 100%
Difference
General Fund Summary
Resources & Expenses By Category
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General Fund Resources

The three items detailed below total $8.4 million. These items, combined with various other
small increases and decreases in revenues noted in Table 1, result in a net increase of $7.6
million.

Property Taxes

Property tax budget increases (4%, $4.5 million) represent 60% of the $7.6 million total General
Fund Resources increase over FY 2013. The 4% increase is composed of the 3% base increase as
allowed by State statue and the increase associated with the value of new construction and
annexation (1%).

Charges for Services

The $2.4 million (8%) increase in the Charges for Services revenue category over FY 2013
represents 31% of the net $7.6 million increase in General Fund resources. These increases are
composed of $1.2 million in external customer service charges including:
Zoo gate revenue as a result of admission price increases ($367,000)
Development revenue ($390,000)
Parking charges due to proposed system-wide improvements ($350,000)

The remaining increase of $1.2 million includes internal customer charges. Most of this increase
is due to the realignment of the account structure and the transition to a citywide
leasing/maintenance program for print/copier services. These items do not result in a net revenue
increase, as they are offset by increased expenditures or were historically shown within a
different revenue group.

Prior Year Resources

To address some funding gaps in the FY 2014 budget, the Mayor has proposed to appropriate
approximately $1.5 million of FY 2013 end of year resources and unused FY 2013 Strategic
Planning Contingency in FY 2014. These prior year resources reflect 15% of the total $7.6
million revenue increase. This amount is entered as a contingent resource summarized in the
major revenue category Donations. This is an example of account organization in the newly
implemented financial software system to be modified.

General Fund Expenses

As mentioned in the Mayors Budget Recommendations, departments were directed to limit total
expenditure growth for FY 2014 to 2.75% over the FY 2013 Adopted Budget. This was
implemented by allocating General Fund Contribution resources to each department 2.75% over
FY 2013 Adopted Budget amounts plus any base budget changes approved by Council during
FY 2013. Given that personnel expenses are expected to increase at a rate greater than 2.75%,
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departments were instructed to identify other, non-personnel expenditure savings and or non-
General Fund contribution operating revenues wherever possible to achieve the 2.75% target.

Personnel
Personnel expense line items account for 84% ($6.4 million) of the total $7.6 million General
Fund increase over FY 2013. The three largest contributing factors to these increases are PERSI
rate increases, the proposed goal achievement and competency review (GACR) salary increases
for general employees and base salary increases for contract employees, and base salary
increases due to job migration, reclassification, and market adjustments over FY 2013.

PERSI Rates: PERSI rates constitute the largest contributing factor to General Fund Personnel
expense increases over FY 2013. Several dynamics inform PERSI rate increases experienced by
the City, including employee class (i.e., general employees and Police and Fire employees), base
salary increases, and the timing of increases set by the State. These dynamics came to head and
are evidenced by a $1.2 million, 10% increase in PERSI rate costs in FY 2014 over 2013. PERSI
rate increases and other tax and benefit increases account for 23%, or $1.8 million of the total
$7.6 million expenditure increase, over FY 2013.

Proposed Base Salary Increase: The proposed base salary increase for FY 2014 is discretionary.
The proposed $2.4 million amount for FY 2014 is composed of $1.2 million for Fire and Police
and $1.2 million for general employees. The $1.3 million increase from FY 2013 to FY 2014 is
somewhat misleading because the FY 2013 Adopted Budget figure does not reflect the $1.3
million Fire and Police base salary increase that was forgone by contract labor employees. If this
amount were included, the proposed salary increase would be flat year over year.

Salaries Increase: The salaries line item reflects a 1.5% increase over the FY 2013 Adopted
Budget, which is 14% of the total $7.6 million expenditure increase over FY 2013. This $1.1
million increase is the net effect of the following dynamics:
FTE changes
Automatic Contract Labor Agreement (CLA) step and grade increases
Base salary increases for General Employees as a result of FY 2013 performance
pay model (GACR)
J ob migration
Reclassifications
Market adjustments

Contingencies: The contingencies line item is comprised of the workforce planning contingency
($468,000, including job migration, reclassification, and market adjustments), Citywide health
contingency ($549,000), and the Fire and Police sick time buy-back contingency ($372,000). If
these contingencies are not used, they contribute to end-of-year resources.

Authorized Staffing Levels

The proposed 3.28 Full-Time Equivalent (FTE) position reduction in the General Fund (Table 2)
is composed of 2.16 FTE net changes in the Police and Fire Departments, 1 FTE in Public
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Works, and several minor inter-fund payroll allocation changes. These proposed changes are
summarized below and are addressed in more detail in the FY 2014-15 FTE Change Detail
Exhibit.

Police FTE Funding Adjustments

The United States Department of J ustice Community Oriented Policing Services (COPS) grant
the Police Department has received in recent years has expired. In an effort to balance their
budget, the Department proposed to un-fund 11 vacant positions from their budget; however,
Police has applied for new COPS grant funding to sustain these positions and expects to learn the
results of that request this fall; therefore, this 11 FTE reduction is not included among the
authorized staffing level changes detailed in Table 2.

Sewer Fund FTE Increases

The proposed increase of 8.5 FTE in the Sewer Fund is the net of a 0.5 decrease and 9.0 increase
in FTEs due to the pending sewer district consolidation. This will be discussed further at the
Budget Workshop and is discussed in the Enterprise Fund Section.

Table 2: Proposed Authorized Staffing Level Changes

Fund/Department
FTE Change
FY13 to FY14
General Fund

Police Department (3.16)
Fire Department 1.00
Public Works Department (1.00)
Minor reallocation of FTEs to other
funds
(0.12)
General Fund Total (3.28)
Enterprise Funds
Sewer Fund 0.50
Solid Waste Fund (0.75)
Total Enterprise Funds (0.25)
Other Funds
Risk Management Fund (1.20)
Workers Compensation Fund 1.50
Housing Funds 0.07
Total Other Funds 0.37
Total All Funds (3.16)

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Mayors Fiscal Year 2014 Budget Recommendations

The Mayors FY 2014 Budget recommendations can be generally categorized under the
following strategies:
1. Allocate a portion of unused FY 2013 Strategic Planning Contingency/End of Year to
address one-time funding issues, including Cash Reserve, several Housing and
Community Development items, and Valley Regional Transit needs.

2. Allocate the remaining portion of unused FY 2013 Strategic Planning Contingency/End
of Year as a one-time resource to fill the FY 2014 funding gap in Police and Fire
operations.

3. Allocate a portion of the FY 2014 Strategic Planning Contingency to address base issues
in FY 2014 as outlined below.
A brief narrative description of the recommendations are on the following pages.

Table 3: Summary of Mayors Fiscal Year 2014 Budget Recommendations

Recommendation Amount
Police and Fire Operations $1,580,451
Wages & Benefit Team (WBT) Recommendation 250,000
Housing and Community Development (HCD) Base Budget Issues 80,000
Valley Ride Transit (VRT) Route Adjustments 75,000
Arts & History Department Historian Position 60,000
Boise Valley Economic Partnership (BVEP) 50,000
Broadcasting Services 25,000
Total: $2,120,451
Note: The Mayors recommendations allocate FY 2014 Strategic Planning
Contingency to base initiatives in the amount of $540,000, leaving approximately
$1,149,424 (base or one-time) for use on additional strategic initiatives in FY 2014.

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Police and Fire Operations
Budget Amount: $1,580,451
Funding Source: One-time allocation of FY 2013 Strategic Planning Contingency
Background: Police and Fire FY 2014 operating budget proposals fell outside the 2.75%
General Fund Department expenditure increase cap. The Mayor proposes to fill this funding
gap with a one-time use of FY 2013 Strategic Planning Contingency. This will allow Mayor,
Council, and Public Safety leadership adequate time, over the next year, to discuss and
address the structural imbalance of Public Safety operations.

Wages & Benefit Team (WBT) Recommendation
Budget Amount: $250,000
Funding Source: Base allocation of FY 2014 Strategic Planning Contingency
Background: The Citys Wages and Benefits Team (WBT) has submitted a recommendation
to the Executive Management Team (EMT) to increase the available base salary contingency
from 2.5% to 3.0% of General Employee base salaries. The Mayor proposes using a base
allocation of the FY 2014 Strategic Planning Contingency to fund this proposal.

Housing and Community Development (HCD) Base Budget Issues
Background: Several funding source decrease and expenditure increase dynamics resulted in
the Mayors recommendation to increase base funding to the Housing and Community
Development Division of Planning and Development Services (PDS). Currently the division
is operating at the allowed administrative cap involving the use of federal funds. These
recommendations address the following drivers:
45% increase of indirect costs allocated to HCD from 2009 to 2013
45% increase in annual administrative burden for Continuum of Care programs
41% decrease in annual Neighbors in Need Trust Fund proceeds from 2009
28% decrease in HCD earned program income from 2009 to 2013
25% decrease of Community Development Block Grant (CDBG) from 2009 to 2013

In addition to compensating for some of these funding shortfalls and expenditure increases,
the Mayors recommendation increases budget appropriation for the continued management
of the Continuum of Care Program as well as Fair Housing enforcement.

Valley Regional Transit (VRT) Route Adjustments
Background: The2013 Citizen Survey reflected the strong desire among Boise citizens to
improve Boises transportation system. The Mayor recommends a one-time allocation of
Strategic Planning Contingency to fund six route enhancements, add a Harris Ranch route,
and increase funding for equipment replacement.
Arts & History Department Historian Position
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Background: Boise State University has discontinued funding for an annual Historian
graduate assistant position to work directly with the Arts and History Department. The
Mayor Proposes to allocate base Strategic Planning Contingency to continue this important
program. Without this funding, there will be no dedicated staff within the History Division.

Boise Valley Economic Partnership (BVEP)
Background: For several years running, the City has provided a recurring one-time
appropriation to support Boise Valley Economic Partnership (BVEP) activities (such as
national marketing) that benefit from greater economies of scale. Building this expenditure
into the base will allow this successful partnership to continue while ensuring that efforts are
not duplicated.

Broadcasting Services
Background: The City has contracted with Treasure Valley Community Television
(TVCTV) in the past to record and broadcast City Council proceedings. In the wake of the
state Legislatures approval of statewide video franchising, TVCTV has lost a majority of the
pass-through funding and is unlikely to be able to continue providing this service. To
maintain the continuity of Council broadcasts, the City has honored the TVCTV contract in
FY 2013. Staff is currently exploring alternative service delivery options for FY 2014 and
beyond; the Mayor recommends $25,000 for this purpose.

Capital Fund Summary

The local construction industry remains stable; as the economy continues to improve, the cost of
construction is expected to increase. Currently the cost of construction is below average;
however, the currently available financial resources to dedicate to capital infrastructure presents
a challenge. Across the valley, all government agencies including the City are faced with the
difficult task of repairing and replacing aging infrastructure with limited resources.

During the capital budgeting process, the Capital Planning Committee recommended that the
highest priority be placed on maintaining the citywide resources that the City currently owns
before investing in new projects. The City Council agreed, and the FY 2014 Budget includes an
increase of $490,000 for repair and maintenance of existing assets. For process and project
details, see the Capital Improvement Plan section.

Enterprise/Other Funds Summary

Notable changes to the Enterprise/Other funds for the FY 2014/2015 budget build are as follows:

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Sewer Fund: Public Works is proposing a 5% rate increase in the Sewer Fund for both FY 2014
and FY 2015 to offset costs associated with the National Pollutant Discharge Elimination System
(NPDES) permit compliance. Also, the FY 2014/2015 Sewer Fund budget includes the revenue
and operating costs associated with the pending sewer district consolidation. City Council will be
asked to approve an additional 9.0 FTEs to accommodate the sewer district consolidation
transaction during the approval of motions.

Solid Waste Fund: Public Works is proposing a 2% rate increase for both FY 2014 and FY 2015
to offset the decrease of recycling commodity revenues.

Airport Fund: The Airport proposes changes to the vehicle parking rates for the first time in ten
years. Currently, the Airport charges customers $0.75 per half hour to park in the garage and
proposes an increase to $1.00 per half-hour. The adjustment will result in approximately
$210,000 in increased revenue annually.

There are no other notable changes within the Enterprise and Other funds. See the sections that
pertain to these funds for additional detail.
xiii

Ci t y Of Boi s e Bi enni al Budget FY2014- 2015
CI TY
OF BOI SE
xvi
Readers Guide

The City of Boises budget document has been redesigned and expanded to better facilitate
understanding of the Citys financial plan to maintain municipal services. We hope this redesign
facilitates a clear picture of City operations to citizens and interested parties.

This section is designed to help familiarize the reader with the budget document. This section
provides an overview of the budget process, document reporting organization and other helpful
resources.

The budget has been divided into twelve chapters:

Introduction
This section contains the Mayors Budget Recommendations and the Executive Summary.
The Mayors letter discusses the current state of the City, strategic direction, and major
budget issues and recommendations. The Executive Summary highlights the major changes
from the prior year budget, discusses assumptions used to prepare the budget and the
Mayors budget recommendations in further detail.

Budget in Brief
The Budget in Brief is designed to be a stand-alone document for interested citizens and
other parties. It serves as a high-level, brief overview of the City, its budget process, use of
tax revenues, and city-wide initiatives. It also provides information regarding civic
involvement opportunities, a glossary of frequently used budget terms and a section of
Frequently Asked Questions (FAQ) and contact information.

Revenues
The Revenue section contains information regarding the Citys primary sources of revenue
across all funds. This section provides a basic explanation of Idahos property tax system
and a summary of the Citys property tax revenues and assessed valuation. It also provides
historical trend information regarding the Citys major revenues within the General Fund and
other funds.

Service Area Chapters

The Citys redesigned budget document is organized into five service areas: Government
Leadership, Public Safety, Culture & Recreation, Community Development, and Support Services.
Each service area is comprised of multiple City operating departments. The Service Area Summary
report at the beginning of each chapter provides summary financial information for each service area
by expenditure category, department, and fund.

Department Sections

Each department section within Service Area chapters begins with a department narrative including
a brief department description, mission statement, summary of operating expenditures, full time
equivalent (FTE) position count, and use of tax revenue. The department introductory page also
includes a percentage calculation of its total department expenditures as a portion of the total
Service Area expenditures. Department narratives also include organizational division structure,
service drivers, performance measures, recent accomplishments, goals, budget highlights, and
descriptions for each division.
READER S GUI DE
www. Ci t y of Boi s e. or g
xvii
Government Leadership
This chapter includes budget appropriations and explanatory material for City Council, the
Mayors Office, and Contract Services.

Public Safety
This chapter includes budget appropriations and explanatory material for the Fire, Police,
and Legal Departments.

Culture & Recreation
This chapter includes budget appropriations and explanatory material for the Arts & History,
Library, and Parks & Recreation Departments.

Community Development
This chapter includes budget appropriations and explanatory material for the Airport,
Planning & Development Services (including Housing & Community Development), and
Public Works Departments.

Support Services
This chapter includes budget appropriations and explanatory material for the Finance &
Administration, Human Resources, and Information Technology Departments; as well as
Government Buildings (a division of the Public Works department) and the Intergovernmental
service area.

Capital Improvement Program (CIP)
The Capital Improvement Program chapter provides information on the Citys six-year capital
improvement plan, including major construction and capital acquisition projects.

Exhibits
The Exhibits chapter contains various financial summaries, debt information, and full time
equivalent (FTE) information by fund and department. The fund summaries included in this
section show the Citys fund structure and detailed fund reconciliations for each fund
managed by the City.

Appendix
The Appendix contains financial policies and a full glossary of terms and acronyms used in
the budget document.

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Budget Process

City Council holds budget and policy-setting authority for the City. The City Council seeks and
welcomes public input and participation throughout the budget process. Budget Public Hearings are
open to the public and are advertised in the Idaho Statesman. Advertisement of the Budget Public
Hearing prior to City Council adoption includes a summary of the budget as approved by the City
Council. The process outlined below aligns with Idaho Local Budget Law.

City departments work with the Budget Office to compile their budget requests and capital project
information during the months of February and March. All of this information and any potential issues
are compiled and presented to City Council as the Mayors Proposed Budget. After the City Council
reviews and deliberates over the Proposed Budget and makes any appropriate changes, the Budget
is presented at the Budget Public Hearing in J uly. After the Public Hearing, the budget transitions to
Approved status. Finally, City Council holds three ordinance readings in J uly and August and adopts
the Budget prior to the first day of the new fiscal year, October 1.

Budget Planning (Sep-Jan)
Citizen Survey
Strategic Planning
Economic Forecasts Updated
Capital Improvement Plan Updated
Budget Development (Feb-Apr)
Citywide Revenue Forecasts Updated
Departments Prepare and Submit Budgets
Capital Project Prioritization
Proposed Budget (May-June)
City Council Strategic Planning Sessions
Mayor's Recommended Budget
City Council Budget Workshop & Approval
Approved Budget (July)
Budget Public Hearing
Fee Public Hearing

Adopted Budget (Aug-Sep)
Budget Adoption
Certification of Budget with Ada County
Budget Maintenance (Year Round)
Periodic Financial Reports
Periodic Economic Reports
Budget Changes
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Budget Reporting Organization
The Citys Budget is reported at many levels as required by Idaho local Budget Law and for
convenience of readers. Budget financial information is summarized from the highest level at the
fund to the lowest level of detail at the department division.

The Budget is reported by:
Fund, i.e. General Fund, Geothermal Fund
Category, i.e. Personnel expenses
Service Area, i.e. Public Safety
Department, i.e. Fire, Police, Parks & Recreation
Department Division, i.e. Administration Division

An example of the reporting organization described above is outlined below graphically using the
Fire Department as an example:

Fund Report
A fund is a balanced set of revenue and expense accounts used to track specific operations or
purposes. Under Idaho law and Generally Accepted Accounting Principles (GAAP), revenues
and expenditures of individual funds may not be co-mingled with other funds.

Note: Departments may have budgeted revenues and expenditures from multiple funds.

Example: General Fund Expenditures by Department:

2013 2014
Expenses Adopted Proposed
Office of the Mayor 1,992,290 2,129,033
City Council 585,499 647,174
Legal 4,670,686 4,734,870
Fire 40,952,579 42,499,192
Police & Fire Finance Admin - 898,833
Police 45,446,720 47,002,270
Finance and Administration 5,357,290 6,107,138
Human Resources 1,366,986 1,419,566
Information Technology 5,879,617 6,465,925
Intergovernmental 24,938,122 18,175,501
Contractual Services 1,576,076 7,615,213
Arts and History 783,236 709,623
Library 8,637,104 8,973,131
Parks and Recreation 19,135,467 20,438,175
Planning & Development 8,409,096 9,139,360
Public Works 4,872,338 5,267,318
Total Expenses 174,603,108 182,222,321
Total Fire Department
Budgeted Expenditures
within the General Fund
are $42,499,192
Total General Fund
are $182,222,321
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Category Reporting
Revenue and Expenditure Categories are groupings of minor categories which are groupings
of General Ledger Accounts. Below is an example of the Personnel Expense Category.

Maj or Category
Mi nor Category
Personnel General Ledger Account
Salaries
Salaries 511101-0000
Sal-Golf Lessons 511108-0000
Goal Achievement Compensation 511109-0000
Temporary & Recreation Wages
Temp & Recreation Wages 516001-0000
Bonuses & One Time Compensation
Vacation Pretax Paid 511601-0000
Vacation Buy Down 511602-0000
Comp Buy Down 513006-0000
Bonus Pool 517001-0000
Bonus Grocery Certs 517004-0000
Overtime
Overtime 513001-0000
Flsa Ot 513002-0000
Ot-Court 513003-0000
Ot-Penalty 513004-0000
Other Pay
Holiday Off 511503-0000
Union Pool Paid 511604-0000
Working Out of Class Overtime 512001-0000
Constant Staffing 514001-0000
Fire Stndby Pay 514002-0000
Career Transition 517006-0000
Sick Leave Payoff 519010-0000
Health
Health Ins 525001-0000
Union Medical Dental 525005-0000
Flexible Credit - Medical 525201-0000
Flexible Credit - Wellness 525202-0000
Retirement & Post Employment
FICA 521001-0000
Retirement 522001-0000
Ssr-City 523001-0000
Def Comp 527001-0000
Retiree H&L 529006-0000
PEHP 529008-0000
PEHP-General 529016-0000
Other Benefits
LTD 525050-0000
Life Ins 525100-0000
Flex Spend 525200-0000
Unemploy Ins 528001-0000
Vac/Sick Accrual 529003-0000
Alternative Transportation 529017-0000
Other Fringes 529018-0000
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Service Area Report
A Service Area is a grouping of departments that collaborate in a municipal service for
example the Public Safety Service Area includes the Fire, Police, and Legal departments.
The Service Area Report displays a holistic picture of city-wide resources and expenditures
in a service area by category, department, and fund. A Service Area report for the General
Fund only is also provided in the Budget in Brief.

Example: Public Safety Service Area:

Resources by Category
2013
Adopted
2014
Proposed
General Fund Contribution 76,129,592 80,139,453
Charges for Services 12,055,053 12,317,469
Fines & Forfeiture 1,850,185 1,758,224
Grants & Donations 306,815 264,599
Licenses & Permits 67,500 61,172
Capital 252,976 585,000
Miscellaneous 660,840 594,248
Use of Fund Balance 1,107,025 145,000
Total Resources $92,429,986 $95,865,165
Expenditures by Category
Personnel 76,855,648 82,511,719
Maintenance & Operations 14,064,338 12,487,233
Miscellaneous 150,000 136,213
Major Equipment - -
Capital 1,360,000 730,000
Total Requirements $92,429,986 $95,865,165
Expenditures by Department
Fire 41,872,579 43,009,192
Legal 4,670,686 4,734,870
Police 45,886,720 47,222,270
Police & Fire Finance Admin - 898,833
Expenditures by Fund
General 91,069,986 95,135,165
Capital 1,360,000 730,000
Impact Fees - -
Total Public Safety
Service Area Resources
and Expenditures by major
category. $95,865,165
operating budget including
all funds. $43,009,192
Total Public Safety
Service Area Expenditures
by fund. $95,865,165
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Department Summary Page Organization

Total proposed department FTE
(#of full-time equivalent positions)
and detailed FTE by fund and/or
workgroup
The amount of every tax dollar
used to support the department
Department General Fund
expenditures as a percentage of
total General Fund expenditures
Total proposed department
expenditures including all funds
Department expenditures as a
percentage of the total Service
Area e.g. Public Safety
READER S GUI DE
xxiii
Department Summary All Funds Report
The Department summary report displays a holistic view, including all funds, of total
department budgeted resources and expenditures by category and fund.

Example: Fire Department Summary Report including all funds:

operating budget including
all funds. $43,009,192
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Department General Fund Report
Each department receiving funding from the General Fund has included in its department
section a department summary report for General Fund only resources and expenditure by
category and by department division.

Example: Fire Department General Fund Report:

within the General Fund
are $42,499,192
Fire Department divisions
are listed with total
expenditures for each.
Operations Division:
$32,881,430
READER S GUI DE
xxv
Department Division Report
The lowest level of detail of reporting in the budget document is department division by
category.

Example: Fire Department Operations Division:

Other Helpful Resources

Association of Idaho Cities
The Association of Idaho Cities (AIC) publishes a City Budgeting Manual annually. This
manual is a comprehensive guide for city officials. The AIC also provides many other
excellent resources for Cities. Website: www.idahocities.org

Government Finance Officers Association
The Government Finance Officers Association (GFOA) is the recognized education and
resource body for government finance including the criteria for the Distinguished Budget
Presentation Award. Website: www.gfoa.org
Total Expenses for the
Fire Department
Operations Division:
$32,881,430
xxvi xxvi

City of Boise at a Glance
The Budget Process
Where the Money Comes From
Where the Money Goes
The General Fund
Property Taxes
For Every Tax Dollar
Capital Improvement Program
Citywide Strategic Projects
Chart of Municipal Services by Service Area
Frequently Asked Questions
Civic Involvement Opportunities
Glossary of Frequently Used Terms
1
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1

Best River Towns in America
Outside Magazine

Americas 50 Best
Places to Live
BusinessWeek

THE CITY OF BOISE AT A GLANCE
In 2013, the City of Boise celebrates 150 years since its founding in 1863! With a hometown feel,
easy access to its beautiful foothills, over 24 miles of riverfront pedestrian greenbelt, Whitewater
Recreation Park, and Ribbon of J ewels, a string of riverfront parks, Boise is considered by many to
be the most livable city in the country. Boise is the heart of the third largest metropolitan area in the
Pacific Northwest with a population of 210,000. Boise is the capital of Idaho, the seat of Ada County
and the hub of government, culture, arts, and industry for the state. Boise is home to Boise State,
Idahos metropolitan research university. Boise is a full-service city, providing all direct municipal
services to its citizens including Police and Fire services, Library, Parks and Recreation, Arts,
Aviation, and municipal utilities including: Geothermal, Solid Waste and Sewer.

Outside Magazine
Outside Magazine

Americas 50 Best
Places to Live
BusinessWeek

2
BUDGET I N BRI EF
www. Ci t y of Boi s e. or g 2
THE CITY OF BOISE AT A GLANCE
Form of Government
Boise City has a strong Mayor-Council form of government. The Mayor works full-time, managing
the day-to-day operations of the City and providing leadership and policy direction to the City
Council. The six members of the City Council work part-time, holding budget and policy-setting
authority for the City. The Mayor and City Council members are elected at large by popular vote. City
Council members are elected to a specific Council seat, but the seats are not determined
geographically.
Boise by the Numbers
Population 209,700 Median Household Income $64,979
Land Area 81 sq. miles Median Home Value $131,900
Median Age 35.60 Dwelling Units 86,816
Average Household size 2.36 Total Employed Citizens 93,664
Largest Private Employers
St. Lukes Health System 6,000 6,500
Micron Technology 5,000 5,500
St. Alphonsus Health System 4,000 4,500
Albertsons 2,000 2,500
Wal-Mart 2,000 2,500
Hewlett Packard 2,000 2,500
J .R. Simplot 1,500 2,000
Total: 22,500 26,000
3
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THE BUDGET PROCESS

City Council holds budget and policy-setting authority for the City. The City Council seeks and
welcomes public input and participation throughout the budget process. Budget Hearings are open
to the public and are advertised in the Idaho Statesman. Advertisement of the public hearing prior to
City Council adoption includes a summary of the budget as approved by the City Council. The
process outlined below aligns with Idaho Local Budget Law.

City departments work with the Budget Office to compile their budget requests and capital project
information during the months of February and March. All of this information and any potential issues
are compiled and presented to City Council as the Mayors Proposed Budget. After the City Council
reviews and deliberates over the Proposed Budget and makes any appropriate changes, the Budget
is presented at the Budget Hearing in J uly. After the Budget Hearing, the budget transitions to
Approved status. Finally, City Council holds three ordinance readings in J uly and August and adopts
the Budget prior to the first day of the new fiscal year, October 1.

Budget Planning (Sep-Jan)
Citizen Survey
Strategic Planning
Economic Forecasts Updated
Capital Improvement Plan Updated
Budget Development (Feb-Apr)
Citywide Revenue Forecasts Updated
Departments Prepare and Submit Budgets
Capital Project Prioritization
Proposed Budget (May-June)
City Council Strategic Planning Sessions
Mayor's Recommended Budget
City Council Budget Workshop & Approval
Approved Budget (July)
Budget Public Hearing
Fee Public Hearing

Adopted Budget (Aug-Sep)
Budget Adoption
Certification of Budget with Ada County
Budget Maintenance (Year Round)
Periodic Financial Reports
Periodic Economic Reports
Budget Changes
4
BUDGET I N BRI EF
THE BUDGET PROCESS
Budget Amendment Procedures
Idaho Local Budget Law sets forth procedures to be followed to amend the budget after adoption.
The type of event determines the procedures to be followed.
The Adopted Budget appropriates contingencies in most funds to be used at the discretion of the
governing body. Contingencies in each fund can only be appropriated for specific unforeseen events
by the approval of the City Council such as funding for service level policy changes, unforeseen
catastrophic events or redirection of resources.
These budget changes (called interim budget changes) are reviewed by the Executive Management
Team and approved by City Council during regularly scheduled City Council Work Sessions.
Back Row (Left to Right)
Elaine Clegg, Council Member
David H. Bieter, Mayor
Lauren McLean, Council Member
Ben Quintana, Council Member
Front Row (Left to Right)
David Eberle, Council Pro Tem
Maryanne J ordan, Council President
TJ Thomson, Council Member
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Contingency & Donations $130,176,467
Charges for Services & Products 120,680,054
Property Taxes & Assessments 118,491,548
Intergovernmental Revenue 29,202,437
Capital & Franchise Fees 20,089,562
Self Insurance 13,178,500
Fines & Forteitures, Interest 6,104,294
Transfers In 5,873,106
Licenses & Permits 4,211,544
Miscellaneous 3,067,926
Fund Balance (All Funds) $36,305,328
Total $487,380,766
Resources of All Funds Combined by Category
General Fund $182,222,321
Dedicated Trust Funds 125,195,622
Airport Fund 40,574,769
Sewer Fund 37,880,178
Solid Waste Fund 24,773,670
Health Insurance Trust Fund 13,309,800
Capital Funds 10,055,407
Housing Funds 4,879,993
Risk Management Funds 4,272,172
Other Funds 7,911,507
Fund Balance (All Funds) 36,305,328
Total $487,380,766
Resources by Fund Group
General Fund
37%
Dedicated Trust
Funds
26%
Airport Fund
8%
Sewer Fund 8%
Solid Waste Fund
5%
Health Insurance
Trust Fund 3%
Capital Funds 2%
Housing Funds 1%
Risk Management
Funds 1%
Other Funds 2%
Fund Balance (All
Funds) 7%
WHERE THE MONEY COMES FROM
Contingency &
Donations 27%
& Products 25%
Property Taxes &
Assessments 24%
Intergovernmental
Revenue 7%
Capital & Franchise
Fees 4%
Self Insurance 3%
Fines & Forteitures,
Interest 1%
Transfers In 1%
Licenses & Permits
1%
Miscellaneous 1%
Fund Balance 7%
6
BUDGET I N BRI EF
Wages, Benefits, Taxes $148,359,144
Contingency & Reserves 125,000,000
Maintenance & Operations 113,707,588
Capital 47,297,211
Depreciation 23,102,190
Grants 9,638,027
Major Equipment 8,417,539
Transfers Out 5,873,106
Interest 2,802,526
Miscellaneous 3,183,435
Total $487,380,766
Expenditures of All Funds Combined by Category
Wages, Benefits,
Taxes 30%
Contingency &
Reserves 26%
Maintenance &
Operations 23%
Capital 10%
Depreciation 5%
Grants 2%
Major Equipment
2%
Transfers Out 1%
Interest 0%
Miscellaneous 1%
Public Works 89,996,097
Airport 51,588,656
Planning & Development 15,768,573
Community Development 157,353,326
Police 47,222,270
Fire 43,009,192
Legal 4,734,870
Police & Fire Finance Admin 898,833
Public Safety 95,865,165
Intergovernmental 158,916,202
Finance & Administration 9,335,531
Information Technology 7,125,925
Government Buildings 3,314,557
Human Resources 5,888,908
Support Services 184,581,123
Parks & Recreation 28,305,935
Library 9,894,237
Arts & History 824,623
Culture & Recreation 39,024,795
Contractual Services 7,615,213
Mayor's Office 2,293,972
City Council 647,174
Government Leadership 2,941,145
Total 487,380,766
Expenditures by Service Area
Community
Development
32%
Public Safety
20%
Support Services
38%
Culture &
Recreation
8%
Contractual
Services
1%
Government
Leadership
1%
WHERE THE MONEY GOES
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7
Property Taxes &
Assessments 65%
& Products 17%
Intergovernmental
Revenue 9%
Franchise Fees 3%
Licenses & Permits
2%
Fines & Forfeitures
2%
Micelaneous 2%
Interest Income 0%
Rental Revenue 0%
Property Taxes & Assessments $118,455,000
Charges for Services & Products 31,152,123
Intergovernmental Revenue 15,810,378
Franchise Fees 5,281,625
Licenses & Permits 4,211,544
Fines & Forfeitures 3,253,324
Micelaneous 3,178,553
Interest Income 474,332
Rental Revenue 405,442
Total $182,222,321
General Fund Resources by Category
THE GENERAL FUND
The Citys General Fund accounts for all
revenues and expenditures of a general
nature not required to be recorded in
another fund. General Fund revenue is
derived from property taxes, charges for
services, franchise fees, development
fees, and other miscellaneous sources.
General Fund resources pay for Police,
Fire, Parks & Recreation, Arts & History,
Library, Planning, a portion of general
government services and contracted
services.
The graphs to the right represent where
General Fund resources come from and
what they are spent on.
8
BUDGET I N BRI EF
Police $47,002,270
Fire 42,499,192
Legal 4,734,870
Police & Fire Finance Admin 898,833
Public Safety 95,135,165
Intergovernmental 18,175,501
Information Technology 6,465,925
Finance & Administration 6,107,138
Public Works 5,267,318
Human Resources 1,419,566
Support Services 37,435,448
Library 8,973,131
Arts & History 709,623
Culture & Recreation 30,120,929
Planning & Development 9,139,360
Community Development 9,139,360
Mayor's Office 2,129,033
City Council 647,174
Government Leadership 2,776,206
Total 182,222,321
General Fund Expenses by Department by Service Area
Public Safety
52%
Support Services
21%
Culture &
Recreation
17%
Community
Development
5%
Contractual
Services
4%
Government
Leadership
1%
THE GENERAL FUND
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$8.32
Caldwell Nampa Kuna Boise Garden City Meridian Eagle
Tax Rate per $1,000 of Taxable Property Value
Sewer
Recreation District
Cemetery
Library
Fire
Highway Dist.
School
County
City
$23.25
$19.57 $19.48
$17.81
$15.02
$25.97
$12.83
PROPERTY TAXES
Property tax revenue is the Citys largest source of general government revenue, representing 65%
of the General Fund. Property taxes are assessed to taxpayers based on taxable market value of
properties and upon a rate formula prescribed in State code. Since 1995, a 3 percent cap
limitation has been a key characteristic of Idaho property taxation. Most taxing districts, except
school districts, are governed by the 3% + growth formula for calculating their property tax revenue
budget. The Citys total assessed property value has experienced some of the greatest percentage
changes over the past few years ranging from a 15.3% increase in tax year 2007 to a 12.5%
decrease in tax year 2010. This volatility affects the property tax levy rate.

City of Boise Property Tax Rate for tax year 2012 (Fiscal Year 2013) equals $8.32 per $1,000 of
taxable assessed property value. All property taxes are assessed and collected by the County.
Please contact the Ada County Assessors Office with questions at www.adacountyassessor.org or
(208) 287-7262.
Boise City
Property Tax
Budget
Amount
Boise City
Total
Taxable
Market
Value
Boise City
Levy Rate
Idaho Cities Property Tax rate
formula:
$8.32
10
BUDGET I N BRI EF

FOR EVERY TAX DOLLAR

Top Ten Tax Payers
Annual Property
Taxes
% of Top
Ten
Tax Payers
% of Total
Property
Taxes
Micron Technology Inc. $2,492,765 29% 2.2%
Boise Mall LLC 1,056,212 12% 0.9%
Hewlett-Packard Co. 964,771 11% 0.8%
Idaho Power Co. & Subs 929,103 11% 0.8%
MP Mask Technology Center LLC 813,087 9% 0.7%
United Water Idaho Inc. 625,229 7% 0.6%
Qwest Corporation 533,287 6% 0.5%
Albertsons Inc. 462,518 5% 0.4%
New Albertsons Inc. 371,184 4% 0.3%
Winco Foods LLC 330,843 4% 0.3%
Top Ten Total $8,578,998 100% 7.6%

GOES TO
PUBLI C SAFETY
GOES TO
GOVERNMENT
LEADERSHI P
GOES TO
CULTURE &
RECREATI ON
64.9
1.8
18.3
7.0
1.8
{
{
{
{
{
Fl RE 28. 44
PLl CE 33. 54
LEGAL 3. 04
Cl TY CUMCl L 0. 44
MAYR S FFl CE 1. 44
GOES TO
CONTRACT
SERVI CES
6.2
ARTS & Hl STRY 0. 54
Ll BRARY . 4
PARKS & RECREATl M 10. 4
{
GOES TO
COMMUNI TY
DEVELOPMENT
GOES TO
SUPPORT
SERVI CES
Fl MAMCE & ADMl Ml STRATl M 0. 14
HUMAM RESURCES 0. 84
l MFRMATl M TECHMLGY 0. 4
PLAMMl MG & DEVELPMEMT
SERVl CES 3. 44
PUBLl C WRKS 3. 4
AMl MAL CMTRL 0. Z4
MAGl STRATE CURT 0. Z4
VALLEY REGl MAL TRAMSl T
CMTRl BUTl M 4. 84
11
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Arts & History $115,000
Finance & Administration 155,000
Fire Department 510,000
Information Technology 660,000
Library 921,106
Police Department 220,000
Public Works 722,700
Total Capital Fund 7,926,136
Airport Fund 12,387,125
Geothermal Fund 350,450
Sewer Fund 24,089,500
Solid Waste Fund 124,000
Total Enterprise Funds 36,951,075
Foothills Levy Fund 1,800,000
Housing Funds 250,000
Impact Fee Fund 180,000
Risk Management Fund 190,000
Total Other Funds 2,420,000
Capital Projects Subtotal 47,297,211
Major Equipment Plan All Funds 8,417,539
Total FY 2014 CIP $55,714,750
FY 2014 Capital Improvement Program
The Citys Capital Improvement
Program (CIP) compiles all
proposed capital projects citywide
and conducts a feasibility and
affordability evaluation, planning,
and scheduling process that results
in a six-year Capital Improvement
Plan. The CIP supports the objectives
and assimilates the Citys many
Comprehensive Plans through the
sizing, timing, and location of public
facilities including buildings and
parks facilities. While each capital
project may meet a specic need
identied in the Comprehensive Plan
or other department or agency plan,
all proposed capital projects must
compete for limited resources. Projects
receive funding in accordance with a
priority rating system and are formally
adopted as an integral part of the
biennial budget. For more information,
please reference the Capital
Improvement Program Section of the
Budget document.
CAPITAL IMPROVEMENT PROGRAM
12
BUDGET I N BRI EF
To accomplish our vision, we focus on four main goals. If each one of us commits to achieving
these objectives, we will be successful.
Everything comes down to our core values. They are the foundation of our city, the building
blocks that guide our actions, and the pillars of every service we provide.
Working from the building blocks of our values, we build the frameworkour organizational
capacity. We create and foster an environment where people want to come to work, where
people learn and grow, and where they are rewarded for their efforts.
A critical part of our framework includes managing our fnancial and information resources with
prudence and effectivenessthe very essentials that allow all city activities and actions to
function and thrive. We strive for effciency every step of the way.
From there, we set about running the business. These functions are the windows into our
citythe outward-facing municipal activities we pursue every day. The very essence of our
organization, how we run the business is crucial to successfully serving our citizens.
We must work together as one city, one team. Then and only then, the goals of our citizens will
be accomplished, and our vision will be realized.
DEVELOP
ORGANIZATIONAL
CAPACITY
Integrate information
management
Foster a learning
environment
Attract, develop, evaluate,
and reward employees
It starts with a common vision we are all working to achieve. Everyone plays a key role in developing our vision,
setting the standards, and fnding the best solutions to making Boise the most livable city in the country.
RUN THE
BUSINESS
MANAGE
FINANCIAL AND
TECHNOLOGY
RESOURCES
Operations
Utilize clear performance
measures
Deliver core services
Work as one city
Customer Focus
Provide efficient, effective, and
accessible services
Assess citizen needs and deliver
services accordingly
Engage citizens in decision-making
Innovation
Deliver services through
collaborative partnerships
Foster and reward creativity
Utilize best practices
Focus on Productivity
Align budget to highest priorities
Leverage technology to increase efficiency
Maximize asset investment
Invest to Grow
Offer competitive rates and fees
Maintain bond rating
Link programmatic decisions to future
financial reality
CITY VALUES
Respect
We embrace diversity and treat everyone
with courtesy, equity, and fairness.
Integrity
We operate openly and hold the
highest ethical standards.
Boldness
We are willing to make tough decisions,
demonstrate agility, and focus on results.
Commitment
Our employees are our most valuable
asset and we are dedicated to attracting,
retaining, and supporting the highest
quality work force.
Collaboration
We communicate, remain agile, and
work as a team, and we partner with the
community to solve problems.
Responsibility
We are accountable to the citizens of
Boise and to each other.
Ensure a safe,
healthy, livable
community.
Promote a strong
and diverse local
economy.
Foster an
environment where
learning, the arts,
culture, and
recreation thrive.
Be the leader
for sustainable
development and
re-development.
START
HERE
Strategy Map
BOISE
ONE CITY, ONE TEAM
VISION: Making Boise the Most Livable City in the Country
CITIZEN
FOCUS
AREAS:
CITYWIDE PROJECTS
Strategic Plan
The City of Boise Strategic Plan was adopted in 2011
and is the continuous process used to achieve the goals
the citizens of Boise want us to achieve. The plan
addresses both external facing citizen focus areas and
internal organizational values and goals. For more
information, visit: www.strategicplan.cityofboise.org.
Boise 150
Boise 150 commemorates the 150
th
anniversary of the
Citys founding. It is a program led by the Boise City
Department of Arts & History and includes signature
events, projects, and promotions through 2013. For
more information, visit: www.boise150.org.
Sustainable Boise
From using alternative transportation to designing energy efcient
buildings; residents, government, and businesses alike can do their
part in maintaining Boise's quality of life while securing a healthy,
sustainable future for our great City. By making smart choices, we
can continue to provide high quality government services and keep
our environment safe and clean. The Sustainable Boise Program is
managed by the City of Boise Public Works Department. For more
information, visit: www.publicworks.cityofboise.org
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CHART OF MUNICIPAL SERVICES BY SERVICE AREA

CI TI ZENS
of BOI SE
CI TY COUNCI L
MAYOR S OFFI CE
GOVERNMENT
LEADERSHI P
CC
FI RE
POLI CE
LEGAL
PUBLI C
SAFETY
AI RPORT
PLANNI NG & DEVELOPMENT SERVI CES
HOUSI NG & COMMUNI TY DEVELOPMENT
PUBLI C WORKS
COMMUNI TY
DEVELOPMENT
FI NANCE & ADMI NI STRATI ON
GOVERNMENT BUI LDI NGS
HUMAN RESOURCES
I NFORMATI ON TECHNOLOGY
I NTERGOVERNMENTAL
SUPPORT
SERVI CES
ARTS & HI STORY
LI BRARY
PARKS & RECREATI ON
CULTURE &
RECREATI ON
14
BUDGET I N BRI EF
FREQUENTLY ASKED QUESTIONS

What do my property taxes pay for? Property taxes pay for a variety of services including; Public
Safety, Parks & Recreation, Library, Public Works, and various other general governmental
functions.

How is my property tax determined? The amount of tax is determined from the budget needs of
the taxing districts. Many kinds of taxing districts exist in Idaho. Some, like cities and counties, levy
taxes to provide a wide range of services. Other agencies levy property taxes for specific purposes
like highways, schools, or fire protection. Officials for each taxing district determine the annual
budget needed to provide the districts services. The part of the approved budget to be funded by
property tax is divided by the total taxable value of all properties within the district. The result is the
districts tax rate (or levy). This rate, multiplied by the taxable value of your property, determines the
amount of taxes you owe to that district. Each property is located within several independent taxing
districts. Your property tax bill will include taxes for all the districts where you live. The tax rate for a
taxing district is the same for all taxable properties within that taxing district.

How can my taxes go up if my propertys taxable value doesnt increase? Tax rates may be
affected by a variety of factors. Rates may increase due to a taxing districts emergency needs or
voter-approved bonds and override levies. Total tax rates may increase due to the creation of a new
taxing district that includes your property or because other property values declined while yours
didnt. For example, if a business has downsized or slowed for local industry or agriculture, a
countys economy may suffer and affected property values may go down. Consequently, your taxes
may be higher since taxing districts still need to pay for basic services.

Are there limits on property tax increases? Yes. Most taxing districts have maximum tax rates
they can charge. Districts other than schools are limited to annual increases of 3 percent plus an
allowance for growth on a portion of their budgets. The growth allowance is calculated from the
value of new construction and annexation that occurred the prior calendar year.

How can I stay connected with what is going on in the city? The best way to stay connected is
to add yourself to the Mayors eMemo email list at www.mayor.cityofboise.org .

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CIVIC INVOLVEMENT OPPORTUNITIES

How can I get more involved in civic happenings? There are several many opportunities to get
involved through boards, commissions and department activities. Please see the website for each of
the following committees for volunteer activities. www.cityofboise.org

Arts and History Commission: Develops partnerships with local businesses, government agencies
and arts organizations; meets as necessary.
Airport Commission Oversees the Boise Air Terminal; meets 8:30 a.m. the fourth Thursday of the :
month at the City Hall.
Boise City/Ada County Housing Authority Provides direction for all facilities under the control of :
the Boise City/ Ada County Housing Authority; meets 4 p.m. the second Wednesday of the month at
the BCACHA office.
Building Code Committee/Board of Examiners and Appeals Hears and decides appeals made :
by the building official and adopts rules of procedure; meets as necessary.
Capital City Development Corporation Carries out the purposes and provisions of the Urban :
Renewal Law; meets 12 p.m. the second Monday of the month at the CCDC office.
Civil Service Commission Established a system of personnel selection and administration for city :
employees; meets as needed.
Design Review Committee Accepts and reviews applications for design review permits; meets the :
second Wednesday of the month.
Development Impact Fee Advisory Committee Advises the Mayor and Council of the need to :
update or revise land use assumptions, capital improvements plan, and development impact fees;
meets 12 p.m. the second Wednesday of the month at the Boise Depot.
Board of Electrical Appeal Hears appeals from charges or complaints from administrative :
authorities enforcing provisions of the Boise City Electrical Code; meets quarterly at Boise City Hall.
Ethics Commission Hears inquiries and makes recommendations regarding alleged violations of :
the citys ethics policy by city employees and elected officials.
Fire Prevention Code Board of Appeals Provides for reasonable interpretations of the provisions :
of the Fire Code; meets as necessary.
Foothills Conservation Advisory Committee Develops a list of conservation priorities and makes :
recommendations to the Mayor and City Council in acquiring interests in real property for Foothills
open space stewardship; meets as necessary.
Historic Preservation Commission Promotes the educational, cultural and economic welfare of :
Boise City by engaging in a comprehensive program of historic preservation; meets as necessary.

16
BUDGET I N BRI EF
CIVIC INVOLVEMENT OPPORTUNITIES
Housing and Community Development Advisory Committee Reviews and provides :
recommendations for programs or projects to receive CDBG or Home program funding; meets
annually in the fall.
Industrial Development Corporation Reviews applications and issue resolutions for city :
sponsored Industrial Revenue Bonds; meets when necessary.
Library Board Controls the expenditures for the Library Fund and adopts by-laws, rules, policies, :
and regulations for the operation of the Boise City Library; meets 11:30 a.m. the first Wednesday of
the month at the Boise Public library.
Mayor's Council on Children and Youth Makes recommendations and coordinates programs for :
children and youth; meets as necessary.
Planning and Zoning Commission Recommends zoning district boundaries and regulations; :
meets as necessary.
Plumbing, Mechanical and Fuel Gas Board Hears appeals from any charge or complaint from :
any administrative authority enforcing the provisions of the Boise City Code.
Park and Recreation Commissioners Proposes and recommends rules and regulations for all :
Boise City parks and recreation facilities; meets at 4 p.m. the third Thursday of the month at the
Boise Public Library.
Public Works Commission Advises the city council on issues that relate to the Public Works :
Department; meets at 4 p.m. on the second Thursday of the month at the Boise City Hall.

CONTACT INFORMATION

City of Boise
City Hall: 150 N Capitol Blvd Boise, ID 83702
(208) 384-4422 www.cityofboise.org

Department Phone # Department Phone #
Airport (208) 383-3110 Intergovernmental Affairs (208) 433-5622
Arts & History (208) 433-5670 Legal (208) 384-3870
Building Department (208) 384-3714 Library (208) 384-4238
Business Licensing (208) 384-3710 Main Switchboard (208) 384-4422
City Council (208) 384-4410 Mayor (208) 384-4404
Economic Development (208) 384-4415 Parks & Recreation (208) 608-7600
Finance (208) 384-3725 Planning (208) 384-3830
Fire Department (208) 570-6500 Police (208) 570-6000
Human Resources (208) 384-3850 Public Works (208) 384-3900
Information Technology (208) 384-3755
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GLOSSARY OF FREQUENTLY USED TERMS

ADOPTED BUDGET: The budget as finally adopted by the City Council, which forms the basis for
appropriations and represents the financial plan of the city for the fiscal year. The budget may be
amended through a process similar to budget adoption [Idaho Code 50-1003].
The Idaho State Code provides a budget adoption process to be followed by APPROVED BUDGET:
all municipalities. The annual budget is approved by adopting the Annual Appropriation Ordinance
for the fiscal year (including operating and fiscal year capital costs). Only one year annual budgets
(including capital) are authorized. Therefore, the City adopts a two year budget plan for City
purposes and formally adopts each year of the budget separately as code requires.
The legal authority to spend within the approved budget. Prior to incurring the APPROPRIATION:
actual expenditure/expense, the City budget and accounting process requires that the funding to
support the appropriation be identified and/or accrued.
BALANCED BUDGET: The City adheres to a structurally balanced budget in that base ongoing
revenues are matched to base ongoing expenses and one-time or cyclical revenues cover one-time
expenses to manage to a net zero or positive bottom line.
The City approves a two-year capital and operating budget, also referred to BIENNIAL BUDGET:
as a biennial budget. This avoids the need for extensive budget preparations every year and is a
productivity improvement. Idaho State law requires adoption of annual budgets; therefore, the
second year of the two-year budget requires publication of a notice, a Public Hearing and adoption
of an authorizing Ordinance. Even with these requirements, additional budget development work is
largely eliminated for the second year of the two-year budget [Idaho Code 50-1002].
The plan for future capital facility construction or repair, rehabilitation or CAPITAL BUDGET:
renovation. Boises capital budgets are multi-year in nature with the action year for appropriation
authorization incorporated into the overall biennial budget process. Capital projects often extend
beyond the fiscal year in which the project is first approved. Therefore, the City either appropriates
the entire project cost in the initial fiscal year or identifies annual phases, which may be approved in
future years if funding is available. By policy, operating costs in all proposed capital projects must be
estimated when submitted for consideration. The City Council approves future operating costs as a
component of approval of capital projects.
The CIP is a six-year plan of projects for new capital CAPITAL IMPROVEMENT PROGRAM (CIP):
facilities, or major repair or rehabilitation of existing facilities. The CIP presents a comprehensive
picture of the Citys capital needs within the five-year period and facilitates budget planning.
CAPITAL FUND The Capital Fund balance is a tax supported fund primarily reserved for approved :
multi-year projects or dedicated to specific project types. Unallocated and available balances are the
result of cash transfers from the General Fund as the projects progress.
Contingent accounts are established in each fund to provide for unanticipated CONTINGENCIES:
needs. Use of contingent funds requires Mayor and City Council approval.

18
BUDGET I N BRI EF
GLOSSARY OF FREQUENTLY USED TERMS

City services are organized into departments, which are given specified purposes DEPARTMENT:
and responsibilities and are made up of smaller divisions.
An organizational sub-unit of a department. DIVISION:
The EMT was established to advise the Mayor in the EXECUTIVE MANAGEMENT TEAM (EMT):
management of the citywide budget process including budget development and interim budget
management.
A 12-month period to which the annual operating budget applies. Idaho State Code FISCAL YEAR:
sets the municipal fiscal year as the twelve-month period from October 1
st
through September 30
th

[Idaho Code 50-1001].
Personnel resources are budgeted by position (which may be full- FTEs (Full Time Equivalent):
time or part-time). Positions are identified by their equivalence to a full-time position. For all positions
except firefighting positions, one (1.0) FTE equals 2,080 hours per year. Fire-fighting positions equal
2,824 hours per FTE.
The eight fund types include: general, special revenue, debt service, capital projects, FUND TYPE:
enterprise, internal service, nonexpendable trust, and agency funds.
Intergovernmental revenues predominantly include citywide INTERGOVERNMENTAL REVENUES:
revenue sources such as property tax, sales tax, liquor tax, franchise fees, and interest income.
These revenues are distributed to tax-funded departments based on a set distribution formula
approved by the executive leadership of the City.
Costs for materials, supplies and services needed to MAINTENANCE AND OPERATIONS (M&O):
provide programs and services. The M&O budget includes all costs except personnel, equipment
and capital.
City and State Code require the Mayor to prepare a proposed MAYORS PROPOSED BUDGET:
budget for all City operations and capital annually and to present it to the City Council for their
review, amendment and adoption. The Mayor has established a budget staff and process to assist in
preparing the proposed budget for his approval.
The costs to provide personnel and supporting maintenance and operation OPERATING BUDGET:
services, as well as the costs for equipment and major categories in the operating budget.
ORGANIZATIONAL UNIT: An administrative subdivision of the city government charged with
carrying out one or more specified functions.

The Idaho State Code requires the City Council to adopt a preliminary PRELIMINARY BUDGET:
budget and then to set a public hearing to receive public comment about the appropriateness of the
preliminary budget. The City Council may change the budget after the public comment is received
and considered, but may not increase the expenditure and expense total.

A grouping of departments that collaborate in a municipal service for example the SERVICE AREA:
Public Safety service Area includes the Police, Fire and Legal departments.

19
20

21
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21
Tax Fund
The City
including
General
Among th
The Reve
and finan
The City
or progra
Base reve
parks and
other serv
interest a
year budg
Revenue
forecasts
ds
s tax suppor
police, fire, l
Fund
he many sou
enue Manual
ncial planning
groups reven
m revenue, a
enues are as
d library. Cy
vices that ar
and the econo
get savings.
sources are
and annual
rted funds (G
library, plann
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l provides an
g.
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nues into the
and one-time
ssumed to be
yclical revenu
re expected t
omy. One-tim
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l city and de
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ning and deve
nue that fund
nalysis of the
ty of Boise G
Fisc
(T
e following ge
e revenue.
e primary res
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to vary base
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epartment bu
d and Capita
elopment, an
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ese major sou
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al Year 2014
Thousands)
eneral catego
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are received
to inform sh
usiness plan
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nd parks and
y operations
urces due to
d Revenues
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ories defined
support core
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vide for serv
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, nine are the
o their importa
below: base
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casionally lik
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revenue so
vices and fac
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e most signif
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uch as police
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nue and exp
ource, base
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yclical
e, fire,
s, and
ogram
end of
pense
rates,
22
REVENUE MANUAL
changes in law or procedures, effect of external influences, anomalous events, trends, issues and
projection assumptions are updated and reviewed periodically.
The updated projections below maintain a fiscally responsible posture without being overly
conservative. Revenues with significant changes over the prior base level are considered to be one-
time until it can be verified that the new level is truly a change in the base.
Generally, revenues have stabilized and are showing consistently positive growth signals. While this
data does support the general consensus of recovery, this recovery is not projected to experience
substantial growth, but is anticipated to be a more moderate progression throughout the next few
years.
In the following tables, FY 2011 and FY 2012 amounts are actual revenues received in each fiscal
year. FY 2013 Budget represents the Adopted Budget. The FY 2013 Revised Budget includes
adjustments to the Adopted Budget that have been approved by the City Council. FY 2014 and FY
2015 are the proposed budget amounts for each category and fiscal year. FY 2016 through FY 2019
projections are based on economic conditions and assumptions that are explained by revenue
category in the analysis that follows. All figures are represented in thousands ($000s).
General Fund Revenues
Fiscal Year 2011 2012 2013 2013 2014 2015 2016 2017 2018 2019
Revenue Source Actual Actual Budget Revi sed Proposed Proposed Proj ected Proj ected Proj ected Proj ected
Property Tax 105,925 108,733 113,873 113,873 118,455 122,955 126,336 129,811 133,380 137,048
External Fees 18,807 19,420 19,486 19,743 20,664 20,911 21,486 22,077 22,684 23,308
Sales Tax 11,814 12,397 12,027 12,027 12,358 12,697 13,047 13,405 13,774 14,153
Internal Charges 9,369 9,139 9,303 9,303 10,488 10,766 11,062 11,366 11,678 11,999
Franchise Fees 5,270 5,127 5,335 5,335 5,282 5,432 5,582 5,735 5,893 6,055
Licenses & Permits 3,842 4,816 3,954 3,954 4,212 4,277 4,394 4,515 4,639 4,767
Fines/Forfeitures 3,410 3,260 3,585 3,585 3,253 3,268 3,357 3,450 3,545 3,642
Liquor Tax 2,746 3,015 2,926 2,926 3,006 3,089 3,174 3,261 3,351 3,443
Other 6,506 5,605 3,639 3,920 4,030 2,420 2,487 2,555 2,625 2,698
Interest Income 490 611 474 474 474 474 487 501 515 529
Total G.F. Revenues 168,179 172,122 174,603 175,140 182,222 186,289 191,412 196,676 202,084 207,642
(increase over prior year) 7.7% 2.3% 1.4% 0.3% 4.0% 2.2% 2.8% 2.7% 2.8% 2.8%
Total G.F. Expenses 173,824 166,946 174,603 183,938 182,222 188,382 191,412 196,676 202,084 207,642
(increase over prior year) 10.7% -4.0% 4.6% 5.3% -0.9% 3.4% 1.6% 2.7% 2.8% 2.8%
% Revenues of Expense 97% 103% 100% 95% 100% 99% 100% 100% 100% 100%
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23
Property Tax
Property tax revenue is the Citys largest source of general government revenue. Property taxes are
assessed to taxpayers based on taxable market value of properties and upon a rate formula
prescribed in State code. Since 1995, a 3 Percent cap limitation has been a key characteristic of
Idaho cities property taxation.
The Citys total assessed property value has experienced some of the greatest percentage changes
over the past few years ranging from a 15.3% increase in tax year 2007 to a 12.5% decrease in tax
year 2010. This volatility affects the property tax levy rate, which is a formula based on a governing
bodys budget relative to assessed property values.
Most taxing districts, except school districts, are governed by the 3% + growth formula for
calculating their property tax revenue budget. Below is an example from Fiscal Year 2012 of how the
Citys portion of property tax is calculated. All property taxes are assessed and collected by the
County. Please contact the Ada County Assessors Office with questions at
www.adacountyassessor.org or (208) 287-7262.
Boise City
Property Tax
Budget
Amount
Boise City
Total
Taxable
Market
Value
Boise City
Levy Rate
$113.6
Million
$13.7
Billion
$0.008316
Levy Rate
$100,000
Taxable
Property
Value
$0.008316
Levy Rate
$832 City
portion of
Property
Taxes
Idaho Cities Property Tax
rate formula:
City of Boise Property
Tax rate calculation:
(FY 2012 equals $8.32
per $1,000 of taxable
assessed property value)
City of Boise Property Tax
calculation example:
24
REVENUE MANUAL
Levy rate
T
D
If
f
Property
T
2
e
The Citys le
December 20
o For e
appro
f model assu
or FY 2015.
Tax Budget
The Citys pr
2015. This is
o 3.0%
o 1.0%
vy is estima
013 and J une
every $100,0
oximately $31
umptions hold
operty tax bu
composed o
for the cap
in FY 2014 a
ated to decre
e 2014.
000 of taxa
1 over the pr
d through FY
udget is esti
of:
in FY 2014
and 0.7% in
ease by 3.8%
ble value, t
ior year.
Y 2014, the C
mated to inc
and FY 2015
FY 2015 for
% for FY 201
this equates
Citys levy is e
crease 4.0%
5, respective
annexation a
14. This will
s to a decre
estimated to
for FY 2014
ely.
and new con
affect tax b
ease in taxe
increase by
4 and 3.7% fo
struction.
bills in
es of
0.7%
or FY
25
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25
Property
T
t
Idaho Co
N
c
n
t
r
s
in
H
e
la
in
d
p
Valuation
The FY 2014
o the prior ye
o This
value
o Asses
2015)
o Marke
de changes
New Constru
construction
new construc
he RAA is d
revenue relat
significant on
ncrease in th
Homeowner
expanded to
and, and the
ndex. In 201
does not affe
property own
total market
ear.
is the first ye
since 2008
ssed values
) as well.
et value is th
ction Roll I
in revenue a
ction value ad
issolved. Th
ted to new co
netime bump
he Citys base
exemption
include the
e exemption
13 (FY 2014
ect the City
ers.
t value for th
ear the City
(FY 2009).
are anticipa
e value of th
Idaho Code s
allocation are
dded during t
e impact for
onstruction in
p in the new
e budget.
In the 2006
homestead,
limit was inc
4), the index
s budget au
e City of Boi
of Boise has
ted to increa
e property be
section 63-30
eas (RAA) fr
the existence
the City of B
n RAA areas
w constructio
6 Legislative
which is de
creased to $7
ing modified
uthority, but
se increased
s experience
ase 3%, on a
efore exemp
01A was am
rom the new
e of a RAA w
Boise is a de
s. In the year
on roll value
e session, the
efined as the
75,000 index
d the exemp
changes the
d approximat
ed an increas
average in ta
ptions are app
ended in 200
w constructio
will be added
elay in realiz
r of dissolutio
e and conse
e homeowne
e home and
xed to the Ida
tion to $81,0
e distribution
tely 8% comp
se in total m
ax year 2014
plied.
07 to exclude
n roll (NCR)
to the NCR
zation of the
on, there will
equently a s
er exemption
up to one ac
aho housing
000. This ch
n of taxes a
pared
market
4 (FY
e new
). The
when
base
l be a
similar
n was
cre of
price
hange
mong
26
REVENUE MANUAL
External Fees
User or external fees are charges for specific services. The City charges external user fees to
consumers for services for which a direct benefit can be easily identified and billed.
Projections & Assumptions
Park and recreation fee increases, although minor, are included in FY 2014.
For the projection window, a moderate annual rate increase of approximately 2.75% is
assumed.
Challenges & Opportunities
Economic changes such as shifting employment or wages could result in discretionary
income changes of certain user groups.
Weather conditions have a significant impact on parks and outdoor recreation activities.
Private competition, such as Roaring Springs Water Park competing with City swimming
pools, redirects potential revenue.
More aggressive recovery of costs could enhance revenues. However, fee increases could
reduce user levels.
Fiscal Year 2011 A 2012 A 2013 B 2013 R 2014 P 2015 P 2016 p 2017 p 2018 p 2019 p
Revenue $ 18,807 19,420 19,486 19,743 20,664 20,911 21,486 22,077 22,684 23,308
% Change 33.6% 3.3% 0.3% 1.3% 4.7% 1.2% 2.8% 2.8% 2.8% 2.8%
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Sales Tax
The State of Idaho sales tax revenues are distributed to cities according to a formula established in
State Code based upon population and assessed market value. Sales tax is shared revenue and all
statewide proceeds are pooled. Therefore, statewide sales projections, based on the economic
condition of the state, are a key variable. Sales tax is characterized in the Structural Balance policy
as base (for such sales as food) and cyclical (for sensitive discretionary purchases). Sales tax has
historically been the Citys second largest General Fund revenue source. Due to the stagnant sales
tax revenue experienced over the last several years, this revenue category is now the third largest
source for the General Fund.
As of J une 2012, the Bureau of Economic Analysis (BEA) anticipates the Idaho gross
domestic product to have increased by 4.3% in 2013. The BEA further projects a GDP
increase of about 5.1% in 2014 increasing to 5.5% in 2015. Personal income is projected to
increase by 4.7% in 2013, 3.8% in 2014 and 4.4% in 2015. While these projections appear to
indicate a more robust economic outlook, the City has elected to construct a more fiscally
responsible economic projection. As a result the Citys assumed 2.75% increase in FY 2014,
and 2.75% increase in FY 2015.
The Citys proportionate assessed market value is 22.57%, a decrease from the 24.12%,
which was used for FY 2011. Proportionate population also decreased from 19.47% for FY
2011 to 19.27% in FY 2013.
The sales tax projection for the four year projection window is indexed by the Citys
economic projections, which show moderate growth through the projection window. The
Citys proportionate assessed market value and proportionate population are assumed to
grow moderately.
Stronger economic growth than projected could enhance revenue.
Improvement in the labor markets would have a positive effect on sales.
Possible legislative changes to the distribution formula and allowable exemptions continue to
be watch items.
Revenue $ 11,814 12,397 12,027 12,027 12,358 12,697 13,047 13,405 13,774 14,153
% Change 2.2% 4.9% -3.0% 0.0% 2.8% 2.8% 2.8% 2.8% 2.8% 2.8%
28
REVENUE MANUAL
Internal Charges
Internal charges are derived from the services that Support Service departments provide to
operating departments. For example, other departments reimburse Human Resources for
recruitment services and Legal for litigation services.
Two cost components account for the increase in internal service charges over FY 2013,
Staff Reimbursement and Print & Copy Charges. Staff Reimbursement increases by
approximately $362,000, however, this is offset by the realignment that occurred in the
transition from Peoplesoft to Lawson, where this revenue was historically part of User Fees.
Print & Copy Charges reflect the transition to a Citywide leasing/maintenance program for
print/copier equipment.
Internal charges are based on an annual 2.75% cost of service increase for the projections of
FY 2015 through FY 2019 and little or no change in the level of service provided. The growth
rate is based on assumed personnel and operational cost increases.
Significant changes in the cost of service.
Department restructuring.
Allocation changes between direct and indirect internal charges.
Revenue $ 9,369 9,139 9,303 9,303 10,488 10,766 11,062 11,366 11,678 11,999
% Change -29.3% -2.5% 1.8% 0.0% 12.7% 2.6% 2.8% 2.8% 2.8% 2.8%
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Franchis
Franchise
of their b
natural ga
Projection
T
in
N
as
de
de
lo
C
2
W
Fiscal Yea
Natural Gas
Garbage
Cable TV
Water
Other
Total $
% Change
se Fees
e fees are co
business with
as and electr
ns & Assump
here are no
ncreases are
Natural gas fr
s compared
ecrease sub
ecrease was
owered based
Cable franchis
013 Adopted
Water franchis
r 2011 A
s 1,914
1,124
1,193
1,004
34
5,270
e 35.1%
ollected from
hin the City.
ricity. Electric
ptions
assumed ra
likely, none
ranchise reve
to the FY 20
sequent to t
s submitted
d on the cum
se revenue g
d Budget.
se revenue g
2012 A 201
1,698 2
1,144 1
1,128 1
1,124 1
33
5,127 5
-2.7%
m businesses
The City ch
c franchise re
te increases
were announ
enue is estim
013 Adopted
he adoption
by Intermou
mulative effec
grows slightly
growth is ass
3 B 2013 R
,015 2,015
,195 1,195
,100 1,100
,025 1,025
0 0
5,335 5,335
4.0% 0.0%
s through a c
harges a fra
evenue is dis
s for the FY 2
nced at the ti
mated to decr
Budget. Inte
of the FY 20
ntain Gas fo
ct of these rat
y in FY 2014
sumed to rem
2014 P 2
1,870
1,228
1,130
1,054
0
5,282
% -1.0%
contract agre
anchise fee f
scussed unde
2014/2015 B
ime the budg
rease about $
rmountain G
013 Budget.
or a 7.1% ra
te reductions
4 and FY 20
main nearly u
015 P 2016 p
1,927 1,98
1,261 1,29
1,161 1,19
1,083 1,11
0
5,432 5,58
2.9% 2.8
eement allow
for water, so
er capital rev
Biennial Budg
get amounts
$144,600 or
Gas published
In Septemb
ate reduction
s.
015 when co
nchanged.
p 2017 p
80 2,035
96 1,332
93 1,226
12 1,143
0 0
82 5,735
8% 2.8%
wing the ope
olid waste, c
venues.
get. Although
were determ
7.2%, in FY
d a significan
er of 2012, a
n. Revenues
mpared to th
2018 p 201
2,090 2
1,368 1
1,260 1
1,174 1
0
5,893 6
2.8%
ration
cable,
h rate
mined.
2014
nt rate
a rate
were
he FY
9 p
2,148
,406
,295
,207
0
6,055
2.8%
30
REVENUE MANUAL
Public Works is proposing minor increases in solid waste rates for FY 2014 or FY 2015.
Projections assume an overall 2.75% increase in revenue due to these increases coupled
with changes in population and usage.
Inclement weather could have significant impacts on franchise revenue.
Continued popularity of satellite television and greater offerings of over-the-air television
could greatly impact cable franchise revenue.
Future adoption of trash rate increases, which would require City Council action.
31
CI TY
OF BOI SE
31
Development Fees
Development fees fund planning and growth management, including long- and short-term planning
and zoning, review of development plans and building inspection. Development fees also pay for a
portion of development related impacts on service provided by other City departments. Development
fees are intended to cover the cost of providing planning and building services, with the exception of
code enforcement and comprehensive planning.
The number of building permits through April 2013 (seven months of FY 2013) increased 16.6% over
the same time last year. The market value of the permitted projects was 16.5% higher for the same
time period. Single-family housing units were 7.4% higher, while commercial construction was 20%
above this time last year. This data reflects a noticeable rebounding in overall development activity.
Project valuation is assumed to be comparable to last year for similar projects.
No fee increases are assumed.
Downtown development activity spurred by the Simplot project could provide cyclical
revenues.
Federal stimulus funding could boost development activity by directly funding projects or
indirectly funding projects through revolving loans and other local credit incentives.
Annexation of vacant land provides opportunity for development within the City limits.
The projected development revenue is based on gradual increases in building activity as
compared to recent years. More substantial development activity could provide additional
cyclical revenue.
Revenue $ 3,842 4,816 3,954 3,954 4,212 4,277 4,394 4,515 4,639 4,767
% Change -1.5% 25.4% -17.9% 0.0% 6.5% 1.5% 2.8% 2.8% 2.8% 2.8%
32
REVENUE MANUAL
Fines and Forfeitures
Fines and forfeiture revenue include traffic fines, false alarm fines, parking fines, overdue library
fines, and animal control fines.
Total fines and forfeitures for FY 2014 are nearly 9.3% less than the projected amount for FY
2013 due to higher levels of compliance amongst the citizenry. The projection window
includes an average annual increase of approximately 2.75% based primarily on rate
increases.
Threats & Opportunities
Legislative action could increase traffic fine revenue, although none is foreseen.
Court practices in assessing and administering traffic fines could perhaps lead to enhanced
traffic fine revenue.
Traffic fine revenue has proven to be unpredictable compared to the number of tickets
issued.
Revenue $ 3,410 3,260 3,585 3,585 3,253 3,268 3,357 3,450 3,545 3,642
% Change -10.1% -4.4% 10.0% 0.0% -9.3% 0.4% 2.8% 2.8% 2.8% 2.8%
33
CI TY
OF BOI SE
33
Liquor Tax
The City receives from the State a portion of the surcharge on all liquor sales. The State Liquor
Dispensary distributes funds quarterly in level installments. Additional installments may be
distributed as the State reviews actual and anticipated liquor sales, usually at the end of its fiscal
year. The past several years, the State has experienced significant growth in liquor sales and profits.
This is the result of a shift in preference from top shelf premium liquor to higher volumes of second
tier premium liquor, and in the addition of distribution locations.
The formula for distribution of moneys in the Liquor Account was changed by S1388, which
was signed into law on March 31, 2006. The formula change reduces the share allocated to
cities and counties from 60% in 2009 to 50% by 2014. The revenue decrease due to the
lower percentage of allocated monies under the formula is projected to be partially offset by
higher sales growth.
The State Liquor Dispensary projects sales growth of approximately 2% to 5% through 2015.
The Idaho Division of Financial Management estimates the distribution to Cities and
Counties in FY 2014 to be essentially the same as the distribution in FY 2012 because of the
reduction in proportionate sharing offset by projected growth in Liquor sales.
In addition, the distribution model calculates revenue share based on point of sale. Growth in
neighboring cities or further stores being added across the state would negatively impact the
share that the City of Boise receives.
Revenue $ 2,746 3,015 2,926 2,926 3,006 3,089 3,174 3,261 3,351 3,443
% Change 0.3% 9.8% -2.9% 0.0% 2.7% 2.8% 2.8% 2.8% 2.8% 2.8%
34
REVENUE MANUAL
Interest Income
The City earns interest revenue on cash balances through various investment vehicles in
accordance with Idaho State Code. Additionally, the City earns interest for penalties on various fees
such as property taxes that is included in the revenue totals. The Citys investment portfolio is
monitored daily and constantly reviewed as to security type, maturity, duration, and source to
maintain a balanced portfolio. The projections below are estimated based on average cash balances
in each fund and short-term interest rates. For FY 2014/2015, projected short-term interest rates are
estimated to increase slightly from 1.0% in 2014 to 2.0% in FY 2015 and 3%-4% in FY 2016 through
FY 2019.
The four years of the projections above reflect a modest annual increase over the preceding
year.
Projected rates of return are based on the estimated short-term yield curve and average
cash balances.
It is unlikely interest rates will further decrease; thus, increasing interest rates are probable
over the next several years.
The impact of international economic events and unprecedented Federal spending programs
may provide broader investment opportunities.
Revenue $ 490 611 474 474 474 474 487 501 515 529
% Change 12.2% 24.8% -22.4% 0.0% 0.0% 0.0% 2.8% 2.8% 2.8% 2.8%
35
CI TY
OF BOI SE
35
Capital Fund Revenues
Revenues dedicated to the Capital Fund include electric franchise fees, interest income, grants,
donations, and transfers from the General Fund to the Capital Fund.
No base increases to the current electric franchise fee rate of 1.5% are projected in FY 2014
or FY 2015.
Interest income and Grants/Donations in the Capital Fund had benefited from high fund
balances related to reserves for proposed capital facilities. Recent reductions of fund
balance coupled with nominal interest rates and lack of eligible grant programs have
deteriorated these revenue resources.
The Parks & Recreation Department will continue to develop partnerships for the
construction of major projects such as the Marianne Williams Park, Esther Simplot/River
Recreation Facility and J ulia Davis Park.
No other fee increases are assumed.
A drought could impact power rates, thus impacting electric franchise fee revenue.
Economic conditions causing interest rates to fluctuate.
Further increases in the electric franchise fee rate, as provided by Idaho State Code up to
3% through approval of the utility board of directors or the electorate, could provide
additional revenue to fund the several other proposed capital projects.
Fi scal Year 2011 A 2012 A 2013 B 2013 R 2014 P 2015 P 2016 p 2017 p 2018 p 2019 p
El ectri c FF 1,579 2,062 2,550 2,550 2,620 2,692 2,766 2,842 2,920 3,001
Interest 49 -6 195 195 20 20 21 21 22 22
Grants/Donati ons/Other 1,545 750 0 4,223 2,000 0 0 0 0 0
GF Trans In 10,640 7,993 3,226 2,703 3,244 3,302 3,393 3,486 3,582 3,680
Total 13,814 10,799 5,971 9,672 7,884 6,014 6,179 6,349 6,524 6,703
% Change 248.7% -21.8% -44.7% 62.0% -18.5% -23.7% 2.8% 2.8% 2.8% 2.8%
GOVERNMENT
LEADERSHI P
CI TY COUNCI L
MAYOR S OFFI CE
37
2011
Actuals
2012
Actuals
2013
Adopted
2014
Proposed
$ %
% of
Total
General Fund Contribution 2,359,932 2,095,102 2,197,684 102,582 5% 75%
Charges for Services 511,133 440,749 448,803 544,639 95,836 18% 19%
Grants & Donations 50,935 31,212 20,000 20,000 0 0% 1%
Miscellaneous 80,930 158,222 13,884 178,823 164,939 92% 6%
Use of Fund Balance 2,007,744 (88,168) 316,025 0 (316,025) 100% 0%
Total Resources $2,650,742 $2,901,947 $2,893,814 $2,941,145 $47,332 2% 100%
Personnel 1,840,490 1,881,585 1,820,373 1,951,579 131,206 7% 66%
Maintenance & Operations 810,252 1,020,362 1,073,441 989,566 (83,875) 8% 34%
Total Requirements $2,650,742 $2,901,947 $2,893,814 $2,941,145 $47,331 2% 100%
City Council 565,560 536,199 585,499 647,174 61,675 10% 22%
Mayor's Office 2,085,182 2,365,748 2,308,315 2,293,972 (14,344) 1% 78%
General 2,547,842 2,574,586 2,577,789 2,776,206 198,417 7% 94%
Economic Development 102,900 327,361 316,025 164,939 (151,086) 92% 6%
Change from FY 2013
City Council
22%
Mayor's Office
78%
Total City
Budget
$487,380,766
Government
Leadership
$2,941,145
1%
GOVERNMENT LEADERSHIP
AT A GLANCE

39
he Depar t ment of t he Ci t y Counci l
consi st s of t he Of f i ce of I nt er nal Audi t
and t he Ci t y Counci l Of f i ce. Counci l members
are el ect ed by t he ci t i zens of Boi se and t hei r
responsi bi l i t i es i ncl ude, but are not l i mi t ed t o:
set t i ng t he Ci t y budget , maki ng a vari et y of
pol i cy deci si ons, and act i ng as t he l egi sl at i ve
body f or t he ci t y. The Ci t y Counci l must al so
mai nt ai n communi cat i on wi t h i t s const i t uent s
and respond t o t hei r needs as wel l as t hose of
t he Ci t y.
CI TY COUNCI L
FTEs
Operat i ng Expendi t ures
9.00
647,174
0.4
of Every
Tax Dol l ar
General f und: 9
22%
of Government Leadershi p
Expendi tures
0.4%
of General Fund
Expendi tures
39
40
CI TY COUNCI L
Back Row (l eft to ri ght):
Counci l Member El ai ne Cl egg,
Mayor Davi d H. Bi et er,
Counci l Member Lauren McLean,
Counci l Member Ben Qui nt ana
Front Row (l eft to ri ght):
Counci l Pro Tem Davi d Eberl e,
Counci l Presi dent Mar yanne Jordan,
Counci l Member TJ Thomson
Ci ty Counci l
Di vi si on Structure
Counci l Members
Counci l Offi ce I nternal Audi t
General Fund
City Council Department
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
General Fund Contribution 460,835 479,304 492,480
Operating Revenues 147,896 145,289 124,664 167,870 172,486
Total Resources 147,896 145,289 585,499 647,174 664,966
Expenses
Personnel 520,002 503,510 511,025 558,714 585,682
Maintenance & Operations 45,558 32,689 74,474 88,460 79,284
Major Equipment
Other Expenses
Total Expenses 565,560 536,199 585,499 647,174 664,965
Net (417,664) (390,910) 0 0 0
Expenses by Division
Council Office 332,310 328,754 355,617 405,827 422,044
Internal Audit 233,250 207,445 229,882 241,346 242,921
Total Expenses 565,560 536,199 585,499 647,174 664,965
In Prior years, the City Council budget, including the General Fund Contribution, was included within
the Mayors Ofce Department.
CI TY COUNCI L
General Fund
Council Office Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 82,877 123,670 581,028 633,019 650,422
Expenses
Personnel 292,350 301,060 292,668 323,788 349,181
Major Equipment
Other Expenses
Total Expenses 332,310 328,754 355,617 405,827 422,044
The Boise City Council is the legislative body for the City of Boise. It is the responsibility of the City
Council to pass legislation and set broad policies. The City Council sets the budget for the City, a process
that is undertaken every two years and updated annually. City Council members are also responsible
for their constituent outreach and communications. Members of the Council act as ambassadors for
the City of Boise; this includes, but is not limited to, speaking with the media, attending ceremonies and
other events, and interacting with the public. The City Council Ofce provides all research, scheduling,
and support services for members of the City Council.
43
General Fund
Internal Audit Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
General Fund Contribution
Total Resources 65,019 21,619 4,471 14,155 14,544
Expenses
Personnel 227,651 202,450 218,357 234,926 236,501
Major Equipment
Other Expenses
Total Expenses 233,250 207,445 229,882 241,346 242,921
The Internal Audit Division provides internal audit and consulting services, at multiple locations
throughout the City, depending on annual work plans. These plans, approved by the City Council, may
be specically requested by individual Council Members, the Mayor, and/or City Department Directors.

45
he Mayor' s Of f i ce provi des t he pri mar y
st af f and resource suppor t f or t he Mayor
i n hi s rol es as t he Ci t y' s Chi ef Execut i ve Of f i cer,
head of t he Execut i ve Management Team, and
chai r of t he Ci t y Counci l . The Mayor' s Of f i ce
oversees day- t o- day operat i ons of al l Ci t y
depar t ment s, i s responsi bl e f or pol i cy and
budget devel opment , set s t he Ci t y Counci l
agenda, and coordi nat es const i t uent ser vi ce
and communi cat i ons f unct i ons t hroughout
t he organi zat i on.
MAYORS OFFI CE
Mayor:
Davi d H. Bi eter
FTEs
13.00
2,293,972
Mi ssi on Statement
The mi ssi on of t he Mayor' s Of f i ce i s "To l ead i n
t he st rat egi c di rect i on of t he organi zat i on and
t he communi t y wi t h t he goal of provi di ng
except i onal muni ci pal ser vi ces and promot i ng a
heal t hy, saf e envi ronment whi l e ensuri ng a
st rong economy. "
78%
of Government Leadershi p
Expendi tures
1.4
of Every
Tax Dol l ar
1.2%
of General Fund
Expendi tures
General f und: 13
45
46
MAYOR S OFFI CE
Mayor
Executi ve
Offi ce
Publ i c
Rel ati ons
Economi c
Devel opment
46
Mayor's Office Department
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
General Fund Contribution 2,359,932 2,095,102 1,718,380 1,765,629
Total Resources 495,102 2,844,826 2,453,125 2,293,972 2,290,999
Expenses
Personnel 1,320,488 1,378,076 1,309,348 1,392,866 1,429,041
Major Equipment
Other Expenses
Total Expense 2,085,182 2,365,748 2,308,315 2,293,972 2,290,999
Surplus / (Use of Fund Balance) (1,590,080) 479,078 144,810 0 (0)
Resources by Fund
General 429,624 2,701,737 1,992,290 2,129,033 2,186,643
Economic Development 65,477 143,089 164,939 104,356
Total Expense 495,102 2,844,826 1,992,290 2,293,972 2,290,999
Expenses by Fund
General 1,982,282 2,038,387 1,992,290 2,129,033 2,186,643
Economic Development 102,900 327,361 316,025 164,939 104,356
Total Expense 2,085,182 2,365,748 2,308,315 2,293,972 2,290,999
MAYOR S OFFI CE
General Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 429,624 2,701,737 2,453,125 2,129,033 2,186,643
Expenses
Personnel 1,320,488 1,378,076 1,309,348 1,392,866 1,429,041
Major Equipment
Other Expenses
Total Expenses 1,982,282 2,038,387 1,992,290 2,129,033 2,186,643
Net (1,552,657) 663,350 460,835 0 (0)
Executive Office 1,286,763 1,459,677 1,321,188 1,411,483 1,447,789
Public Relations 404,640 305,352 376,512 415,943 439,587
Total Expenses 1,982,282 2,038,387 1,992,290 2,129,033 2,186,643
General Fund
Executive Office Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 364,805 2,655,392 2,419,241 2,095,149 2,152,759
Expenses
Personnel 875,948 946,418 910,995 968,798 1,001,935
Major Equipment
Other Expenses
Total Expenses 1,286,763 1,459,677 1,321,188 1,411,483 1,447,789
The Executive Ofce Division is the primary executive and administrative ofce for the municipal
corporation. It delivers its services through direct oversight of and planning for all City departments,
articulation and implementation of the vision of the Mayor, and active involvement and support of the
Cty's board of directors, the elected City Council.
MAYOR S OFFI CE
General Fund
Public Relations Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 50,935 31,222 20,000 20,000 20,000
Expenses
Personnel 234,770 217,232 195,466 210,067 211,444
Major Equipment
Other Expenses
Total Expenses 404,640 305,352 376,512 415,943 439,587
The Public Relations Division includes the Ofce of the Community Ombudsman and Intergovernmental
Management.
The Ofce of the Community Ombudsman provides investigation of citizen complaints and critical
incidents, independent review of police actions, policy research and recommendations, audits of
internal police investigations, and on-going public outreach.
The Intergovernmental Manager manages a wide range of activities associated with the City of Boises
ongoing relationship with state, federal and other local government agencies. This position develops
ongoing programs to facilitate interaction and build partnerships between the Mayor/City Council/
City departments and the state Legislature and state agencies; Congress and federal agencies; other
county, city, and regional government ofcials; public school districts and higher-education institutions;
and quasi-governmental entities such as utilities.
General Fund
Economic Development Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 13,884 15,124 13,884 13,884 13,884
Expenses
Personnel 209,771 214,426 202,887 214,001 215,662
Major Equipment
Other Expenses
Total Expenses 290,879 273,358 294,590 301,606 299,267
The Economic Development Division serves as the coordination center for the City of Boise's activities
related to all aspects of the community's economic vitality. The division conducts outreach to key
sectors with an emphasis on industries that provide higher-quality jobs and long-term prosperity. The
Division assists in securing sites and infrastructure that meet the needs of companies that want to
expand or locate in Boise and supports the retention and expansion of existing businesses and assets.
MAYOR S OFFI CE
Economic Development Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues 65,477 143,089 164,939 104,356
Total Resources 65,477 143,089 164,939 104,356
Expenses
Total Expense 102,900 327,361 316,025 164,939 104,356
FY 2013 did not include budget revenue because of the unknown status of the Railroad Lease.
53 53
GOVERNMENT
LEADERSHI P
55
2011
Actuals
2012
Actuals
2013
Adopted
2014
Proposed
$ %
% of
Total
General Fund Contribution 7,615,213 7,615,213 100% 100%
Charges for Services 60,640 0% 0%
Miscellaneous 17,650 93,028 0% 0%
Use of Fund Balance 1,561,616 1,607,761 1,576,076 (1,576,076) 100% 0%
Total Resources $1,639,906 $1,700,789 $1,576,076 $7,615,213 $6,039,137 79% 100%
Personnel 79,319 0 0% 0%
Maintenance & Operations 761,011 3,226 60 84,298 84,238 100% 1%
Miscellaneous 799,576 1,697,563 1,576,016 7,530,915 5,954,899 79% 99%
Total Requirements $1,639,906 $1,700,789 $1,576,076 $7,615,213 $6,039,137 79% 100%
Contractual Services 1,639,906 1,700,789 1,576,076 7,615,213 6,039,137 79% 100%
General 1,639,906 1,700,789 1,576,076 7,615,213 6,039,137 79% 100%
Change from FY 2013
Total City
Budget
$487,380,766
Contractual
Services
$7,615,213
2%
CONTRACT SERVICES
AT A GLANCE
General Fund
Contractual Services Department
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues 78,290 93,028
Total Resources 78,290 93,028 7,615,213 7,787,936
Expenses
Personnel 79,319 0
Maintenance & Operations 761,011 3,226 60 84,298 84,438
Major Equipment
Other Expenses 799,576 1,697,563 1,576,016 7,530,915 7,703,498
Total Expenses 1,639,906 1,700,789 1,576,076 7,615,213 7,787,936
Net (1,561,616) (1,607,761) (1,576,076)
Other Contractual Services 1,639,906 1,700,789 1,576,076 1,689,126 1,713,697
Transportation 5,926,087 6,074,239
Total Expenses 1,639,906 1,700,789 1,576,076 7,615,213 7,787,936
The Contractual Services Department and its counterpart, the Intergovernmental Department, contain
multiple changes as a result of the ERP transition. Several Accounting Units along with individual
accounts were moved, combined and/or separated during the transition. As a result, historical and
budget data will uctuate signicantly within these areas. Please refer to the exhibit on page 334b for
additional detail.
56
General Fund
Contractual Services Department
Transportation Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues
Total Resources 5,926,087 6,074,239
Expenses
Personnel
Maintenance & Operations 79,836 79,843
Major Equipment
Other Expenses 5,846,251 5,994,396
Total Expenses 5,926,087 6,074,239
ValleyRide is the transit services division of Valley Regional Transit (VRT), the regional public
transportation authority for Ada and Canyon counties in southwest Idaho.
The City of Boise contracts with VRT to provide xed-line public transportation services with 16 bus
routes in the Boise and Garden City area, 4 bus routes in Nampa and Caldwell, 1 xed-line route that
serves Canyon County (Route 73), 1 dial-a-ride type service in Nampa/Caldwell (Route 57), and 5
inter-county bus routes between Ada and Canyon counties. ValleyRide also operates Paratransit bus
services, providing door-to-door transportation for disabled people in the Boise, Garden City, Nampa,
and Caldwell areas.
The City of Boise provides a majority of the funding for operation of the xed-line system and
contributes to the overall funding used for the planning and administration costs. Funding for capital/
maintenance, Nampa/Caldwell xed-line service, and inter-county service comes from three primary
sources: federal grant monies, fare and advertising revenues, and contributions from the City of Boise
and other governing bodies for geographical areas that receive service.
57
FI RE
POLI CE
LEGAL
59
PUBLIC SAFETY
AT A GLANCE
2011
Actuals
2012
Actuals
2013
Adopted
2014
Proposed
$ %
% of
Total
General Fund Contribution 79,949,916 76,129,592 80,139,453 4,009,861 5% 84%
Charges for Services 11,188,215 11,599,340 12,055,053 12,317,469 262,416 2% 13%
Fines & Forfeiture 1,792,141 1,746,639 1,850,185 1,758,224 (91,961) 5% 2%
Grants & Donations 373,889 316,166 306,815 264,599 (42,216) 16% 0%
Licenses & Permits 53,125 85,660 67,500 61,172 (6,328) 10% 0%
Capital 404,061 610,449 252,976 585,000 332,024 57% 1%
Miscellaneous 1,710,959 1,686,923 660,840 594,248 (66,592) 11% 1%
Use of Fund Balance 78,119,947 25,818 1,107,025 145,000 (962,025) 663% 0%
Total Resources $93,642,338 $96,020,910 $92,429,986 $95,865,165 $3,435,179 4% 100%
Personnel 77,341,736 79,508,866 76,855,648 82,511,719 5,656,071 7% 86%
Maintenance & Operations 12,343,172 12,404,150 14,064,338 12,487,233 (1,577,105) 13% 13%
Miscellaneous 287,320 256,913 150,000 136,213 (13,787) 10% 0%
Major Equipment 1,549,137 1,780,164 0% 0%
Capital 2,120,972 2,070,817 1,360,000 730,000 (630,000) 86% 1%
Fire 42,474,106 43,988,050 41,872,579 43,009,192 1,136,613 3% 45%
Legal 4,556,497 4,750,767 4,670,686 4,734,870 64,183 1% 5%
Police 46,611,734 47,282,094 45,886,720 47,222,270 1,335,550 3% 49%
Police & Fire Finance Admin 898,833 898,833 100% 1%
General 91,521,365 93,950,094 91,069,986 95,135,165 4,065,179 4% 99%
Capital 2,068,544 1,240,994 1,360,000 730,000 (630,000) 86% 1%
Impact Fees 52,428 829,823 0% 0%
Change from FY 2013
Fire
45%
Legal
5%
Police
49%
Police & Fire
Finance Admin
1%
Total City
Budget
$487,380,766
Public Safety
$95,865,165
20%

61
he Boi se Fi re Depar t ment prot ect s t he
l i ves and proper t y of t he ci t i zens of Boi se
t hrough a comprehensi ve f i re and l i f e saf et y
program. The Depar t ment ser ves approxi mat el y
250, 000 resi dent s i n 129 square mi l es,
i ncl udi ng t he Ci t y and i t s t wo cont ract ed ser vi ce
areas t he Whi t ney Fi re Di st ri ct and t he Nor t h
Ada Count y Fi re and Rescue Di st ri ct . Fi re
Emergency Response Ser vi ces are del i vered f rom
17 f i re st at i ons st rat egi cal l y l ocat ed t hroughout
t he Ci t y. The Boi se Fi re Depar t ment s f i ref i ght ers
respond t o a vari et y of emergenci es i ncl udi ng
st ruct ure f i res, emergency medi cal responses,
wi l dl and f i res, mot or vehi cl e acci dent s,
di ve and swi f t wat er rescue, hazardous
mat eri al s, t echni cal rescue, and ai rcraf t rescue.
Al l Boi se f i ref i ght ers are st at e- cer t i f i ed
Emergency Medi cal Techni ci ans. The Depar t ment
has an Advanced Li f e Suppor t ( ALS) l i cense and
current l y has 8 engi ne compani es wi t h ALS
Engi nes. The Depar t ment i s commi t t ed t o
col l aborat i ng wi t h f i re and emergency ser vi ces
agenci es t hroughout t he val l ey t o maxi mi ze t he
saf et y of our resi dent s and reduce
proper t y l oss.
FI RE
Depar t ment Di rect or:
Chi ef Denni s Doan
FTEs
45.0%
283.25
43,009,192
of Publ i c Safety
Expendi tures
28.4
of Every
Tax Dol l ar
23.6%
of General Fund
Expendi tures
General Fund, General Empl oyees: 21. 25
General Fund, Fi ref i ght ers: 262. 00
61
62
FI RE
Goal s
ENSURE A SAFE, HEALTHY, LI VABLE
COMMUNI TY.
1. Meet t he ser vi ce needs of our communi t y
by pri ori t i zi ng t rai ni ng and most ef f ect i vel y
depl oyi ng our resources.
2. Provi de qual i t y, sust ai nabl e and cost
ef f i ci ent i nf rast ruct ure f or t he dynami c
needs of t he communi t y and depar t ment .
3. Ensure preparedness f or a l arge scal e
emergency.
RUN THE BUSI NESS EFFECTI VELY,
I NNOVATI VELY AND WI TH A CUSTOMER
FOCUS.
1. Become an accredi t ed f i re depar t ment .
2. Achi eve a sust ai nabl e l abor agreement wi t h
t he Uni on i ncl udi ng t he management of t he
depl oyment of f i xed and mobi l e asset s.
3. Meet t he f l eet , hi ri ng and recrui t i ng,
t echnol ogy and f aci l i t i es mai nt enance needs
of t he Depar t ment .
4. Ensure t he Depar t ment ' s ser vi ce del i ver y
model i s adequat el y meet i ng our i nt er nal
and ext er nal cust omer needs.
DEVELOP ORGANI ZATI ONAL CAPACI TY
THROUGH ATTRACTI NG AND RETAI NI NG THE
BEST PEOPLE, I NTEGRATI NG I NFORMATI ON
MANAGEMENT AND FOSTERI NG LEARNI NG.
1. Recrui t , devel op and ret ai n t he hi ghest
qual i t y t eam members t o achi eve t he
depar t ment ' s st andards of excel l ence by
creat i ng an envi ronment t hat f ost ers growt h
and devel opment and al i gns wi t h
depar t ment al val ues.
2. Promot e t he physi cal f i t ness, heal t h and
wel l ness of t he f i ref i ght ers, managers and
ci vi l i ans of t he Fi re Depar t ment .
3. Pl an f or f ut ure l eadershi p successi on.
MANAGE FI NANCI AL AND I NFORMATI ON
RESOURCES.
1. Work wi t h our i nt er nal and ext er nal
par t ners, provi de t he t echnol ogi cal
i nf rast ruct ure t o enhance t he Depar t ment s
abi l i t y t o ef f i ci ent l y col l ect dat a, ef f ect i vel y
del i ver t rai ni ng, and suppor t t he
Depar t ment s mi ssi on.
2. Devel op, ref i ne and opt i mi ze t he f i nanci al
and admi ni st rat i ve suppor t syst ems and
pract i ces t o provi de maxi mum ef f ect i veness
and ef f i ci ency f or t he Depar t ment .
COMMUNI TY.
1. Meet t he ser vi ce needs of our communi t y
by pri ori t i zi ng t rai ni ng and most ef f ect i vel y
depl oyi ng our resources.
2. Provi de qual i t y, sust ai nabl e and cost
ef f i ci ent i nf rast ruct ure f or t he dynami c
needs of t he communi t y and depar t ment .
3. Ensure preparedness f or a l arge scal e
emergency.
FOCUS.
1. Become an accredi t ed f i re depar t ment .
2. Achi eve a sust ai nabl e l abor agreement wi t h
t he Uni on i ncl udi ng t he management of t he
depl oyment of f i xed and mobi l e asset s.
3. Meet t he f l eet , hi ri ng and recrui t i ng,
t echnol ogy and f aci l i t i es mai nt enance needs
of t he Depar t ment .
4. Ensure t he Depar t ment ' s ser vi ce del i ver y
model i s adequat el y meet i ng our i nt er nal
and ext er nal cust omer needs.
1. Recrui t , devel op and ret ai n t he hi ghest
qual i t y t eam members t o achi eve t he
depar t ment ' s st andards of excel l ence by
creat i ng an envi ronment t hat f ost ers growt h
and devel opment and al i gns wi t h
depar t ment al val ues.
2. Promot e t he physi cal f i t ness, heal t h and
wel l ness of t he f i ref i ght ers, managers and
ci vi l i ans of t he Fi re Depar t ment .
RESOURCES.
1. Work wi t h our i nt er nal and ext er nal
par t ners, provi de t he t echnol ogi cal
i nf rast ruct ure t o enhance t he Depar t ment s
abi l i t y t o ef f i ci ent l y col l ect dat a, ef f ect i vel y
del i ver t rai ni ng, and suppor t t he
Depar t ment s mi ssi on.
2. Devel op, ref i ne and opt i mi ze t he f i nanci al
and admi ni st rat i ve suppor t syst ems and
pract i ces t o provi de maxi mum ef f ect i veness
and ef f i ci ency f or t he Depar t ment .
63
Budget Hi ghl i ghts
Boi se Fi re has experi enced a 20% i ncrease i n
cal l s f or ser vi ce over t he past f our years.
The current st af f i ng and apparat us
depl oyment model has al l owed t he
Depar t ment t o mai nt ai n an average response
t ravel t i me of 4 mi nut es and 48 seconds over
t hi s same peri od of t i me. 97% of al l f i res i n
2012 were cont ai ned t o t he st ruct ure of
ori gi n, and 69% were cont ai ned t o t he room
of ori gi n. Boi ses Fi re I nvest i gat ors were
abl e t o det er mi ne a cause of 77% of al l f i res.
Boi se Fi re ser vi ces recei ved an 88% ci t i zen
sat i sf act i on rat i ng i n 2010, an i ncrease of
4% over 2005 and t he hi ghest sat i sf act i on
rat i ng of al l Boi se ser vi ces.
The Depar t ment i s commi t t ed t o meet i ng t he
ser vi ce needs of t he communi t y by
pri ori t i zi ng t rai ni ng and most ef f ect i vel y
depl oyi ng i t s resources. Speci f i cal l y, t he
Depar t ment i s col l aborat i ng wi t h emergency
ser vi ces agenci es t hroughout Ada Count y t o
i mpl ement a Joi nt Powers Agreement f or t he
provi si on of emergency medi cal ser vi ces.
Thi s par t nershi p wi l l f ocus on creat i ng
operat i ng ef f i ci enci es; st andardi zi ng
t rai ni ng, l evel s of ser vi ce and operat i ng
procedures; st af f i ng, equi ppi ng and l ocat i ng
addi t i onal Advanced Li f e Suppor t ( ALS)
engi nes t o provi de f ast er medi cal response;
and depl oyi ng f i xed and mobi l e resources t o
best meet cust omer needs.
Reduci ng f i re ri sk i n t he wi l dl and- urban
i nt er f ace cont i nues t o be a t op pri ori t y f or
Boi se Fi re. Si x wi l df i re mi t i gat i on proj ect s
were f aci l i t at ed i n 2012, i ncl udi ng grazi ng
goat s al ong Quai l Ri dge and worki ng wi t h
resi dent s t o remove mat eri al s t hat woul d f uel
a wi l dl and f i re around t hei r homes. The
success of t hese ef f or t s was cl ear when t hese
nat ural f i re breaks hel ped si gni f i cant l y
cont ai n t he Mi l i t ar y Reser ve Fi re i n
Sept ember 2012.
The Depar t ment has devel oped a
comprehensi ve pl an t o gui de t he l ong t er m
repl acement , repai r and mai nt enance of i t s
capi t al f aci l i t i es and maj or equi pment . Par t
of t hi s i ni t i at i ve i s a f ocus on sust ai nabi l i t y.
I n Jul y 2012, Fi re St at i on #15 opened i n east
Boi se. Awarded a LEED Si l ver rat i ng f rom
t he U. S. Green Bui l di ngs Counci l f or
sust ai nabi l i t y, t hi s st at i on i s energy- ef f i ci ent ;
l andscaped wi t h nat i ve, Fi rewi se and
drought - resi st ant pl ant s; and desi gned t o
absorb al l wat er drai nage on si t e.
The Depar t ment wi l l be seeki ng accredi t at i on
f rom t he Commi ssi on on Fi re Accredi t at i on
I nt er nat i onal i n 2014 and 2015.
Accredi t at i on al l ows t he Depar t ment t o
cont i nue t o f ocus on best pract i ces i n
depl oyment and use of resources, whi l e
demonst rat i ng i t s capaci t y t o provi de
except i onal f i re suppressi on and prevent i on
ser vi ces.
Boi se Fi re has experi enced a 20% i ncrease i n
cal l s f or ser vi ce over t he past f our years.
The current st af f i ng and apparat us
depl oyment model has al l owed t he
Depar t ment t o mai nt ai n an average response
t ravel t i me of 4 mi nut es and 48 seconds over
t hi s same peri od of t i me. 97% of al l f i res i n
2012 were cont ai ned t o t he st ruct ure of
ori gi n, and 69% were cont ai ned t o t he room
of ori gi n. Boi ses Fi re I nvest i gat ors were
abl e t o det er mi ne a cause of 77% of al l f i res.
Boi se Fi re ser vi ces recei ved an 88% ci t i zen
sat i sf act i on rat i ng i n 2010, an i ncrease of
4% over 2005 and t he hi ghest sat i sf act i on
rat i ng of al l Boi se ser vi ces.
The Depar t ment i s commi t t ed t o meet i ng t he
ser vi ce needs of t he communi t y by
pri ori t i zi ng t rai ni ng and most ef f ect i vel y
depl oyi ng i t s resources. Speci f i cal l y, t he
Depar t ment i s col l aborat i ng wi t h emergency
ser vi ces agenci es t hroughout Ada Count y t o
i mpl ement a Joi nt Powers Agreement f or t he
provi si on of emergency medi cal ser vi ces.
Thi s par t nershi p wi l l f ocus on creat i ng
operat i ng ef f i ci enci es; st andardi zi ng
t rai ni ng, l evel s of ser vi ce and operat i ng
procedures; st af f i ng, equi ppi ng and l ocat i ng
addi t i onal Advanced Li f e Suppor t ( ALS)
engi nes t o provi de f ast er medi cal response;
and depl oyi ng f i xed and mobi l e resources t o
best meet cust omer needs.
Reduci ng f i re ri sk i n t he wi l dl and- urban
i nt er f ace cont i nues t o be a t op pri ori t y f or
Boi se Fi re. Si x wi l df i re mi t i gat i on proj ect s
were f aci l i t at ed i n 2012, i ncl udi ng grazi ng
goat s al ong Quai l Ri dge and worki ng wi t h
resi dent s t o remove mat eri al s t hat woul d f uel
a wi l dl and f i re around t hei r homes. The
success of t hese ef f or t s was cl ear when t hese
nat ural f i re breaks hel ped si gni f i cant l y
cont ai n t he Mi l i t ar y Reser ve Fi re i n
Sept ember 2012.
The Depar t ment has devel oped a
comprehensi ve pl an t o gui de t he l ong t er m
repl acement , repai r and mai nt enance of i t s
capi t al f aci l i t i es and maj or equi pment . Par t
of t hi s i ni t i at i ve i s a f ocus on sust ai nabi l i t y.
I n Jul y 2012, Fi re St at i on #15 opened i n east
Boi se. Awarded a LEED Si l ver rat i ng f rom
t he U. S. Green Bui l di ngs Counci l f or
sust ai nabi l i t y, t hi s st at i on i s energy- ef f i ci ent ;
l andscaped wi t h nat i ve, Fi rewi se and
drought - resi st ant pl ant s; and desi gned t o
absorb al l wat er drai nage on si t e.
The Depar t ment wi l l be seeki ng accredi t at i on
f rom t he Commi ssi on on Fi re Accredi t at i on
I nt er nat i onal i n 2014 and 2015.
Accredi t at i on al l ows t he Depar t ment t o
cont i nue t o f ocus on best pract i ces i n
depl oyment and use of resources, whi l e
demonst rat i ng i t s capaci t y t o provi de
except i onal f i re suppressi on and prevent i on
ser vi ces.
63
64
2010 2011 2012
I nci dent s/Cal l s for Ser vi ce 18,051 18,852 19,334
Fi re 647 540 685
Overpressure/Rupt ure/Expl osi on 35 30 34
EMS and Rescue 12,113 12,556 12,473
Hazardous Condi t i ons 398 332 335
Ser vi ce Cal l s 1,217 1,691 1,938
Good I nt ent Cal l s 2,138 2,294 2,372
Fal se Al arms 1,472 1,382 1,446
Severe Weat her/Di sast ers 7 9 7
Ot her Speci al I nci dent s 24 18 24
Fi re I nspect i ons Conduct ed per Year 4,300 3,800 5,100
Ser vi ce Dri vers
FI RE
Performance Measures
TARGET 2010 2011 2012
Depart ment Response Ti me (at l east 90% of t he t i me)
Depart ment Turnout Ti me
- Fi re 1 mi n. 20 sec. 2:00 1:56 1:52
- EMS 60 sec. 1:52 1:50 1:41
Depart ment Travel Ti me 4 mi n. 4:43 4:41 4:54
Resi dent i al St ruct ure Fi re Cont ai nment
Percent of t i me fi re cont ai ned t o room of ori gi n 75% N/A N/A 69%
Percent of t i me fi re cont ai ned t o st ruct ure of ori gi n 100% N/A N/A 97%
Fal se Al arms as a Percent age of Tot al I nci dent s 7% 8.2% 7.3% 7.5%
Percent of Fi res Where Cause Was Det ermi ned 80% 72.7% 76.1% 76.8%
64
65 Ci t y Of Boi s e Bi enni al Budget FY2014- 2015
Fi re
Admi ni strati on
Fi re
Operati ons
Trai ni ng
&
Safety
Logi sti cs
Fi re
Preventi on
Mi ssi on Statement
The Fi re Depar t ment s mi ssi on i s t o empower i t s t eam members wi t h a posi t i ve, engagi ng and prof essi onal l y
chal l engi ng envi ronment , and provi de t hem wi t h t he st andards, i nf rast ruct ure and t rai ni ng needed f or superi or
ser vi ce t o our communi t y. We bel i eve:
l n| ogri | y roqui ros ol i gnmon| ol our | hough| s, words ond oc| i ons so poopl o wi l l l i nd us opproochobl o
and t rust wor t hy;
S| owordshi p ol | ho communi | ys sol o| y, | rus| ond our prol ossi onol hori | ogo i s poromoun|
t o our success; and
l n consi s| on| l y | roo| i ng poopl o rospoc| l ul l y, honos| l y ond l oi rl y.
65
66
Fire Department
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues 8,017,282 8,064,551 7,788,449 8,396,035 8,201,134
Total Resources 8,017,282 43,073,029 41,152,371 42,974,192 43,773,030
Expenses
Personnel 35,998,901 36,994,529 36,316,493 38,194,327 38,979,326
Maintenance & Operations 4,266,558 4,352,178 4,636,086 4,304,865 4,426,364
Major Equipment 295,606 650,086
Other Expenses 42,638 (0)
Capital Projects 1,870,404 1,991,258 920,000 510,000 500,000
Total Expenses 42,474,106 43,988,050 41,872,579 43,009,192 43,905,691
Surplus / (Use of Fund Balance) (34,456,825) (915,021) (720,208) (35,000) (132,661)
FI RE
Resources by Fund
General 7,661,812 42,625,471 40,952,579 42,499,192 43,298,030
Capital
Impact Fees 276,417 447,558 199,792 475,000 475,000
Total Expense 7,938,229 43,073,029 41,152,371 42,974,192 43,773,030
Expenses by Fund
General 40,561,065 41,996,792 40,952,579 42,499,192 43,405,690
Capital 1,860,613 1,161,435 920,000 510,000 500,000
Impact Fees 52,428 829,823
Total Expense 42,474,106 43,988,050 41,872,579 43,009,192 43,905,691
*
*The numbers above include all funds and the decit is due to the combination of anticipated Impact
Fee Fund revenue and planned Capital Fund expense.
The decrease in Maintenance and Operating and Other expense in FY 2014 is the result of changing
the responsibility for re station repairs and maintenance from the Fire Department to the Public Works
Department. This did not result in a change in FTEs.
66
67
PUBLI C
SAFETY
General Fund
Fire Department
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 7,661,812 42,625,471 40,952,579 42,499,192 43,298,030
Expenses
Personnel 35,998,901 36,994,529 36,316,493 38,194,327 38,979,326
Other Expenses
Total Expenses 40,561,065 41,996,792 40,952,579 42,499,192 43,405,690
Net (32,899,253) 628,679 (0) (0) (107,660)
Administration 3,931,285 4,432,596 4,768,643 5,966,737 6,234,110
Fire Operations 32,453,280 33,751,639 32,154,453 32,881,430 33,473,606
Fire Prevention 1,235,328 1,323,096 1,262,224 1,318,864 1,339,904
Logistics 1,617,418 1,328,946 1,449,117 1,015,971 1,031,965
Training and Safety 1,323,754 1,160,516 1,318,142 1,316,190 1,326,106
Total Expenses 40,561,065 41,996,792 40,952,579 42,499,192 43,405,690
68
FI RE
General Fund
Fire Department
Administration Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 5,143,486 40,100,887 38,566,205 39,696,682 40,796,671
Expenses
Personnel 1,480,447 1,481,891 2,304,911 3,408,959 3,585,894
Other Expenses
Total Expenses 3,931,285 4,432,596 4,768,643 5,966,737 6,234,110
The Administration Division includes the Chiefs Ofce, which provides leadership and direction for the
Department. Administration works closely with the Mayor/City Council and the Executive Management
Team to carry out the Citys strategic plan. It manages budget development and scal control,
business planning and execution, contracts, labor-management relations and policy development and
compliance.
The consolidated Police/Fire Finance and Administration Division provides a variety of administrative
support functions for the Fire Department, including Finance, Budget, Grant Management, Contracts,
Accounting and Supply Management. Strategic planning, performance management, and project
management functions are provided by this division as well.
69
PUBLI C
SAFETY
General Fund
Fire Department
Fire Operations Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 2,118,887 2,282,330 2,227,295 2,249,274 2,305,520
Expenses
Personnel 31,415,987 32,514,697 30,935,230 31,935,034 32,509,520
Maintenance & Operations 1,037,293 1,072,832 1,219,223 946,396 964,086
Major Equipment 164,110
Other Expenses
Total Expenses 32,453,280 33,751,639 32,154,453 32,881,430 33,473,606
The Fire Operations Divisions budget includes Operations, Specialty Teams, and Emergency Medical
Services. These divisions provide re and rescue response to more than 19,000 calls for service
annually. The Operations Section directs the Departments participation in the Citys All-Hazard
Incident Management Type 3 Team which prepares to ensure the communitys safety in the event of
a major disaster. The Section develops and implements deployment strategies through the continual
management of its Standard of Cover, which includes a risk assessment, critical task analysis, agency
service level objectives, and distribution and concentration measures.
Operations oversees all re suppression activities and responses to 911 calls for service including
structure res, high-rise building res, wildland res and motor vehicle accidents. Staffed by 245
reghters at 17 re stations, the Operations Division runs 15 engine companies staffed with three
reghters each, 3 truck companies staffed with four reghters each, 3 ARFF vehicles staffed by one
reghter each, and 2 to 3 Battalion Chiefs per shift.
Specialty Teams manages the training and deployment of four special teams - Hazardous Materials,
Technical Rescue, Dive Rescue, and Aircraft Rescue and Fireghting. Members of these teams also
serve as reghters in one of the Citys 17 stations.
Emergency Medical Services plans, directs and reviews the Emergency Medical Services program
of the Boise Fire Department, including all training and certication for EMT, Advanced EMT and
Paramedic employees in accordance with national, state and local standards. The Boise Fire
Department staffs 8 Advanced Life Support (ALS) engine companies ensuring patients receive the
fastest medical care possible in the event of an emergency.
70
FI RE
General Fund
Fire Department
Fire Prevention Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 178,733 217,711 116,798 176,309 180,883
Expenses
Personnel 1,164,841 1,245,511 1,187,478 1,250,162 1,272,930
Other Expenses
Total Expenses 1,235,328 1,323,096 1,262,224 1,318,864 1,339,904
The Fire Prevention Division conducts plan review, code enforcement, re safety education and re
investigations. The unit also investigates all res to determine origin and cause, keeps detailed records
to identify common occurrences and contributes to the prosecution of those who commit arson. Fire
safety programs include Fire Safe House, J uvenile Fire Setters, Fire Prevention Week visits to all
elementary schools, and Wildland-Urban Interface re safety. Each of these activities contributes to
the proactive protection of the community by reducing the risk of loss of life, injury, or damage to
property resulting from re.
71
PUBLI C
SAFETY
General Fund
Fire Department
Logistics Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 188,011 2,693 10,958 2,585 2,656
Expenses
Personnel 843,456 815,203 799,034 492,191 495,147
Major Equipment
Other Expenses
Total Expenses 1,617,418 1,328,946 1,449,117 1,015,971 1,031,965
The Logistics Division oversees the acquisition, management and maintenance of the Departments
17 stations and ancillary facilities, and all apparatus, vehicles and equipment. The Departments eet
and self-contained breathing apparatus (SCBAs) are maintained within the Logistics Division. This
Division also manages the Citys Opticom system, and all hydrant maintenance and mapping. The
FY14-15 budget reects a transfer of the costs of maintaining all re stations from the Fire Department
to the Citys Government Buildings Division within the Public Works Department, and the transfer of
the budget for some Logistics Division personnel to the Operations and Finance & Administration
Divisions.
72
FI RE
General Fund
Fire Department
Training and Safety Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 32,695 21,849 31,323 12,151 12,300
Expenses
Personnel 1,094,170 937,227 1,089,840 1,107,981 1,115,836
Other Expenses
Total Expenses 1,323,754 1,160,516 1,318,142 1,316,190 1,326,106
The Training and Safety Division ensures reghters are properly trained to respond to all emergency
requests in the safest and most effective manner possible. The Division trains Department personnel in
reghting skills from their recruit academy through each certication and promotion. In collaboration
with the Citys Human Resources and Risk Management ofces, the Division manages programs
to promote the safety and wellness of its members, and assists in the coordination and delivery of
emergency response training to other City departments.
73
PUBLI C
SAFETY
73
Impact Fees Fund
Fire Department
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 276,417 447,558 199,792 475,000 475,000
Expenses
Maintenance & Operations
Capital Projects 52,428 829,823
Total Expenses 52,428 829,823

75
he Boi se Pol i ce Depar t ment ' s ( BPD)
st rat egi c pl an ref l ect s a cont i nued
commi t ment t o ensuri ng t he saf et y of t he
communi t y by provi di ng proact i ve pol i ce
ser vi ces. The Depar t ment ' s speci f i c f ocus i s
on i mprovi ng t he l i vabi l i t y of t he ci t i zens of
Boi se by recrui t i ng and t rai ni ng hi ghl y qual i f i ed
i ndi vi dual s, and ser vi ng t he speci f i c needs of
t he communi t y t hrough nei ghborhood f ocused
ser vi ces, predi ct i ve pol i ce st rat egi es, and
st rat egi cal l y di rect ed ser vi ces. BPD i s commi t t ed
t o devel opi ng i nt egrat ed sol ut i ons t o address
i ssues t hat af f ect t he ci t i zens of Boi se.
POLI CE
Chi ef Mi chael Masterson
FTEs
397.40
47,222,270
49.0%
33.5
of Publ i c Safety
Expendi tures
of Every
Tax Dol l ar
Mi ssi on Statement
The mi ssi on of t he Boi se Pol i ce Depar t ment i s t o
"Prot ect , ser ve and l ead our communi t y t o a
saf er t omorrow. "
General Fund, General Empl oyees: 103. 40
General Fund, Swor n Of f i cers: 294. 00
26.0%
of General Fund
Expendi tures
75
76
POLI CE
Goal s
COMMUNI TY.
1. Moni t or cri me; cal l s f or ser vi ce; arrest ,
t raf f i c enf orcement and saf et y dat a and use
cri me reduct i on, di rect ed enf orcement
st rat egi es and probl em sol vi ng t o i ncrease
saf et y i n t he communi t y.
2. Lead t he devel opment of a coordi nat ed
communi t y response t o t he i ssue of sui ci de
prevent i on and a cont i nuum of care f or
t hose i n cri si s.
3. I mpl ement an I nt el l i gence- l ed Pol i ci ng
Program.
FOCUS.
1. Acqui re an el ect roni c ci t at i on syst em t o
al l ow f or paperl ess and i mmedi at e t ransf er
of ci t at i on dat a t o ot her cri mi nal j ust i ce
ent i t i es, i ncreasi ng i nt el l i gence- shari ng and
reduci ng t he amount of t i me t aken f or each
t raf f i c st op.
COMMUNI TY.
1. Moni t or cri me; cal l s f or ser vi ce; arrest ,
t raf f i c enf orcement and saf et y dat a and use
cri me reduct i on, di rect ed enf orcement
st rat egi es and probl em sol vi ng t o i ncrease
saf et y i n t he communi t y.
2. Lead t he devel opment of a coordi nat ed
communi t y response t o t he i ssue of sui ci de
prevent i on and a cont i nuum of care f or
t hose i n cri si s.
3. I mpl ement an I nt el l i gence- l ed Pol i ci ng
Program.
FOCUS.
1. Acqui re an el ect roni c ci t at i on syst em t o
al l ow f or paperl ess and i mmedi at e t ransf er
of ci t at i on dat a t o ot her cri mi nal j ust i ce
ent i t i es, i ncreasi ng i nt el l i gence- shari ng and
reduci ng t he amount of t i me t aken f or each
t raf f i c st op.
2010 2011 2012
UCR Part I Cri mes 6,258 6,019 6,071
UCR Part I I Group A Cri mes 7,326 7,375 6,932
UCR Part I I Group B Cri mes 6,597 5,944 5,501
Tot al Cal l s for Ser vi ce 166,293 164,924 161,066
Tot al Jai l Arrest s 5,728 5,247 5,009
Tot al Vehi cl e Acci dent s 3,302 3,198 3,345
Tot al Report s Wri t t en, Arrest s 33,452 31,515 30,407
and Ci t at i ons
Ser vi ce Dri vers
76
77
Si nce 2005, t he Ci t y has experi enced a 26%
decrease i n t he number of seri ous f el oni es,
whi ch i ncl ude murder, rape, robber y,
aggravat ed assaul t , burgl ar y, t hef t and
arson. Al l ot her cri mes decreased by
approxi mat el y 30% si nce 2005. Thi s
experi ence i s ref l ect ed i n t he f act t hat 76% of
Boi se resi dent s sur veyed i n 2010 i ndi cat ed
t hey were sat i sf i ed wi t h t he amount of cri me
i n Boi se, a 22% i ncrease i n sat i sf act i on f rom
2005. 81% of resi dent s i ndi cat ed t hey f eel
saf e i n t hei r nei ghborhoods, and 79% f eel
saf e when downt own. These f act ors st rongl y
cont ri but e t o t he Ci t ys vi si on of maki ng Boi se
t he most l i vabl e ci t y i n t he count r y.

Recent t rends i n cri me dat a cont i nue t o dri ve
t he pol i ci ng st rat egi es of t he Boi se Pol i ce
Depar t ment . Al t hough t hef t s cont i nue t o
decrease, t he i ncrease i n repor t ed rape,
aggravat ed assaul t s and burgl ari es bet ween
2011 and 2012 wi l l cont i nue t o be a pri ori t y
f or t he Depar t ment . Li kewi se, whi l e t he Ci t y
experi enced a si gni f i cant decrease i n
vandal i sm, and drug and weapons vi ol at i ons
bet ween 2011 and 2012, i ncreases i n f raud
and f orger y/count er f ei t i ng wi l l need t o be
moni t ored. Whi l e t he number of t raf f i c
acci dent s i n t he Ci t y has remai ned rel at i vel y
const ant , par t i cul arl y as t he number of
vehi cl e t ri ps cont i nues t o i ncrease, t he
Depar t ment wi l l cont i nue t o f ocus on
devel opi ng st rat egi es t o decrease t he number
of vehi cl e/bi cycl e and vehi cl e/pedest ri an
acci dent s. The Depar t ment s goal s and
obj ect i ves cl earl y out l i ne t he st eps Boi se
Pol i ce wi l l t ake t o address t hese t hreat s t o
communi t y saf et y.

The FY14- 15 budget ref l ect s f undi ng f or
i ni t i at i ves t o enhance communi t y pol i ci ng
programs t hrough col l aborat i ve par t nershi ps
and communi t y out reach. I n par t nershi p wi t h
t he Meri di an Pol i ce Depar t ment and t he
I daho Depar t ment of Heal t h & Wel f are, t he
Depar t ment wi l l devel op a col l aborat i ve
syst em of care f or t hose i n cri si s i n our
communi t y i n order t o reduce t he number of
cri mi nal of f enses among t hose wi t h ment al
heal t h needs. The Depar t ment wi l l cont ract
f or ment al heal t h coordi nat i on ser vi ces t o
educat e of f i cers t o recogni ze si gns of ment al
i l l ness, i nt er vene preempt i vel y where
possi bl e, and connect i ndi vi dual s wi t h
needed soci al ser vi ces as a f ol l ow- up t o any
pol i ce response or i nt eract i on. The Boi se
Pol i ce School Resource Of f i cers and t he Boi se
and Meri di an School Di st ri ct s wi l l cont i nue t o
devel op ways t o maxi mi ze school saf et y.
The Nei ghborhood Cont act Of f i cer Uni t wi l l
cont i nue t o work proact i vel y wi t h resi dent s
and communi t y groups t o sol ve nei ghborhood
probl ems, reduce al cohol - rel at ed deat hs
among t eens, and meet t he needs of a
growi ng ref ugee communi t y.

The Depar t ment wi l l cont i nue t o devel op i t s
I nt el l i gence- Led Pol i ci ng i ni t i at i ve t o i ncrease
i nf or mat i on shari ng t hroughout t he
Depar t ment and t he val l ey. Grant f unds are
bei ng sought t o obt ai n e- ci t at i on t echnol ogy
t o decrease t he amount of t i me of f i cers spend
wri t i ng t i cket s, f reei ng up t hi s t i me f or
proact i ve pol i ci ng act i vi t i es. The Depar t ment
has eval uat ed t he cost of provi di ng pol i ci ng
ser vi ces t o ot her ent i t i es and wi l l be worki ng
t o achi eve f ul l - cost recover y i n t hese
cont ract s, f ocusi ng t ax- suppor t ed revenues
on communi t y pol i ci ng pri ori t i es.

Previ ousl y negot i at ed i ncreases i n wages and
benef i t s f or swor n of f i cers have out paced t he
growt h i n Ci t y revenues. As a resul t , t he
FY14- 15 budget ref l ect s t he unf undi ng of 11
vacant swor n of f i cer posi t i ons. As t hi s
reduct i on i n t he number of swor n of f i cers wi l l
l i mi t t he Depar t ment s abi l i t y t o f ul l y
i mpl ement t he communi t y- ori ent ed pol i ci ng
i ni t i at i ves l i st ed above, t he Depar t ment i s
seeki ng f ederal grant f undi ng t o keep t hese
posi t i ons f i l l ed.
Si nce 2005, t he Ci t y has experi enced a 26%
decrease i n t he number of seri ous f el oni es,
whi ch i ncl ude murder, rape, robber y,
aggravat ed assaul t , burgl ar y, t hef t and
arson. Al l ot her cri mes decreased by
approxi mat el y 30% si nce 2005. Thi s
experi ence i s ref l ect ed i n t he f act t hat 76% of
Boi se resi dent s sur veyed i n 2010 i ndi cat ed
t hey were sat i sf i ed wi t h t he amount of cri me
i n Boi se, a 22% i ncrease i n sat i sf act i on f rom
2005. 81% of resi dent s i ndi cat ed t hey f eel
saf e i n t hei r nei ghborhoods, and 79% f eel
saf e when downt own. These f act ors st rongl y
cont ri but e t o t he Ci t ys vi si on of maki ng Boi se
t he most l i vabl e ci t y i n t he count r y.

Recent t rends i n cri me dat a cont i nue t o dri ve
t he pol i ci ng st rat egi es of t he Boi se Pol i ce
Depar t ment . Al t hough t hef t s cont i nue t o
decrease, t he i ncrease i n repor t ed rape,
aggravat ed assaul t s and burgl ari es bet ween
2011 and 2012 wi l l cont i nue t o be a pri ori t y
f or t he Depar t ment . Li kewi se, whi l e t he Ci t y
experi enced a si gni f i cant decrease i n
vandal i sm, and drug and weapons vi ol at i ons
bet ween 2011 and 2012, i ncreases i n f raud
and f orger y/count er f ei t i ng wi l l need t o be
moni t ored. Whi l e t he number of t raf f i c
acci dent s i n t he Ci t y has remai ned rel at i vel y
const ant , par t i cul arl y as t he number of
vehi cl e t ri ps cont i nues t o i ncrease, t he
Depar t ment wi l l cont i nue t o f ocus on
devel opi ng st rat egi es t o decrease t he number
of vehi cl e/bi cycl e and vehi cl e/pedest ri an
acci dent s. The Depar t ment s goal s and
obj ect i ves cl earl y out l i ne t he st eps Boi se
Pol i ce wi l l t ake t o address t hese t hreat s t o
communi t y saf et y.

The FY14- 15 budget ref l ect s f undi ng f or
i ni t i at i ves t o enhance communi t y pol i ci ng
programs t hrough col l aborat i ve par t nershi ps
and communi t y out reach. I n par t nershi p wi t h
t he Meri di an Pol i ce Depar t ment and t he
I daho Depar t ment of Heal t h & Wel f are, t he
Depar t ment wi l l devel op a col l aborat i ve
syst em of care f or t hose i n cri si s i n our
communi t y i n order t o reduce t he number of
cri mi nal of f enses among t hose wi t h ment al
heal t h needs. The Depar t ment wi l l cont ract
f or ment al heal t h coordi nat i on ser vi ces t o
educat e of f i cers t o recogni ze si gns of ment al
i l l ness, i nt er vene preempt i vel y where
possi bl e, and connect i ndi vi dual s wi t h
needed soci al ser vi ces as a f ol l ow- up t o any
pol i ce response or i nt eract i on. The Boi se
Pol i ce School Resource Of f i cers and t he Boi se
and Meri di an School Di st ri ct s wi l l cont i nue t o
devel op ways t o maxi mi ze school saf et y.
The Nei ghborhood Cont act Of f i cer Uni t wi l l
cont i nue t o work proact i vel y wi t h resi dent s
and communi t y groups t o sol ve nei ghborhood
probl ems, reduce al cohol - rel at ed deat hs
among t eens, and meet t he needs of a
growi ng ref ugee communi t y.

The Depar t ment wi l l cont i nue t o devel op i t s
I nt el l i gence- Led Pol i ci ng i ni t i at i ve t o i ncrease
i nf or mat i on shari ng t hroughout t he
Depar t ment and t he val l ey. Grant f unds are
bei ng sought t o obt ai n e- ci t at i on t echnol ogy
t o decrease t he amount of t i me of f i cers spend
wri t i ng t i cket s, f reei ng up t hi s t i me f or
proact i ve pol i ci ng act i vi t i es. The Depar t ment
has eval uat ed t he cost of provi di ng pol i ci ng
ser vi ces t o ot her ent i t i es and wi l l be worki ng
t o achi eve f ul l - cost recover y i n t hese
cont ract s, f ocusi ng t ax- suppor t ed revenues
on communi t y pol i ci ng pri ori t i es.

Previ ousl y negot i at ed i ncreases i n wages and
benef i t s f or swor n of f i cers have out paced t he
growt h i n Ci t y revenues. As a resul t , t he
FY14- 15 budget ref l ect s t he unf undi ng of 11
vacant swor n of f i cer posi t i ons. As t hi s
reduct i on i n t he number of swor n of f i cers wi l l
l i mi t t he Depar t ment s abi l i t y t o f ul l y
i mpl ement t he communi t y- ori ent ed pol i ci ng
i ni t i at i ves l i st ed above, t he Depar t ment i s
seeki ng f ederal grant f undi ng t o keep t hese
posi t i ons f i l l ed.
77
78
POLI CE
TARGET 2010 2011 2012
Resi dent i al /Commerci al Burgl ar y Cl earance Rat e 10% i ncrease 9.6% 6.1% 7.1%
over 2 years
Percent of al l Pat rol Of fi cers Trai ned on
Response t o Cal l s for Ser vi ces where Domest i c
Abuse i s I ndi cat edDepart ment Turnout Ti me 100% N/A N/A N/A
Number of Compl et ed Sui ci des 5% decrease 56 62 N/A
over 2 years
Number of Repeat Compl ai nt s about 15% decrease N/A N/A 125
Loud/Juveni l e Part i es over 2 years

Number of Vehi cl e/Bi cycl e and Vehi cl e/ 15% decrease 164 174 252
Pedest ri an Acci dent s over 2 years
Average Response Ti me from Di spat ch t o Mai nt ai n or
Arri val on Scene Decrease
- al l cal l s 8.3 mi nut es 8.24 8.04 8.31
- t op pri ori t y cal l s 3.50 mi nut es 3.57 3.37 3.50
Cost t o Provi de Pol i ce Ser vi ces per Capi t a $220 $223 $217 $228
Pol i ce
Chi ef s Offi ce
Operati ons
Bureau
I nformati on &
Pol i ce Ser vi ces
Bureau
78
PUBLI C
SAFETY
79
Police Department
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 6,714,381 48,064,019 45,499,904 47,112,270 48,269,535
Expenses
Personnel 37,281,981 38,306,866 36,506,521 39,317,239 39,933,671
Major Equipment 1,253,531 1,087,183
Other Expenses 478,578 256,913 150,000 136,213 136,213
Capital Projects 16,672 79,559 440,000 220,000 300,000
Total Expenses 46,611,734 47,282,094 45,886,720 47,222,270 47,974,686
Surplus / (Use of Fund Balance) (39,897,352) 781,925 (386,816) (110,000) 294,849
Resources by Fund
General 6,431,807 47,898,638 45,446,720 47,002,270 48,159,535
Capital 23,046 32,901
Impact Fees 259,529 132,480 53,184 110,000 110,000
Total Expense 6,714,381 48,064,019 45,499,904 47,112,270 48,269,535
Expenses by Fund
General 46,403,803 47,202,535 45,446,720 47,002,270 47,674,686
Capital 207,931 79,559 440,000 220,000 300,000
Impact Fees
Total Expense 46,611,734 47,282,094 45,886,720 47,222,270 47,974,686
*
*The numbers above include all funds and the decit is due to the combination of projected Impact Fee
Fund revenue and Capital Fund expenses.
POLI CE
80
General Fund
Police Department
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 6,431,807 47,898,638 45,446,720 47,002,270 48,159,535
Expenses
Personnel 37,281,981 38,306,866 36,506,521 39,317,239 39,933,671
Major Equipment 1,253,531 1,087,183
Other Expenses 287,320 256,913 150,000 136,213 136,213
Total Expenses 46,403,803 47,202,535 45,446,720 47,002,270 47,674,686
Net (39,971,996) 696,103 (0) (0) 484,849
Chief's Office 384,731 388,226
Info & Police Serv Bureau 10,562,801 12,844,256 12,010,815 11,367,432 11,463,246
Operations Bureau 35,841,002 34,358,279 33,435,905 35,250,107 35,823,215
Total Expenses 46,403,803 47,202,535 45,446,720 47,002,270 47,674,686
PUBLI C
SAFETY
81
General Fund
Police Department
Chief's Office Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues
Total Resources
Expenses
Personnel 375,261 378,729
Major Equipment
Other Expenses
The Chiefs Ofce Division provides the leadership and direction for the department. This Division
includes the Ofce of Internal Affairs which oversees the conduct of Police employees, as well as the
Communications/Public Information functions for the department.
POLI CE
82
General Fund
Police Department
Info & Police Serv Bureau Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues 1,446,062 1,550,108 1,420,381 473,906 473,906
Total Resources 1,446,062 42,747,387 40,183,858 41,381,674 42,493,841
Expenses
Personnel 4,568,579 4,898,993 4,128,477 4,853,126 4,881,789
Major Equipment 76,416 1,084,797
Other Expenses 173,114 171,283
Total Expenses 10,562,801 12,844,256 12,010,815 11,367,432 11,463,246
The Information & Police Support Services Bureau provides the Operations Bureau with the skills,
equipment, information and administrative support they need to safely and successfully meet the
Departments mission. The Bureau consists of the Professional Development and Standards
Subdivision, and the Police Support Subdivision.
The Professional Development and Standards Subdivision provides internal support to the Police
Departments 397.4 Full-Time Equivalents (FTEs) in the areas of personnel management, policy
development, strategic planning, department accreditation, grant development, research and analysis,
and training program development and management. As part of its training function, this subdivision
also issues and maintains rearms carried by police ofcers, and oversees the rearms training and
qualication programs.
The Police Support Subdivision is comprised of three separate units Records, Information Services,
and Crime Prevention. The Records Unit processes and manages police records, exports crime report
data to various criminal justice information systems and prepares case reports for the Prosecutors
Ofce. This unit also conducts all transcription and archiving for the Department, and manages
all public records requests. The Information Services Unit is devoted to researching, analyzing
and disseminating data which enables the Department to develop effective strategies and tactics
to address crime. The Crime Prevention Unit reaches out and supports the community to prevent
crime through the support of neighborhood watch programs, home security surveys, bike registration,
personal safety, Crime Stoppers, and business retail crime prevention. This subdivision also manages
abandoned vehicles and the departments Volunteer Program.
PUBLI C
SAFETY
83
General Fund
Police Department
Operations Bureau Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 4,985,745 5,151,252 5,262,862 5,620,596 5,665,694
Expenses
Personnel 32,713,403 33,407,873 32,378,044 34,088,852 34,673,154
Maintenance & Operations 1,836,280 862,389 907,861 1,025,042 1,013,848
Major Equipment 1,177,114 2,386
Other Expenses 114,206 85,630 150,000 136,213 136,213
Total Expenses 35,841,002 34,358,279 33,435,905 35,250,107 35,823,215
The Operations Bureau consists of three subdivisions: Patrol, Community Outreach, and Criminal
Investigations.
The Patrol Subdivision is the largest subdivision in the department, and provides the initial response to
any request for police services from the public. Patrol ofcers also proactively initiate the enforcement
of the City and State laws. The subdivision responds to approximately 166,000 calls for service per
year, 50% of which are public initiated, and 50% of which are ofcer-initiated. Police Patrol also
provides advanced evidence collection, grafti documentation and eld crime reporting services, takes
telephone crime reports, and provides community resource information to the public.
The Trafc Enforcement Unit within the Patrol Subdivision focuses on the enforcement of local trafc
laws, monitors reckless and aggressive driving behaviors and serves as the DUI enforcement team
targeting intoxicated drivers.
In addition, the Patrol Subdivision provides police services to the Boise Airport. The ofcers assigned to
the Airport have all the responsibilities of regular patrol ofcers as well as federally-mandated security
functions. This includes site security, assistance to screening procedures at security check points,
bomb sweeps of cargo and partnerships with several federal agencies.
The Community Outreach Subdivision supports the safety of the community through Neighborhood
Contact Ofcers (NCOs), School Resource Ofcers, (SROs), the Motors Unit, the Bike Patrol and the
Boise State University Police contract.
Neighborhood Contact Ofcers (NCOs) are assigned to geographic areas of the City, and work with
community residents and stakeholders to address long term issues related to safety and the quality
of life in Boise neighborhoods. The NCO program is both an enhancement to patrol and a proactive
connection to the community.
School Resource Ofcers (SROs) are present at each High School and J unior High in the City, and
POLI CE
84
Operations Bureau Description Continued ...
two additional SROs are assigned to investigate Health and Welfare referrals. Through education,
enforcement and by cooperative efforts with school staff, students, parents, the courts, and the
communities social service organizations, the SRO program assist the schools in providing a safe
school environment, holding juveniles responsible for their actions and preventing individual problems
from developing into patterns of delinquency. SROs also provide protection for children who are victims
of molestation or abuse, investigate cases involving juveniles, educate young people about the role of
laws and courts and develop positive relationships between juveniles and police ofcers.
The Motorcycle Unit proactively enhances the Departments trafc enforcement efforts by providing
drivers and bicycle safety education; directed patrols in neighborhoods and school zones; targeted
trafc enforcement of seat belt and aggressive driving laws, enforcement at high-accident locations,
inspection of commercial vehicles, and other activities to promote driver safety. The Unit also works
with special event organizers on route planning, road closures, etc., to ensure the safest possible
venue for participants, spectators and the general public.
The Bike Patrol team patrols the greenbelt, parks and the downtown core. They promote bicycle safety
in schools, and assist in the planning of special events such as concerts, festivals and other events
that occur in City parks.
The Boise State University Police Unit provides an ofcer on campus 24 hours per day, 7 days per
week and is responsible for the planning of police stafng for football game day operations in and
around Bronco stadium, as well as other special events on campus.
The Criminal Investigations Subdivision is comprised of several units working in conjunction to respond
to and conduct investigations into felony crimes; identify, apprehend and assist in the prosecution of
criminal violators; and provide support and referral services for crime victims, witnesses, and their
families.
Investigative units include violent crimes, sexual assault, domestic violence, crimes against
children, ICAC (Internet Crimes Against Children), fraud, burglary, arson and miscellaneous
property crimes.
The Victim/Witness unit provides counseling, advice and a court liaison for crime victims throughout
the legal process.
The Crime Lab conducts physical evidence examinations and responds to large scenes for on site
crime scene investigation needs. The Lab accesses some lab services from the State Crime Lab
as well.
The Gang/Criminal Intelligence unit tracks gang activity in the valley and works to provide targeted
enforcement of gang members.
The Narcotics unit provides targeted enforcement of major drug dealers and drug networks.
The Operations Bureau also oversees community security through specialized functions including the
Explosive Ordnance Disposal Unit, and the Special Operations Unit/Crisis Negotiations Unit.
PUBLI C
SAFETY
85
General Fund
Police & Fire Finance Admin Department
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
General Fund Contribution 898,833 905,728
Operating Revenues
Total Resources 898,833 905,728
Expenses
Personnel 898,833 905,728
Major Equipment
Other Expenses
The consolidated Police & Fire Finance Administration Department is a newly created department
that combines the administrative support functions for both Police and Fire Departments. While
the department is currently displayed within the Police Department, its expenditures are shared
proportionately with the Fire Department. The functions provided by the department include: Finance,
Budget, Grant Management, Contracts, Accounting, Purchasing/Supply and Fleet Management.
The Department acts as a liaison between ofcers and the City and County Prosecutors Ofces for
court appearance matters. Strategic planning, performance management, and project management
functions are provided by this department as well.
POLI CE
86
Impact Fees Fund
Police Department
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 259,529 132,480 53,184 110,000 110,000
Expenses
Capital Projects
Total Expenses

89
he Boi se Ci t y At t or ney' s Of f i ce ( CAO)
provi des l egal ser vi ces and advi ce t o t he
Mayor, Counci l and Ci t y Depar t ment s.
The of f i ce al so provi des cri mi nal l egal ser vi ces
t o t he Ci t y of Boi se and t o t he Meri di an Pol i ce
Depar t ment t hrough a prosecut i on cont ract
bet ween t he t wo ci t i es. The Of f i ce prosecut es
mi sdemeanors and i nf ract i ons t hat occur wi t hi n
Boi se or Meri di an. The of f i ce al so def ends and
i ni t i at es l awsui t s on behal f of t he Ci t y of Boi se.
The Ci t y At t or neys Of f i ce consi st s of 30
at t or neys and 21 suppor t st af f .
LEGAL
Cary B. Col ai anni
FTEs
49.75
4,734,870
5.0%
of Publ i c Safety
Expendi tures
3
of Every
Tax Dol l ar
Mi ssi on Statement
To provi de t he hi ghest qual i t y l egal ser vi ces
t o our cl i ent s and cust omers i n a t i mel y,
responsi ve, and et hi cal manner t hrough
superi or l egal t al ent operat i ng i n an open,
progressi ve, and bal anced envi ronment .
General Fund: 49. 75
2.6%
of General Fund
Expendi tures
89
90
LEGAL
Goal s
COMMUNI TY.
1. Revi ew st andardi zed proper t y t ransact i on
agreement s and f or mal i ze a st andard
checkl i st f or l egal i ssues rel at ed t o al l
manner of proper t y t ransact i ons. Provi de a
copy t o Mayor' s st af f .
2. Track t he number and t ype of code
enf orcement cases t hat come t o Legal f or
assi st ance/advi ce. Log t he number and t ype
of cases t hat resul t i n cri mi nal charges. Log
and repor t cour t resol ut i ons. On a quar t erl y
basi s provi de code enf orcement repor t s t o
t he Ci t y At t or ney f or del i ver y t o t he Mayor.
3. Cont i nue t o work on ordi nance proj ect s t hat
come t o Legal wi t h Mayors of f i ce approval .
When necessar y, research, draf t , and assi st
i n i mpl ement i ng new ordi nance schemes.
Provi de t rai ni ng t o Ci t y personnel when
requi red.
4. Revi ew Ci t y code mi sdemeanors t o
det er mi ne whi ch vi ol at i ons may be bet t er
i nf ract i ons and det er mi ne whi ch vi ol at i ons
may be ef f ect i vel y reconst i t ut ed as
"payabl e" of f enses. Bri ng t hose
recommendat i ons f or ward f or approval and
i mpl ement at i on.
DEVELOP ORGANI ZATI ONAL CAPACI TY.
1. Di rect Di vi si on Managers t o i dent i f y areas
of need i n t er ms of deepeni ng t he subj ect
mat t er exper t i se ( "bench") wi t hi n t he of f i ce.
Creat e a common worki ng document t o
di spl ay and t rack t he devel opment of t he
at t or neys on each di vi si on.
2. Cont i nue t o provi de t rai ni ng i nt er nal l y t o
l awyers and suppor t st af f . Log t rai ni ngs
and number of cont i nui ng educat i on credi t s
recei ved. Creat e a repor t f or del i ver y t o t he
Ci t y At t or ney and ul t i mat el y t he Mayor.
FOCUS.
1. Work wi t h Mayor' s st af f t o research
gover nance changes and compl et e
necessar y code work.
2. Ut i l i zi ng Legal research and advi ce
provi ded t o t he Mayor' s Of f i ce, craf t a
t rai ni ng f or del i ver y t o t he Execut i ve
Management Team ( EMT) and seni or
managers on At t or ney Cl i ent
Communi cat i on. Trai n EMT and
seni or managers.
3. Be i nvol ved i n t he communi t y by
vol unt eeri ng, speaki ng at conf erences,
CLE' s, and t o l ocal ser vi ce organi zat i ons.
Par t i ci pat e as abl e wi t h Fami l y Advocacy
Cent er and Educat i onal Ser vi ces ( FACES) ,
Concordi a School of Law on an
advi sor y/board member l evel . Cont i nue t o
bui l d rel at i onshi ps wi t h t he Uni versi t y of
I daho Col l ege of Law, Gonzaga School of
Law, and ot her l aw school s.
4. Work wi t h t he cour t s and ot her agenci es t o
creat e cri mi nal cour t cal endari ng
ef f i ci enci es.
5. Trai n Depar t ment publ i c records cust odi ans
ci t y- wi de. Cl ari f y Legal ' s dut i es and
responsi bi l i t i es as set f or t h i n I daho Code,
i . e. , t hat t he CAO i s charged sol ey wi t h t he
responsi bi l i t y f or provi di ng t he l egal revi ew
of publ i c records request s. Al so, t hat t he
CAO i s not responsi bl e f or act i ng as a
publ i c records request s broker, nor i s i t
charged wi t h draf t i ng publ i c record request
responses f or t he depar t ment s or ot her wi se
becomi ng t he f i nal dest i nat i on f or al l publ i c
records request s.
6. I nvest i gat e t he purchase or devel opment of
an ef f ect i ve subpoena sof t ware syst em.
I mpl ement t he program and process t o make
i t ef f i ci ent .
COMMUNI TY.
1. Revi ew st andardi zed proper t y t ransact i on
agreement s and f or mal i ze a st andard
checkl i st f or l egal i ssues rel at ed t o al l
manner of proper t y t ransact i ons. Provi de a
copy t o Mayor' s st af f .
2. Track t he number and t ype of code
enf orcement cases t hat come t o Legal f or
assi st ance/advi ce. Log t he number and t ype
of cases t hat resul t i n cri mi nal charges. Log
and repor t cour t resol ut i ons. On a quar t erl y
basi s provi de code enf orcement repor t s t o
t he Ci t y At t or ney f or del i ver y t o t he Mayor.
3. Cont i nue t o work on ordi nance proj ect s t hat
come t o Legal wi t h Mayors of f i ce approval .
When necessar y, research, draf t , and assi st
i n i mpl ement i ng new ordi nance schemes.
Provi de t rai ni ng t o Ci t y personnel when
requi red.
4. Revi ew Ci t y code mi sdemeanors t o
det er mi ne whi ch vi ol at i ons may be bet t er
i nf ract i ons and det er mi ne whi ch vi ol at i ons
may be ef f ect i vel y reconst i t ut ed as
"payabl e" of f enses. Bri ng t hose
recommendat i ons f or ward f or approval and
i mpl ement at i on.
DEVELOP ORGANI ZATI ONAL CAPACI TY.
1. Di rect Di vi si on Managers t o i dent i f y areas
of need i n t er ms of deepeni ng t he subj ect
mat t er exper t i se ( "bench") wi t hi n t he of f i ce.
Creat e a common worki ng document t o
di spl ay and t rack t he devel opment of t he
at t or neys on each di vi si on.
2. Cont i nue t o provi de t rai ni ng i nt er nal l y t o
l awyers and suppor t st af f . Log t rai ni ngs
and number of cont i nui ng educat i on credi t s
recei ved. Creat e a repor t f or del i ver y t o t he
Ci t y At t or ney and ul t i mat el y t he Mayor.
FOCUS.
1. Work wi t h Mayor' s st af f t o research
gover nance changes and compl et e
necessar y code work.
2. Ut i l i zi ng Legal research and advi ce
provi ded t o t he Mayor' s Of f i ce, craf t a
t rai ni ng f or del i ver y t o t he Execut i ve
Management Team ( EMT) and seni or
managers on At t or ney Cl i ent
Communi cat i on. Trai n EMT and
seni or managers.
3. Be i nvol ved i n t he communi t y by
vol unt eeri ng, speaki ng at conf erences,
CLE' s, and t o l ocal ser vi ce organi zat i ons.
Par t i ci pat e as abl e wi t h Fami l y Advocacy
Cent er and Educat i onal Ser vi ces ( FACES) ,
Concordi a School of Law on an
advi sor y/board member l evel . Cont i nue t o
bui l d rel at i onshi ps wi t h t he Uni versi t y of
I daho Col l ege of Law, Gonzaga School of
Law, and ot her l aw school s.
4. Work wi t h t he cour t s and ot her agenci es t o
creat e cri mi nal cour t cal endari ng
ef f i ci enci es.
5. Trai n Depar t ment publ i c records cust odi ans
ci t y- wi de. Cl ari f y Legal ' s dut i es and
responsi bi l i t i es as set f or t h i n I daho Code,
i . e. , t hat t he CAO i s charged sol ey wi t h t he
responsi bi l i t y f or provi di ng t he l egal revi ew
of publ i c records request s. Al so, t hat t he
CAO i s not responsi bl e f or act i ng as a
publ i c records request s broker, nor i s i t
charged wi t h draf t i ng publ i c record request
responses f or t he depar t ment s or ot her wi se
becomi ng t he f i nal dest i nat i on f or al l publ i c
records request s.
6. I nvest i gat e t he purchase or devel opment of
an ef f ect i ve subpoena sof t ware syst em.
I mpl ement t he program and process t o make
i t ef f i ci ent .
91
TARGET 2010 2011 2012
Ci vi l Li t i gat i on Cases 24 10 10
- Opened TBD N/A N/A 5
- Cl osed TBD N/A N/A 4
- Pendi ng TBD N/A N/A 1
Col l ect i ons-Amount Col l ect ed $32,112 $61,767 $94,978
- Opened TBD 70 86 138
- Cl osed TBD 34 29 38
- Pendi ng TBD 48 90 67
The Ci t y At t or neys Of f i ce ( CAO) has
successf ul l y i mpl ement ed an e- di scover y
modul e t o our case management syst em,
enabl i ng us t o del i ver pol i ce repor t s, vi deo,
audi o, and phot ographi c evi dence
el ect roni cal l y t o def ense counsel , savi ng
paper and promot i ng ef f i ci ency i n t he
process. Our next st ep t oward paperl ess
prosecut i on i s an e- subpoena syst em t hat wi l l
del i ver subpoenas t o t ri al wi t nesses
el ect roni cal l y. Al l of t hese i mprovement s have
hel ped us creat e ef f i ci enci es and more
ef f ect i vel y conduct our cri mi nal busi ness l i ne.
The i mprovement s are essent i al t o meet t he
processi ng demands of nearl y 27, 000
heari ngs handl ed by t he CAO annual l y,
i ncl udi ng speci al t y cour t s f or DUI and
domest i c vi ol ence cases. Al so, i nt er nal
t rai ni ng of at t or neys and st af f has per mi t t ed
t he CAO t o st ret ch t he t rai ni ng budget so t hat
we can cont i nue t o send at t or neys t o
speci al i zed t rai ni ng out of t he area. Fi nal l y,
t he Fami l y Advocacy Cent er & Educat i on
Ser vi ces ( FACES) grant t hat f unded a
par t - t i me vi ct i m wi t ness coordi nat or has
unf or t unat el y been cut by t he Count y due t o a
l oss of f ederal f unds. Commenci ng Januar y of
2014, t he CAO wi l l l ose t hat revenue and t he
personnel associ at ed wi t h provi di ng ser vi ces
t o cri me vi ct i ms.
The Ci t y At t or neys Of f i ce ( CAO) has
successf ul l y i mpl ement ed an e- di scover y
modul e t o our case management syst em,
enabl i ng us t o del i ver pol i ce repor t s, vi deo,
audi o, and phot ographi c evi dence
el ect roni cal l y t o def ense counsel , savi ng
paper and promot i ng ef f i ci ency i n t he
process. Our next st ep t oward paperl ess
prosecut i on i s an e- subpoena syst em t hat wi l l
del i ver subpoenas t o t ri al wi t nesses
el ect roni cal l y. Al l of t hese i mprovement s have
hel ped us creat e ef f i ci enci es and more
ef f ect i vel y conduct our cri mi nal busi ness l i ne.
The i mprovement s are essent i al t o meet t he
processi ng demands of nearl y 27, 000
heari ngs handl ed by t he CAO annual l y,
i ncl udi ng speci al t y cour t s f or DUI and
domest i c vi ol ence cases. Al so, i nt er nal
t rai ni ng of at t or neys and st af f has per mi t t ed
t he CAO t o st ret ch t he t rai ni ng budget so t hat
we can cont i nue t o send at t or neys t o
speci al i zed t rai ni ng out of t he area. Fi nal l y,
t he Fami l y Advocacy Cent er & Educat i on
Ser vi ces ( FACES) grant t hat f unded a
par t - t i me vi ct i m wi t ness coordi nat or has
unf or t unat el y been cut by t he Count y due t o a
l oss of f ederal f unds. Commenci ng Januar y of
2014, t he CAO wi l l l ose t hat revenue and t he
personnel associ at ed wi t h provi di ng ser vi ces
t o cri me vi ct i ms.
91
92
2010 2011 2012
Number of Heari ngs Per Year 25,702 26,924 26,658
Number of I ncomi ng Charges Per Year 24,801 23,385 24,018
Number of Di sposed Charges Per Year 22,979 23,570 23,122
Number of DUI Charges I ncomi ng Per Year 1,541 1,521 1,343
Number of Domest i c Vi ol ence Charges
I ncomi ng Per Year 1,000 948 927
Number of Cri mi nal Appeal s Per Year N/A 13 23
Code Enforcement I ssues Per Year 13 19 24

Ser vi ce Dri vers
LEGAL
Legal
Admi ni strati on Ci vi l Cri mi nal
92
PUBLI C
SAFETY
93
General Fund
Legal Department
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues 790,728 1,113,885 1,129,328 980,175 1,005,345
Total Resources 790,728 4,858,044 4,670,686 4,734,870 4,863,272
Expenses
Personnel 4,060,854 4,207,471 4,032,633 4,101,320 4,131,404
Other Expenses
Total Expenses 4,556,497 4,750,767 4,670,686 4,734,870 4,863,272
Net (3,765,769) 107,277 (0) 0 (0)
Administration 1,207,221 1,037,026 1,162,620 1,108,312 1,199,101
Civil Division 1,451,489 1,859,691 1,686,070 1,794,073 1,814,209
Criminal Division 1,897,787 1,854,050 1,821,996 1,832,485 1,849,962
Total Expenses 4,556,497 4,750,767 4,670,686 4,734,870 4,863,272
LEGAL
94
General Fund
Legal Department
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 400,782 4,126,187 4,042,464 4,352,272 4,471,127
Expenses
Personnel 727,700 508,556 547,910 514,502 518,188
Other Expenses
Total Expenses 1,207,221 1,037,026 1,162,620 1,108,312 1,199,101
The Administration Division of the City Attorneys Ofce is divided between the administrative unit
and the Division Managers. The administrative units functions include department budgeting,
strategic planning, quality assurance, technological support including case management operations,
procurement, timekeeping, hiring, retention, and supervision of administrative staff and front ofce
operations, in addition to criminal case processing support. The Division Managers supervise
the attorneys and legal staff assigned to their divisions in relation to the daily workloads, training,
performance evaluations, and legal assignments.
PUBLI C
SAFETY
95
General Fund
Legal Department
Civil Division Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
General Fund Contribution 35,401
Total Resources 93,434 190,050 106,907 69,780 70,798
Expenses
Personnel 1,444,469 1,848,078 1,677,359 1,780,863 1,794,142
Major Equipment
Other Expenses
Total Expenses 1,451,489 1,859,691 1,686,070 1,794,073 1,814,209
The City Attorneys Ofce provides civil legal advice and legal services on a wide range of legal issues
to the Mayor and City Council and other departments including the City Clerk, the Airport, the Library,
Human Resources, Public Works, Parks and Recreation, Planning and Zoning, the Boise Police
Department, and the Boise Fire Department. The Litigation and Land Use Divisions are specialty
divisions within Civil Legal Services.
LEGAL
96
General Fund
Legal Department
Criminal Division Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
General Fund Contribution 212,406
Total Resources 296,511 541,808 521,315 312,818 321,347
Expenses
Personnel 1,888,686 1,850,837 1,807,364 1,805,954 1,819,074
Major Equipment
Other Expenses
Total Expenses 1,897,787 1,854,050 1,821,996 1,832,485 1,849,962
Criminal Legal Services prosecutes misdemeanor crimes that have been investigated by the Boise
and Meridian Police Departments, including every stage of the prosecution from arraignment through
sentencing. The ofce also handles conict felony cases from time to time. The ofce manages an
average caseload of 24,000 active criminal charges a year. Screening attorneys review thousands
of reports each year to determine if charges should be led. Additionally, the prosecutors of the City
Attorneys Ofce average nearly 50 jury trials and hundreds of bench trials each year.

ARTS & HI STORY
LI BRARY
PARKS & RECREATI ON
ARTS & HI S
CULTURE &
RECREATI ON

99
2011
Actuals
2012
Actuals
2013
Adopted
2014
Proposed
$ %
% of
Total
General Fund Contribution 23,743,459 21,608,870 22,691,074 1,082,204 5% 58%
Charges for Services 6,109,204 6,675,943 6,080,010 6,493,285 413,275 6% 17%
Fines & Forfeiture 186,858 187,594 194,750 175,100 (19,650) 11% 0%
Grants & Donations 600,758 608,276 1,163,110 1,282,960 119,850 9% 3%
Licenses & Permits 19,415 7,595 15,150 8,300 (6,850) 83% 0%
Capital 1,842,518 1,322,708 742,904 3,590,571 2,847,667 79% 9%
Miscellaneous 6,193,618 4,966,991 632,523 683,815 51,292 8% 2%
Use of Fund Balance 25,265,124 (4,030,527) 3,543,601 4,099,689 556,088 14% 11%
Total Resources $40,217,495 $33,482,038 $33,980,918 $39,024,795 $5,043,877 13% 100%
Personnel 17,243,857 17,401,794 16,766,012 17,546,314 780,302 4% 45%
Maintenance & Operations 11,111,428 10,522,814 12,766,807 13,606,315 839,508 6% 35%
Miscellaneous 902,996 216,008 208,315 233,730 25,415 11% 1%
Major Equipment 965,808 535,939 0% 0%
Capital 9,993,406 4,805,481 4,239,784 7,638,436 3,398,652 44% 20%
Arts & History 681,700 836,473 863,020 824,623 (38,397) 5% 2%
Library 9,052,989 8,841,018 9,307,104 9,894,237 587,133 6% 25%
Parks & Recreation 30,482,806 23,804,547 23,810,793 28,305,935 4,495,141 16% 73%
General 29,434,603 28,504,732 28,555,808 30,120,929 1,565,121 5% 77%
Capital 9,237,915 3,336,877 4,239,784 5,658,436 1,418,652 25% 14%
Heritage 420,935 127,512 1,000,000 1,000,000 (0) 0% 3%
Foothills Levy 133 9,767 50,000 1,850,000 1,800,000 97% 5%
Impact Fees 1,076,624 1,425,437 180,000 180,000 100% 0%
LM Cunningham 13,388 18,371 20,430 20,430 0 0% 0%
Perpetual Care 33,898 59,342 114,896 195,000 80,104 41% 0%
Change from FY 2013
Arts & History
2%
Library
25%
Parks &
Recreation
73%
Total City
Budget
$487,380,766
Culture &
Recreation
$39,024,795
8%
CULTURE & RECREATION
AT A GLANCE
101
he Depar t ment of Ar t s & Hi st or y provi des
l eadershi p, advocacy, and suppor t f or ar t
and hi st or y i n order t o creat e, engage and
connect wi t h our communi t y. The Depar t ment
of f ers ser vi ces and f undi ng t o per f or mi ng and
vi sual ar t i st s, hi st ori ans, and l ocal cul t ural
organi zat i ons. We promot e cul t ural resources
t hat are vi si bl e, accessi bl e, rel evant , i ncl usi ve,
and di verse f or resi dent s and vi si t ors.
ARTS & HI STORY
Terri Schorzman
FTEs
General f und: 5
5.00
824,623
Mi ssi on Statement
The Depar t ment of Ar t s & Hi st or y cont ri but es t o
t he Ci t ys mi ssi on t o be t he most l i vabl e ci t y i n
t he count r y by enri chi ng t he vi t al i t y of
Boi se' s downt own, nei ghborhoods, and ci vi c
envi ronment s. Ar t s & Hi st or y suppor t s t he Ci t ys
vi si on t o f ost er an envi ronment where l ear ni ng,
t he ar t s, cul t ure, hi st or y and recreat i on t hri ve
and ser ves t o promot e a st rong and di verse
l ocal economy t o hel p f ost er a sense of pl ace
t hat at t ract resi dent s and vi si t ors al i ke. We
bel i eve t hat a uni que ci t y i s def i ned by t he
qual i t y of i t s ar t and t he ri chness
of i t s hi st or y.
2.0%
of Cul ture & Recreati on
Expendi tures
0.4%
of General Fund
Expendi tures
0.5
of Every
Tax Dol l ar
101
102
ARTS & HI STORY
Goal s
FOSTER AN ENVI RONMENT WHERE
LEARNI NG, THE ARTS, CULTURE, AND
RECREATI ON THRI VE
1. Take l eadershi p rol e i n desi gni ng and
i mpl ement i ng st rat egi es f or cel ebrat i ng t he
Ci t y' s Sesqui cent enni al BOI SE150 and
f or ar t i cul at i ng hi st ori c, cont emporar y and
f ut ure t hemes t hat resonat e wi t h resi dent s
and vi si t ors.
2. Have a st rong i nf rast ruct ure of programs
and pract i ces i n pl ace t o creat e a st rong
sense of pl ace f or Boi se, i n whi ch peopl e
want t o l i ve and busi nesses want t o l ocat e.
3. Est abl i sh rol e as an i nt er nal ser vi ce
provi der as Depar t ment s' par t ner f or ar t
and/or hi st or y col l ect i ons.
4. Through communi t y engagement , devel op
par t nershi ps t o ensure rel evancy,
accessi bi l i t y and i mpor t ance of ar t , hi st or y,
and cul t ure so t hat Boi se i s a pl ace where
peopl e want t o be.
5. Coordi nat e cross- depar t ment al Ci t y ef f or t s
and par t ner wi t h ot her agenci es,
educat i onal i nst i t ut i ons, and nonprof i t s t o
devel op l ear ni ng oppor t uni t i es f rom
preschool t hrough adul t hood t hat suppor t
our l i vabi l i t y and prosperi t y.
I NNOVATI VELY AND WI TH A
CUSTOMER FOCUS
1. Manage Ar t s & Hi st or y Commi ssi on,
commi t t ees, and vol unt eers i n t he most
ef f i ci ent and ef f ect i ve manner possi bl e.
2. Ensure t hat i nt er nal syst ems are f ul l y
f unct i oni ng, t i mel y, and rel evant .

RECREATI ON THRI VE
1. Take l eadershi p rol e i n desi gni ng and
i mpl ement i ng st rat egi es f or cel ebrat i ng t he
Ci t y' s Sesqui cent enni al BOI SE150 and
f or ar t i cul at i ng hi st ori c, cont emporar y and
f ut ure t hemes t hat resonat e wi t h resi dent s
and vi si t ors.
2. Have a st rong i nf rast ruct ure of programs
and pract i ces i n pl ace t o creat e a st rong
sense of pl ace f or Boi se, i n whi ch peopl e
want t o l i ve and busi nesses want t o l ocat e.
3. Est abl i sh rol e as an i nt er nal ser vi ce
provi der as Depar t ment s' par t ner f or ar t
and/or hi st or y col l ect i ons.
4. Through communi t y engagement , devel op
par t nershi ps t o ensure rel evancy,
accessi bi l i t y and i mpor t ance of ar t , hi st or y,
and cul t ure so t hat Boi se i s a pl ace where
peopl e want t o be.
5. Coordi nat e cross- depar t ment al Ci t y ef f or t s
and par t ner wi t h ot her agenci es,
educat i onal i nst i t ut i ons, and nonprof i t s t o
devel op l ear ni ng oppor t uni t i es f rom
preschool t hrough adul t hood t hat suppor t
our l i vabi l i t y and prosperi t y.
CUSTOMER FOCUS
1. Manage Ar t s & Hi st or y Commi ssi on,
commi t t ees, and vol unt eers i n t he most
ef f i ci ent and ef f ect i ve manner possi bl e.
2. Ensure t hat i nt er nal syst ems are f ul l y
f unct i oni ng, t i mel y, and rel evant .

103
TARGET 2010 2011 2012
Tot al Number of Publ i c Art Pi eces
Owned and Mai nt ai ned by t he Ci t y 200 180 200 202
Est i mat ed Number of Ci t i zens Part i ci pat i ng
i n or Exposed t o Art s & Hi st or y Program
and Publ i cat i ons 500,000 484700 500,000 550,000
Ar t s & Hi st or y cont i nues t o ser ve i t s mi ssi on,
goal s, obj ect i ves, and per f or mance
measures, whi ch l i nk cl osel y wi t h t he
f i nanci al pl an of t he Depar t ment . Among t he
successes: i n May 2013, t he Depar t ment of
Ar t s & Hi st or y was named one of t he Top 25
I nnovat i ons i n Gover nment f rom t he Ash
Cent er f or Democrat i c Gover nance and
I nnovat i on at t he John F. Kennedy School of
Gover nment at Har vard Uni versi t y. These
gover nment i ni t i at i ves represent t he
dedi cat ed ef f or t s of ci t y, st at e, f ederal , and
t ri bal gover nment s and address a host of
pol i cy i ssues i ncl udi ng cri me prevent i on,
economi c devel opment , envi ronment al and
communi t y revi t al i zat i on, empl oyment ,
educat i on, and heal t h care. The 25
i nnovat i ons were sel ect ed by a cohor t of
pol i cy exper t s, researchers, and
pract i t i oners. Thi s pl aces t he Depar t ment i n
t he runni ng f or a $100, 000 grant f rom
Har vard, whi ch wi l l be awarded t hi s f al l
( FY14) .
Our Goal 1 f or FY13 cont i nues i nt o FY14:
t he depar t ment wi l l l ead i mpl ement at i on f or
t he Ci t ys Sesqui cent enni al by meet i ng
wi t h Ci t y Depar t ment s and communi t y
st akehol ders, grant ees, and medi a;
i mpl ement i ng l egacy proj ect s ( publ i c ar t and
more) ; i mpl ement i ng communi t y- based
act i vi t i esi ncl udi ng t he ver y successf ul
Sesqui - Shop; and prepari ng summar y repor t s
and anal ysi s on t he resul t s of BOI SE 150.
Ar t s & Hi st or y cont i nues t o ser ve i t s mi ssi on,
goal s, obj ect i ves, and per f or mance
measures, whi ch l i nk cl osel y wi t h t he
f i nanci al pl an of t he Depar t ment . Among t he
successes: i n May 2013, t he Depar t ment of
Ar t s & Hi st or y was named one of t he Top 25
I nnovat i ons i n Gover nment f rom t he Ash
Cent er f or Democrat i c Gover nance and
I nnovat i on at t he John F. Kennedy School of
Gover nment at Har vard Uni versi t y. These
gover nment i ni t i at i ves represent t he
dedi cat ed ef f or t s of ci t y, st at e, f ederal , and
t ri bal gover nment s and address a host of
pol i cy i ssues i ncl udi ng cri me prevent i on,
economi c devel opment , envi ronment al and
communi t y revi t al i zat i on, empl oyment ,
educat i on, and heal t h care. The 25
i nnovat i ons were sel ect ed by a cohor t of
pol i cy exper t s, researchers, and
pract i t i oners. Thi s pl aces t he Depar t ment i n
t he runni ng f or a $100, 000 grant f rom
Har vard, whi ch wi l l be awarded t hi s f al l
( FY14) .
Our Goal 1 f or FY13 cont i nues i nt o FY14:
t he depar t ment wi l l l ead i mpl ement at i on f or
t he Ci t ys Sesqui cent enni al by meet i ng
wi t h Ci t y Depar t ment s and communi t y
st akehol ders, grant ees, and medi a;
i mpl ement i ng l egacy proj ect s ( publ i c ar t and
more) ; i mpl ement i ng communi t y- based
act i vi t i esi ncl udi ng t he ver y successf ul
Sesqui - Shop; and prepari ng summar y repor t s
and anal ysi s on t he resul t s of BOI SE 150.
Ci t y Of Boi s e Bi enni al Budget FY2014- 2015 103
104
Art &
Hi stor y
Admi ni strati on Publ i c Art
Cul tural
Programs
Hi stor y
ARTS & HI STORY
Arts and History Department
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 56,091 848,031 783,236 709,623 736,439
Expenses
Personnel 405,966 425,798 378,076 387,716 390,463
Major Equipment
Other Expenses 73
Total Expenses 681,700 836,473 863,020 824,623 851,439
Surplus / (Use of Fund Balance) (625,609) 11,558 (79,784) (115,000) (115,000)
Resources by Fund
General 56,091 848,031 783,236 709,623 736,439
Capital
Total Resources 56,091 848,031 783,236 709,623 736,439
Expenses by Fund
General 645,444 678,697 783,236 709,623 736,439
Capital 36,255 157,776 79,784 115,000 115,000
Total Expense 681,700 836,473 863,020 824,623 851,439
*
*The numbers above include all funds. The decit is due to the table including the Capital Fund
expenditures and not the Capital Fund revenues. The Capital Fund revenues are citywide and cannot
be displayed at the department level.
105
ARTS & HI STORY
General Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
General Fund Contribution 820,265 767,736 692,123 718,939
Total Resources 56,091 848,031 783,236 709,623 736,439
Expenses
Personnel 405,966 425,798 378,076 387,716 390,463
Major Equipment
Other Expenses 73
Total Expenses 645,444 678,697 783,236 709,623 736,439
Net (589,353) 169,334 (0) (0) (0)
Administration 276,484 305,678 413,885 535,123 538,939
Cultural Programs 172,132 146,531 153,811 79,250 102,250
History 14,837 16,883 14,000 24,000 24,000
Public Art 181,992 209,604 201,541 71,250 71,250
Total Expenses 645,444 678,697 783,236 709,623 736,439
106
General Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
General Fund Contribution 820,265 767,736 692,123 718,939
Total Resources 29,726 835,936 772,736 699,123 725,939
Expenses
Personnel 191,365 198,159 174,638 387,716 390,463
Major Equipment
Other Expenses 73
Total Expenses 276,484 305,678 413,885 535,123 538,939
The Administration Division supports the delivery of all programs and services to the community. This
includes the City Arts & History grant program, civic engagement efforts, communications, nancial
and personnel operations, and special projects.
Beginning in FY 2014, all personnel is relocated to the Administrative Division.
107
ARTS & HI STORY
General Fund
Cultural Programs Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 12,320 7,141 5,000 5,000 5,000
Expenses
Personnel 69,864 77,828 72,061
Major Equipment
Other Expenses
Total Expenses 172,132 146,531 153,811 79,250 102,250
The Cultural Programs Division advocates, promotes and supports cultural programs that serve
residents and visitors. Cultural Programs serves as a liaison to individuals and organizations, and
explores potential opportunities for engagement. Also, Cultural Programs supports our communication
strategies such as the e-newsletter and annual reports.
108
General Fund
History Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues 8,799 4,936 500 500 500
Total Resources 8,799 4,936 500 500 500
Expenses
Personnel 397
Major Equipment
Other Expenses
Total Expenses 14,837 16,883 14,000 24,000 24,000
The History Division preserves, promotes, educates, and celebrates Boise heritage; elevates
awareness and appreciation of historic cultural resources; recognizes and celebrates historic and
cultural resources; enables the public to participate in activities. This division makes recommendations
to City departments regarding history projects, programs and policies and ensures that history is a
component of Boise City projects.
109
ARTS & HI STORY
General Fund
Public Art Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues 5,246 18 5,000 5,000 5,000
Total Resources 5,246 18 5,000 5,000 5,000
Expenses
Personnel 144,340 149,811 131,377
Major Equipment
Other Expenses
Total Expenses 181,992 209,604 201,541 71,250 71,250
The main function of the Public Art Division is to develop public art project opportunities, facilitate artist
selection, implement and oversee projects, mediate between partners and promote the City's public
art through media and advocacy. Public Art programs include the implementation of the Percent for
Art ordinance, management of public art projects on contract, and education and maintenance of the
collection.
110

113
he Boi se Publ i c Li brar y i ncl udes f our
f aci l i t i es: a downt own l i brar y and t hree
nei ghborhood branch l i brari es. The Li brar y al so
provi des ser vi ces vi a an ext ensi ve l i brar y
websi t e. Ser vi ces avai l abl e t o t he ci t i zens of
Boi se i n addi t i on t o t radi t i onal book, peri odi cal ,
CD, and DVD l endi ng i ncl ude yout h and t een
programs, i nt er net comput er avai l abi l i t y and
comput er cl asses.
LI BRARY
Kevi n Booe
FTEs
109.63
8,973,131
Mi ssi on Statement
To assi st members of t he communi t y i n
educat i ng t hemsel ves and enhanci ng t hei r
personal , busi ness, and soci al wel l - bei ng
t hrough t he use of our l i brari es.
25.0%
Expendi tures
4.9%
of General Fund
Expendi tures
General f und: 109. 63
6.9
of Every
Tax Dol l ar
113
114
LI BRARY
Goal s
RECREATI ON THRI VE
1. Devel op a vi si on f or a new si gnat ure mai n
l i brar y i n downt own Boi se. Devel op f undi ng
opt i ons, bui l di ng program opt i ons, and
recommendat i ons.
2. I mprove and expand cust omer ser vi ce
del i ver y t hrough a wi der range of i nt er net
resources i ncl udi ng expanded use of soci al
medi a el ement s.
3. Research and devel op emergi ng l i brar y
t echnol ogi es t o bet t er meet cust omer needs
and expect at i ons.
FOCUS.
1. Reorgani ze l i brar y st af f and ser vi ces t o
bet t er respond t o changi ng cust omer t rends
and i ssues.
RECREATI ON THRI VE
1. Devel op a vi si on f or a new si gnat ure mai n
l i brar y i n downt own Boi se. Devel op f undi ng
opt i ons, bui l di ng program opt i ons, and
recommendat i ons.
2. I mprove and expand cust omer ser vi ce
del i ver y t hrough a wi der range of i nt er net
resources i ncl udi ng expanded use of soci al
medi a el ement s.
3. Research and devel op emergi ng l i brar y
t echnol ogi es t o bet t er meet cust omer needs
and expect at i ons.
FOCUS.
1. Reorgani ze l i brar y st af f and ser vi ces t o
bet t er respond t o changi ng cust omer t rends
and i ssues.
115
Budget
Duri ng t he past bi enni um, t he Li brar y syst em
cont i nued t o experi ence growt h i n cust omer
use and repor t ed i t s hi ghest cust omer vi si t
count and hi ghest program at t endance i n
Boi se Publ i c Li brar y hi st or y. The f i scal 2012
st at i st i cs ref l ect t hi s growt h: t he Li brar y
ci rcul at ed 2. 3 mi l l i on i t ems, generat ed 1. 45
mi l l i on cust omer vi si t s, and recorded a
record 125, 000 regi st ered borrowers. The
Li brar y el i mi nat ed bookmobi l e ser vi ce at t he
begi nni ng of FY13 as a cost cont ai nment
measure, but i ncreased f undi ng f rom exi st i ng
resources f or Li brar y mat eri al s by 5% and
mai nt ai ned exi st i ng operat i ng hours f or al l
Li brar y l ocat i ons. The Li brar y cont i nues t o
add e- book t i t l es, a ver y popul ar ser vi ce t o
t he publ i c, whi ch experi enced a 155%
i ncrease i n ci rcul at i on duri ng FY12. Li brar y
operat i ons keepi ng pace wi t h cust omer
needs, educat i onal and medi a t rends and
t echnol ogy are an i nt egral par t t o t he Ci t y
real i zi ng i t s st rat egi c i ni t i at i ve t o f ost er an
envi ronment where l ear ni ng, t he ar t s, cul t ure,
and recreat i on t hri ve. The Li brar y wi l l
cont i nue t o f ocus on creat i ng f aci l i t i es t hat
provi de f l exi bi l i t y, readi ng spaces, program
spaces, and communi t y spaces wi t h a mi nor
Mai n Li brar y remodel and del i ver y of desi gn
and const ruct i on opt i ons t o repl ace or
renovat e t he Mai n Li brar y. The Li brar y wi l l
cont i nue f ocusi ng on di versi t y i n mat eri al s
sel ect i on by mai nt ai ni ng a dynami c pri nt
col l ect i on, enhanci ng t he e- book col l ect i on,
and addi ng a di gi t al musi c col l ect i on duri ng
t he next budget cycl e. Li brar y programmi ng
wi l l cont i nue t o be a maj or pri ori t y f or t he
Li brar y wi t h new programs of f ered t o t he
mul t i - cul t ural communi t y, Engl i sh Language
Lear ners, f ami l y l i t eracy, di gi t al l i t eracy and
nei ghborhood cel ebrat i ons. A f ocus on
i mprovi ng onl i ne ser vi ce t hat added
e- payment s, enhanced sel f - checkout ,
redesi gned web presence, and pl anned
mobi l e appl i cat i ons has i mproved t he
cust omer experi ence and wi l l cont i nue t o
evol ve duri ng t he next budget cycl e.
Duri ng t he past bi enni um, t he Li brar y syst em
cont i nued t o experi ence growt h i n cust omer
use and repor t ed i t s hi ghest cust omer vi si t
count and hi ghest program at t endance i n
Boi se Publ i c Li brar y hi st or y. The f i scal 2012
st at i st i cs ref l ect t hi s growt h: t he Li brar y
ci rcul at ed 2. 3 mi l l i on i t ems, generat ed 1. 45
mi l l i on cust omer vi si t s, and recorded a
record 125, 000 regi st ered borrowers. The
Li brar y el i mi nat ed bookmobi l e ser vi ce at t he
begi nni ng of FY13 as a cost cont ai nment
measure, but i ncreased f undi ng f rom exi st i ng
resources f or Li brar y mat eri al s by 5% and
mai nt ai ned exi st i ng operat i ng hours f or al l
Li brar y l ocat i ons. The Li brar y cont i nues t o
add e- book t i t l es, a ver y popul ar ser vi ce t o
t he publ i c, whi ch experi enced a 155%
i ncrease i n ci rcul at i on duri ng FY12. Li brar y
operat i ons keepi ng pace wi t h cust omer
needs, educat i onal and medi a t rends and
t echnol ogy are an i nt egral par t t o t he Ci t y
real i zi ng i t s st rat egi c i ni t i at i ve t o f ost er an
envi ronment where l ear ni ng, t he ar t s, cul t ure,
and recreat i on t hri ve. The Li brar y wi l l
cont i nue t o f ocus on creat i ng f aci l i t i es t hat
provi de f l exi bi l i t y, readi ng spaces, program
spaces, and communi t y spaces wi t h a mi nor
Mai n Li brar y remodel and del i ver y of desi gn
and const ruct i on opt i ons t o repl ace or
renovat e t he Mai n Li brar y. The Li brar y wi l l
cont i nue f ocusi ng on di versi t y i n mat eri al s
sel ect i on by mai nt ai ni ng a dynami c pri nt
col l ect i on, enhanci ng t he e- book col l ect i on,
and addi ng a di gi t al musi c col l ect i on duri ng
t he next budget cycl e. Li brar y programmi ng
wi l l cont i nue t o be a maj or pri ori t y f or t he
Li brar y wi t h new programs of f ered t o t he
mul t i - cul t ural communi t y, Engl i sh Language
Lear ners, f ami l y l i t eracy, di gi t al l i t eracy and
nei ghborhood cel ebrat i ons. A f ocus on
i mprovi ng onl i ne ser vi ce t hat added
e- payment s, enhanced sel f - checkout ,
redesi gned web presence, and pl anned
mobi l e appl i cat i ons has i mproved t he
cust omer experi ence and wi l l cont i nue t o
evol ve duri ng t he next budget cycl e.
116
TARGET 2010 2011 2012
Ci rcul at i on per Capi t a 15 11.28 11.3 11.15
Percent of Popul at i on wi t h Li brar y Cards 65% 45.5% 59% 60.60%
Cust omer Vi si t s per Capi t a 8 6.6 6.9 7
Program At t endance 70,000 65,581 69,262 69,650
LI BRARY
Li brar y
Admi ni strati on
Li brar y
Outreach
Mai n Li brar y
Ser vi ces
Nei ghborhood
Li brar y
Ser vi ces
Acqui si ti on &
Col l ecti ons
Devel opment
116
Library Department
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
General Fund Contribution 9,078,252 8,465,153 8,697,867
Operating Revenues 692,159 687,407 8,637,104 507,977 494,977
Total Resources 692,159 9,765,659 8,637,104 8,973,130 9,192,844
Expenses
Personnel 5,008,442 4,920,128 4,729,189 4,880,680 4,910,799
Other Expenses (0) (0) 50,000 50,000 50,000
Capital Projects 320,510 366,541 670,000 921,106 1,335,398
Total Expenses 9,052,989 8,841,018 9,307,104 9,894,237 10,528,242
Surplus / (Use of Fund Balance) (8,360,830) 924,641 (670,000) (921,106) (1,335,398)
Resources by Fund
General 8,732,474 8,474,477 8,637,104 8,973,131 9,192,844
Capital 66,992
Total Expense 8,799,466 8,474,477 8,637,104 8,973,131 9,192,844
Expenses by Fund
General 8,732,474 8,474,477 8,637,104 8,973,131 9,192,844
Capital 320,515 366,541 670,000 921,106 1,335,398
Total Expense 9,052,989 8,841,018 9,307,104 9,894,237 10,528,242
*
117
LI BRARY
General Fund
Library Department
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 625,167 9,765,659 8,637,104 8,973,130 9,192,844
Expenses
Personnel 5,008,442 4,920,128 4,729,189 4,880,680 4,910,799
Other Expenses 50,000 50,000 50,000
Total Expenses 8,732,474 8,474,477 8,637,104 8,973,131 9,192,844
Net (8,107,307) 1,291,183 (0) (0) (0)
Acquisitions & Collections Dev 1,405,908 1,493,888 1,449,483 1,804,775 1,823,179
Administration 1,968,870 1,808,143 2,005,359 1,776,995 1,821,142
Library Outreach 279,981 251,632 195,946 203,418 206,477
Main Library Services 3,290,106 3,037,947 3,021,294 3,113,114 3,213,997
Neighborhood Library Services 1,787,608 1,882,867 1,965,021 2,074,828 2,128,050
Total Expenses 8,732,474 8,474,477 8,637,104 8,973,131 9,192,844
118
General Fund
Library Department
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 445,549 9,582,825 8,450,054 8,616,254 8,850,868
Expenses
Personnel 723,890 605,635 684,922 480,243 483,725
Other Expenses 50,000 50,000 50,000
Total Expenses 1,968,870 1,808,143 2,005,359 1,776,995 1,821,142
The Administration Division provides Library administration, security, nancial, maintenance and
custodial services to the Boise Public Library. This division also provides Library consortium member
consultation and relations for an 11-member Library consortium.
119
LI BRARY
General Fund
Library Department
Acquisitions & Collections Dev Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 65,675 66,535 69,000 20,000 5,000
Expenses
Personnel 704,605 803,429 685,199 813,417 819,011
Maintenance & Operations 649,678 681,757 764,284 991,358 1,004,167
Other Expenses
Total Expenses 1,405,908 1,493,888 1,449,483 1,804,775 1,823,179
The Acquisitions and Collection Development Division is responsible for the selection of all Library
materials, collection assessments, acquiring new materials, cataloging, and processing of all
Library materials. Functions also include mending and binding of materials and maintenance of the
bibliographic database.
120
General Fund
Library Department
Main Library Services Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues 203,425 203,525
Expenses
Personnel 2,230,254 2,130,532 2,029,150 2,132,529 2,144,291
Maintenance & Operations 989,901 880,597 992,144 980,585 1,069,706
Other Expenses
Total Expenses 3,290,106 3,037,947 3,021,294 3,113,114 3,213,997
The Main Library Services Divison serves as the heart of the Citys library system, including programs
for all ages focused on literacy and informational topics relevant to a diverse and growing population,
reference and technology assistance, and access to information via electronic, print, document, and
digital resources. The Library also provides web access and expert staff to assist members of the
public with information retrieval.
Public services include reference and information services, collection access, public programming, and
borrower services. Service delivery ranges from face-to-face customer service, reference services via
email and telephone, childrens, teen, and adult programming, and space for community meetings and
gatherings.
121
LI BRARY
General Fund
Library Department
Neighborhood Library Services Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 105,662 108,981 109,050 78,451 78,451
Expenses
Personnel 1,115,239 1,161,976 1,171,078 1,277,482 1,285,700
Major Equipment
Other Expenses
Total Expenses 1,787,608 1,882,867 1,965,021 2,074,828 2,128,050
The Neighborhood Library Division includes the branch libraries. The Cole & Ustick, Collister, and
Hillcrest branch libraries offer the full spectrum of Library services found at the Main Library.
122
123
General Fund
Library Department
Library Outreach Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 8,281 7,318 9,000 55,000 55,000
Expenses
Personnel 234,454 218,555 158,839 177,008 178,072
Major Equipment
Other Expenses
Total Expenses 279,981 251,632 195,946 203,418 206,477
The Library Outreach Division includes providing popular reading and reference materials for Library
customers through the Homebound Services and delivery of materials through the Courier Service.

125
oi se Parks & Recreat i on mai nt ai ns
129 parks and f aci l i t i es, 81 acres of
ri ght s of way, 148 mi l es of t rai l s, Zoo Boi se,
I daho I ceWorl d, War m Spri ngs Gol f Course, 5
communi t y cent ers ( i ncl udi ng 3 school - based
communi t y cent ers) , an envi ronment al educat i on
cent er and 4, 200 acres of open space. The
Depar t ment provi des schedul i ng f or park venues
and t he Boi se Depot f or a vari et y of pri vat e and
communi t y event s. The Recreat i on di vi si on
provi des a wi de vari et y of recreat i onal spor t s,
yout h, f i t ness, educat i onal and soci al f aci l i t i es
and programs.
PARKS & RECREATI ON
Doug Hol l oway
FTEs
145.60
28,305,935
Mi ssi on Statement
Enhance Boi se' s qual i t y of l i f e by worki ng i n
par t nershi p wi t h t he communi t y t o f ost er and
suppor t ci t i zen wel l bei ng and communi t y
envi ronment s.
73.0%
10.9
of Every
Tax Dol l ar
Expendi tures
11.2%
of General Fund
Expendi tures
General f und: 145. 60
125
126
PARKS & RECREATI ON
Goal s
MANAGE FI NANCI AL AND TECHNOLOGY
RESOURCES.
1. Meet or exceed budget ed expect at i ons i n
t he depar t ment and wi t hi n each di vi si on.
RECREATI ON THRI VE.
1. Creat e and l ead oppor t uni t i es f or t he publ i c
t o par t ner wi t h t he depar t ment t o reduce
operat i ng cost s f or t he Ci t y.
2. Pl an and manage communi t y Recreat i on
Ser vi ces.
BE THE LEADER FOR SUSTAI NABLE
DEVELOPMENT AND RE-DEVELOPMENT.
1. I mpl ement a syst em t o revi ew ever y
recreat i on program/act i vi t y, park si t e/open
space, Zoo operat i ons and ri ght - of - way f or
oppor t uni t i es t o reduce st af f mai nt enance
and resources.
2. Pl an, desi gn, const ruct and operat e
communi t y park and recreat i on
oppor t uni t i es wi t h pri ori t y on exi st i ng
f aci l i t i es or current pl anned f aci l i t i es per
Capi t al I mprovement Pl an.
ENSURE A SAFE AND HEATHLY, LI VABLE
COMMUNI TY.
1. I mpl ement at l east t wo obj ect i ves f rom t he
Comprehensi ve Pl an f rom each t heme.
2. Compl et e t he Boi se Parks & Recreat i on
Comprehensi ve Pl an updat e.
MANAGEMENT AND FOSTER LEARNI NG.
1. Rest ruct ure t he depar t ment t o bet t er
ref l ect t he needs requi red t o mai nt ai n
exi st i ng asset s and creat e ef f i ci ent
busi ness f unct i ons.
CUSTOMER FOCUS.
1. I mpl ement a process t o revi ew al l mast er
pl ans t hat are out dat ed by more t han f i ve
years and engage nei ghborhoods t o updat e
ameni t i es.
2. I mpl ement a measureabl e depar t ment wi de
cust omer f eedback i nst rument
RESOURCES.
1. Meet or exceed budget ed expect at i ons i n
t he depar t ment and wi t hi n each di vi si on.
1. Creat e and l ead oppor t uni t i es f or t he publ i c
t o par t ner wi t h t he depar t ment t o reduce
operat i ng cost s f or t he Ci t y.
2. Pl an and manage communi t y Recreat i on
Ser vi ces.
BE THE LEADER FOR SUSTAI NABLE
1. I mpl ement a syst em t o revi ew ever y
recreat i on program/act i vi t y, park si t e/open
space, Zoo operat i ons and ri ght - of - way f or
oppor t uni t i es t o reduce st af f mai nt enance
and resources.
2. Pl an, desi gn, const ruct and operat e
communi t y park and recreat i on
oppor t uni t i es wi t h pri ori t y on exi st i ng
f aci l i t i es or current pl anned f aci l i t i es per
Capi t al I mprovement Pl an.
ENSURE A SAFE AND HEATHLY, LI VABLE
COMMUNI TY.
1. I mpl ement at l east t wo obj ect i ves f rom t he
Comprehensi ve Pl an f rom each t heme.
2. Compl et e t he Boi se Parks & Recreat i on
Comprehensi ve Pl an updat e.
MANAGEMENT AND FOSTER LEARNI NG.
1. Rest ruct ure t he depar t ment t o bet t er
ref l ect t he needs requi red t o mai nt ai n
exi st i ng asset s and creat e ef f i ci ent
busi ness f unct i ons.
CUSTOMER FOCUS.
1. I mpl ement a process t o revi ew al l mast er
pl ans t hat are out dat ed by more t han f i ve
years and engage nei ghborhoods t o updat e
ameni t i es.
2. I mpl ement a measureabl e depar t ment wi de
cust omer f eedback i nst rument
2010 2011 2012
Number of Tot al Yout h Ser ved 644,684 655,492 678,929
Number of Parks & Faci l i t i es 111 129 129
Mi l es of Trai l s 137 148 148
Acres of open space 3,428 3,428 3,582
Ser vi ce Dri vers
127
The Chi l d Nut ri t i on Program at t he
school - based communi t y cent ers has doubl ed
yout h vi si t s. The Operat i onal Use Agreement
wi t h t he Boi se School Di st ri ct has been
modi f i ed t o ref l ect t hei r i ncreased cost of t he
program. Par t l y f unded by a grant f rom t he
Nat i onal League of Ci t i es, t he Depar t ment
budget has been modi f i ed t o ref l ect t hi s
i ncreased cost .
Due t o changes i n t he l ease agreement wi t h
Boi se Ai rpor t , rent al cost s of t he Communi t y
Forest r y si t e wi l l i ncrease by $10, 000 year
over year t hi s bi enni um.
The vol unt eer program has been expanded by
addi ng one 40- hour, 8- mont h seasonal st af f
posi t i on. The posi t i on wi l l assi st wi t h
coordi nat i ng t he Park Ambassador, Bl oomi n
Boi se and Adopt a Park programs. Ori gi nal l y
f unded by use of year- end savi ngs, t he
$15, 000 cost has been bui l t i nt o Parks &
Recreat i on FY14/15 operat i onal budget .
Parks & Recreat i on was awarded a
$1, 000, 000 Transpor t at i on I mprovement
Program grant f or t he const ruct i on of t he
Boi se Ri ver Greenbel t Pat h on t he sout h si de
of t he ri ver f rom Ameri cana Bl vd t o Fai r vi ew
Avenue. The grant wi l l al l ow f or t he
const ruct i on of pat h connect i vi t y on t he sout h
si de of t he ri ver t hat i s current l y not
avai l abl e/accessi bl e. Const ruct i on i s
ant i ci pat ed t o occur i n ei t her FY15 or FY16.
Three new park si t es dedi cat ed i n 2013,
Mari anne Wi l l i ams, Comba, and Terr y Day,
wi l l be operat i onal i n 2014. The operat i ng
cost s wi l l be t ransf erred t o depar t ment
budget s f rom t he capi t al cont i ngency
account .
Resource st af f wi l l cont i nue t o i mpl ement
sust ai nabl e pract i ces i ncl udi ng but not
l i mi t ed t o: propane f uel ed l arger area
mowers and ut i l i t y vehi cl es; i nst al l at i on of 8
i n- ground t rash recept acl es at sel ect si t es
( reduce st af f t ravel , f uel and ai r qual i t y
i mpact s) ; experi ment wi t h use of Basel i ne
i n- ground soi l sensors t o reduce i rri gat i on
wat er and pump el ect ri ci t y use.
The i mpl ement at i on of a Mai nt enance
Management Syst em wi l l cont i nue t o i ncrease
st af f ef f i ci ency by bet t er t racki ng proj ect
l abor hours, cl ari f y asset i nvent or y, mat eri al
cost s, and st af f schedul i ng.
The reconveyance of over 700 cemet er y l ot s
at Pi oneer and Morri s Hi l l cemet eri es
represent s t he pot ent i al f or approxi mat el y
$1. 2 mi l l i on i n f ut ure revenues f or t he Ci t y.
The Treasure Val l ey Tree Canopy st udy
conduct ed by t he USDA/US Forest Ser vi ce
wi l l be compl et ed i n 2013. The st udy wi l l
del i neat e current canopy coverage i n t he
Boi se Great er Met ropol i t an Area and
est abl i sh goal s f or f ut ure canopy coverage.
The st udy wi l l i dent i f y al l pot ent i al si t es f or
publ i c and pri vat e t ree pl ant i ngs i n t he
Boi se area.
St af f wi l l cont i nue t o work wi t h t he Si mpl ot
f ami l y and Si mpl ot Foundat i on on t he desi gn
and devel opment of t he 55 acre Est her
Si mpl ot Park and t he next phase of t he
Ri ver Park.
The Chi l d Nut ri t i on Program at t he
school - based communi t y cent ers has doubl ed
yout h vi si t s. The Operat i onal Use Agreement
wi t h t he Boi se School Di st ri ct has been
modi f i ed t o ref l ect t hei r i ncreased cost of t he
program. Par t l y f unded by a grant f rom t he
Nat i onal League of Ci t i es, t he Depar t ment
budget has been modi f i ed t o ref l ect t hi s
i ncreased cost .
Due t o changes i n t he l ease agreement wi t h
Boi se Ai rpor t , rent al cost s of t he Communi t y
Forest r y si t e wi l l i ncrease by $10, 000 year
over year t hi s bi enni um.
The vol unt eer program has been expanded by
addi ng one 40- hour, 8- mont h seasonal st af f
posi t i on. The posi t i on wi l l assi st wi t h
coordi nat i ng t he Park Ambassador, Bl oomi n
Boi se and Adopt a Park programs. Ori gi nal l y
f unded by use of year- end savi ngs, t he
$15, 000 cost has been bui l t i nt o Parks &
Recreat i on FY14/15 operat i onal budget .
Parks & Recreat i on was awarded a
$1, 000, 000 Transpor t at i on I mprovement
Program grant f or t he const ruct i on of t he
Boi se Ri ver Greenbel t Pat h on t he sout h si de
of t he ri ver f rom Ameri cana Bl vd t o Fai r vi ew
Avenue. The grant wi l l al l ow f or t he
const ruct i on of pat h connect i vi t y on t he sout h
si de of t he ri ver t hat i s current l y not
avai l abl e/accessi bl e. Const ruct i on i s
ant i ci pat ed t o occur i n ei t her FY15 or FY16.
Three new park si t es dedi cat ed i n 2013,
Mari anne Wi l l i ams, Comba, and Terr y Day,
wi l l be operat i onal i n 2014. The operat i ng
cost s wi l l be t ransf erred t o depar t ment
budget s f rom t he capi t al cont i ngency
account .
Resource st af f wi l l cont i nue t o i mpl ement
sust ai nabl e pract i ces i ncl udi ng but not
l i mi t ed t o: propane f uel ed l arger area
mowers and ut i l i t y vehi cl es; i nst al l at i on of 8
i n- ground t rash recept acl es at sel ect si t es
( reduce st af f t ravel , f uel and ai r qual i t y
i mpact s) ; experi ment wi t h use of Basel i ne
i n- ground soi l sensors t o reduce i rri gat i on
wat er and pump el ect ri ci t y use.
The i mpl ement at i on of a Mai nt enance
Management Syst em wi l l cont i nue t o i ncrease
st af f ef f i ci ency by bet t er t racki ng proj ect
l abor hours, cl ari f y asset i nvent or y, mat eri al
cost s, and st af f schedul i ng.
The reconveyance of over 700 cemet er y l ot s
at Pi oneer and Morri s Hi l l cemet eri es
represent s t he pot ent i al f or approxi mat el y
$1. 2 mi l l i on i n f ut ure revenues f or t he Ci t y.
The Treasure Val l ey Tree Canopy st udy
conduct ed by t he USDA/US Forest Ser vi ce
wi l l be compl et ed i n 2013. The st udy wi l l
del i neat e current canopy coverage i n t he
Boi se Great er Met ropol i t an Area and
est abl i sh goal s f or f ut ure canopy coverage.
The st udy wi l l i dent i f y al l pot ent i al si t es f or
publ i c and pri vat e t ree pl ant i ngs i n t he
Boi se area.
St af f wi l l cont i nue t o work wi t h t he Si mpl ot
f ami l y and Si mpl ot Foundat i on on t he desi gn
and devel opment of t he 55 acre Est her
Si mpl ot Park and t he next phase of t he
Ri ver Park.
128
Target 2010 2011 2012
I ncrease % of Vul nerabl e Yout h Ser ved 0.95% 0.33% 0.50% 0.65%
Number of Acres of Open Space Prot ect ed 12,000 8,254 10,355 10,505
Devel oped Park Acres per 1,000 Popul at i on 5.66 8.97 8.24 8.24
Acres of Open Space per 1,000 15.00 16.67 16.60 17.24
I ncrease Revenue Generat ed for
Wi l dl i fe Conser vat i on $1M by 2017 72,534 102,459 103,391
Reduct i on i n Annual Wat er Use i n Parks
and Ot her Mai nt ai ned Areas -5% by 2017 -12% -9% +12%
I ncrease Val ue of Vol unt eer Hours
Leveragi ng Exi st i ng Resources +5% by 2017 +16% +4% +16%
PARKS & RECREATI ON
Parks &
Recreati on
Leadershi p &
Admi ni strati on
Foothi l l s
Programs
Resource
Ser vi ces
Recreati on
Ser vi ces
Zoo Boi se
128
Parks and Recreation Department
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
General Fund Contribution 13,844,942 13,533,798 13,905,912
Total Resources 14,270,967 26,898,729 21,016,831 25,242,206 23,692,075
Expenses
Personnel 11,829,449 12,055,869 11,658,747 12,277,918 12,344,493
Other Expenses 6,370,897 216,107 158,315 183,730 76,000
Capital Projects 5,550,529 4,280,992 3,490,000 6,602,330 2,345,098
Total Expenses 31,864,600 23,804,547 23,810,793 28,305,935 24,431,929
Surplus / (Use of Fund Balance) (17,593,633) 3,094,182 (2,793,962) (3,063,729) (739,854)
Resources by Fund
General 6,666,321 20,488,628 19,135,467 20,438,175 20,821,401
Capital 1,312,267 167,052 2,000,000
Cemetery Perpetual Care 131,052 200,331 120,000 195,000 195,000
Foothills Levy 27 4,230,397
Heritage 1,599,128 229,244 1,000,000 1,000,000 1,000,000
Impact Fees 4,545,318 1,564,919 739,104 1,586,771 1,653,414
LM Cunningham 16,854 18,158 22,260 22,260 22,260
Total Expense 14,270,967 26,898,729 21,016,831 25,242,206 23,692,075
Expenses by Fund
General 20,056,684 19,351,559 19,135,467 20,438,175 20,821,401
Capital 10,262,939 2,812,559 3,490,000 4,622,330 2,345,098
Cemetery Perpetual Care 33,898 59,342 114,896 195,000 195,000
Foothills Levy 133 9,767 50,000 1,850,000 50,000
Heritage 420,935 127,512 1,000,000 1,000,000 1,000,000
Impact Fees 1,076,624 1,425,437 180,000
LM Cunningham 13,388 18,371 20,430 20,430 20,430
Total Expense 31,864,600 23,804,547 23,810,793 28,305,935 24,431,929
*
*The numbers above include all funds and the decit is due to the combination of planned Foothills
Fund balance use, fund surpluses in the Impact Fee Fund and LM Cunningham Fund and net Capital
Fund expenses.
129
PARKS & RECREATI ON
General Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 6,666,321 20,488,628 19,135,467 20,438,175 20,821,401
Expenses
Personnel 11,829,449 12,055,869 11,658,747 12,277,918 12,344,493
Other Expenses 212,637 157,949 108,315 107,730
Total Expenses 20,056,684 19,351,559 19,135,467 20,438,175 20,821,401
Net (13,390,364) 1,137,069 (0) 0 0
Foothills Program 615,681 552,001 522,342 601,795 604,050
Leadership & Administration 2,462,347 2,059,713 2,588,096 1,931,053 2,217,222
Recreation Services 6,993,744 7,246,854 6,965,954 7,512,763 7,536,759
Resource Services 8,176,730 7,754,728 7,398,331 8,200,574 8,255,609
Zoo Boise 1,808,183 1,738,263 1,660,745 2,191,989 2,207,760
Total Expenses 20,056,684 19,351,559 19,135,467 20,438,175 20,821,401
130
General Fund
Leadership & Administration Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 371,709 14,185,022 13,117,374 13,867,132 14,239,246
Expenses
Personnel 1,300,769 1,190,849 1,229,957 831,810 837,803
Maintenance & Operations 1,061,578 868,864 1,358,139 1,099,242 1,379,419
Major Equipment
Other Expenses 100,000
Total Expenses 2,462,347 2,059,713 2,588,096 1,931,053 2,217,222
The Leadership & Administration Division provides internal support services to the department as well
as to the Parks and Recreation Commission and other advisory committees. These include strategic
leadership, accounting and payroll services, marketing and public outreach, records management
and administration for cemeteries. The Park Facility Reservation subdivision provides park facility
scheduling for a private or community event including the Boise Depot which is available for weddings,
business meetings, and social gatherings.
131
PARKS & RECREATI ON
General Fund
Recreation Services Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 4,571,163 4,707,955 4,560,885 4,697,335 4,712,635
Expenses
Personnel 4,242,976 4,410,789 4,216,968 4,535,870 4,554,716
Other Expenses 112,638 107,949 108,315 107,730
Total Expenses 6,993,744 7,246,854 6,965,954 7,512,763 7,536,759
The Recreation Services Division provides recreation, educational, tness, and social activities for
the community. Programs include visual and performing arts; adult athletics; aquatics, including six
outdoor pools; ve community centers; two Mobile Recreation vans delivering recreation, nutrition and
social skill development, community youth services and activities; various outreach programs at Boise
schools and camps; and the Warm Springs Golf Course, Boises only 18-hole municipal golf course.
Warm Springs Golf Course is a beautiful 18-hole course that serves golfers and clubhouse patrons
year-round. Facilities include a full-service pro shop, a driving range, a caf, and a clubhouse. The
Warm Springs Golf Course offers adult leagues and a junior program for over 500 golfers, and supports
three junior high school, two high school, and two college golf teams. Adult programs consist of two
ladies leagues, three mens leagues, and two mixed leagues. Warm Springs Golf Course hosts IGA,
IJ GA tournaments as well as many league and private tournaments.
Idaho IceWorld is the only ice rink open to the public within 150 miles of Boise. It features two
NHL regulation-sized rinks, ten locker rooms, a game arcade, and a 5,000 square foot event center
equipped with a full catering kitchen, two restaurants, and the Cutting Edge Sports pro shop. Idaho
Ice World offers youth and adult hockey, gure and freestyle skating, broomball, curling, and public
skating. It serves Treasure Valley high school hockey teams, and various skating and hockey clubs.
132
General Fund
Resource Services Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 436,064 310,798 258,956 296,156 296,468
Expenses
Personnel 4,896,458 5,002,581 4,830,062 5,272,098 5,303,306
Other Expenses
Total Expenses 8,176,730 7,754,728 7,398,331 8,200,574 8,255,609
The Resource Services Division plans, designs, develops, maintains and preserves the Citys parks
and recreational properties and amenities. Included in the services provided are: park planning, design,
development, Greenbelt access, volunteer services, property and water rights management, rights of
way, sports elds, forestry, horticulture, infrastructure services (inspection, repair & maintenance),
swimming pool operations, custodial services and cemetery services.
The division provides for the care, operations and maintenance of the Citys 45,000 trees (179 species),
1,530 acres of developed city park grounds at 71 sites and approximately 400 acres of undeveloped
properties at an additional 12 sites, 60 park restrooms, 22.5 miles of Boise River Greenbelt pathways,
77 playgrounds, 27 rights of way sites, 120+turf sport elds, 43,000 grave sites on 68 acres at the
Citys three cemeteries, six outdoor pools and coordinates and tracks 70,000 +hours of volunteer
services.
Additionally, this division provides for acquisition of park properties and recreation facilities through
the negotiation of purchases, easements and licenses. It provides property management services for
undeveloped park sites, including residences and life estates and provides water rights management of
all park sites. Further, the Resource Division manages and tracks department-wide volunteer services.
133
PARKS & RECREATI ON
General Fund
Foothills Program Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 124,754 134,551 120,100 132,400 127,900
Expenses
Personnel 419,203 450,058 418,313 466,870 469,849
Other Expenses
Total Expenses 615,681 552,001 522,342 601,795 604,050
The Foothills Program Division is the newest division within the Parks & Recreation Department. It
originated in 2002 after the passage of a $10 million Foothills Levy. The City was tasked to use the
funds to protect natural open space in the Boise Foothills with the assistance of the 12 citizen volunteer
Foothills Conservation Advisory Committee; in 2005 the Foothills program moved its ofces to the
newly built J im Hall Foothills Learning Center (J HFLC) in Hulls Gulch. There it expanded to house
the multi-agency Ridge to Rivers program and the Environmental Education program with the Levy.
The Foothills program has protected 10,505 acres of open space in the Foothills and has brought the
City-owned natural open space acres to 4,200. The management of these lands including wildre
mitigation, wildlife habitat enhancement, noxious weed control and a number of other issues falls under
the purview of the Foothills Program. Ridge to Rivers has now expanded to 140 miles of trails with
more planned for the near future. Environmental educators reach out to over 10,000 school children
annually as well as citizens through monthly programs and special events hosted at the J HFLC.
In 2009, Ridge to Rivers completed a new maintenance shop adjacent to the J HFLC. Public art at the
directional nodes have been added to the grounds of the J HFLC the last few years with more to come.
134
General Fund
Zoo Boise Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 1,162,631 1,150,302 1,078,152 1,445,152 1,445,152
Expenses
Personnel 970,044 1,001,591 963,447 1,171,270 1,178,820
Maintenance & Operations 804,985 677,374 697,298 1,020,719 1,028,940
Total Expenses 1,808,183 1,738,263 1,660,745 2,191,989 2,207,760
Zoo Boise operates year-round as a licensed animal exhibitor accredited by the USDA and the
American Zoo & Aquarium Association. In addition to animal exhibits such as Amur tigers, giraffes,
lions, penguins, and a red panda, Zoo Boise operates a caf, a gift shop, and catering services for
hosting special events. The Zoo manages extensive volunteer programs for teens and adults as
well as a college internship program. Zoo Boise draws more than 300,000 people annually to the
downtown area. Zoo Boise manages the Zoo Boise Conservation Fund which nances conservation
groups working to protect species by purchasing and protecting lands and by conducting researching
and training.
The Zoo operations revenue increase is a result of recent fee increases.
135
PARKS & RECREATI ON
Cemetery Perpetual Care Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 131,052 200,331 120,000 195,000 195,000
Expenses
Maintenance & Operations 1,356 64,896 119,000 119,000
Other Expenses 33,898 57,986 50,000 76,000 76,000
Total Expense 33,898 59,342 114,896 195,000 195,000
Heritage Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues 1,598,957 229,244 1,000,000 1,000,000 1,000,000
Total Resources 1,598,957 229,244 1,000,000 1,000,000 1,000,000
Expenses
Personnel
Maintenance & Operations 85,607 86,142 1,000,000 1,000,000 1,000,000
Total Expenses 420,935 127,512 1,000,000 1,000,000 1,000,000
136
Foothills Levy
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues 27 4,230,397
Total Resources 27 4,230,397
Expenses
Personnel
Maintenance & Operations 133 7,969 50,000 50,000 50,000
Capital Projects 1,798 1,800,000
Total Expenses 133 9,767 50,000 1,850,000 50,000
Impact Fees Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues 4,545,318 1,564,919 739,104 1,586,771 1,653,414
Total Resources 4,545,318 1,564,919 739,104 1,586,771 1,653,414
Expenses
Personnel
Capital Projects 420,164 1,425,437 180,000
Total Expenses 1,076,624 1,425,437 180,000
137
PARKS & RECREATI ON
LM Cunningham Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 16,854 18,158 22,260 22,260 22,260
Expenses
Total Expense 13,388 18,371 20,430 20,430 20,430
138
AI RPORT
PUBLI C WORKS
AI RPORT
141
2011
Actuals
2012
Actuals
2013
Adopted
2014
Proposed
$ %
% of
Total
General Fund Contribution 31,429 8,453,174 7,462,677 8,583,305 1,120,628 13% 5%
Charges for Services 80,091,355 81,910,811 80,872,047 84,030,357 3,158,310 4% 53%
Fines & Forfeiture 7,440 5,940 7,100 5,980 (1,120) 19% 0%
Grants & Donations 10,146,321 10,362,782 13,969,152 13,399,559 (569,593) 4% 9%
Licenses & Permits 2,974,306 3,957,946 3,089,902 3,352,830 262,928 8% 2%
Capital 9,651,657 10,674,413 8,410,518 10,012,241 1,601,723 16% 6%
Miscellaneous 5,467,706 4,985,967 20,060,639 4,099,049 (15,961,590) 389% 3%
Use of Fund Balance (4,564,346) (15,399,130) 14,786,064 33,870,005 19,083,941 56% 22%
Total Resources $103,805,869 $104,951,903 $148,658,099 $157,353,326 $8,695,227 6% 100%
Personnel 26,421,493 28,195,202 27,919,983 29,027,534 1,107,552 4% 18%
Maintenance & Operations 49,198,298 50,304,464 55,899,983 57,392,581 1,492,598 3% 36%
Depreciation 22,162,918 21,655,454 22,561,108 22,979,750 418,642 2% 15%
Miscellaneous 3,913,832 2,602,211 5,751,917 5,953,096 201,179 3% 4%
Major Equipment 427,727 390,984 2,875,900 4,799,289 1,923,389 40% 3%
Capital 1,681,601 1,803,588 33,649,208 37,201,075 3,551,867 10% 24%
Airport 31,990,781 31,036,083 62,574,866 51,588,656 (10,986,210) 21% 33%
Planning & Development 12,610,514 13,359,078 15,452,117 15,768,573 316,456 2% 10%
Public Works 59,204,574 60,556,743 70,631,117 89,996,097 19,364,980 22% 57%
General 10,763,234 10,729,612 11,101,729 11,814,821 713,092 6% 8%
Capital 426,381 326,930 400,000 (400,000) 0% 0%
Airport 31,990,781 31,036,083 62,574,866 51,588,656 (10,986,210) 21% 33%
Geothermal 565,815 623,941 750,922 1,025,425 274,503 27% 1%
Housing 4,138,859 4,857,386 6,643,021 6,629,212 (13,808) 0% 4%
Municipal Irrigation 43,108 35,992 45,867 48,002 2,135 4% 0%
Sewer 31,351,614 32,718,926 41,974,835 60,551,795 18,576,960 31% 38%
Solid Waste 24,526,077 24,623,034 25,166,860 25,695,415 528,555 2% 16%
Change from FY 2013
Airport
33%
Planning &
Development
10%
Public Works
57%
Total City Budget
$487,380,766
Community
Development
$157,353,326
32%
COMMUNITY DEVELOPMENT
AT A GLANCE

143
OI i s t he pri mar y commerci al ser vi ce
ai rpor t i n sout hwest er n I daho wi t h a
ser vi ce area t hat ext ends wel l i nt o east er n
Oregon and ser ves over 2. 5 mi l l i on passengers
annual l y. Si x ai rl i nes of f er nonst op f l i ght s t o
f i f t een dest i nat i ons. I n addi t i on, t he Boi se
Ai rpor t ranks as t he 66t h busi est ai rpor t i n t he
Uni t ed St at es based upon cargo t onnage.
The Ai rpor t enj oys a vi brant general avi at i on
i ndust r y wi t h bot h Jackson Jet Cent er and
West er n Ai rcraf t expandi ng t hei r operat i ons i n
2013. The Ai rpor t i s al so home t o t he I daho Ai r
and Ar my Nat i onal Guard, as wel l as t he
Nat i onal I nt eragency Fi re Cent er.
AI RPORT
Rebecca Hupp
FTEs
109.00
51,588,656
Mi ssi on Statement
The Boi se Ai rpor t ' s mi ssi on i s t o provi de a
worl d- cl ass gat eway t hat connect s peopl e wi t h
t he most l i vabl e ci t y i n t he count r y. The rol e of
t he Ai rpor t i s bot h t o provi de ai r t ranspor t at i on
f aci l i t i es and t o ser ve as an economi c engi ne
f or t he regi on.
33%
of Communi ty
Devel opment
Expendi tures
Ai rport i s
supported by user fees
and recei ves no tax funds.
143
144
AI RPORT
Despi t e some decreases i n t he number of
f l i ght s and passenger enpl anement s, t he
Ai rpor t i s commi t t ed t o mai nt ai ni ng t he f ees
i t charges t o t he ai rl i nes at current l evel s.
Some i ncreases i n expenses are unavoi dabl e,
so t he Ai rpor t wi l l make adj ust ment s t o
spendi ng i n ot her areas and seek
oppor t uni t i es t o i ncrease revenues.
For capi t al i mprovement s, t he Ai rpor t wi l l
f und maj or purchases usi ng Ai rpor t revenue
f rom operat i ons of approxi mat el y
$4, 000, 000 annual l y. Thi s i ncl udes al l of t he
Ai rpor t s f aci l i t i es and equi pment except f or
pavement reconst ruct i on and some securi t y
i mprovement s/equi pment t hat are el i gi bl e f or
grant s. Typi cal l y, i f a proj ect i s over
$100, 000 and el i gi bl e f or ei t her grant f unds
or Passenger Faci l i t y Charge f unds ( subj ect
t o approval by t he ai rl i nes and FAA) , t he
Ai rpor t wi l l f und t hem usi ng t hose resources
as opposed t o usi ng Ai rpor t operat i ng
revenue si nce t here are many i t ems t hat can
onl y be f unded usi ng Ai rpor t dol l ars. Maj or
capi t al proj ect s i ncl ude t axi way and apron
reconst ruct i on, snow removal equi pment , and
upgrades t o t he Ai rpor t s securi t y syst em and
parki ng revenue management syst em.
The f ol l owi ng are t he si gni f i cant proposed
budget changes f or FY 2014/2015. The cost
of chemi cal s and f uel wi l l i ncrease over
$400, 000 i n each year. Adver t i si ng was
i ncreased subst ant i al l y t o provi de $250, 000
t o promot e t he Ai rpor t and avai l abl e
ser vi ces. The Ai rpor t i s al so proposi ng an
i ncrease t o provi de up t o $250, 000 i n
prof essi onal ser vi ces f or economi c
devel opment purposes. Al so i n 2014, t here
wi l l be an i ncrease of $140, 000 f or sof t ware
upgrades and a budget ed i ncrease of
$200, 000 f or t he Ser vi ce Level Agreement
wi t h t he Boi se Pol i ce Depar t ment . I nt erest
expense on t he t er mi nal debt wi l l decrease,
but wi l l be of f set by an i ncrease i n pri nci pal
payment so t he dol l ar amount remai ns t he
same. Fi nal l y, t he Ai rpor t s debt payment wi l l
i ncrease f or t he parki ng garage.
The Ai rpor t i s proposi ng changes t o t he
vehi cl e parki ng rat es f or t he f i rst t i me i n t en
years. Current l y, t he Ai rpor t charges
cust omers $0. 75 per hal f hour t o park i n t he
garage and i s proposi ng a nomi nal i ncrease
t o $1. 00 per hal f - hour. Thi s adj ust ment t o t he
parki ng f ee wi l l resul t i n approxi mat el y
$210, 000 i n i ncreased revenue annual l y.
Thi s wi l l be i ncl uded wi t h t he Ci t ys annual
Proposed Fee I ncrease heari ng i n Jul y.
Despi t e some decreases i n t he number of
f l i ght s and passenger enpl anement s, t he
Ai rpor t i s commi t t ed t o mai nt ai ni ng t he f ees
i t charges t o t he ai rl i nes at current l evel s.
Some i ncreases i n expenses are unavoi dabl e,
so t he Ai rpor t wi l l make adj ust ment s t o
spendi ng i n ot her areas and seek
oppor t uni t i es t o i ncrease revenues.
For capi t al i mprovement s, t he Ai rpor t wi l l
f und maj or purchases usi ng Ai rpor t revenue
f rom operat i ons of approxi mat el y
$4, 000, 000 annual l y. Thi s i ncl udes al l of t he
Ai rpor t s f aci l i t i es and equi pment except f or
pavement reconst ruct i on and some securi t y
i mprovement s/equi pment t hat are el i gi bl e f or
grant s. Typi cal l y, i f a proj ect i s over
$100, 000 and el i gi bl e f or ei t her grant f unds
or Passenger Faci l i t y Charge f unds ( subj ect
t o approval by t he ai rl i nes and FAA) , t he
Ai rpor t wi l l f und t hem usi ng t hose resources
as opposed t o usi ng Ai rpor t operat i ng
revenue si nce t here are many i t ems t hat can
onl y be f unded usi ng Ai rpor t dol l ars. Maj or
capi t al proj ect s i ncl ude t axi way and apron
reconst ruct i on, snow removal equi pment , and
upgrades t o t he Ai rpor t s securi t y syst em and
parki ng revenue management syst em.
The f ol l owi ng are t he si gni f i cant proposed
budget changes f or FY 2014/2015. The cost
of chemi cal s and f uel wi l l i ncrease over
$400, 000 i n each year. Adver t i si ng was
i ncreased subst ant i al l y t o provi de $250, 000
t o promot e t he Ai rpor t and avai l abl e
ser vi ces. The Ai rpor t i s al so proposi ng an
i ncrease t o provi de up t o $250, 000 i n
prof essi onal ser vi ces f or economi c
devel opment purposes. Al so i n 2014, t here
wi l l be an i ncrease of $140, 000 f or sof t ware
upgrades and a budget ed i ncrease of
$200, 000 f or t he Ser vi ce Level Agreement
wi t h t he Boi se Pol i ce Depar t ment . I nt erest
expense on t he t er mi nal debt wi l l decrease,
but wi l l be of f set by an i ncrease i n pri nci pal
payment so t he dol l ar amount remai ns t he
same. Fi nal l y, t he Ai rpor t s debt payment wi l l
i ncrease f or t he parki ng garage.
The Ai rpor t i s proposi ng changes t o t he
vehi cl e parki ng rat es f or t he f i rst t i me i n t en
years. Current l y, t he Ai rpor t charges
cust omers $0. 75 per hal f hour t o park i n t he
garage and i s proposi ng a nomi nal i ncrease
t o $1. 00 per hal f - hour. Thi s adj ust ment t o t he
parki ng f ee wi l l resul t i n approxi mat el y
$210, 000 i n i ncreased revenue annual l y.
Thi s wi l l be i ncl uded wi t h t he Ci t ys annual
Proposed Fee I ncrease heari ng i n Jul y.
144
145
TARGET 2010 2011 2012
Enpl aned Passengers 1,395,396 1,393,611 1,328,767
Debt per Enpl aned Passengers
- Boi se Ai rport 31.61 22.89 21.24
- I ndust r y Medi ans - Moody's 72.47 76.33 71.54
Day's Cash on Hand
- Boi se Ai rport 493 479 581
- I ndust r y Medi ans - Moody's 416 489 511
Ai rl i ne Payment s per Enpl anement
- Boi se Ai rport 4.81 4.52 4.36
- I ndust r y Medi ans - Moody's 7.34 7.04 7.33
Ai rport
Di vi son Structure
Admi ni strati on
Ai rport
Operati ons
Other
Ser vi ces
Parki ng &
Ground
Transportati on
145
146
AI RPORT
Airport Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 35,166,496 37,399,451 56,566,672 40,574,769 40,772,478
Expenses
Personnel 5,507,804 5,991,825 6,584,936 6,738,777 7,002,168
Major Equipment 95,093 5,196 945,000 2,713,000 552,000
Other Expenses 14,677,965 13,379,138 15,399,590 14,931,067 15,014,580
Capital Projects 233,268 316,754 25,425,533 12,387,125 8,680,000
Total Expenses 31,990,781 31,036,083 62,574,866 51,588,656 46,104,329
Surplus / (Use of Fund Balance) 3,175,714 6,363,368 (6,008,194) (11,013,887) (5,331,851)
Administration 3,947,532 3,666,355 5,946,148 6,082,645 6,364,580
Airport Operations 23,517,967 23,024,912 33,617,185 22,488,232 22,581,489
Other Services 1,232,094 1,238,274 1,972,012 18,834,615 12,987,996
Parking and Ground Transport 3,293,188 3,106,542 21,039,520 4,183,164 4,170,264
Total Expenses 31,990,781 31,036,083 62,574,866 51,588,656 46,104,329
146
FY 2013 Adopted Budget includes revenues and expenditures associated with the Parking Garage
Expansion Project ($15.3M).
COMMUNI TY
DEVELOPMENT
The Airport Administration Division provides for the overall operation and oversight of the airport. This
section includes the Directors ofce, IT, and Finance.
Airport Fund
Airport Department
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 158,039 96,665 53,162 55,322 55,337
Expenses
Personnel 1,285,656 1,466,270 1,811,727 1,687,889 1,919,689
Other Expenses 128,159 121,668 228,252 127,752 131,584
Total Expenses 3,947,532 3,666,355 5,946,148 6,082,645 6,364,580
147
AI RPORT
Airport Fund
Airport Department
Airport Operations Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 24,280,592 26,083,919 30,145,397 14,073,864 14,165,750
Expenses
Personnel 3,955,719 4,228,093 4,476,828 4,737,637 4,767,156
Major Equipment 95,093 5,196 945,000
Other Expenses 11,756,682 10,665,487 11,523,434 8,997,933 9,071,079
Capital Projects 101,801 337,664 8,180,000
Total Expenses 23,517,967 23,024,912 33,617,185 22,488,232 22,581,489
The Airport Operations Division includes the aireld and terminal maintenance, as well as Operations,
Airport Security and Aircraft Rescue and Fire Fighting. This division is directly involved in the day to
day operation of the Airport.
Prior to FY 2014, Capital Revenue was realized in the Airport Operations Division and is now located
in the Other Services Division.
148
COMMUNI TY
DEVELOPMENT
Airport Fund
Airport Department
Parking and Ground Transport Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 7,605,632 7,479,232 22,592,943 8,276,352 8,354,431
Expenses
Other Expenses 2,143,140 1,975,021 3,048,519 2,957,633 2,944,733
Capital Projects 32,891 (34,301) 16,558,300
Total Expenses 3,293,188 3,106,542 21,039,520 4,183,164 4,170,264
The Parking and Ground Transport Division oversees the airports parking, taxi and shuttle operations.
The Boise Airport offers surface lots and a parking garage to accommodate the travelers and employees
of the airport. Airport Parking manages the surface lots of approximately 800 stalls, the 1346 garage
stalls, and the remote economy lot parking lot with 1330 stalls. A Parking Garage expansion of 770 net
new spaces is under construction with an anticipated completion in November 2013. The total project
cost is approximately $13 million which the Airport nanced using 20-year bonds at a rate of 2.9%.
FY 2013 Adopted Budget includes revenues and expenditures associated with the Parking Garage
Expansion Project ($15.3M).
149
AI RPORT
Airport Fund
Airport Department
Other Services Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 3,122,232 3,739,635 3,775,170 18,169,232 18,196,961
Expenses
Personnel 266,428 297,462 296,381 313,251 315,323
Major Equipment 2,713,000 552,000
Other Expenses 649,984 616,963 599,385 2,847,749 2,867,184
Capital Projects 98,576 13,392 687,233 12,387,125 8,680,000
Total Expenses 1,232,094 1,238,274 1,972,012 18,834,615 12,987,996
Other Airport Services markets and negotiates the leasing of commercial and residential property, both
on and off the aireld, relative to the Boise Airport. It also manages hangar and tie-down rentals, In-
Flight Kitchen services, and off-site concessions and rentals.
Prior to FY 2014, Capital Revenue was realized in the Airport Operations Division and is now located
in the Other Services Division.
150

Pl anni ng & Devel opment Ser vi ces
par t ners wi t h appropri at e st akehol ders t o
creat e a saf e, l i veabl e and economi cal l y vi abl e
communi t y. The Depar t ment provi des:
l ong | or m ci | y pl onni ng, l ond uso rovi ows ond
zoni ng enf orcement ser vi ces.
bui l di ng sol o| y, onorgy, l i ro ond cons| ruc| i on
si t e erosi on code revi ews and i nspect i ons f or
st ruct ures l ocat ed i n Boi se and Garden Ci t y.
ol l ordobl o housi ng oppor | uni | i os l or
di sadvant aged popul at i ons bot h di rect l y and
t hrough communi t y par t nershi ps.
l odorol ond l ocol l undi ng ossi s| onco l or bo| h
Ci | y ond communi | y bosod i ni | i o| i vos | o promo| o
economi c devel opment , publ i c ser vi ces, and
l ocal pl anni ng and coordi nat i on.
Deri ck O' Nei l l
FTEs
106.50
15,768,573
Mi ssi on Statement
Bui l di ng Boi se Toget her.
10.0%
of Communi ty Devel opment
Expendi tures
3.4
of Every
Tax Dol l ar
Housi ng Fund: 16. 57
5.0%
of General Fund
Expendi tures
153
Goal s
COMMUNI TY.
1. Ensure t hat al l Ci t y programs and ser vi ces
are accessi bl e t o persons wi t h di sabi l i t i es.
2. Assi st i n i mpl ement at i on of t he Mayor' s
Cl i mat e Prot ect i on Agreement t hrough
adopt i on of green devel opment codes and
st andards.
3. Provi de coordi nat i on and f i nanci al suppor t
t o ef f ect i vel y i mpl ement programs t o prevent
chroni c homel essness.
4. Creat e a cooperat i ve at mosphere t hat
promot es ef f i ci ent and ef f ect i ve zoni ng
enf orcement .
5. Ensure al l resi dent s can enj oy appropri at e
access t o communi t y based heal t h, human,
and housi ng ser vi ces.
RESOURCES.
1. Devel op an ordi nance wi t h a new f ee
st ruct ure.
2. Use t echnol ogy t o i mprove PDS cust omer
ser vi ce.
BE A LEADER FOR SUSTAI NABLE
1. Repl ace t he current zoni ng and subdi vi si on
ordi nances wi t h a new Sust ai nabl e
Devel opment code.
2. Compl et e and adopt new Comprehensi ve
Pl an.
3. Creat e an annexat i on pl an and t i mel i ne t o
bri ng i nt o t he Ci t y most of t he
uni ncorporat ed Area of I mpact
and encl aves.
4. I nt egrat e l and use pl anni ng wi t h
t ranspor t at i on pl anni ng t o ensure t hat t he
t ranspor t at i on syst em enhances and
connect s nei ghborhoods, promot es
economi c devel opment and accommodat es
al l modes i ncl udi ng t ransi t , bi kes and
pedest ri ans.
CUSTOMER FOCUS.
1. Devel op and ut i l i ze measurement t ool s and
repor t s t hat measure PDS cust omer
sat i sf act i on and/or t rack key processes t hat
are t he t op concer ns of PDS cust omers
COMMUNI TY.
1. Ensure t hat al l Ci t y programs and ser vi ces
are accessi bl e t o persons wi t h di sabi l i t i es.
2. Assi st i n i mpl ement at i on of t he Mayor' s
Cl i mat e Prot ect i on Agreement t hrough
adopt i on of green devel opment codes and
st andards.
3. Provi de coordi nat i on and f i nanci al suppor t
t o ef f ect i vel y i mpl ement programs t o prevent
chroni c homel essness.
4. Creat e a cooperat i ve at mosphere t hat
promot es ef f i ci ent and ef f ect i ve zoni ng
enf orcement .
5. Ensure al l resi dent s can enj oy appropri at e
access t o communi t y based heal t h, human,
and housi ng ser vi ces.
RESOURCES.
1. Devel op an ordi nance wi t h a new f ee
st ruct ure.
2. Use t echnol ogy t o i mprove PDS cust omer
ser vi ce.
BE A LEADER FOR SUSTAI NABLE
1. Repl ace t he current zoni ng and subdi vi si on
ordi nances wi t h a new Sust ai nabl e
Devel opment code.
2. Compl et e and adopt new Comprehensi ve
Pl an.
3. Creat e an annexat i on pl an and t i mel i ne t o
bri ng i nt o t he Ci t y most of t he
uni ncorporat ed Area of I mpact
and encl aves.
4. I nt egrat e l and use pl anni ng wi t h
t ranspor t at i on pl anni ng t o ensure t hat t he
t ranspor t at i on syst em enhances and
connect s nei ghborhoods, promot es
economi c devel opment and accommodat es
al l modes i ncl udi ng t ransi t , bi kes and
pedest ri ans.
CUSTOMER FOCUS.
1. Devel op and ut i l i ze measurement t ool s and
repor t s t hat measure PDS cust omer
sat i sf act i on and/or t rack key processes t hat
are t he t op concer ns of PDS cust omers
TARGET 2010 2011 2012
More t han 50% of pl anni ng appl i cat i ons 50% 68% 70% 68%
processed at st af f l evel
Code Enforcement compl ai nt ant s cont act ed
wi t hi n 5 days 95%5 days 93% 95% 98%
Average number of worki ng days t o compl et e
Level 1 si ngl e fami l y dwel l i ng pl an revi ew 10 days 10 days 11 days 12 days
Average number of worki ng days t o compl et e
Level I t enant i mprovement revi ew 5 days 3 days 3 days 4 days

HCD Program i nvest ment l everagi ng $13 M $9 M $17 M $18 M
A por t i on of PDS f orecast ed revenues f or FY
2014 and FY 2015 has been desi gnat ed f or
i ncreasi ng personnel resources t o meet t he
i mmedi at e expect at i ons of PDS cust omers f or
basi c pl an processi ng t i mef rames and ser vi ce
expect at i ons. To meet t he l ong t er m needs of
PDS cust omers, PDS wi l l recommend t he
est abl i shment of a workl oad st abi l i zat i on
f und account f unded by set t i ng asi de a
percent age of devel opment revenues i n
excess of expendi t ures ever y year unt i l a
predet er mi ned t arget has been reached.
Thi s account woul d be used t o rapi dl y
respond t o upt i cks i n per mi t and appl i cat i on
act i vi t y t o ensure t he mai nt enance of
ser vi ce st andards.
A por t i on of PDS f orecast ed revenues f or FY
2014 and FY 2015 has been desi gnat ed f or
i ncreasi ng personnel resources t o meet t he
i mmedi at e expect at i ons of PDS cust omers f or
basi c pl an processi ng t i mef rames and ser vi ce
expect at i ons. To meet t he l ong t er m needs of
PDS cust omers, PDS wi l l recommend t he
est abl i shment of a workl oad st abi l i zat i on
f und account f unded by set t i ng asi de a
percent age of devel opment revenues i n
excess of expendi t ures ever y year unt i l a
predet er mi ned t arget has been reached.
Thi s account woul d be used t o rapi dl y
respond t o upt i cks i n per mi t and appl i cat i on
act i vi t y t o ensure t he mai nt enance of
ser vi ce st andards.
155
Di vi son Structure
Pl anni ng &
Devel opment
Ser vi ces
Admi ni strati on Bui l di ng
Pl anni ng &
Zoni ng
Housi ng
& Communi ty
Devel opment
Proj ect
Management
Speci al
PDS Ser vi ces
156
COMMUNI TY
DEVELOPMENT
Planning and Development Department
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 9,906,479 14,772,262 13,360,343 14,019,354 13,977,054
Expenses
Personnel 7,243,655 7,401,669 7,048,107 7,390,870 7,479,445
Other Expenses 1,115,622 892,214 3,044,327 4,205,810 3,839,264
Capital Projects 871,226 752,108 1,250,000 250,000 250,000
Total Expenses 12,610,514 13,359,078 15,452,117 15,768,573 15,631,961
Surplus / (Use of Fund Balance) (2,704,035) 1,413,184 (2,091,774) (1,749,218) (1,654,908)
Resources by Fund
General 4,533,026 10,259,794 8,409,096 9,139,362 9,314,906
Capital 365,404
Affordable Housing 318,023 246,419 302,110
CDBG 2,028,406 1,836,738
Community Development 626,012 491,654 821,620
HOME 1,367,378 1,338,451
Housing Rehabilitation 1,571,173 1,315,879 1,909,215
Local Affordable Housing 1,229,977 647,045 458,504
Local Home Trust 1,614,148 1,286,520 1,446,795
Property Management 1,396,315 1,396,815
Rental Rehabilitation 14,120 159,548 13,003
Special Activity/Programs 87,894 90,144
Total Expense 9,906,479 14,772,262 13,360,343 14,019,354 13,977,054
Expenses by Fund
General 8,045,274 8,174,762 8,409,096 9,139,360 9,314,907
Capital 426,381 326,930 400,000
Affordable Housing 373,415 501,809 586,731
CDBG 2,347,796 2,383,956
Community Development 626,867 482,665 821,620
HOME 2,058,242 1,691,787
Housing Rehabilitation 1,510,674 1,676,809 3,042,096
Local Affordable Housing 1,150,889 728,894 784,442
Local Home Trust 469,231 1,356,832 1,401,849
Property Management 1,561,239 1,576,614
Rental Rehabilitation 7,782 110,377 6,283
Special Activity/Programs 661,935 664,697
Total Expense 12,610,514 13,359,078 15,452,117 15,768,573 15,631,961
*
*The numbers above include all funds and the decit is equal to the planned use of Housing Funds
fund balance.
157
General Fund
Planning & Development Department
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 4,533,026 10,259,794 8,409,096 9,139,360 9,314,906
Expenditures
Personnel 6,181,355 6,307,911 5,933,926 6,272,932 6,317,882
Other Expenses 132,954 64,423 165,000 20,000 20,000
Total Expenses 8,045,274 8,174,762 8,409,096 9,139,360 9,314,907
Net (3,512,248) 2,085,032 (0) (0) (0)
Expenditures by Division
Administration 889,024 897,524
Building 4,478,896 4,555,863 4,668,287 4,467,268 4,545,692
Planning and Zoning 3,306,423 3,499,275 3,390,421 2,981,241 3,059,368
Project Management 240,422 246,684
Special PDS Services 259,955 119,625 350,388 561,405 565,638
Total Expenses 8,045,274 8,174,762 8,409,096 9,139,360 9,314,907
158
COMMUNI TY
DEVELOPMENT
General Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues
Expenses
Personnel 453,607 456,788
Major Equipment
The PDS Administrative Division is a newly created division.
159
General Fund
Building Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 4,026,190 5,393,715 4,226,891 4,592,168 4,656,743
Expenses
Personnel 3,495,979 3,579,267 3,356,874 3,090,594 3,112,579
Major Equipment 103,821 0
Total Expenses 4,478,896 4,555,863 4,668,287 4,467,268 4,545,692
The Building Division ensures community safety by verifying compliance of structures and new
construction with minimum building safety and accessibility codes. This division encourages
sustainability by verifying compliance with energy and building conservation codes and enforcing
ordinances that minimize sediment and erosion leaving construction sites.
160
COMMUNI TY
DEVELOPMENT
General Fund
Planning and Zoning Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 360,142 4,789,042 3,991,603 401,764 409,841
Expenses
Personnel 2,685,376 2,728,644 2,577,051 2,493,009 2,511,030
Other Expenses 30,000 7,390 5,000 5,000 5,000
Total Expenses 3,306,423 3,499,275 3,390,421 2,981,241 3,059,368
The Planning Division develops a comprehensive plan and ordinances that promote liveability.
Development applications are reviewed to ensure compliance with the comprehensive plan and
adopted ordinances. Healthy neighborhoods are supported through a vigorous code enforcement
program as well as exible codes that preserve historic structures, promote attractive design.
161
General Fund
Project Management Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues
Total Resources
Expenses
Personnel 235,722 237,484
Major Equipment
Other Expenses
The PDS Project Management Division assists applicants with projects having signicant impact on
economic development, workforce housing, or sustainable elements to navigate the Citys entitlement
and building permitting processes and requirements, and to avoid project delays. A project manager
is assigned from the City to oversee the project throughout the development review process, from
Planning approvals to Certicate of Occupancy.
The PDS Project Management Division is a newly created division.
162
COMMUNI TY
DEVELOPMENT
163
General Fund
Special PDS Services Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 146,693 77,036 190,602 2,500 2,500
Expenses
Personnel
Other Expenses 102,954 47,033 150,000
Total Expenses 259,955 119,625 350,388 561,405 565,638
The PDS Special Projects Division is comprised of the Citys Neighborhood Reinvestment Grant
Program, the Boise City CATCH program, and coordination of the Mayors Fair Housing Task Force.
The Neighborhood Reinvestment Grant Program provides grants for capital projects and activities
that increase awareness and participation in neighborhood meetings and events. Neighborhood
associations match a portion of the grant funds with in-kind and monetary contributions.
The Boise City CATCH program moves families from homelessness into permanent stable housing.
CATCH provides rent assistance for housing rst, then case management which coordinates
other supportive services to address the issues which contributed to the family's episode of
homelessness.
The Mayors Fair Housing Task Force works to create community awareness of Fair Housing
rights and to remove barriers to Fair Housing choice as described in the Citys Fair Housing Action
Plan.
Donations, which are unreliable, make up the majority of the operating revenue for CATCH. Therefore,
a minimal amount was forecasted in FY 2014 and 2015. Maintenance & Operations expenditures
increase in FY 2014 because of Neighborhood Reinvestment Grants.

COMMUNI TY
DEVELOPMENT
Housing Funds
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 5,373,453 4,147,065 4,951,247 4,879,993 4,662,147
Expenses
Personnel 1,062,300 1,093,758 1,114,181 1,117,938 1,161,563
Major Equipment 727 380
Other Expenses 982,668 827,792 2,879,327 4,185,810 3,819,264
Total Expenses 4,138,859 4,857,386 6,643,021 6,629,212 6,317,055
The Housing and Community Development Division provides and preserves affordable and
accessible housing and public services for disadvantaged populations. The division also funds and
assists with physical improvements to enhance public accessibility and safety. It provides leadership
and coordination for community solutions with public and private entities and promotes economic
development through job creation and the investment into businesses that support or are owned by
minorities, women and those employing low-income persons.
During the transition of the citywide nancial system, Housing strategically realigned their fund structure
to better represent program functions and alignment with Housing and Urban Development reporting
standards. Housing in prior years consisted of six funds and now consists of four funds. All Community
Development Block Grant (CDBG) activities have now been combined into the CDBG Fund. The
current HOME Fund consists of the prior Local Home Trust Fund. All property management activity
associated with Housing and Community Development (HCD) owned properties was combined to
create the current Property Management Fund. Previously, these activities were spread across several
different funds. The nal fund, Special Activity/Programs consists of all programs not associated with
CDBG, HOME or HCD owned property management.
165
CDBG Funds
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues 1,457,873 990,585 1,982,054 2,028,406 1,836,738
Total Resources 1,457,873 990,585 1,982,054 2,028,406 1,836,738
Expenses
Personnel 359,277 355,315 420,851 396,898 411,767
Major Equipment 447 380
Other Expenses 629,759 564,813 2,336,969 1,727,124 1,733,393
Total Expenses 1,525,391 1,583,288 3,446,727 2,347,796 2,383,956
166
COMMUNI TY
DEVELOPMENT
HOME Funds
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 1,397,486 1,067,332 1,217,069 1,367,378 1,338,451
Expenses
Personnel 102,769 143,584 140,666 154,624 160,426
Major Equipment 192
Other Expenses 130,607 217,967 944,107 1,883,359 1,510,544
Total Expenses 305,206 1,155,383 1,215,482 2,058,242 1,691,787
167
Property Management Funds
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 1,288,014 1,296,580 1,373,510 1,396,315 1,396,815
Expenses
Personnel 522,235 552,169 552,665 566,416 589,370
Major Equipment 88
Other Expenses 51,452 54,725 38,808 288,808 288,808
Total Expenses 1,156,891 1,293,469 1,201,761 1,561,239 1,576,614
168
COMMUNI TY
DEVELOPMENT
169
Special Activity/Program Funds
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues 1,230,081 792,568 378,614 87,894 90,144
Total Resources 1,230,081 792,568 378,614 87,894 90,144
Expenses
Personnel 78,018 42,691
Major Equipment
Other Expenses 615,695 415,465 409,443 536,519 536,519
Total Expenses 1,151,372 825,246 779,050 661,935 664,697

173
he Publ i c Works Depar t ment i s a
mul t i - f acet ed depar t ment t asked wi t h
provi di ng t he organi zat i on wi t h engi neeri ng,
operat i onal and sci ence based ser vi ces i n
suppor t of envi ronment al prot ect i on and
f aci l i t i es management . I n par t i cul ar, Publ i c
Works provi des wast ewat er col l ect i on and
t reat ment , t rash col l ect i on and recycl i ng,
geot her mal heat i ng, and pressuri zed i rri gat i on
ser vi ces. The depar t ment al so provi des
engi neeri ng suppor t f or publ i c st reet l i ght s, st or m
wat er drai nage, hi l l si de prot ect i on, f l ood pl ai n
revi ew, and const ruct i on management . The
Gover nment Bui l di ngs di vi si on of t he depar t ment
provi des bui l di ng operat i on and mai nt enance f or
t he Ci t y Hal l compl exes and ot her Ci t y
owned bui l di ngs.
PUBLI C WORKS
Neal Ol demeyer
FTEs
212.93
93,310,654
Mi ssi on Statement
To use our resources ef f ect i vel y t o prot ect t he
heal t h, saf et y, and wel f are of t he communi t y,
l eavi ng a l egacy of enhanced qual i t y of l i f e
f or Boi se.
57.0%
of Communi ty Devel opment
Expendi tures
3.6
of Every
Tax Dol l ar
Geot her mal Fund: 1. 00
Sol i d Wast e Fund: 4. 00
General Fund,
Gover nment Bui l di ngs: 13. 00
Sewer Fund: 182. 32
2.9%
of General Fund
Expendi tures
173
174
PUBLI C WORKS
Goal s
COMMUNI TY.
1. I mpl ement measures t o i mprove l ocal ai r
qual i t y and reduce t he carbon f oot pri nt of
t he Boi se Ci t y organi zat i on and communi t y.
2. Ref i ne current st rat egi es based on Curb I t
f eedback an devel op new st rat egi es t o carr y
out addi t i onal el ement s of t he Sol i d Wast e
St rat egi c Pl an f ocusi ng on l andf i l l i ng
opt i ons. Al so manage i ssues rel at ed t o
hazardous wast es and l egacy l andf i l l s.
3. Sewer - Take act i ons t o t ransi t i on f rom
l ong- t er m pl anni ng t o i mpl ement at i on.
4. Promot e and ext end ser vi ces t o encourage
addi t i onal use of t he geot her mal resource.
5. Fi nal i ze t he i nci dent act i on pl ans t o t he
great est ext ent possi bl e f or ri ver f l oodi ng at
11, 000 and 16, 600 cf s, and compl et e t he
same f or gul ch f l oodi ng f rom t he
Cot t onwood det ent i on ponds.
6. Compl et e t he Al t er nat i ves Anal ysi s f or t he
Downt own Ci rcul at or.
7. Be i nvol ved i n l ong- t er m pl anni ng f or val l ey
wat er resources.
8. Devel op a l ong- t er m st rat egy regardi ng
i rri gat i on.
RESOURCES.
1. Provi de st af f suppor t f or i mpl ement at i on of
t he sof t ware; provi de change management
l eadershi p.
2. Bri ng t oget her a consi st ent ci t ywi de
const ruct i on management approach.
3. Provi de agreed upon mai nt enance ser vi ces
t o ot her depar t ment s.
4. Provi de pl anni ng, engi neeri ng, proj ect
management and const ruct i on management
t o vari ous Ci t y depar t ment s.
LEARNI NG, THE ARTS, CULTURE AND
1. Provi de chi l dren and adul t envi ronment al
educat i on oppor t uni t i es.
COMMUNI TY.
1. I mpl ement measures t o i mprove l ocal ai r
qual i t y and reduce t he carbon f oot pri nt of
t he Boi se Ci t y organi zat i on and communi t y.
2. Ref i ne current st rat egi es based on Curb I t
f eedback an devel op new st rat egi es t o carr y
out addi t i onal el ement s of t he Sol i d Wast e
St rat egi c Pl an f ocusi ng on l andf i l l i ng
opt i ons. Al so manage i ssues rel at ed t o
hazardous wast es and l egacy l andf i l l s.
3. Sewer - Take act i ons t o t ransi t i on f rom
l ong- t er m pl anni ng t o i mpl ement at i on.
4. Promot e and ext end ser vi ces t o encourage
addi t i onal use of t he geot her mal resource.
5. Fi nal i ze t he i nci dent act i on pl ans t o t he
great est ext ent possi bl e f or ri ver f l oodi ng at
11, 000 and 16, 600 cf s, and compl et e t he
same f or gul ch f l oodi ng f rom t he
Cot t onwood det ent i on ponds.
6. Compl et e t he Al t er nat i ves Anal ysi s f or t he
Downt own Ci rcul at or.
7. Be i nvol ved i n l ong- t er m pl anni ng f or val l ey
wat er resources.
8. Devel op a l ong- t er m st rat egy regardi ng
i rri gat i on.
RESOURCES.
1. Provi de st af f suppor t f or i mpl ement at i on of
t he sof t ware; provi de change management
l eadershi p.
2. Bri ng t oget her a consi st ent ci t ywi de
const ruct i on management approach.
3. Provi de agreed upon mai nt enance ser vi ces
t o ot her depar t ment s.
4. Provi de pl anni ng, engi neeri ng, proj ect
management and const ruct i on management
t o vari ous Ci t y depar t ment s.
LEARNI NG, THE ARTS, CULTURE AND
1. Provi de chi l dren and adul t envi ronment al
educat i on oppor t uni t i es.
175
General Fund The most si gni f i cant change
i n t he Publ i c Works budget i s i n Gover nment
Bui l di ngs. I n FY 13, Publ i c Works t ook over
responsi bi l i t y f or t he Fi re Depar t ment
f aci l i t i es operat i on and mai nt enance. The
Fi re and Publ i c Works budget s were merged
at t hat t i me, but t he FY 14/15 budget
represent s t he f i rst t i me t hat t he Publ i c Works
budget was bui l t wi t h t he f i re responsi bi l i t i es
i ncl uded. Ot her program budget s remai ned
general l y t he same, but a great er emphasi s i s
bei ng pl aced on produci ng and i mpl ement i ng
el ement s of a sust ai nabi l i t y pl an.
Sewer Fund Subst ant i al cost s, bot h capi t al
and operat i onal , have been i ncorporat ed i nt o
t he FY 14/15 budget t o meet t he
requi rement s of t he new wast ewat er t reat ment
pl ant di scharge per mi t s. The new per mi t s
requi re const ruct i ng and operat i ng f aci l i t i es
t o address t emperat ure and phosphorus
l i mi t s. Modest cust omer rat e i ncreases are
ant i ci pat ed.
Sol i d Wast e Publ i c Works has bui l t a Sol i d
Wast e budget t o cont i nue wi t h i t s t rash,
recycl i ng, househol d hazardous wast e, and
educat i on ser vi ces. Ef f or t s wi l l be made t o
i ncrease recycl i ng t hrough par t nershi ps wi t h
Republ i c Ser vi ces and West er n Recycl i ng, as
t hey begi n operat i on of t hei r new mat eri al
recover y f aci l i t i es ( MRFs) . The budget has
been conser vat i vel y bui l t , but may have t o be
i ncreased l at er dependi ng on t he recover y of
t he const ruct i on sect or, whi ch wi l l resul t i n an
i ncrease of rol l - of f col l ect i ons ser vi ces.
I ncreases i n col l ect i on cost s wi l l be of f set by
i ncreased revenues. The sol i d wast e program
has not seen a rat e i ncrease f or f our years.
Any pot ent i al f or a f ut ure rat e i ncrease wi l l
be modest .
Geot her mal The capi t al budget ref l ect s t he
compl et i on of t he pi pel i ne ext ensi on t hrough
Boi se St at e Uni versi t y and across t he
Broadway Bri dge. The expense and revenue
budget s i ncl ude adj ust ment s f or t he added
cust omer base. I t i s t he Ci t ys desi re t o keep
geot her mal cust omer rat es compet i t i ve wi t h
nat ural gas.
I rri gat i on The capi t al and operat i ng
budget s ref l ect a st at us quo f or t he syst em.
The Ci t y may choose t o t ur n over ownershi p
and operat i on of t he syst ems t o an
appropri at e i rri gat i on ent i t y at some poi nt i n
t he f ut ure.
General Fund The most si gni f i cant change
i n t he Publ i c Works budget i s i n Gover nment
Bui l di ngs. I n FY 13, Publ i c Works t ook over
responsi bi l i t y f or t he Fi re Depar t ment
f aci l i t i es operat i on and mai nt enance. The
Fi re and Publ i c Works budget s were merged
at t hat t i me, but t he FY 14/15 budget
represent s t he f i rst t i me t hat t he Publ i c Works
budget was bui l t wi t h t he f i re responsi bi l i t i es
i ncl uded. Ot her program budget s remai ned
general l y t he same, but a great er emphasi s i s
bei ng pl aced on produci ng and i mpl ement i ng
el ement s of a sust ai nabi l i t y pl an.
Sewer Fund Subst ant i al cost s, bot h capi t al
and operat i onal , have been i ncorporat ed i nt o
t he FY 14/15 budget t o meet t he
requi rement s of t he new wast ewat er t reat ment
pl ant di scharge per mi t s. The new per mi t s
requi re const ruct i ng and operat i ng f aci l i t i es
t o address t emperat ure and phosphorus
l i mi t s. Modest cust omer rat e i ncreases are
ant i ci pat ed.
Sol i d Wast e Publ i c Works has bui l t a Sol i d
Wast e budget t o cont i nue wi t h i t s t rash,
recycl i ng, househol d hazardous wast e, and
educat i on ser vi ces. Ef f or t s wi l l be made t o
i ncrease recycl i ng t hrough par t nershi ps wi t h
Republ i c Ser vi ces and West er n Recycl i ng, as
t hey begi n operat i on of t hei r new mat eri al
recover y f aci l i t i es ( MRFs) . The budget has
been conser vat i vel y bui l t , but may have t o be
i ncreased l at er dependi ng on t he recover y of
t he const ruct i on sect or, whi ch wi l l resul t i n an
i ncrease of rol l - of f col l ect i ons ser vi ces.
I ncreases i n col l ect i on cost s wi l l be of f set by
i ncreased revenues. The sol i d wast e program
has not seen a rat e i ncrease f or f our years.
Any pot ent i al f or a f ut ure rat e i ncrease wi l l
be modest .
Geot her mal The capi t al budget ref l ect s t he
compl et i on of t he pi pel i ne ext ensi on t hrough
Boi se St at e Uni versi t y and across t he
Broadway Bri dge. The expense and revenue
budget s i ncl ude adj ust ment s f or t he added
cust omer base. I t i s t he Ci t ys desi re t o keep
geot her mal cust omer rat es compet i t i ve wi t h
nat ural gas.
I rri gat i on The capi t al and operat i ng
budget s ref l ect a st at us quo f or t he syst em.
The Ci t y may choose t o t ur n over ownershi p
and operat i on of t he syst ems t o an
appropri at e i rri gat i on ent i t y at some poi nt i n
t he f ut ure.
176
TARGET 2010 2011 2012
Number of NPDES Wast ewat er Permi t Except i ons 0 0 0 37
FY12 act ual s are due t o 2 regul at or y
non-compl i ance event s resul t i ng
from t he new permi t .
Percent of Ti me Geot hermal Syst em i s Operat i onal 100% 99.0% 99.8%
Percent of Wast e Bei ng Di vert ed from t he Landfi l l 35% 35%
Di verson rat e est i mat ed by pounds per
househol d col l ect ed per mont h, househol d
hazardous wast es recycl ed, gl ass and
used mot or oi l .
Cost per Mgd of Wast ewat er Treat ed 484,228 419,000 420,000 484,228
Publ i c
Works
Admi ni strati on Envi ronmental Engi neeri ng
Government
Bui l di ngs
Sewer Fund I rri gati on Fund
Geothermal
Fund
Sol i d Waste
Fund
PUBLI C WORKS
COMMUNI TY
DEVELOPMENT
Public Works Department
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 64,092,406 69,181,895 63,945,057 68,889,197 74,545,368
Expenses
Personnel 14,432,919 15,604,801 15,069,498 15,753,500 16,310,365
Major Equipment 233,335 391,226 1,930,900 2,086,289 1,966,707
Other Expenses 10,574,413 10,279,879 10,164,519 10,086,505 10,185,658
Capital Projects 1,974,458 6,174,044 9,245,175 25,286,650 9,954,200
Total Expenses 62,719,493 68,004,400 75,082,322 93,310,654 80,704,303
Surplus / (Use of Fund Balance) 1,372,914 1,177,496 (11,137,265) (24,421,457) (6,158,935)
Resources by Fund
General 1,116,994 4,993,272 4,872,338 5,267,317 5,401,731
Capital 794,934 632,398
Geothermal 1,782,871 1,096,641 840,030 930,031 2,402,698
Municipal Irrigation 47,690 42,016 49,900 38,002 37,556
Sewer 36,666,425 37,900,010 33,763,819 37,880,178 41,346,434
Solid Waste 23,683,491 24,517,559 24,418,970 24,773,670 25,356,950
Total Expense 64,092,406 69,181,895 63,945,057 68,889,197 74,545,368
Expenses by Fund
General 4,835,528 4,563,188 4,872,338 5,267,318 5,401,732
Capital 1,397,351 5,439,318 2,271,500 722,700 909,900
Geothermal 565,815 623,941 750,922 1,025,425 3,280,953
Sewer 31,351,614 32,718,926 41,974,835 60,551,795 44,788,526
Solid Waste 24,526,077 24,623,034 25,166,860 25,695,415 26,275,636
Total Expense 62,719,493 68,004,400 75,082,322 93,310,654 80,704,303
*The numbers above include all funds and the decit is due to the combination of planned enterprise
fund balance use and departmental Capital Fund expenditures.
*
177
PUBLI C WORKS
*
General Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues 1,116,994 963,972 964,328 863,491 879,462
Total Resources 1,116,994 4,993,272 4,872,338 5,267,318 5,401,732
Expenses
Personnel 1,883,487 1,941,328 1,890,277 1,899,515 1,912,790
Other Expenses 306,465 306,154 312,411 290,982 290,536
Total Expenses 4,835,528 4,563,188 4,872,338 5,267,318 5,401,732
Net (3,718,534) 430,084 (0) 0 (0)
Administration 396,858 441,418 479,957 560,194 621,246
Engineering 1,693,158 1,698,181 1,816,430 1,720,560 1,738,955
Environmental 627,944 415,251 396,247 394,707 394,723
*Government Buildings 2,117,568 2,008,338 2,179,705 2,591,857 2,646,808
Total Expenses 4,835,528 4,563,188 4,872,338 5,267,318 5,401,732
*Government Builidings is included in this chart as part of the overall department by division for Public
Works General Fund. The division detail for Government Buildings can be found in the Support
Services section.
Government Buildings also includes both revenue and expenditure budget for the repair and
maintenance of re stations as discussed in the Fire Department section.
178
COMMUNI TY
DEVELOPMENT
General Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 427,812 4,397,697 4,297,003 4,757,515 4,882,931
Expenses
Personnel 244,442 241,844 228,364 226,270 227,928
Other Expenses 15,215 12,588 17,070 446
Total Expenses 396,858 441,418 479,957 560,194 621,246
The Administration Division provides overhead support for the Public Works Department, which is a
multi-faceted department tasked with providing the organization with engineering, operational and
science based services in support of environmental protection and facilities management. Public
Works activities are spread across ve funds: General, Sewer, Solid Waste, Geothermal and Irrigation.
Indirect charges are used to account for expenses in the appropriate fund.
179
PUBLI C WORKS
General Fund
Engineering Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 118,721 188,673 227,168 182,700 183,434
Expenses
Personnel 640,606 679,781 667,507 612,969 617,418
Other Expenses
Total Expenses 1,693,158 1,698,181 1,816,430 1,720,560 1,738,955
The Engineering Division includes Municipal Street Lighting, Development and Information Services,
and Drainage.
Municipal Street Lighting is responsible for managing the installation and maintenance of street lights.
Development and Information Services provides engineering and project management support for
various General Fund projects and activities. In addition, it also provides addressing, hillside and
other development assistance.
Drainage is responsible for reviewing commercial development drainage plans and inspecting
installations to ensure compliance with the federal Stormwater National Pollutant Discharge Elimination
System (NPDES) permit. Drainage also manages ood mitigation facilities in the Boise foothill gulches.
Fees are charged for plan review and inspection services.
180
COMMUNI TY
DEVELOPMENT
General Fund
Environmental Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 278,867 130,143 68,775 26,600 26,600
Expenses
Personnel 235,553 216,611 211,849 204,663 206,079
Major Equipment
Other Expenses (70)
Total Expenses 627,944 415,251 396,247 394,707 394,723
The Environmental Division is comprised of three units that provide technical support for the Citys
stormwater, groundwater, and climate protection/air quality programs.
The stormwater unit oversees compliance of federal and state regulations and provides educational
outreach support required to meet the conditions of the Stormwater National Pollutant Discharge
Elimination System (NPDES) permit.
The groundwater and air quality unit support the Citys participation in local water studies and protection
programs, tracks water rights issues, and supports air quality and climate protection programs. This
subgroup also completes environmental site assessments for City property acquisitions and conducts
remediation actions as needed.
181
PUBLI C WORKS
Sewer Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 36,666,425 37,900,010 33,763,819 37,880,178 41,346,434
Expenses
Personnel 12,093,415 13,172,021 12,695,799 13,400,346 13,926,938
Major Equipment 192,970 361,609 1,890,600 2,032,289 1,912,707
Other Expenses 9,481,756 9,444,447 9,389,662 9,352,495 9,433,410
Capital Projects 567,741 701,196 6,716,175 24,089,500 6,351,350
Total Expenses 31,351,614 32,718,926 41,974,835 60,551,795 44,788,526
The Sewer Fund activities are broken into four divisions: Operations, Engineering, Environmental, and
Administration. Administration provides budgeting, accounting, records management, purchasing,
public outreach, rate setting, and billing support. The General, Geothermal, Solid Waste and Irrigation
Funds reimburse the Sewer Fund to cover the costs of contracted services for not only administration,
but for operations and engineering.
Monthly fees are charged to customers.
Sewer Operations is responsible for the operation and maintenance of all sewer pipeline and treatment
facilities including a biosolids application site. Wastewater treatment occurs at the West Boise and
Lander Street Treatment Facilities, with the treated water being returned to the Boise River and the
biosolids being recycled at the Twenty Mile South Farm. Sewer, geothermal, and irrigation pipeline
services are provided by the Utilities Maintenance work group.
Sewer Engineering provides a broad range of technical support services including design, design
review, survey, inspection and project management for the sewer collection and sewer treatment
facilities. Engineering also provides services for the geothermal, irrigation, streetlight, and storm
drainage facilities.
Sewer Environmental ensures compliance with the NPDES permit and works with the Engineering
division on research and design of new facilities.
Operating Revenue in the FY 2013 Adopted Budget was originally forecasted based on the economic
conditions in FY 2010. As conditions improved, the budget was not revised because any surplus
would simply fall through to increased fund balance. The FY 2015 and 2015 is now in line with current
economic conditions. The FY 2014 increase in Other Expenses is primarily a result of the Capital
Expenditures related to the NPDES compliance requirements.
182
COMMUNI TY
DEVELOPMENT
Municipal Irrigation Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 47,690 42,016 49,900 38,002 37,556
Expenses
Other Expenses 8,438 8,038 8,838 8,563 7,903
Total Expense 43,108 35,992 45,867 48,002 47,556
The Municipal Irrigation Division maintains and operates ve City-owned pressurized irrigation systems
to service eight subdivisions. Users are charged an assessment for use of the pressurized irrigation
systems.
183
PUBLI C WORKS
Geothermal Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues 1,782,871 1,096,641 840,030 930,031 2,402,698
Total Resources 1,782,871 1,096,641 840,030 930,031 2,402,698
Expenses
Personnel 100,429 104,338 96,901 96,919 100,758
Major Equipment 900 9,580 25,000 25,000 25,000
Other Expenses 259,493 263,188 312,108 278,596 296,993
Capital Projects (0) 20,631 50,450 350,450 2,568,950
Total Expenses 565,815 623,941 750,922 1,025,425 3,280,953
The Geothermal Division provides development, operation, and upkeep for the City-owned geothermal
system. The goal for this division is to provide a low cost, pollution-free supply of heating energy to the
downtown core and university areas.
Fees comparable to natural gas fees are assessed to customers. In the past, much of the cost of
this system has been paid through grant funding. If the customers are willing to pay for the initial
construction of a pipeline extension to their building, the City reimburses them with free water to offset
the customers construction costs.
The FY 2015 increase in both revenue and expenditures is due to the Boise State Geothermal
Extension. Grants are anticipated to be received to offset a portion of the expenses.
184
COMMUNI TY
DEVELOPMENT
185
Solid Waste Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 23,683,491 24,517,559 24,418,970 24,773,670 25,356,950
Expenses
Personnel 355,587 387,114 386,521 356,720 369,880
Major Equipment 635 15,300 19,000 19,000
Other Expenses 518,261 258,053 141,500 155,869 156,816
Total Expenses 24,526,077 24,623,034 25,166,860 25,695,415 26,275,636
The Solid Waste Division is responsible for the Citys trash and recycling services. Users pay monthly
fees to have residential and commercial trash and/or recyclables picked up and properly disposed.
Solid Waste also manages the household hazardous waste collection program and provides outreach
services through the environmental education program.
GOVERNMENT BUI LDI NGS
HUMAN RESOURCES
I NTERGOVERNMENTAL
187
2011
Actuals
2012
Actuals
2013
Adopted
2014
Proposed
$ %
% of
Total
General Fund Contribution 5,270,099 5,127,409 5,334,915 5,281,625 (53,290) 1% 3%
Charges for Services 15,073,692 14,661,072 15,204,715 16,994,014 1,789,298 11% 9%
Fines & Forfeiture 787,296 872,372 1,106,180 996,287 (109,893) 11% 1%
Grants & Donations 14,559,932 15,411,252 140,697,679 142,082,137 1,384,458 1% 77%
Licenses & Permits 3,679,300 747,639 587,561 246,928 (340,633) 138% 0%
Capital 118,257,601 4,488,199 12,579,543 3,148,455 (9,431,088) 300% 2%
Miscellaneous 17,019,136 41,166,837 19,295,234 17,641,188 (1,654,046) 9% 10%
Use of Fund Balance (109,150,850) 2,793,809 (1,284,023) (1,809,511) (525,489) 29% 1%
Total Resources $65,496,207 $85,268,588 $193,521,805 $184,581,123 $8,940,682 5% 100%
Personnel 16,093,399 12,276,528 17,952,951 17,321,997 (630,954) 4% 9%
Maintenance & Operations 23,130,267 22,425,561 29,916,102 29,147,596 (768,507) 3% 16%
Depreciation 108,539 116,696 103,573 122,440 18,867 15% 0%
Miscellaneous 21,669,997 40,785,152 138,542,604 132,643,140 (5,899,464) 4% 72%
Major Equipment 257,481 144,684 3,633,177 3,618,250 (14,927) 0% 2%
Capital 4,236,523 9,519,967 3,373,397 1,727,700 (1,645,697) 95% 1%
Finance & Administration 7,418,719 8,177,636 8,397,166 9,335,531 938,365 10% 5%
Human Resources 6,066,969 6,079,366 5,812,409 5,888,908 76,499 1% 3%
Information Technology 8,553,716 9,331,354 6,981,514 7,125,925 144,411 2% 4%
Intergovernmental 39,941,883 54,232,575 167,879,511 158,916,202 (8,963,309) 6% 86%
Government Buildings 3,514,919 7,447,657 4,451,205 3,314,557 (1,136,648) 34% 2%
General 37,916,982 29,486,524 39,721,720 34,759,987 (4,961,733) 14% 19%
Capital 4,236,523 9,519,967 3,373,397 1,537,700 (1,835,697) 119% 1%
Boise City Trust 306 673 125,000,250 125,000,250 0% 68%
Debt Service 2,504,808 26,234,844 2,780,511 2,320,029 (460,482) 20% 1%
Fleet Services 2,519,093 2,840,720 3,039,876 3,073,393 33,517 1% 2%
Health Ins Trust 13,721,538 12,524,937 15,160,256 13,420,050 (1,740,206) 13% 7%
Humane Society Trust 49 181 372 372 0% 0%
Risk Management 4,596,909 4,660,742 4,445,423 4,469,342 23,919 1% 2%
Change from FY 2013
Finance &
Administration
5%
Human
Resources
3%
Information
Technology
4%
Government
Buildings
2%
86%
Total City
Budget
$487,380,766
Support
Services
$184,581,123
38%
Intergovernmental
SUPPORT SERVICES
AT A GLANCE

he Depar t ment of Fi nance &
Admi ni st rat i on ( DFA) provi des al l of t he
f i nanci al f unct i ons of t he Ci t y and many
cent ral i zed ser vi ces t o ot her Ci t y depar t ment s.
DFA consi st s of t hree ser vi ce groups:
Admi ni st rat i on, Fi nanci al Management , and
General Gover nment Ser vi ces, whi ch i ncl udes
Fl eet Ser vi ces. Many of t he ser vi ces of t he
Admi ni st rat i ve Ser vi ces Di vi si on are mandat ed
by Ci t y code, f ederal and st at e l aws, and ot her
rul es and regul at i ons i nt ended t o saf eguard Ci t y
asset s, resources, and t he general publ i c.
Debbi e Broughton
FTEs
78.23
9,335,531
Mi ssi on Statement
The Depar t ment of Fi nance & Admi ni st rat i on
exi st s t o suppor t t he Ci t y- wi de mi ssi on of
provi di ng except i onal muni ci pal ser vi ces and
keepi ng Boi se a saf e and vi brant communi t y.
Thi s i s accompl i shed t hrough a depar t ment st af f
t hat i s commi t t ed t o t eamwork, exper t i se,
consi st ency, bal ance and i nt egri t y.
5.0%
of Support Servi ces
Expendi tures
0.1
of Every
Tax Dol l ar
Fl eet Fund: 18. 25
3.4%
of General Fund
Expendi tures
189
cont i nues t o f ocus on suppor t i ng t he ci t ywi de
mi ssi on of provi di ng except i onal muni ci pal
ser vi ces and keepi ng Boi se a saf e and
vi brant communi t y. Thi s i s accompl i shed by
a depar t ment st af f t hat i s commi t t ed t o
t eamwork, exper t i se, consi st ency, bal ance
and i nt egri t y. Through t hi s f ocus, Fi nance &
Admi ni st rat i on was par t of a successf ul
i mpl ement at i on of a new ent erpri se resource
pl anni ng syst em, budget i ng syst em, and
several ot her process i mprovement s. These
i ncl ude, but are not l i mi t ed t o, an i mproved
cost al l ocat i on pl an; ref i nement of t he
Capi t al I mprovement Pl an mi ssi on, work pl an
and product s; i ncreased purchasi ng suppor t
f or depar t ment s; t he i mpl ement at i on of a new
agenda management sof t ware syst em; and
t he cent ral i zat i on of pri nt er acqui si t i on and
mai nt enance. FY 2014 wi l l mark t he f i rst f ul l
year of operat i on f or many of t he hi ghl i ght s
l i st ed above and wi l l provi de great er
ef f i ci enci es and product i vi t y.
cont i nues t o f ocus on suppor t i ng t he ci t ywi de
mi ssi on of provi di ng except i onal muni ci pal
ser vi ces and keepi ng Boi se a saf e and
vi brant communi t y. Thi s i s accompl i shed by
a depar t ment st af f t hat i s commi t t ed t o
t eamwork, exper t i se, consi st ency, bal ance
and i nt egri t y. Through t hi s f ocus, Fi nance &
Admi ni st rat i on was par t of a successf ul
i mpl ement at i on of a new ent erpri se resource
pl anni ng syst em, budget i ng syst em, and
several ot her process i mprovement s. These
i ncl ude, but are not l i mi t ed t o, an i mproved
cost al l ocat i on pl an; ref i nement of t he
Capi t al I mprovement Pl an mi ssi on, work pl an
and product s; i ncreased purchasi ng suppor t
f or depar t ment s; t he i mpl ement at i on of a new
agenda management sof t ware syst em; and
t he cent ral i zat i on of pri nt er acqui si t i on and
mai nt enance. FY 2014 wi l l mark t he f i rst f ul l
year of operat i on f or many of t he hi ghl i ght s
l i st ed above and wi l l provi de great er
ef f i ci enci es and product i vi t y.
Fi nance &
Admi n
Admi ni strati on
Fi nanci al
Management
General
Government
Ser vi ces
Fl eet Ser vi ces
190
191
SUPPORT
SERVI CES
Finance and Administration Department
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
General Fund Contribution 534,442 (61,767) 83,615 107,768
Total Resources 7,883,104 8,440,492 8,454,318 9,150,884 9,344,051
Expenses
Personnel 4,455,266 4,842,891 4,712,283 5,043,351 5,115,252
Major Equipment 11,181 13,404 32,640 22,000 23,000
Other Expenses 149,055 130,719 141,298 125,750 130,645
Total Expenses 7,418,719 8,177,636 8,397,166 9,335,531 9,531,630
Surplus / (Use of Fund Balance) 464,385 262,856 57,153 (184,647) (187,579)
Resources by Fund
General 5,277,912 5,646,535 5,357,290 6,107,138 6,201,926
Capital
Fleet Services 2,605,193 2,793,957 3,097,028 3,043,746 3,142,125
Total Expense 7,883,104 8,440,492 8,454,318 9,150,884 9,344,051
Expenses by Fund
General 4,899,627 5,336,916 5,357,290 6,107,138 6,201,926
Capital 155,000 155,000
Fleet Services 2,519,093 2,840,720 3,039,876 3,073,393 3,174,704
Total Expense 7,418,719 8,177,636 8,397,166 9,335,531 9,531,630
*The numbers above include all funds and the decit is due to the combination of Capital Fund expense
and the planned use of Fleet Services Fund balance.
*
The Operating Revenue increase in FY 2014 is primarily a result of the increase in parking meter fees.
191
192
General Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 5,277,912 5,646,535 5,357,290 6,107,138 6,201,926
Expenses
Personnel 3,500,340 3,887,919 3,717,648 3,897,809 3,923,613
Other Expenses 48,756 22,662 34,708 13,000 13,000
Total Expenses 4,899,627 5,336,916 5,357,290 6,107,138 6,201,926
Net 378,285 309,619 (0) (0) 0
Administration 259,324 307,052 436,065 575,929 573,988
Financial Management 2,540,371 2,742,427 2,631,286 2,826,678 2,857,090
General Government Services 2,099,932 2,287,437 2,289,939 2,704,530 2,770,847
Total Expenses 4,899,627 5,336,916 5,357,290 6,107,138 6,201,926
The Operating Revenue increase in FY 2014 is primarily a result of the increase in parking meter fees.
192
193
SUPPORT
SERVI CES
General Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 104,083 585,901 63,229 224,345 252,368
Expenses
Personnel 207,642 220,241 252,652 266,496 266,588
Major Equipment
Other Expenses
Total Expenses 259,324 307,052 436,065 575,929 573,988
The Administration Division of Finance & Administration includes the Department Director and support
staff, which provide leadership and direction for the Department. The Administration Division supports
the delivery of all programs and services provided to both internal and external customers, and the
citizens of Boise.
193
194
General Fund
Financial Management Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 1,525,804 1,553,713 1,540,942 1,673,793 1,707,185
Expenses
Personnel 1,996,991 2,227,277 1,985,685 2,205,842 2,221,241
Major Equipment
Total Expenses 2,540,371 2,742,427 2,631,286 2,826,678 2,857,090
The Financial Management Division for Finance and Administration includes the Accounting,
Budget, Purchasing, and Treasury ofces. It ensures citywide nancial compliance and scal
responsibility as required by industry standards, federal and state statutes, and municipal codes.
The Accounting ofce accumulates and manages base nancial data for the City and generates a
variety of nancial reports, including the annual audit, the indirect cost plans and the Comprehensive
Annual Financial Report; tracks grants and loans; handles accounts receivable and payable; and
completes bank reconciliations. The Budget ofce manages the Citys two-year budget development,
monitoring and reporting processes. The Purchasing ofce coordinates citywide purchases in excess
of $10,000 and handles surplus property. Finally, the Treasury ofce oversees cash, investment, and
debt management, as well as assists in collecting debts owed to the City.
194
195
SUPPORT
SERVI CES
General Fund
General Government Services Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 3,648,024 3,506,920 3,753,119 4,209,000 4,242,373
Expenses
Personnel 1,295,707 1,440,401 1,479,310 1,425,471 1,435,784
Maintenance & Operations 744,287 826,720 775,920 1,266,060 1,322,064
Other Expenses 48,756 20,282 34,708 13,000 13,000
Total Expenses 2,099,932 2,287,437 2,289,939 2,704,530 2,770,847
The General Government Services Division includes licensing, enforcement, print, mail, parking, and
City Clerk. Licensing and Enforcement focuses primarily on food, alcohol, taxi cabs, child care and
animal licensing. City Print and Mail provides graphic arts and printing services and processes the Citys
interdepartmental and external mail. Parking Services provides review, management, enforcement,
and administration of on-street and garage parking within Boise City limits for parking in the downtown
business district and several other special parking districts. The City Clerks ofce is the Municipal
Clerk to the Mayor and City Council for technical and administrative support. This ofce manages the
Citys vital records.
195
196
Fleet Services Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 2,605,193 2,793,957 3,097,028 3,043,746 3,142,125
Expenses
Personnel 954,926 954,972 994,635 1,145,543 1,191,639
Major Equipment 13,372 32,640 22,000 23,000
Other Expenses 100,298 108,057 106,590 112,750 117,645
Total Expense 2,519,093 2,840,720 3,039,876 3,073,393 3,174,704
The Fleet Services Division buys and maintains the Citys rolling stock, including public safety and
emergency response vehicles and equipment, and general city operations. Fleet Services is an
internal service fund that charges the full cost of providing eet services back to user departments.
196

SUPPORT
SERVI CES
199
General Fund
Government Buildings Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 291,594 276,759 279,392 300,502 308,766
Expenses
Personnel 762,885 803,093 782,558 855,614 861,365
Maintenance & Operations 1,045,684 895,987 1,101,736 1,445,707 1,494,907
Other Expenses 291,250 293,566 295,411 290,536 290,536
Total Expenses 2,117,568 2,008,338 2,179,705 2,591,857 2,646,808
The Government Buildings Division encompasses two services, building maintenance and facility
security.
Building Maintenance maintains and operates the facilities at the two City Hall complexes, while also
supporting other facilities such as the re stations, the Senior Center, Boise Art Museum, Log Cabin
Literary Center, Black History Museum, and the libraries on an as-requested basis.
Security implements and manages facility access control and security, including the identication card
program for all City employees, vendors, volunteers, and Board & Commission members, for the two
City Hall complexes, the two sewer treatment plants, re stations, libraries, and other City facilities.
Government Buildings also includes both revenue and expenditure budget for the repair and
maintenance of re stations as discussed in the Fire Department section. The increase in Government
Buildings personnel buget amount, but not FTE count, is due in part to an existing position being re-
classed.

uman Resources ( HR) provi des suppor t t o
al l Ci t y depar t ment s and t o ext er nal
cust omers i n several areas: personnel i ssues,
benef i t s and compensat i on, payrol l , st af f i ng,
t rai ni ng, admi ni st rat i ve suppor t , i nsurance, ri sk
management , workers compensat i on,
and saf et y.
HUMAN RESOURCES
Shawn Mi l l er
FTEs
19.48
5,888,908
Mi ssi on Statement
Ensuri ng t he best empl oyees work f or t he best
empl oyer t o make Boi se t he most l i vabl e ci t y i n
t he count r y.
3.0%
Expendi tures
0.8
of Every
Tax Dol l ar
Workers Comp Fund: 2. 50
Ri sk Management Fund: 4. 10
0.8%
of General Fund
Expendi tures
201
HUMAN RESOURCES
Goal s
1. Devel op and i mpl ement a comprehensi ve
empl oyee compensat i on approach and
heal t h care pl an t hat i s f i scal l y sust ai nabl e
and compet i t i ve wi t h peer compani es and
muni ci pal i t i es. ( Revi ew Peri od FY11- FY15)
2. Creat e, modi f y, ref i ne, and document
processes t hat ser ve t he needs of t he
depar t ment s ext er nal and i nt er nal
cust omers.
empl oyee t rai ni ng syst em t hat i s f i scal l y
sust ai nabl e and provi des empl oyees wi t h
j ob t rai ni ng t o al l ow t hem ready access t o
necessar y i nf or mat i on.
5. Cl ose gaps i n compet enci es i n each
depar t ment t hrough f ocused recrui t i ng,
t rai ni ng, ret rai ni ng, l eadershi p devel opment
and change management , compensat i on
i ssues, recl assi f i cat i ons, reorgani zat i ons,
di versi t y and af f i r mat i ve act i on i ni t i at i ves,
i nt er nshi ps/vol unt eers, successi on pl anni ng,
and ri sk and saf et y i ssues.
empl oyee compensat i on approach and
heal t h care pl an t hat i s f i scal l y sust ai nabl e
and compet i t i ve wi t h peer compani es and
muni ci pal i t i es. ( Revi ew Peri od FY11- FY15)
2. Creat e, modi f y, ref i ne, and document
processes t hat ser ve t he needs of t he
depar t ment s ext er nal and i nt er nal
cust omers.
empl oyee t rai ni ng syst em t hat i s f i scal l y
sust ai nabl e and provi des empl oyees wi t h
j ob t rai ni ng t o al l ow t hem ready access t o
necessar y i nf or mat i on.
5. Cl ose gaps i n compet enci es i n each
depar t ment t hrough f ocused recrui t i ng,
t rai ni ng, ret rai ni ng, l eadershi p devel opment
and change management , compensat i on
i ssues, recl assi f i cat i ons, reorgani zat i ons,
di versi t y and af f i r mat i ve act i on i ni t i at i ves,
i nt er nshi ps/vol unt eers, successi on pl anni ng,
and ri sk and saf et y i ssues.
I n FY14 Human Resources wi l l cont i nue worki ng on goal s t hat f ul f i l l our mi ssi on. For exampl e,
our Depar t ment wi l l unrol l maj or por t i ons of t he Ci t ys newl y creat ed t rai ni ng pl an, i ncl udi ng a
l eadershi p devel opment component ; f ul l y i mpl ement t he ret ool ed per f or mance management
processes; and cont i nue t o meet t he uni que workf orce pl anni ng needs of each of t he depar t ment s.
To suppor t t hese goal s, t he depar t ment s budget request s i ncl ude f undi ng f or t he revi sed
per f or mance pay model and t he Ci t ys expect ed workf orce pl anni ng needs.
I n FY14 Human Resources wi l l cont i nue worki ng on goal s t hat f ul f i l l our mi ssi on. For exampl e,
our Depar t ment wi l l unrol l maj or por t i ons of t he Ci t ys newl y creat ed t rai ni ng pl an, i ncl udi ng a
l eadershi p devel opment component ; f ul l y i mpl ement t he ret ool ed per f or mance management
processes; and cont i nue t o meet t he uni que workf orce pl anni ng needs of each of t he depar t ment s.
To suppor t t hese goal s, t he depar t ment s budget request s i ncl ude f undi ng f or t he revi sed
per f or mance pay model and t he Ci t ys expect ed workf orce pl anni ng needs.
202
203
203
Target 2010 2011 2012
Payrol l Processi ng Cost per Empl oyee $85 $300 $150 N/A
Payrol l Processi ng Error Rat e 2% N/A N/A N/A
Annual Premi um I ncreases 6.5% N/A N/A N/A
Wel l ness Program I ncrease by 10% N/A N/A N/A
Average Li abi l i t y Cl ai m Durat i on Reduce by 5% N/A N/A N/A
Average Workers Compensat i on Cl ai m Reduce by 5% N/A N/A N/A
Report i ng Lag Ti me
Number of Worker Days Lost per Workers Reduce by 5% N/A N/A N/A
Comp Cl ai m
Human
Resources
Admi ni strati on
Human Asset
Management
Compensati on
Admi ni strati on
Workforce
Pl anni ng
Ri sk
Management
203
Human Resources Department
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
General Fund Contribution 1,128,373 936,622 1,011,256 1,019,448
Total Resources 5,950,526 5,427,119 5,627,302 5,691,738 5,862,683
Expenses
Personnel 1,631,296 1,574,121 1,547,495 1,721,161 1,752,538
Major Equipment 4,771 13,718 20,000
Other Expenses 1,116,824 856,738 73,529 258,463 261,014
Total Expense 6,066,969 6,079,366 5,812,409 5,888,908 6,064,026
Surplus / (Use of Fund Balance) (116,443) (652,247) (185,107) (197,170) (201,343)
Resources by Fund
General 417,746 1,507,647 1,366,986 1,419,566 1,437,790
Risk Management 2,732,617 2,492,246 2,517,311 2,292,453 2,387,707
Workers Comp 2,800,163 1,427,226 1,743,005 1,979,719 2,037,186
Total Expense 5,950,526 5,427,119 5,627,302 5,691,738 5,862,683
Expenses by Fund
General 1,470,060 1,418,624 1,366,986 1,419,566 1,437,790
Risk Management 2,222,501 2,246,674 2,445,775 2,292,331 2,387,584
Workers Comp 2,374,409 2,414,068 1,999,648 2,177,011 2,238,652
Total Expense 6,066,969 6,079,366 5,812,409 5,888,908 6,064,026
*
*The numbers above include all funds and the decit is equal to the planned use of Risk Management
Fund balance.
HUMAN RESOURCES
204
205
SUPPORT
SERVI CES
General Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 417,746 1,507,647 1,366,986 1,419,566 1,437,790
Expenses
Personnel 1,177,219 1,110,343 991,692 1,046,105 1,052,933
Other Expenses
Total Expenses 1,470,060 1,418,624 1,366,986 1,419,566 1,437,790
Net (1,052,314) 89,023 (0) (0) (0)
Adminstration 576,060 495,851 386,135 464,905 470,438
Compensation Administration 379,364 480,854 517,754 437,038 443,489
Human Asset Management 83,167 96,147 94,423 141,748 142,859
Workforce Planning 431,469 345,772 368,675 375,876 381,004
Total Expenses 1,470,060 1,418,624 1,366,986 1,419,566 1,437,790
205
206
HUMAN RESOURCES
The Administration Division provides support to all City departments and to external customers by
being a rst point of contact for customers, running and maintaining various programs, on-boarding
new employees, and providing administrative and clerical support to the HR Department.
General Fund
Adminstration Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 158,927 1,268,782 1,094,294 1,376,066 1,394,290
Expenses
Personnel 425,906 352,184 273,300 223,344 224,241
Other Expenses
Total Expenses 576,060 495,851 386,135 464,905 470,438
206
207
SUPPORT
SERVI CES
The Human Asset Management Division provides support to all City departments in the area of
personnel services. Personnel services provides support to supervisors and employees in workplace
investigations, discipline matters, performance issues, and grievances to ensure compliance with
federal, state, and local laws. HR develops citywide employment policies and procedures, represents
the City in unemployment compensation matters, and provides labor negotiations support.
General Fund
Human Asset Management Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues 5,813 5,122 5,768
Total Resources 5,813 5,122 5,768
Expenses
Personnel 81,858 92,708 85,642 141,748 142,859
Maintenance & Operations 1,309 3,440 8,781
Major Equipment
Other Expenses
Total Expenses 83,167 96,147 94,423 141,748 142,859
The increase in personnel costs is due to payroll allocation changes between accounting units within
the General Fund. The decrease can be seen on page 206.
207
208
HUMAN RESOURCES
The Compensation Administration Division administers the Citys health, wellness, and fringe benet
programs, supports the Health Insurance Trust and Trustees, and manages the Human Resources
information system.
General Fund
Compensation Administration Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 136,738 131,306 151,554 43,500 43,500
Expenses
Personnel 271,845 355,382 336,340 351,538 353,989
Major Equipment
Other Expenses
Total Expenses 379,364 480,854 517,754 437,038 443,489
208
209
SUPPORT
SERVI CES
The Workforce Planning Division focuses on recruiting, training, leadership development and change
management, compensation issues, reclassications, reorganizations, diversity and afrmative action
initiatives, internships and volunteers, and succession planning.
General Fund
Workforce Planning Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues 116,268 102,436 115,370
Total Resources 116,268 102,436 115,370
Expenses
Personnel 397,610 310,070 296,411 329,476 331,844
Major Equipment 230
Other Expenses
Total Expenses 431,469 345,772 368,675 375,876 381,004
209
210
HUMAN RESOURCES
The Risk Management Division administers the Citys risk management, liability, property loss,
occupational safety and health, citywide employee training, workers compensation, and insurance
programs.
Risk Management and Workers Comp Funds
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 5,532,780 3,919,472 4,260,316 4,272,172 4,424,893
Expenses
Personnel 454,077 463,778 555,803 675,056 699,605
Other Expenses 1,116,824 856,738 73,529 68,463 71,014
Total Expenses 4,596,909 4,660,742 4,445,423 4,469,342 4,626,236
210
SUPPORT
SERVI CES
211
Workers Compensation
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 2,800,163 1,427,226 1,743,005 1,979,719 2,037,186
Expenses
Personnel 89,872 90,473 92,161 239,121 247,593
Other Expenses 701,096 663,157 55,126 49,673 51,660
Total Expenses 2,374,409 2,414,068 1,999,648 2,177,011 2,238,652
Risk Management Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 2,732,617 2,492,246 2,517,311 2,292,453 2,387,707
Expenses
Personnel 364,204 373,305 463,642 435,935 452,012
Other Expenses 415,728 193,581 18,403 18,790 19,354
Total Expense 2,222,501 2,246,674 2,445,775 2,292,331 2,387,584

213
he I nf or mat i on Technol ogy ( I T)
Depar t ment bui l ds, manages, and
mai nt ai ns t he Ci t y gover nment i nf or mat i on
t echnol ogy i nf rast ruct ure: radi o, dat a,
communi cat i ons and comput er net works used by
ot her Ci t y depar t ment s t o ser ve const i t uent s.
I T al so di rect s t he devel opment of comput er
appl i cat i on proj ect s on behal f of t he Ci t y and
ot her depar t ment s.
Garry Beaty
FTEs
53.00
7,125,925
Mi ssi on Statement
The mi ssi on of t he I nf or mat i on Technol ogy
Depar t ment i s "To ser ve t he publ i c by
par t neri ng wi t h our cust omers t o provi de
accurat e, t i mel y, and rel i abl e t echnol ogy
sol ut i ons t hat suppor t t he st rat egi c di rect i on of
t he Ci t y of Boi se. "
4.0%
Expendi tures
0.9
of Every
Tax Dol l ar
General f und: 53
3.6%
of General Fund
Expendi tures
213
214
Goal s
RESOURCES
1. Consol i dat e remot e ser vi ces by ei t her usi ng
hi gh bandwi dt h WAN connect i ons or Ci t ri x.
Conver t Ci t y' s di rect or y st ruct ure f rom
Novel l t o Mi crosof t .
2. Cont i nue expandi ng exi st i ng OnBase
sof t ware syst em t o ot her depar t ment s or
wi t hi n exi st i ng depar t ment s. I mpl ement new
modul es al ready owned by t he Ci t y.
3. I nt egrat i on of Geographi cal I nf or mat i on
Ser vi ces ( GI S) t hroughout t he ent erpri se.
FOCUS.
1. Cont i nue suppor t of exi st i ng syst ems.
2. I T Suppor t of Renovat ed and New Faci l i t i es.
3. I T Suppor t t o Depar t ment s' St rat egi c
I ni t i at i ves.
RESOURCES
1. Consol i dat e remot e ser vi ces by ei t her usi ng
hi gh bandwi dt h WAN connect i ons or Ci t ri x.
Conver t Ci t y' s di rect or y st ruct ure f rom
Novel l t o Mi crosof t .
2. Cont i nue expandi ng exi st i ng OnBase
sof t ware syst em t o ot her depar t ment s or
wi t hi n exi st i ng depar t ment s. I mpl ement new
modul es al ready owned by t he Ci t y.
3. I nt egrat i on of Geographi cal I nf or mat i on
Ser vi ces ( GI S) t hroughout t he ent erpri se.
FOCUS.
1. Cont i nue suppor t of exi st i ng syst ems.
2. I T Suppor t of Renovat ed and New Faci l i t i es.
3. I T Suppor t t o Depar t ment s' St rat egi c
I ni t i at i ves.
The I nf or mat i on Technol ogy Depar t ment
cont i nues t o manage and i mpl ement ci t ywi de
I T i ni t i at i ves despi t e t he f i scal l y chal l engi ng
envi ronment f aced by t he Ci t y. The
Depar t ment s ef f or t s are f ocused on dri vi ng
i nnovat i on t o creat e bet t er ef f i ci enci es usi ng
l i mi t ed, avai l abl e resources; l everagi ng
vol ume di scount s and economi es of scal e t o
reduce overal l cost s; i ncreasi ng col l aborat i on
among Ci t y depar t ment s and ot her agenci es,
as wel l as wi t h ser vi ce provi ders usi ng onl i ne
t ool s such as SharePoi nt ; eval uat i ng
cost - savi ng t echnol ogi es and i mpl ement i ng
new I T gover nance processes and cont rol s t o
bet t er manage I T procurement and proj ect s t o
mai nt ai n a sust ai nabl e busi ness- f ocused
organi zat i on. The I T Depar t ment wi l l
cont i nue i n 2014 and 2015 t o f ocus on t he
Vi si on 2020 proj ect upgrade, websi t e
redesi gn, and i nvent or y and mai nt enance
management .
The I nf or mat i on Technol ogy Depar t ment
cont i nues t o manage and i mpl ement ci t ywi de
I T i ni t i at i ves despi t e t he f i scal l y chal l engi ng
envi ronment f aced by t he Ci t y. The
Depar t ment s ef f or t s are f ocused on dri vi ng
i nnovat i on t o creat e bet t er ef f i ci enci es usi ng
l i mi t ed, avai l abl e resources; l everagi ng
vol ume di scount s and economi es of scal e t o
reduce overal l cost s; i ncreasi ng col l aborat i on
among Ci t y depar t ment s and ot her agenci es,
as wel l as wi t h ser vi ce provi ders usi ng onl i ne
t ool s such as SharePoi nt ; eval uat i ng
cost - savi ng t echnol ogi es and i mpl ement i ng
new I T gover nance processes and cont rol s t o
bet t er manage I T procurement and proj ect s t o
mai nt ai n a sust ai nabl e busi ness- f ocused
organi zat i on. The I T Depar t ment wi l l
cont i nue i n 2014 and 2015 t o f ocus on t he
Vi si on 2020 proj ect upgrade, websi t e
redesi gn, and i nvent or y and mai nt enance
management .
Target 2010 2011 2012
Average Avai l abi l i t y of I nfrast ruct ure Ser vi ces
(net work up t i me) 99.9% 99.77% 99.80% 99.96%
Number of I nci dent s per Quart er N/A 4,779 4,926 6,352
Percent of I ssues Cl osed Same Day
Ent i re Depart ment 75% 81% 81% 80%
Percent of I ssues Cl osed Same Day
Cust omer Ser vi ce Cent er 75% 85% 78% 86%
Percent of I ssues Cl osed Same Day - Hel p Desk 50% 92% 91% 92%
I ncrease Net work WAN Speed 1 GB for 11 si tes 0% 0% 100%
I nformati on
Technol ogy
Admi ni strati on
Appl i cati on
Ser vi ces
Customer
Ser vi ce Center
Geographi cal
I nformati on
System
I nfrastructure
Ser vi ces
Department
Tech Ser vi ces
215
Information Technology Department
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 5,220,243 6,450,877 5,879,617 6,465,925 6,643,008
Expenses
Personnel 4,452,267 4,611,819 4,274,889 4,663,150 4,696,992
Other Expenses (248)
Capital Projects 2,600,724 2,835,224 1,101,897 660,000 822,000
Total Expenses 8,553,716 9,331,354 6,981,514 7,125,925 7,465,008
Surplus / (Use of Fund Balance) (3,333,473) (2,880,477) (1,101,897) (660,000) (822,000)
Resources by Fund
General 5,220,243 6,450,877 5,879,617 6,465,925 6,643,008
Capital
Total Expense 5,220,243 6,450,877 5,879,617 6,465,925 6,643,008
Expenses by Fund
General 5,952,981 5,961,130 5,879,617 6,465,925 6,643,008
Capital 2,600,735 3,370,224 1,101,897 660,000 822,000
Total Expense 8,553,716 9,331,354 6,981,514 7,125,925 7,465,008
*
216
SUPPORT
SERVI CES
General Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 5,220,243 6,450,877 5,879,617 6,465,925 6,643,008
Expenses
Personnel 4,452,267 4,611,819 4,274,889 4,663,150 4,696,992
Total Expenses 5,952,981 5,961,130 5,879,617 6,465,925 6,643,008
Net (732,738) 489,747 0 (0) (0)
Administration 463,601 560,571 945,295 879,870 1,018,227
Application Services 1,525,601 1,740,764 1,452,525 1,556,831 1,578,852
Customer Service Center 887,947 835,382 792,946 943,158 929,611
Department Tech Services 1,056,705 1,077,049 1,014,342 1,281,300 1,291,881
Geographic Information Sys 418,264 338,350 328,348 345,654 344,599
Infrastructure Services 1,600,863 1,409,014 1,346,161 1,459,112 1,479,838
Total Expenses 5,952,981 5,961,130 5,879,617 6,465,925 6,643,008
217
The Administration Division is the central point for coordinating support for internal business operations
of the Information Technology Department.
General Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 4,764,745 6,209,106 6,046,065 6,362,454 6,537,403
Expenses
Personnel 259,015 264,252 363,778 258,800 260,471
Major Equipment
Other Expenses
Total Expenses 463,601 560,571 945,295 879,870 1,018,227
218
SUPPORT
SERVI CES
The Application Services Division provides Enterprise Resource Planning, Geographical Information
Systems (GIS), Web Services, Database Administration, and other enterprise-wide applications.
Enterprise Resource Planning provides technical support and management for enterprise-wide
software and systems that support the nancial and personnel functions of the City. This includes the
development of department-specic applications and necessary interfaces. GIS develops, coordinates,
and manages enterprise geospatial data, tools, and applications for the City. GIS staff participate in
various local, regional, and state GIS initiatives that benet the city. Web Services maintains the City of
Boise Internet site for the public and the Intranet site for City employees. The Database Administration
group designs, installs, and maintains physical and logical databases.
General Fund
Application Services Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues 10,624
Total Resources 10,624
Expenses
Personnel 1,155,202 1,250,632 1,085,195 1,116,641 1,124,750
Major Equipment 650
Other Expenses
Total Expenses 1,525,601 1,740,764 1,452,525 1,556,831 1,578,852
219
The Customer Service Center Division serves as the City's central communication link responding to
customer inquiries and requests for assistance regarding all network and computer related issues.
The Help Desk also manages access accounts for the City's Enterprise computer programs. Field
Technicians install, repair, and maintain desktop hardware, software, printers and peripheral equipment.
General Fund
Customer Service Center Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues
Total Resources
Expenses
Personnel 725,842 754,207 674,614 751,357 756,810
Other Expenses
Total Expenses 887,947 835,382 792,946 943,158 929,611
220
SUPPORT
SERVI CES
The Infrastructure Services Division provides the underlying framework on which all other IT services
run. This includes servers, storage, backups, datacenter, networks, le/print, email, information
security, phones, emergency and non-emergency radios, cabling, and ber optics. Infrastructure
manages network/phone/radio contracts and policies.
General Fund
Infrastructure Services Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues 455,498 231,147 (166,448) 103,471 105,605
Total Resources 455,498 231,147 (166,448) 103,471 105,605
Expenses
Personnel 1,034,322 1,005,726 931,260 1,064,276 1,071,936
Total Expenses 1,600,863 1,409,014 1,346,161 1,459,112 1,479,838
221
The Department Technology Services Division assigns IT Project Coordinators to each of the City
departments and elected ofcials ofces. IT Project Coordinators provide specialized support including
project management, business analysis, and department-specic system technical support. They also
work with each department to analyze, automate, and streamline key business processes, serving as
the key resource to ensure technology moves forward on a consistent basis across the entire City. In
addition, they work with each department on budgeting for technology.
General Fund
Department Tech Services Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues
Total Resources
Expenses
Personnel 989,787 1,041,870 945,022 1,209,773 1,218,677
Major Equipment
Other Expenses
Total Expenses 1,056,705 1,077,049 1,014,342 1,281,300 1,291,881
222
SUPPORT
SERVI CES
223
General Fund
Geographic Information Sys Division
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues
Total Resources
Expenses
Personnel 288,100 295,132 275,020 262,303 264,348
Other Expenses
Total Expenses 418,264 338,350 328,348 345,654 344,599
Net (418,264) (338,350) (328,348) (345,654) (344,599)
The Geographic Information Systems (GIS) Division develops, coordinates, and manages enterprise
geospatial data, tools, and applications for the City. GIS staff participates in various local, regional, and
state GIS initiatives that benet the city.

SUPPORT
SERVI CES
225
Intergovernmental Department
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
General Fund Contribution (117,600,228) (109,177,674) (123,428,785) (126,794,721)
Total Resources 154,798,250 61,523,894 174,844,590 165,082,088 165,760,326
Expenses
Personnel 4,791,685 444,604 6,635,726 5,038,721 7,915,661
Major Equipment 32,873 23,775 3,580,537 3,596,250 3,695,147
Other Expenses 20,439,845 40,331,497 138,135,939 132,280,831 131,835,613
Total Expenses 39,941,883 54,232,575 167,879,511 158,916,202 162,363,633
Net 114,856,367 7,291,318 6,965,079 6,165,886 3,396,693
Resources by Fund
General 128,725,045 13,839,675 26,514,200 18,175,501 18,672,933
Capital 11,537,262 9,600,929 5,971,266 5,883,636 6,013,896
Boise City Trust 306 673 125,000,250 125,000,250 125,000,250
Debt Service 2,641,475 26,381,852 2,884,060 2,712,529 2,101,374
Health Insurance Trust 11,894,051 11,700,616 14,474,442 13,309,800 13,971,500
Humane Society Trust 171 150 372 372 372
Parking Garage (60)
Total Expense 154,798,250 61,523,894 174,844,590 165,082,088 165,760,326
Expenses by Fund
General 23,476,745 14,761,516 24,938,122 18,175,501 21,142,932
Capital 238,437 710,425
Boise City Trust 306 673 125,000,250 125,000,250 125,000,250
Debt Service 2,504,808 26,234,844 2,780,511 2,320,029 2,320,029
Health Insurance Trust 13,721,538 12,524,937 15,160,256 13,420,050 13,900,050
Total Expense 39,941,883 54,232,575 167,879,511 158,916,202 162,363,633
I NTERGOVERNMENTAL
226
Intergovernmental Department
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
General Fund Contribution (117,600,228) (109,177,674) (123,428,785) (126,794,721)
Total Resources 128,725,045 13,839,675 26,514,200 18,175,501 18,672,933
Expenses
Personnel 4,791,685 444,604 6,175,244 5,038,721 7,915,661
Major Equipment 32,873 23,775 3,580,537 3,596,250 3,695,147
Other Expenses 18,144,526 13,840,875 11,315,538 5,460,430 5,015,212
Total Expenses 23,476,745 14,761,516 24,938,122 18,175,501 21,142,932
Net 105,248,300 (921,841) 1,576,078 (0) (2,469,999)
The Contractual Services Department and its counterpart, the Intergovernmental Department, contain
multiple changes as a result of the ERP transition. Several Accounting Units along with individual
accounts were moved, combined and/or separated during the transition. As a result, historical and
budget data will uctuate signicantly within these areas.
SUPPORT
SERVI CES
227
Boise City Trust Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues 306 673 125,000,250 125,000,250 125,000,250
Total Resources 306 673 125,000,250 125,000,250 125,000,250
Expenses
Maintenance & Operations 306 673 250 250 250
Other Expenses 125,000,000 125,000,000 125,000,000
Total Expense 306 673 125,000,250 125,000,250 125,000,250
I NTERGOVERNMENTAL
228
Debt Service Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 2,641,475 26,381,852 2,884,060 2,712,529 2,101,374
Expenses
Personnel 460,482
Other Expenses 2,076,833 25,780,017 1,820,029 1,820,029 1,820,029
Total Expense 2,504,808 26,234,844 2,780,511 2,320,029 2,320,029
Health Insurance Self Funding
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 11,894,051 11,700,616 14,474,442 13,309,800 13,971,500
Expenses
Total Expense 13,721,538 12,524,937 15,160,256 13,420,050 13,900,050
SUPPORT
SERVI CES
229
Parking Garage Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues (60)
Total Resources (60)
Expenses
Personnel
Major Equipment
Other Expenses
Total Expense
Humane Society Trust Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Operating Revenues 171 150 372 372 372
Total Resources 171 150 372 372 372
Expenses
Other Expenses 49 181 372 372 372
Total Expense 49 181 372 372 372
230
City of Boise
Capital Improvement Plan
231
Capital Plan Overview

The Citys Capital Improvement Program (CIP) compiles all proposed capital projects citywide and
conducts a feasibility and affordability evaluation, planning, and scheduling process that results in a six
year Capital Improvement Plan. The CIP supports the objectives and assimilates the Citys many
Comprehensive Plans through the sizing, timing, and location of public facilities including buildings and
parks facilities. While each capital project may meet a specific need identified in the Comprehensive
Plan or other department or agency plan, all proposed capital projects must compete for limited
resources. Projects receive funding in accordance with a priority rating system and are formally adopted
as an integral part of the biennial budget. A properly developed CIP has the following purpose:

Balances planning capital needs and the additional base operating cost required by completed
projects
Prioritizes projects based on community objectives and fiscal capacity
Informs the public regarding future capital project needs
Encourages careful project coordination, planning and design to avoid costly mistakes

Local Construction Industry
The local construction industry remains stable, and as the economy continues to improve, the cost of
construction is expected to increase. Currently the cost of construction is below average; however, the
current available financial resources to dedicate to capital infrastructure are a concern. Across the valley
all government agencies including the City are faced with the difficult task of repairing and replacing
aging infrastructure with limited resources. During the capital budgeting process, the Capital Planning
Committee placed the highest priority on maintaining the citywide resources that the City currently
owns before investing in new projects.

Economic Impact

The City of Boise plans to invest $55.7 million in the economy as a result of total capital expense and
major equipment purchases. This investment has an estimated impact of over $100 million when
considering an economic multiplier of two. Continued investment in city infrastructure is key to
maintaining Boises safety, livability, and appeal.

The following three charts provide a visual representation of the Capital Improvement Plan resources
and expenses as well as the distribution of planned major equipment expenses citywide.

FY 2014/2015
232
Airport Customer Facility
Charges
250,000
1%
Donation/Partnership
2,075,000
4%
Enterprise Cash
Flow/Fund Balance
28,484,763
60%
Foothills Levy Fund
1,800,000
4%
Grants
8,141,312
17%
Impact Fees
180,000
0.4%
Other Fund Cash
Flow/Fund Balance
440,000
1%
Tax Support
5,883,636
13%
Trust Funds
42,500
0.1%
FY 2014 Capital Improvement Plan
Resources by Type
Total: $47,297,211
Public Safety
730,000
2%
Culture & Recreation
7,638,436
16%
Community
Development
37,267,575
79%
Support Services
1,661,200
3%
FY 2014 Capital Improvement Plan
Expenses by Service Area
Total: $47,297,211
233
Capital

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anked
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Airport Fund
2,713,000
32%
General Fund 3,596,250
43%
10,000
0%
Sewer Fund
2,032,289
24%
Solid Waste Fund 19,000
0%
Fleet Services Fund
22,000
0.3%
Geothermal Fund
25,000
1%
FY 2014 Major Equipment Plan
Expenses by Fund
Total: $8,417,539
FY 2014/2015
234
Projects that increase the operating budget will rank very low while projects that promote base
savings will rank higher.
a. What is the total capital cost, impact on the operating budget, impact on the tax base,
impact on tax rate/user fees, and availability of assistance to fund the project?

Prioritization
All proposed capital projects in the Tax Supported Funds with costs in the twoyear budget were rated
and prioritized by the EMT Capital Subcommittee members based on information provided by each
department.

The resulting project prioritization and recommendations of the EMT Capital Subcommittee were
presented to the Mayor and EMT. The Mayor used the Committees recommendation and the input of
EMT as the basis for his capital recommendations to City Council.

Capital Project Status Review
Once the capital plan is adopted and in progress, the EMT Capital Subcommittee will meet on a
quarterly basis (or as needed) to discuss current project status and projects yet to begin. The quarterly
meeting will be used to track expenditures, total available resources and timing projects efficiently to
maximize the funds set aside for capital infrastructure.

Technology and Phone System Expenditure Process
A subcommittee will meet on a quarterly basis to discuss which technology items have and have not
been purchased. The quarterly meeting will be used to keep track of expenditures, total available
resources within the two separate funding sources, and the staging of purchases to maximize the funds
set aside for both technological infrastructure and the citywide phone system.

Major Equipment Plan Overview

The Citys equipment plan is a multiyear plan of proposed major equipment purchases.

Equipment Budgeting Process
The equipment budget process was modified during the 2012/2013 budget development but remains
the same for the 2014/2015 budget development. Equipment requests exceed the resources allocated
for equipment purchases; thus all major equipment budget associated with General Fund departments
will be held in a citywide account and distributed based on the recommendation of the Equipment
Committee.

Equipment Committee
The acting Equipment Committee for the FY 2014/2015 Biennial Budget development is the Executive
Management Team Capital Subcommittee.

Equipment Acquisition
Once the equipment plan is adopted and in progress a Subcommittee will meet on a quarterly basis (or
as needed) to discuss which equipment items have and have not been purchased. The quarterly meeting
will be used to keep track of expenditures, total available resources, and staging equipment purchases
to maximize the funds set aside for major equipment.

235
Resources

Capital Fund
The Capital Fund major revenues include electric franchise fee revenue, interest income, tax support,
grants, and donations. Specific funding sources are listed within the project detail sheets and the Capital
Improvement summary.

Enterprise Funds
Airport Capital Plan
Revenues
Airport capital revenues include:
Capital Facility Charges (CFCs) CFCs are user fees charged to rental car patrons. Proceeds
can be used for parkingrelated facilities and improvements.
Passenger Facility Charges (PFCs) PFCs are user fees charged to airline patrons. Proceeds
can be used for terminalrelated facilities and improvements approved by the FAA.
Grants Airport is eligible for grants from the Federal Aviation Administration (FAA). Grant
awards are generally project specific and are on a reimbursement basis.
Operating cash flow and retained earnings Airport may also use available operating cash
flow and retained earnings for capital expenditures.
Expenditures
Airports proposed capital improvement plan includes projects for taxiway and apron pavement
rehabilitation, miscellaneous paving projects, terminal upgrades, technology projects, baggage system
upgrades, and land acquisition. A detailed list of all Airports proposed projects can be found in Airport
capital summary.

The highest priority project is Infrastructure Development, as this is critical to maintain Airport
infrastructure to ensure efficient and safe operations.

For this reason, the Mayors Recommendations include 27 total projects in FY 2014 and 19 projects in
FY 2015. Projects that are not recommended at this time will remain in Airports capital plan; if funding
balances change, the Interim Budget Change process will be used to seek approval from the City Council
for these projects.

Geothermal Capital Plan
Public Works Geothermal Fund proposed capital improvement plan includes projects for miscellaneous
geothermal improvements to allow for pipeline improvements and system line extensions. The
Geothermal System Interconnection project will improve hydraulic capacity and system reliability by
replacing aging infrastructure and adding system loops. The Boise State University extension is the final
leg of the loop connecting the university campus to the geothermal system, which runs from the corner
of Broadway and University North across the Boise River. Geothermal projects are funded by a
combination of fund balance, grant revenue, and partnerships.

Sewer Capital Plan
Public Works Sewer Fund proposed capital improvement plan includes a series of projects, including
updates to the NPDES Temperature Mitigation Compliance and Dixie Drain Compliance Alternative.
Additional proposals include projects for the West Boise Capacity Improvement, West Boise Combined
Waste Receiving Facilities, Table Rock Force Main, and Pivot Refurbishment and Replacement projects.
A detailed list of all Public Works proposed projects can be found in the Public Works capital summary.
All of the Sewer Fund projects are funded using fund balance.
FY 2014/2015
236
Solid Waste Capital Plan
The Public Works Solid Waste Fund capital plan consists of the Gowen Field Remediation project,
providing for the closure and replacement of four wells at a former landfill site on South Orchard Road
at Gowen Field. All of the Solid Waste projects are funded using fund balance.

Other Funds
Foothills Fund
The Foothills Fund was established in 2003 and was funded through a twoyear override levy collecting
$10 million. The resources within the foothills funds are dedicated to the acquisition of foothills land.
During the past 10 years these funds have helped to conserve over 10,000 acres of Boise Foothills land
with a market value of $33,734,185.

The following is a summary of the projected total Foothills Fund revenue compared to the planned
expenditures for FY 2014 and FY 2015.

Housing Funds
Housing Fund capital is funded by fund balance and consists of one project, Major Repair &
Maintenance.

Impact Fees
An impact fee is a fee imposed as a condition of development to pay for a proportionate share of the
cost of system improvements needed to serve development. The City imposes impact fees for park and
trail development, fire services, and policing services to new development.

Park Impact Fees
Parks & Recreation (Parks) receives impact fees (IFs) from residential and hotel/motel construction. The
impact fees are accounted for by region and park type, and are spent for improvements in a similar
manner for new parks constructed due to growth.

The majority of park improvement projects and project costs included in Parks Comprehensive Plan are
eligible for use of IFs. As Parks proposes the capital projects for inclusion in the Citys sixyear capital
improvement plan, use of IFs is recommended to match up with IF availability. Other funding sources
including tax support, grants, and donations are proposed to cover the full capital cost not covered
by IFs.

For projection purposes, currently budgeted and proposed project costs were compared to projected
revenues by planning area and park category.

Foothills Levy Fund Amounts
2014 2015
Sources
Foothills Fund Equity (Prior Year Revenues) $1,881,293 $81,293
Total Resources 1,881,293 81,293
Expenditures

Proposed Capital Projects 1,800,000 0
Total Proposed Use $1,800,000 $0
237
The following is a summary of the projected total impact fee revenue compared to the planned
expenditures for FY 2014 and FY 2015 for impact fee capital project plans, including Marianne Williams
Park.

Public Safety Impact Fees
On March 11, 2008, City Council approved an ordinance amending the impact fee section of Boise City
Code. The effect of the amendment allows for police and fire development fees to be imposed on new
growth and development. The public safety IFs will assist in the construction and future expansions of
public safety facilities.

All development is deemed to impact levels of service and therefore an increased demand for police and
fire public facilities. The cost for new police and fire facilities should, therefore, be borne by new
development. The adopted methodology is based upon the service standard of 1.3 officers per thousand
of population for Police, while Fires service standard is a response time of four minutes. Pursuant to the
assumptions in the adopted Comprehensive Plan and Fee Methodology Report, development impact
fees for public facilities, for both Police and Fire, are set forth in the following table:

Estimated balances within these two Impact Fee accounts are as follows:

Parks Impact Fee Amounts
2014 2015
Sources
Impact Fee Equity (Prior Year Revenues) $1,071,697 $2,478,468
Current Year Impact Fee Revenue 1,586,771 1,653,414
Expenditures
Proposed Capital Projects 180,000 0
Total Proposed Use $180,000 $0
Public Safety Impact Fee Amounts
Residential
(per dwelling unit)
Nonresidential
(per square foot)
Police Impact Fee by Land Use $151 $0.06
Fire Impact Fee by Land Use $515 $0.21
Police Impact Fees
2014 2015
Resources
Impact Fee Equity (Prior Year Revenues) $472,000 $582,000
Current Year Impact Fee Revenue 110,000 110,000
Expenditures

Proposed Capital Projects
Total Proposed Use $0 $0
FY 2014/2015
238

There are no proposed capital projects funded from Fire/Police impact fees for FY 2014/2015.

Risk Management Funds
Risk Management capital is funded by fund balance and consists of the acquisition and implementation
of a citywide Learning Management System.
Fire Impact Fees
2014 2015
Resources
Impact Fee Equity (Prior Year Revenues) $(37,993) $437,007
Current Year Impact Fee Revenue 475,000 475,000
Expenditures

Proposed Capital Projects
Total Proposed Use $0 $0
ARTS & HI STORY
FI RE
LI BRARY
PARKS & RECREATI ON
POLI CE
PUBLI C WORKS
CAPI TAL FUND
PROJ ECTS
241
241
84
184
84
W

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S
t
S

C
o
l
e

R
d
S

F
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a
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W
a
y
W Overland Rd
S

C
l
o
v
e
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d
a
le

R
d
S

E
a
g
l
e

R
d
W Franklin Rd
W Ustick Rd
W Fairview Ave
N

E
a
g
le

R
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W

C
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in
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e
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B
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W

H
ill
R
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W Emerald St
W Victory Rd
S

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G
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W McMillan Rd
N

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S

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E
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is

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E Victory Rd
E Pine Ave
W Lake Hazel Rd
E

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E Columbia Rd
N

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S
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E Franklin Rd
E H
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E Ustick Rd
E Overland Rd
N

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5
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R
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E Lake Hazel Rd
W Executive Dr
W Beacon St
E State St
N

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S

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W Memory Rd
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0 2 4 1
Miles
This drawing is to be used only for reference purposes; Boise City is not responsible for any inaccuracies herein contained.This map is made in part from data prepared or
compiled by Ada County. Ada County shall not be liable for inaccuracies or misuse of this map or data.
Art Instal lments (AH1)
Boise City Limits
Capital Improvement Plan - FY 2014 / 2015
Arts and History
242
ARTS & HI STORY
242
Map Ref
# Project Title
2014
Budget
2015
Budget
2016
Estimate
2017
Estimate
2018
Estimate
2019
Estimate
6-Year
Total
AH1 Major R&M 15,000 15,000 15,000 15,000 15,000 15,000 90,000
Citywide Public Art 100,000 100,000 100,000 100,000 100,000 100,000 600,000
TOTAL: $ 115,000 $ 115,000 $ 115,000 $ 115,000 $ 115,000 $ 115,000 $ 690,000
PROJECT TITLE: Major R&M MAP REFERENCE: AH1
DEPARTMENT: Arts & History MANAGER: J osh Olson
CATEGORY: Major R&M
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Budget Budget Estimate Estimate Total
Tax Support 90,000 15,000 15,000 15,000 15,000 90,000 15,000 15,000
2018 2017
This project is for annual major repair and maintenance
of existing art installments. Historically, Arts & History
has received maintenance funds via ordinance to
address all R&M needs. This amount has been
insufficent to address larger R&M projects over the
previous 5 years. It is recommended that a $15K
allocation be set aside to address larger safety concerns,
excess damage, and backlog R&M neeeds for the
collection.
Estimate Estimate
Funding Sources
Arts and History
Capital Summary
243
243
PROJECT TITLE: Public Art MAP REFERENCE: Citywide
DEPARTMENT: Arts & History MANAGER: Karen Bubb
CATEGORY: Capital Asset (Growth)
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Tax Support 600,000 100,000 100,000 100,000 100,000 600,000
The "Percent for Art" Ordinance involves the
appropriation of 1% of eligible capital expenditures for the
acquisition of public art. The ordinance also allows 0.4%
of eligible capital improvement expenditures for the
conservation and maintenance of public art and for
project management and associated costs.
Funding Sources 2017 2018
Estimate Estimate
100,000 100,000
245 Ci t y Of Boi s e Bi enni al Budget FY2014- 2015 245
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184
184
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t
Locator Map
Boise City Limits
0 500 1,000 1,500 250
Feet
N
!( Existing Parking Meters
Downtown Parki ng Meter Area (FA1)
Finance and Administration
246
PROJECT TITLE: IPS Electronic Parking Meters MAP REFERENCE: FA1
DEPARTMENT: Finance & Administration MANAGER: Craig Croner
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Tax Support 465,000 155,000 155,000 155,000 - 465,000 -
2018
Estimate
Funding Sources
The City of Boise is upgrading 811 downtown parking
meters over the course of 4 years. These meters will be
equipped with the latest in parking technology. The
biggest advantage of the upgrade is that citizens will be
able to pay for parking by using credit or debit cards. This
will eliminate the need for citizens to carry change to pay
for parking at a meter. The meters still accept change,
but now give the user more payment options. Other
advantages include live data from each of these parking
meters as they are wirelessly connected to the internet at
all times. The Finance & Administration Department will
be able to capture usage data of parking meters to see
when and how metered parking is being utilized as well
as transaction history. In-ground vehicle sensors
communicate with the meter to ensure that vehicles do
not exceed the maximum time allowed for a parking
space.
-
2017
Estimate
84
184
84
S

C
lo
v
e
r
d
a
le

R
d
S

C
o
l
e

R
d
S

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r
a
l

W
a
y
N
B
o
g
u
s
B
a
s
in
R
d
S

E
a
g
l
e

R
d
W Fairview Ave
N

E
a
g
l
e

R
d
W
H
ill R
d
W Emerald St
S

P
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v
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r
d
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le

R
d
W
Gowen Rd
N

3
6
t
h

S
t
E Ustick Rd
E Columbia Rd
S

V
is
t
a

A
v
e
S

B
r
o
a
d
w
a
y

A
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e
N

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le

G
r
o
v
e

R
d
N

M
i
lw
a
u
k
e
e

S
t
E Gowen Rd
E Amity Rd
N
S
e
a
m
a
n
G
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lc
h
R
d
E
W
a
rm
S
p
rin
g
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A
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S
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ighway 44
N

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C
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t
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R
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C
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D
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W Executive Dr
S

9
t
h

S
t
N

H
a
r
r
is
o
n

B
lv
d
E
S
ta
te
S
t
E Chinden Blvd
W Overland Rd
W McMillan Rd
E
S
ta
te
S
t
W
S
ta
te
S
t
W Franklin Rd
E
W
a
rm
S
p
rin
g
s
A
v
e
S

E
a
g
l
e

R
d
W Ustick Rd
W Lake Hazel Rd
1
2
N
0 2 4 1
Miles
(Throughout the City - symbols do not represent exact locations)
Fi re Projects

Fire Hydrant Installation / Replacement
Station Improvements
Boise City Limits
Fire
248
FI RE
Map
Ref # Project Title
2014
Budget
2015
Budget
2016
Estimate
2017
Estimate
2018
Estimate
2019
Estimate
6-Year
Total
FR1 Fire Hydrant Installation 150,000 150,000 150,000 150,000 150,000 150,000 900,000
FR1 Fire Hydrant Replacement 300,000 300,000 300,000 300,000 300,000 300,000 1,800,000
1 Station 3 Improvements - 50,000 - - - - 50,000
2 Station 10 Improvements 60,000 - - - - - 60,000
TOTAL: $ 510,000 $ 500,000 $ 450,000 $ 450,000 $ 450,000 $ 450,000 $ 2,810,000
PROJECT TITLE: Fire Hydrant Installation MAP REFERENCE: FR1
DEPARTMENT: Fire MANAGER: Martin Knoelk
CATEGORY: Major R&M
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Tax Support 900,000 150,000 150,000 150,000 150,000 900,000
2017
Estimate Estimate
150,000
Funding Sources
This project is for infill hydrants due to road widening and
water main upgrades; both require new hydrants. The
project is a multi-year project which continues the
improvement of the water delivery system through an
ongoing installation of fire hydrants. The project requires
approximately 25 hydrants per year @
$6,000 $8,000 each.
2018
150,000
Fire
Capital Summary
PROJECT TITLE: Fire Hydrant Replacement MAP REFERENCE: FR1
DEPARTMENT: Fire MANAGER: Martin Knoelk
CATEGORY: Major R&M
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Tax Support 1,800,000 300,000 300,000 300,000 300,000 1,800,000
PROJECT TITLE: Station 3 Improvements MAP REFERENCE: 1
DEPARTMENT: Fire MANAGER: Fire Logistics/GB
CATEGORY: Remodel/Renovation
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Tax Support 50,000 - 50,000 - - 50,000
Estimate Estimate
- -
Estimate Estimate
300,000 300,000
Renovate and update kitchen, repair skylights, and
improve lighting in fitness area.
W A I T I N G F O R P H O T O G R A P H
This project replaces fire hydrants that are at their life
expectancies and replaces those hydrants that have
obsolete replacement parts. This is an ongoing project
slated for the replacement of 100 fire hydrants each year
for the next 24 years; however, the average number
needed per year is 191 replacements to even out the
disproportionate replacement cycles.
250
FI RE
PROJECT TITLE: Station 10 Improvements MAP REFERENCE: 2
DEPARTMENT: Fire MANAGER: Fire Logistics
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Tax Support 60,000 60,000 - - - 60,000 - -
Provide for gender separation of firefighter bunk rooms,
install new plumbing for fire turn-out gear
extractor/washer, and repair engine bay floor.
Estimate Estimate
84
184
84
W

S
t
a
t
e

S
t
S

C
o
l
e

R
d
S

F
e
d
e
r
a
l

W
a
y
W Overland Rd
S

C
l
o
v
e
r
d
a
l
e

R
d
S

E
a
g
l
e

R
d
W Franklin Rd
W Ustick Rd
W Fairview Ave
N

E
a
g
l
e

R
d
W

C
h
in
d
e
n

B
lv
d
W
H
ill R
d
W Emerald St
W Victory Rd
S

M
a
p
l
e

G
r
o
v
e

R
d
S

F
i
v
e

M
i
l
e

R
d
N
B
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g
u
s
B
a
s
in
R
d
N

F
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v
e

M
i
l
e

R
d
S

O
r
c
h
a
r
d

S
t
N

C
o
l
e

R
d
N

C
l
o
v
e
r
d
a
l
e

R
d
W
Gowen Rd
W McMillan Rd
N

3
6
t
h

S
t
S

V
i
s
t
a

A
v
e
S

B
r
o
a
d
w
a
y

A
v
e
N

M
a
p
l
e

G
r
o
v
e

R
d
E Highway 21
N

C
a
r
t
w
r
i
g
h
t

R
d
N

M
i
l
w
a
u
k
e
e

S
t
E Gowen Rd
S

P
l
e
a
s
a
n
t

V
a
l
l
e
y

R
d
E Amity Rd
E
W
a
r
m
S
p
r
in
g
s
A
v
e
N

C
u
r
t
i
s

R
d
W

B
o
is
e
A
v
e
E Victory Rd
E Pine Ave
E
P
a
rk
c
e
n
te
r B
lv
d
W Lake Hazel Rd
E
B
o
is
e
A
v
e
E Columbia Rd
E Franklin Rd
E Ustick Rd
N

G
l
e
n
w
o
o
d

S
t
E Overland Rd
E H
ighw
ay 44
N

G
a
r
y

L
n
W
H
ill R
o
a
d
P
k
w
y
S

L
a
t
a
h

S
t
W Main St
E Lake Hazel Rd
E Deer Flat Rd
S

E
i
s
e
n
m
a
n

R
d
S

C
u
r
t
i
s

R
d
N

H
i
g
h
w
a
y

5
5
W Executive Dr
E
F
ro
n
t S
t
E
S
ta
te
S
t
N

H
a
r
r
i
s
o
n

B
l
v
d
N

1
6
t
h

S
t
N

L
a
t
a
h

S
t
S

T
e
c
h
n
o
lo
g
y

W
a
y
W Memory Rd
E Chinden Blvd
E State St
W Chinden Blvd
E
W
a
rm
S
p
rin
g
s
A
v
e
W
F
airview
A
ve
S

E
a
g
l
e

R
d
W State St
N
0 2 4 1
Miles
This drawing is to be used only for reference purposes; Boise City is not responsible for any inaccuracies herein contained.This map is made in part fromdata prepared or
Information Technology
Boise City Limits
Informati on Technol ogy Proj ects (IT1)
252
Map
Ref # Project Title
2014
Budget
2015
Budget
2016
Estimate
2017
Estimate
2018
Estimate
2019
Estimate
6-Year
Total
IT1 eGov Strategies Implemented 162,000 60,000 30,000 30,000 20,000 302,000
IT1 Infrastructure Replacement Fund 660,000 660,000 660,000 660,000 660,000 660,000 3,960,000
TOTAL: $ 660,000 $ 822,000 $ 720,000 $ 690,000 $ 690,000 $ 680,000 $ 4,262,000
Capital Summary
PROJECT TITLE: eGovernment Strategies Implemented MAP REFERENCE: IT1
DEPARTMENT: Information Technology MANAGER: Lisa Schoenfelder
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Tax Support 302,000 - 162,000 60,000 20,000 302,000
2017
Estimate Estimate
30,000
Funding Sources
Development of a citizen-centric one-stop shop for all
City services including a shopping cart experience.
2018
30,000
PROJECT TITLE: Infrastructure Replacement Fund MAP REFERENCE: IT1
DEPARTMENT: Information Technology MANAGER: Adam Reno
CATEGORY: Capital Asset (Replacement)
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Tax Support 3,960,000 660,000 660,000 660,000 660,000 3,960,000 660,000 660,000
Lifecycle replacement of server, network, storage, and
phone equipment.
Estimate Estimate
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irview Ave
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E
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E
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c
Li brary Proj ects (LB1)
Boise City Limits
Library
256
LI BRARY
Map
Ref # Project Title
2014
Budget
2015
Budget
2016
Estimate
2017
Estimate
2018
Estimate
2019
Estimate
6-Year
Total
LB1
Integrated Library System (ILS)
Upgrade
606,000 606,000
LB1 Library Major R&M 921,106 729,398 453,926 744,685 323,328 342,279 3,514,722
TOTAL: $ 921,106 $ 1,335,398 $ 453,926 $ 744,685 $ 323,328 $ 342,279 $ 4,120,722
Library
Capital Summary
PROJECT TITLE: Integrated Library System (ILS) Upgrade MAP REFERENCE: LB1
DEPARTMENT: Library MANAGER: Kevin Booe
CATEGORY: Capital Asset (Replacement)
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Tax Support 606,000 - 606,000 - - 606,000
2017
Estimate Estimate
-
Funding Sources
This project is for upgrading the Library's Integrated
Library System.
2018
-
PROJECT TITLE: Major R&M MAP REFERENCE: LB1
DEPARTMENT: Library MANAGER: Denise McNeeley
CATEGORY: Major R&M
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Tax Support 3,514,722 921,106 729,398 453,926 342,279 3,514,722
This project is for the annual repair and maintenance of
existing Library facilities. Projects will include parking lot
repairs, electrical upgrades, interior painting, sidewalk
replacement, HVAC upgrades, elevator upgrades, carpet
tile replacements, plumbing upgrades, door/window
upgrades, safety upgrades, sign replacements, etc.
Estimate Estimate
744,685 323,328
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Parks and Recreation
Boise City Limits
Parks Major R&M (PK1)
! Parks and Recreation Projects
260
PARKS & RECREATI ON
Map
Ref # Project Title
2014
Budget
2015
Budget
2016
Estimate
2017
Estimate
2018
Estimate
2019
Estimate
6-Year
Total
1 30th Street/ACHD Partnership 354,000 354,000
2
Comba Park Community Center -
Construction
1,500,000 69,146 1,569,146
3
J ulia Davis Park - Additional
Amenities
500,000 500,000
PK1 Major R&M 1,618,330 1,695,098 3,313,428
4
River Recreation Park Phase 2
Design
250,000 250,000 500,000
5
Terry Day Park - Green Up and
Amenities
400,000 400,000 800,000
TOTAL: $ 4,622,330 $ 2,345,098 $ 69,146 $ - $ - $ - $ 7,036,574
Parks and Recreation
Capital Summary
PROJECT TITLE: 30th Street/ACHD Partnership MAP REFERENCE: 1
DEPARTMENT: Parks & Recreation MANAGER: Wendy Larimore
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Tax Support 354,000 354,000 - - - 354,000 -
2017
Estimate
Funding Sources
Installation of landscaping along 30th St from Fairview to
Main St and Pleasanton to State St.
2018
Estimate
-
PROJECT TITLE: Comba Park Community Center - Construction MAP REFERENCE: 2
DEPARTMENT: Parks & Recreation MANAGER: Toby Norton
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Donations 1,500,000 1,500,000 - 69,146 - 1,569,146
Tax Support 69,146
PROJECT TITLE: J ulia Davis Park - Additional Amenities MAP REFERENCE: 3
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Donations 500,000 500,000 - - - 500,000
Estimate Estimate
- -
- -
Project consists of continuing to implement the park's
Master Plan, including removal and revegetation of the
river roadway, construction of a central plaza on the
alley, and the addition of two picnic shelters, restroom
facilities on the east end of the park, security lighting, and
a parkwide informational sign package. Costs will
include architectural engineering fees, construction, all
required permitting fees, and site repairs.
The grant application for a Cancer Survivor Plaza from
the Richard and Annette Bloch Foundation has been
finalized and grant disbursements have begun. The
Cancer Survivor Plaza will be located on the east end of
the park. The grant includes $900,000 for construction,
distributed in three separate installments at designated
project milestones, and $100,000 for an endowment to
help cover maintenance costs.
Construction of a community center.
Estimate Estimate
262
PARKS & RECREATI ON
PROJECT TITLE: Major R&M MAP REFERENCE: PK1
DEPARTMENT: Parks & Recreation MANAGER: Tom Governale
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Tax Support 3,313,428 1,618,330 1,695,098 3,313,428
PROJECT TITLE: River Recreation Park Phase 2 Design MAP REFERENCE: 4
DEPARTMENT: Parks & Recreation MANAGER: Wendy Larimore
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Tax Support 500,000 250,000 250,000 - - 500,000
Provide for annual repairs to existing parks, facilities, and
amenities throughout the park system including the Zoo,
Boise Depot, and Idaho IceWorld. Projects could include
systemwide signage upgrades, pump and well repairs,
asphalt repair, building repair, roof repair, contrete repair,
greenbelt repairs, tennis and basketball court renovation,
irrigation, ADA compliance upgrades, swimming pool
repairs, playground repairs, Ridge-to-Rivers trail repairs,
and renovations to neighborhood and community
centers.
Estimate Estimate
Estimate Estimate
- -
Design services for Phase 2 development, including
downstream additions of drop features, jetties, and boat
access points, as well as Farmers' Union diversion
rehabilitation and river bank naturalization.
PROJECT TITLE: Terry Day Park - Green-Up and Amenities MAP REFERENCE: 5
DEPARTMENT: Parks & Recreation MANAGER: Kelly Burrows
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Tax Support 800,000 400,000 400,000 - - 800,000
This project provides for development of new
neighborhood park facilities, including green-up,
playground, tennis courts, shelter, and restrooms.
Estimate Estimate
- -
*
N
*
Shooting Range Si te Improvements (PD1)
Boise City Limits
Police
0 50 100 150 200 25
Feet
Locator Map
266
POLI CE
PROJECT TITLE: Shooting Range Site Improvements MAP REFERENCE: PD1
DEPARTMENT: Police MANAGER: Mandy Pomeroy
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Tax Support 1,320,000 220,000 300,000 400,000 - 1,320,000 400,000
2017
Estimate
Funding Sources
Design and construction of site improvements to bring
the Police Shooting Range up to required industry and
environmental standards, including improving and
widening the road from Mountain Cove Rd to the Range,
producing enough water onsite for two hours of fire
suppression, reorienting the rifle range to run parallel to
the adjacent walking trail, providing landscaping to
mitigate the range noise experienced by adjacent
neighborhoods and trail users and to reduce fire danger,
installing rubber-filled bullet traps to eliminate stray
bullets, and creating a water filtration system to ensure all
water leaving the range is free from lead. The
department intends to improve the environmental
efficiency of the range by using recycled tires as part of
the bullet traps and drought-resistant native landscaping,
reusing existing buildings, retrofitting buildings with
efficient lighting, and recycling the steel box car.
-
2018
Estimate
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S
ta
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S
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W Overland Rd
W McMillan Rd
E
S
ta
te
S
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W
S
ta
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S
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W Franklin Rd
E
W
a
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0 2 4 1
Miles
(Throughout the City - symbols do not represent exact locations)
Public Works Capital Fund
Government Bui ldings Maj or R&M (GB1)
Boise City Limits
Fire Stations
O O
O O
Street Lights (PS1)
City Halls
268
PUBLI C WORKS
Map
Ref # Project Title
2014
Budget
2015
Budget
2016
Estimate
2017
Estimate
2018
Estimate
2019
Estimate
6-Year
Total
PS1 City Street Light Trust 22,500 22,500 22,500 22,500 22,500 22,500 135,000
PS1 County Street Light Trust 20,000 20,000 20,000 20,000 20,000 20,000 120,000
GB1 Government Buildings Major R&M 656,200 843,400 903,600 535,900 814,800 808,200 4,562,100
PS1 Public Safety Lighting 24,000 24,000 24,000 24,000 24,000 24,000 144,000
TOTAL: $ 722,700 $ 909,900 $ 970,100 $ 602,400 $ 881,300 $ 874,700 $ 4,961,100
Public Works
Capital Summary
PROJECT TITLE: City Street Light Trust MAP REFERENCE: PS1
DEPARTMENT: Public Works MANAGER: Rob Bousfield
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Trust Fund 135,000 22,500 22,500 22,500 22,500 135,000 22,500
Funding Sources
This request provides for the installation of street lights in
situations where funds were previously deposited in the
City Street Light Trust Fund for future lighting. This
occurs when future infrastructure improvements are
planned, when power is not available, or when other
situations exist that make installation of the street lights
at the time of development impractical. Street lights are
installed as power becomes available, the infrastructure
is completed, or the other circumstances are resolved.
2018
22,500
2017
Estimate Estimate
PROJECT TITLE: County Street Light Trust MAP REFERENCE: PS1
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Trust Fund 120,000 20,000 20,000 20,000 20,000 120,000
PROJECT TITLE: Government Buildings Major R&M MAP REFERENCE: GB1
DEPARTMENT: Public Works MANAGER: Scott Canning
CATEGORY: Major R&M
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Tax Support 4,562,100 656,200 843,400 903,600 808,200 4,562,100
This request provides for the installation of street lights in
newly annexed areas where funds have been previously
deposited in the County Street Light Trust Fund for future
lighting. This occurs when residential development
occurs inside of the impact area (but outside of the city
limits) and the developer elects to deposit funds in the
trust in lieu of constructing the street lights at the time of
development. Street lights are installed utilizing these
trust funds as these areas are annexed. This budget will
cover additional lights for smaller annexations, but large
annexations may require a separate budget allocation
that can also be funded by the trust fund.
535,900 814,800
Estimate Estimate
20,000 20,000
This project provides for major repair, maintenance, and
scheduled replacement projects to maintain all City
buildings under Public Works Government Buildings
Division purview. This does not specifically budget for
equipment failures, although it would provide for those
contingencies by rescheduling some projects.
Estimate Estimate
270
PUBLI C WORKS
PROJECT TITLE: Public Safety Lighting MAP REFERENCE: PS1
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Tax Support 144,000 24,000 24,000 24,000 24,000 144,000
Estimate Estimate
24,000 24,000
Provide continuation of the program for street lighting
improvements where requested by residents, police, etc.
Public Works staff is often contacted requesting
additional street lights not related to new development,
and with the exception of neighborhood reinvestment
grants (for the larger requests), this is the only budget to
fund such lights. Requests are screened for
conformance to City street light placement standards and
prioritized by criteria such as road classification,
pedestrian conflicts and concentrations, etc. Where
existing Idaho Power poles exist, lights are added as
Idaho Power-owned lights on the existing poles.
272 272
AI RPORT
GEOTHERMAL
SEWER
SOLI D WASTE
ENTERPRI SE FUND
PROJ ECTS
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11
This drawing is to be used only for reference purposes; Boise city is not responsible for any inaccuracies herein contained.This map is made in part from data prepared or
N
Airport Boundary
Future
Existing Airport Boundary
0 0.5 1 0.25
Miles
!(
Airport Projects
x x
Security Fencing
Airport
274
AI RPORT
Map
Ref # Project Title
2014
Budget
2015
Budget
2016
Estimate
2017
Estimate
2018
Estimate
2019
Estimate
6-Year
Total
1
Airfield Maintenance Facility
Remodel
50,000 50,000
2 Apron Pavement Rehabilitation 720,000 1,030,000 1,403,000 3,153,000
3
Baggage System Upgrades /
Modifications
2,300,000 2,300,000
TBD Building Demolition 25,000 25,000 50,000
3 Carpet Replacement - Terminal 60,000 60,000 120,000
4 Concourse B Tile Repair 20,000 20,000 20,000 60,000
N/A Economic Development 500,000 500,000 1,000,000
3
EOC / Conference Room
Improvements
60,000 60,000
3 Floor Rehabilitation - Rotunda 1,200,000 1,200,000
4 Gate 21 Loading Bridge Extension 120,000 120,000
12
General Aviation Pavement
Rehabilitation
260,000 260,000 340,000 860,000
13
Industrial Well for HVAC and
Landscape
160,000 30,000 190,000
3 Infrastructure Development 100,000 100,000 200,000 400,000
TBD Land Acquisition 250,000 250,000
TBD
Land Acquisition - Noise
Abatement
2,000,000 2,000,000
5 Miscellaneous Paving 80,000 80,000 100,000 100,000 360,000
3
Operations Remodel / Video Wall
Upgrade
80,000 80,000
3 PA System Upgrade 250,000 250,000
6 Parking Lot Reconstruction 200,000 200,000
7
Parking Revenue Control System
(PARCS)
2,000,000 2,000,000
3 Phone System VOIP 60,000 60,000
3
Power Consolidation /
Redundancy
120,000 100,000 220,000
TBD Public Art 37,000 35,000 72,000
14
Relocate the Vehicle Service
Road
310,000 310,000
8 Rental Car CCTV System 250,000 250,000
15 Roadway Rehabilitation 100,000 300,000 400,000
9
Security Fencing / Gate
Development
25,000 25,000 100,000 150,000
3 Security System Upgrade 3,530,000 3,530,000
16 Street Light Replacement 100,000 100,000
10 Taxiway Pavement Rehabilitation 1,985,125 1,525,000 3,510,125
3
Terminal Landscape
Improvements
50,000 50,000 100,000 200,000
3 Terminal Restroom Remodel 100,000 100,000 200,000
11
VALE - Reduced Emissions
Project
1,100,000 780,000 1,880,000
3 WiFi Infrastructure Development 40,000 40,000 80,000
TOTAL: $12,387,125 $ 8,680,000 $ 2,190,000 $ 1,005,000 $ 1,403,000 $ - $25,665,125
Airport
Capital Summary
PROJECT TITLE: Airfield Maintenance Facility Remodel MAP REFERENCE: 1
DEPARTMENT: Airport MANAGER: Matt Petaja
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Operating Cash Flow 50,000 50,000 - - - 50,000
PROJECT TITLE: Apron Pavement Rehabilitation MAP REFERENCE: 2
CATEGORY: Major R&M
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Operating Cash Flow 197,063 720,000 - 1,030,000 - 3,153,000
Grants 2,955,937
Estimate
1,403,000
-
2018
Estimate
Funding Sources
Funding Sources
This FAA-funded project consists of milling off
deteriorated pavement and overlaying the apron to
improve pavement quality and load carrying capacity.
The airfield maintenance facility (buildings A-C) is the
primary facility for storing airfield maintenance equipment
as well as the Airfield Maintenance Specialists team.
This project will fund a much needed re-alignment/re-
allocation of the Airfield Maintenance facility which will
enable the Airfield Maintenance Team to better utilize the
facility. Additional work space will be provided so that
the Specialist staff can have computer work space and
work stations to facilitate computer-based training and
research, as well as email correspondence. Meeting
space will be established separate from the
kitchen/break room facility, which is the current meeting
space area. Additional restroom facilities will be added
to this project as the current single bathroom is not
sufficient.
2018
-
-
2017
Estimate
2017
Estimate
276
AI RPORT
PROJECT TITLE: Baggage System Upgrades/Modifications MAP REFERENCE: 3
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Operating Cash Flow 115,000 2,300,000 - - - 2,300,000
Grants 2,185,000
PROJECT TITLE: Building Demolition MAP REFERENCE: TBD
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Operating Cash Flow 50,000 - 25,000 - - 50,000
This TSA-funded project consists of upgrades and major
modifications to the airport baggage system to make it
compatible with new TSA baggage screening equipment.
25,000 -
Estimate Estimate
- -
This project consists of removal or demolition of vacant
surplus buildings from airport properties.
Estimate Estimate
PROJECT TITLE: Carpet Replacement - Terminal MAP REFERENCE: 3
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Operating Cash Flow 120,000 60,000 60,000 - - 120,000
PROJECT TITLE: Concourse B Tile Repair MAP REFERENCE: 4
CATEGORY: Major R&M
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Operating Cash Flow 60,000 20,000 20,000 20,000 - 60,000
This project consists of replacement of deteriorated
carpet throughout the terminal and concourses.
- -
Estimate Estimate
- -
This ongoing project consists of replacing broken
terrazzo floor tile and adding expansion joints in
Concourse B.
Estimate Estimate
278
AI RPORT
PROJECT TITLE: Economic Development MAP REFERENCE: N/A
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Operating Cash Flow 1,000,000 500,000 500,000 - - 1,000,000
PROJECT TITLE: Emergency Operations Center/Conf Rm Improvement MAP REFERENCE: 3
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Estimate Estimate
- -
Estimate Estimate
- -
Upgrade and enhance the EOC and the related
conference rooms.
This is a generic project that will be used to fund
economic development, such as expansion of
infrastructure needed for businesses to locate and grow
around the airport.
PROJECT TITLE: Floor Rehabilitation - Rotunda MAP REFERENCE: 3
CATEGORY: Major R&M
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Operating Cash Flow 1,200,000 1,200,000 - - - 1,200,000
PROJECT TITLE: Gate 21 Loading Bridge Extension MAP REFERENCE: 4
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Estimate Estimate
- -
Estimate Estimate
- -
This project consists of extending the passenger loading
bridge at Gate 21, which will provide more area for
aircraft parking and allow airlines to operate larger
aircraft. The increased spacing will meet the airline
standards for safety areas between parked aircraft.
This project consists of removing damaged terrazzo
flooring in the rotunda, sealing the concrete slab, and
replacing it with a combination of carpet and terrazzo
flooring. This project also includes replacement of the
rotunda artwork.
280
AI RPORT
PROJECT TITLE: General Aviation Pavement Rehabilitation MAP REFERENCE: 12
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
PROJECT TITLE: Industrial Well for HVAC and Landscape MAP REFERENCE: 13
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Estimate Estimate
- -
Estimate Estimate
- -
This project consists of planning, design, permitting, and
installing an industrial well for the terminal HVAC
operations and landscape watering.
This project consists of reconstruction of apron
pavements used by general aviation users.
PROJECT TITLE: Infrastructure Development MAP REFERENCE: 3
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
PROJECT TITLE: Land Acquisition MAP REFERENCE: TBD
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Estimate Estimate
- -
Estimate Estimate
- -
This project consists of purchasing properties adjacent to
the airport, if available, for future airport development.
Development of utility infrastructure (power, gas, water,
communications, and stormwater) to support airport and
airport tenant operational needs.
282
AI RPORT
PROJECT TITLE: Land Acquisition - Noise Abatement MAP REFERENCE: TBD
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Grants 2,000,000 2,000,000 - - - 2,000,000
PROJECT TITLE: Miscellaneous Paving MAP REFERENCE: 5
CATEGORY: Major R&M
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Operating Cash Flow 360,000 80,000 80,000 100,000 360,000
This project consists of acquisition of houses that are
impacted by noise.
100,000
Estimate Estimate
- -
This nongrant-funded project consists of replacing
deteriorated pavements on the airfield (roads, shoulders,
aprons).
Estimate Estimate
PROJECT TITLE: Operations Remodel/Video Wall Upgrade MAP REFERENCE: 3
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
PROJECT TITLE: PA System Upgrade MAP REFERENCE: 3
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Operations center remodel/upgrades (video wall,
notifications).
- -
Estimate Estimate
- -
Replace the airport's aging public address system.
Estimate Estimate
284
AI RPORT
PROJECT TITLE: Parking Lot Reconstruction MAP REFERENCE: 6
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
PROJECT TITLE: Parking Revenue Control System (PARCS) MAP REFERENCE: 7
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Operating Cash Flow 2,000,000 - 2,000,000 - - 2,000,000
This project consists of reconstructing long-term surface
parking and making improvements to the exit plaza.
- -
Estimate Estimate
- -
Replace the airport parking revenue control system
(PARCS).
Estimate Estimate
PROJECT TITLE: Phone System Voice Over Internet Protocol (VOIP) MAP REFERENCE: 3
CATEGORY: Project Update
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
PROJECT TITLE: Power Consolidation/Redundancy MAP REFERENCE: 3
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
This project consists of installing a new voice over
internet protocol phone system.
- -
Estimate Estimate
- -
This project consists of upgrading the main electrical
switch gear for the terminal building to provide
redundancy in case of equipment failure. The project
also includes consolidation of power service for
Concourse B into the main terminal.
Estimate Estimate
286
AI RPORT
PROJECT TITLE: Public Art MAP REFERENCE: TBD
DEPARTMENT: Airport MANAGER: Karen Bubb
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Tax Support 72,000 37,000 35,000 - - 72,000
PROJECT TITLE: Relocate the Vehicle Service Road (VSR) MAP REFERENCE: 14
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Grants 239,062
- -
Estimate Estimate
- -
This FAA-funded project consists of relocating the airfield
vehicle service road (VSR) outside the taxiway object-
free area to comply with FAA design standards.
Estimate Estimate
PROJECT TITLE: Rental Car CCTV System MAP REFERENCE: 8
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
CFCs 250,000 250,000 - - - 250,000
PROJECT TITLE: Roadway Rehabilitation MAP REFERENCE: 15
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Operating Cash Flow 400,000 100,000 - 300,000 - 400,000
This CFC-funded project consists of installing CCTV
cameras and system to monitor and record rental car
areas.
- -
Estimate Estimate
- -
This project consists of reconstructing the roads owned
by the airport but used by the public (tenants and
customers).
Estimate Estimate
288
AI RPORT
PROJECT TITLE: Security Fencing/Gate Development MAP REFERENCE: 9
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Operating Cash flow 150,000 25,000 25,000 100,000 - 150,000
PROJECT TITLE: Security System Upgrade MAP REFERENCE: 3
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Operating Cash Flow 220,625 - 3,530,000 - - 3,530,000
Grants 3,309,375
This project consists of replacing nonstandard fencing
and gates to comply with TSA standards.
- -
Estimate Estimate
- -
Upgrade/replace existing access control and CCTV
systems. The current security system lacks full
functionalityunreliable hardware and software could
lead to a systems crash and/or produce unreliable output.
Original hardware for CCTV system is at least 10 years
old. In addition, CCTV cameras airport-wide are failing
and will need to be replaced as they stop working.
Resolution recalls requirements set years ago, and
standards established in the Airport Security Program are
no longer being met. Current access control and CCTV
systems function separately, causing a disjointed end
user experience and faulty components to secure airport
restricted areas (malfunctioning camera callups, broken
or poor resolution cameras, no analytics or external
alerts). The existing database is filling up due to poor
expansion planning and needs an upgrade to meet
airport needs.
Estimate Estimate
PROJECT TITLE: Street Light Replacement MAP REFERENCE: 16
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
PROJECT TITLE: Taxiway Pavement Rehabilitation MAP REFERENCE: 10
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Operating Cash Flow 219,438 1,985,125 1,525,000 - - 3,510,125
Grants 3,290,687
This project consists of replacing airport street lights with
high-efficient light fixtures.
- -
Estimate Estimate
- -
This FAA-funded project will rehabilitate and re-align the
west end of Taxiway K and J to comply with FAA
standards for object-free area clearance, and it will
improve pavement quality.
Estimate Estimate
290
AI RPORT
PROJECT TITLE: Terminal Landscape Improvements MAP REFERENCE: 3
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
PROJECT TITLE: Terminal Restroom Remodel MAP REFERENCE: 3
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Project consists of improving the terminal landscape
irrigation system, converting landscape systems to more
sustainable landscape plantings, and installing a
keystone wall.
100,000 -
Estimate Estimate
- -
This project consists of remodeling the terminal and
concourse restrooms.
Estimate Estimate
PROJECT TITLE: VALE - Reduced Emissions MAP REFERENCE: 11
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Operating Cash Flow 117,500 1,100,000 - - - 1,880,000
Grants 1,762,500
PROJECT TITLE: WiFi Infrastructure Development MAP REFERENCE: 3
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
This FAA-funded project consists of installing a propane
simulator at the aircraft rescue and fire fighting training
facility.
- -
Estimate Estimate
780,000 -
The project consists of expanding the secure wireless
system to the airfield area.
Estimate Estimate
^]
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E
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a
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E
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W Fairview Ave
W Rose Hill St
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1
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t
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E
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Public Works - Geothermal
N
0 1,000 2,000 3,000 4,000 500
Feet
Locator Map
System Interconnecti on (Geo-Loop)
Boi se State University Extensi on
Miscel laneous Geothermal Improvements
^] Geothermal Well Supply and Collection Pipeline Collection Pipeline Only
294
GEOTHERMAL
Map
Ref # Project Title
2014
Budget
2015
Budget
2016
Estimate
2017
Estimate
2018
Estimate
2019
Estimate
6-Year
Total
1
Geo Boise State University
Extension
300,000 2,500,000 2,800,000
2 Geo System Interconnection 10,000 100,000 562,000 463,000 113,000 1,248,000
2
Miscellaneous Geothermal
Improvements
50,000 50,000 50,000 50,000 50,000 50,000 300,000
TBD Public Art 450 8,950 9,400
TOTAL: $ 350,450 $ 2,568,950 $ 150,000 $ 612,000 $ 513,000 $ 163,000 $ 4,357,400
Public Works - Geothermal
Capital Summary
PROJECT TITLE: Geothermal Boise State University Extension MAP REFERENCE: 1
DEPARTMENT: Public Works MANAGER: J on Gunnerson
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Grants 950,000 300,000 2,500,000 - - 2,800,000
Partnership/Leverage 925,000
Retained Earnings 925,000
2017
Estimate Estimate
-
Funding Sources
This project, referred to as the Broadway Avenue
Geothermal Extension, will loop the geothermal system
from Boise State University (BSU), north on Broadway
Avenue, and connect to the existing geothermal system
located in Front St. This extension includes 4000 linear
feet of supply and connection lines, service lines, valves,
vaults, and all cost associated with pipeline extensions.
This project will be constructed in conjunction with the
proposed Idaho Transportation Department (ITD)
Broadway Bridge Project and Broadway Ave expansion.
Coordination with ITD will reduce costs associated with
paving and bridge modifications.
2018
-
PROJECT TITLE: Geothermal System Interconnection (Geo Loop) MAP REFERENCE: 2
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Retained Earnings 1,248,000 - 10,000 100,000 113,000 1,248,000
PROJECT TITLE: Miscellaneous Geothermal Improvements MAP REFERENCE: 2
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Retained Earnings 300,000 50,000 50,000 50,000 50,000 300,000 50,000 50,000
The project will interconnect legs of the existing
geothermal system distribution piping to provide
additional piping loops in the system that will increase
hydraulic capacity and provide additional system
reliability. (See appendix for additional project details.)
562,000 463,000
This project will provide for ongoing geothermal pipeline
improvements including corrosion repair projects and
pipeline and service line extensions.
2017 2018
2018
Estimate Estimate
Estimate Estimate
Funding Sources
Funding Sources 2017
296
GEOTHERMAL
DEPARTMENT: Public Works MANAGER: Karen Bubb
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Tax Support 9,400 450 8,950 - - 9,400 - -
Estimate Estimate
St ar St ar
Kuna Kuna
Not us Not us
Nampa Nampa
Mel ba Mel ba
Eagl e Eagl e
Wi l der Wi l der
Hust on Hust on
Mar si ng Mar si ng
Bowmont Bowmont
Mer i di an Mer i di an
Cal dwel l Cal dwel l
Mi ddl et on Mi ddl et on
Gr eenl eaf Gr eenl eaf
Gar den Ci t y Gar den Ci t y
Gi vens Hot Spr i ngs Gi vens Hot Spr i ngs
Boi se Boi se
184
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Karcher Rd
Simplot Blvd
W State St
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Miles
Sewer and Solid Waste Funds
Boise City Limits
#*
Sol id Waste Projects
!(
Sewer Projects
298
SEWER
Map Ref
# Project Title
2014
Budget
2015
Budget
2016
Estimate
2017
Estimate
2018
Estimate
2019
Estimate
6-Year
Total
1
Dixie Drain Compliance
Alternative in lieu of Phase 2
Phosphorus Removal
8,723,000 8,723,000
2 Lander St Major R&M 275,000 275,000 275,000 275,000 275,000 275,000 1,650,000
2 Lander St Trunk Rehab 750,000 750,000
Citywide
Miscellaneous Trunk and Lateral
Extension
1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 6,000,000
5
NPDES Compliance
Improvements for Temperature
Mitigation
150,000 250,000 500,000 500,000 10,575,000 11,975,000
TBD Public Art 156,500 46,350 202,850
Citywide Sanitary Sewer Odor Control 100,000 100,000 100,000 300,000
Citywide Sewer Rehabilitation 350,000 350,000 350,000 350,000 350,000 350,000 2,100,000
3 Table Rock Force Main 1,000,000 1,000,000
4
Twenty Mile South Farm Efficiency
Improvements
400,000 400,000
4
Twenty Mile South Farm
Equipment Maintenance Building
100,000 1,150,000 1,250,000
4
Twenty Mile South Farm Major
R&M
100,000 100,000 100,000 100,000 100,000 100,000 600,000
4
Perimeter Fencing
75,000 75,000 75,000 75,000 75,000 75,000 450,000
4
Twenty Mile South Farm Pivot
Refurbishment / Replacement
275,000 200,000 200,000 675,000
5
Watershed Environmental
Education Center Phase 2 -
Parking and Landscaping
2,180,000 2,180,000
5
West Boise WWTF Capacity
Improvements Phase 1
500,000 7,900,000 8,400,000
5
West Boise WWTF Combined
Waste Receiving Facilities and
Biogas Utilization
9,000,000 9,000,000
5 West Boise WWTF Major R&M 225,000 225,000 225,000 225,000 225,000 225,000 1,350,000
5
West Boise WWTF Septage
Receiving
1,410,000 1,410,000
TOTAL: $24,089,500 $ 6,351,350 $10,725,000 $ 2,525,000 $12,700,000 $ 2,025,000 $58,415,850
Sewer Fund
Capital Summary
Solid Waste Fund
Capital Summary
Map Ref
# Project Title
2014
Budget
2015
Budget
2016
Estimate
2017
Estimate
2018
Estimate
2019
Estimate
6-Year
Total
6 Gowen Field Remediation 124,000 124,000 248,000
TOTAL: $ 124,000 $ 124,000 $ - $ - $ - $ - $ 248,000
PROJECT TITLE: Dixie Drain Compliance Alternative MAP REFERENCE: 1
DEPARTMENT: Public Works MANAGER: Paul Zimmerman
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Retained Earnings 8,723,000 8,723,000 - - - 8,723,000
PROJECT TITLE: Lander Street Major R&M MAP REFERENCE: 2
DEPARTMENT: Public Works MANAGER: Matt Hightree
CATEGORY: Major R&M
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Retained Earnings 1,650,000 275,000 275,000 275,000 275,000 1,650,000 275,000
-
2017
Estimate
2017
Estimate
Funding Sources
Funding Sources
This major repair and maintenance project for the Lander
Street Wastewater Treatment Facility (WWTF) includes a
variety of critical facility replacements and/or upgrades.
Examples include deteriorating equipment, piping,
electrical and control systems, and structures to ensure
reliable treatment and protection of the Citys
investments. Much of the Lander Street WWTF is over
50 years old. Small replacement and rehabilitation
projects need to continue and can best be addressed as
individual efforts. Projects will include improvements to
effluent quality, flow measurement, fire safety and plant
operator safety, replacement of failing equipment,
building structural repairs, improvements to odor and
noise control, and improvements to process control and
monitoring equipment that are not addressed as a
separate request.
This project is contingent upon approval from the EPA.
$500,000 has been previously budgeted for development
of this project concept. The City owns a 49-acre tract of
land adjacent to the Dixie Drain in Parma, Idaho. The
City is expecting to partially meet its NPDES compliance
requirements for phosphorus removal for our wastewater
treatment plants through the use of offsets at the Dixie
Drain. A portion of the flow from the Dixie Drain would be
diverted across our land where it would be treated to
remove phosphorus. The treatment process would
include a sedimentation basin, wetland treatment cells,
chemical addition facility, and settling ponds. The treated
water would then be returned back to the drain with
significant amounts of phosphorus and suspended solids
removed.
2018
Estimate
275,000
-
2018
Estimate
300
SEWER
PROJECT TITLE: Lander Street Trunk Rehabilitation MAP REFERENCE: 2
DEPARTMENT: Public Works MANAGER: J ames Pardy
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Retained Earnings 750,000 750,000 - - - 750,000
PROJECT TITLE: Miscellaneous Trunk and Lateral Extensions MAP REFERENCE: Citywide
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Retained Earnings 6,000,000 1,000,000 1,000,000 1,000,000 1,000,000 6,000,000
Estimate Estimate
1,000,000 1,000,000
Estimate Estimate
- -
Projects identified are for trunk and lateral pipelines to
serve existing residents, new projects which support
community enhancements, and extensions in advance of
or in conjunction with State of Idaho and Ada County
Highway District (ACHD) street and highway projects. All
projects will conform to sewer extension policies adopted
by the Public Works Commission (PWC).
Rehabilitate 1,230 linear feet of 42-inch diameter sewer
trunk line located in the Lander Street Wastewater
Treatment Facility (WWTF).
PROJECT TITLE: NPDES Compliance Improvements for Temperature Mitigation MAP REFERENCE: 5
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Retained Earnings 11,975,000 150,000 250,000 500,000 - 11,975,000
DEPARTMENT: Public Works MANAGER: Karen Bubb
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Tax Support 202,850 156,500 46,350 - - 202,850 - -
New NPDES permits with stringent temperature limits
were issued to the Citys two wastewater treatment
facilities in 2012. There are several possible options for
complying with new temperature requirements, including
river shading, wetland discharge, recycled water use,
direct agricultural reuse, discharge to groundwater, flow
augmentation, or mechanical systems such as heat
exchangers. Due to the large temperature reduction
obligations contained in the permits, a combination of
options may be necessary to meet the Citys temperature
reduction obligations. Shading, wetland, and river
modeling will be required to determine the most suitable
method or suite of methods to comply with the permit
requirements. The City has initiated study and modeling
to develop a strategy and suite of options that will be
necessary to meet the new permit limitations and has
estimated potential capital cost of $11,975,000.
500,000 10,575,000
2017 2018
2018
Estimate Estimate
Estimate Estimate
Funding Sources
302
SEWER
PROJECT TITLE: Sanitary Sewer Odor Control MAP REFERENCE: Citywide
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Retained Earnings 300,000 100,000 - 100,000 - 300,000
PROJECT TITLE: Sewer Rehabilitation MAP REFERENCE: Citywide
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Retained Earnings 2,100,000 350,000 350,000 350,000 350,000 2,100,000
Estimate Estimate
350,000 350,000
- 100,000
This is an updated project request for the upgrade and/or
replacement of deteriorating sewer laterals, sewer
service lines, manholes, and trunk sewers. Projects may
include realigning existing pipes to reduce root intrusion,
replacing pipe with structural deficiencies, improving the
system where hydrogen sulfide problems have been
identified, eliminating infiltration and inflow (I&I), and
rehabilitating sewer in advance of or in conjunction with
Ada County Highway District (ACHD) and Idaho
Transportation Department (ITD) road projects to
minimize future cutting of new streets.
This project request provides for mitigation of odors
related to the sanitary sewer collection system including
funding for odor monitoring/studies, construction of
biofilters, bioscrubbers, and chemical dosing facilities,
and other related odor mitigation processes.
Estimate Estimate
PROJECT TITLE: Table Rock Force Main MAP REFERENCE: 3
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
PROJECT TITLE: Twenty Mile South Farm Efficiency Improvements MAP REFERENCE: 4
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Retained Earnings 400,000 400,000 - - - 400,000
Installing approximately 6,800 linear feet of 14-inch force
main and upgrading electric motors and pumps at the
Harris Ranch Regional Lift Station (HRRLS).
Estimate Estimate
Estimate Estimate
- -
- -
Public Works recently completed an efficiency study at
the Twenty Mile South Farm (TMSF). The study's end
result identified opportunities to improve efficiencies
related to water usage, delivery, and pumping in an effort
to lower power costs and minimize the carbon footprint at
the TMSF. This capital improvement request will provide
funding to move forward with a number of
recommendations identified in the report. These
improvements include installing a 12-inch mainline from
pivot 404 to pivot 413/313, replacing field 233 wheel lines
with pivot, replacing field 251 wheel lines with pivot,
replacing well 2 pump bowls, and installing flow meters
and pressure transducers at all wells.
304
SEWER
PROJECT TITLE: Twenty Mile South Farm Equipment Maintenance Building MAP REFERENCE: 4
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Retained Earnings 1,250,000 100,000 1,150,000 - - 1,250,000
PROJECT TITLE: Twenty Mile South Farm Major R&M MAP REFERENCE: 4
CATEGORY: Major R&M
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Retained Earnings 600,000 100,000 100,000 100,000 100,000 600,000
This will be a two-phase project. The first phase, to be
funded in FY14, will develop a master site plan study to
ensure the future equipment building will be sited in the
correct location to meet the current and future needs
related to operations, administration, and maintenance
activities. This study will also evaluate current buildings
in the immediate area and determine if they are meeting
their intended function and/or have other potential uses.
The second phase, to be funded in FY15, will construct a
new maintenance facility based on the findings of the
facility/master site plan. The budgeted cost in FY15 is a
rough estimate until the project can be better scoped in
FY14.
Estimate Estimate
Estimate Estimate
100,000 100,000
- -
This parent project request for the Twenty Mile South
Farm (TMSF) biosolids application site includes a variety
of ongoing critical facility improvements including
construction, repair, and upgrading of structures and
equipment to ensure safe and efficient operation of the
farm and to meet facility improvements outlined in the
Biosolids Management Plan. Determination of which
projects will be completed is based on necessity and
efficiencies in relation to the biosolids management plan.
Each year the biosolids manager will rank the preferred
projects. Engineering will review the project for feasibility
and alternatives and make recommendations. Once an
agreed upon project definition and scope is reached,
engineering will provide design, bid, and inspection
services as needed. The number of projects completed
each year is dependent on the needs and available
funding.
PROJECT TITLE: Twenty Mile South Farm Perimeter Fencing MAP REFERENCE: 4
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Retained Earnings 450,000 75,000 75,000 75,000 75,000 450,000
PROJECT TITLE: Twenty Mile South Farm Pivot Refurbishment/Replacement MAP REFERENCE: 4
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Retained Earnings 675,000 275,000 200,000 200,000 - 675,000
Purchase of heavy duty drill pipe fencing materials to
replace the current barbed wire/T-post fencing along
portions of the Twenty Mile South Farm (TMSF)
perimeter.
Estimate Estimate
Estimate Estimate
- -
75,000 75,000
This capital project allows for the replacement of three of
the oldest pivots at Twenty Mile South Farm (TMSF),
which are requiring more repair and maintenance than
the other pivots. Staff will also develop criteria to
evaluate the condition of the existing pivots and will
develop a replacement schedule at the TMSF.
306
SEWER
PROJECT TITLE: Watershed Environmental Education Center Phase 2 MAP REFERENCE: 5
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Retained Earnings 1,180,000 - 2,180,000 - - 2,180,000
Partnership/Leverage 1,000,000
PROJECT TITLE: West Boise WWTF Capacity Improvements Phase 1 MAP REFERENCE: 5
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Retained Earnings 8,400,000 - 500,000 7,900,000 - 8,400,000
This project relocates and expands the Boise Watershed
parking area, builds connection roadways, and provides
interpretive/educational landscaping in the area
surrounding the parking lot (about 2 acres). A substantial
portion of the expanded parking lot already has been
constructed using permeable pavers. The second part of
this projectyet to be funded and builtwill include
interpretive landscaping around the Boise Watershed
building. It will be partly funded by a partnership with
Boise Watershed Exhibits, Inc. (BWE), the nonprofit that
raised $1 million for the original exhibits located inside
the facility. It is hoped that, but not yet determined if,
BWE will raise another $1 million to support the
educational/interpretive elements of the exterior
landscaping. The Sewer Fund will provide the remaining
monies.
Estimate Estimate
Estimate Estimate
- -
- -
This project is the first of a two-phase project to
incrementally increase West Boise Wastewater
Treatment Facilitys (WWTF's) treatment capacity to 39
million gallons per day (mgd). Phase 1 of this project is
designed to bring the existing treatment capacity of the
West Boise WWTF from 24 mgd to approximately 30
mgd. Phase 1 includes a new aeration blower, a new
primary clarifier, making some minor improvements to the
north plants secondary clarifiers, and retrofitting the
existing UV channels with new bulbs. Phase 2 of this
project will include additional system improvements to
obtain a rated capacity of 39 mgd. These improvements
include replacing existing influent screens, replacing
existing washer compactors, adding a new anaerobic
digester, adding a new aeration basin, performing
secondary clarifier 5 and 6 modifications, adding one
additional algae screen, and adding a new secondary
clarifier.
PROJECT TITLE: West Boise WWTF Combined Waste Receiving/Biogas Use MAP REFERENCE: 5
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
PROJECT TITLE: West Boise WWTF Major R&M MAP REFERENCE: 5
CATEGORY: Major R&M
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Retained Earnings 1,350,000 225,000 225,000 225,000 225,000 1,350,000
This project includes the design and construction of a
combined waste receiving plant at the West Boise
Wastewater Treatment Facility (WWTF) to bring in
digestible feedstock to enhance biogas production. This
project also includes either the design and installation of
a power generation system that uses the biogas or
biogas cleaning equipment to clean the biogas prior to
sale to the local gas provider.
Estimate Estimate
Estimate Estimate
225,000 225,000
- -
This project for the West Boise Wastewater Treatment
Facility (WWTF) includes various critical facility
replacements and/or upgrades of deteriorating
equipment, piping, electrical and control systems, and
structures. Much of the West Boise WWTF is over 25
years old. Small replacement and rehabilitation projects
need to continue to occur and can best be addressed as
individual efforts. Projects will develop and maintain site-
specific planning documents that ensure plantwide utility
systems conform with new building and life safety codes
and standards, keep abreast of current technologies, and
provide guidance for consistent maintenance and
expansion of those systems. Projects will implement
recommendations from planning documents. Projects
will improve fire safety and plant operator safety, replace
failing equipment, repair building structures, and improve
odor and noise control systems that are not addressed in
a separate request.
308
SEWER
PROJECT TITLE: West Boise WWTF Septage Receiving MAP REFERENCE: 5
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Retained Earnings 1,410,000 1,410,000 - - - 1,410,000 - -
Design, select, procure, and install septage receiving
equipment in a building that could be shared with the
grease receiving facilities proposed in the West Boise
Wastewater Treatment Facility (WWTF) Combined Food
and Grease Waste Receiving Facilities and Biogas
Utilization capital project. The purpose of this project is
to screen out solids and grease prior to sending the
liquids back to the front of plant to be treated. Screened
solids will be collected for transport to the landfill.
Estimate Estimate
310
SOLI D WASTE
PROJECT TITLE: Gowen Field Remediation MAP REFERENCE: 6
DEPARTMENT: Public Works MANAGER: Catherine Chertudi
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Retained Earnings 248,000 124,000 124,000 - - 248,000 -
2017
Estimate
Funding Sources
Develop ground water well design, bid packages, and
oversee the closure and replacement of four wells at the
Gowen Field ground water remediation site.
-
2018
Estimate
312 312
FOOTHI LLS LEVY
HOUSI NG
I MPACT FEE
RI SK MANAGEMENT
OTHER FUND
PROJ ECTS
84
184
84
E
H
ighw
ay 21
S
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a
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R
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a
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N
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u
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B
a
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in
R
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a
g
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R
d
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N
E
a
g
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R
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W
H
ill R
d
W Emerald St
S
P
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a
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a
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N
C
o
le
R
d
N
C
lo
v
e
r
d
a
le
R
d
W Gowen Rd
W Dry Creek Rd
N
3
6
th
S
t
Ustick Rd
Columbia Rd
S
V
is
ta
A
v
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S
B
r
o
a
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w
a
y
A
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a
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G
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R
d
N
M
i lw
a
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k
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S
t
E Gowen Rd
E Amity Rd
N
S
e
am
an
G
u
lch R
d
E
W
a
rm
S
p
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ve
N
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u
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ise A
ve
N
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le
n
w
o
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d
S
t
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N
G
a
r
y
L
n
E Beacon Light Rd
S
E
i s
e
n
m
a
n
R
d
S
C
u
rtis
R
d
N
C
o
llis
te
r D
r
W Executive Dr
E Floating Feather Rd
S
9
th
S
t
N
H
a
rr
is
o
n
B
lv
d
E State St
E Chinden Blvd
W Overland Rd
W McMillan Rd
E State St
W
S
ta
te
S
t
W Franklin Rd
E
W
a
rm
S
p
rin
g
s A
ve
S
E
a
g
le
R
d
W Ustick Rd
W Lake Hazel Rd
N
0 2 4 1
Miles
Foothills Levy
Boise City Limits
Open Space Acquisi tion (FL1)
314
FOOTHI LLS LEVY
PROJECT TITLE: Open Space Acquisition MAP REFERENCE: FL1
DEPARTMENT: Parks & Recreation MANAGER: J ulia Kertz Grant
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Foothills Levy 1,800,000 1,800,000 - - - 1,800,000
Fund Equity
This project will use the remainder of the Foothills Levy
Fund to acquire more land in the foothills.
2017
Estimate
-
Estimate
-
84
184
84
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C
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N

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W Emerald St
S

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o
v
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d
a
le

R
d
W
Gowen Rd
N

3
6
t
h

S
t
E Ustick Rd
E Columbia Rd
S

V
is
t
a

A
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S

B
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a
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a
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A
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o
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N

M
i
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S
t
E Gowen Rd
E Amity Rd
N
S
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a
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a
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G
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R
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a
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S
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ighway 44
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r
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S

9
t
h

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t
N

H
a
r
r
i
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o
n

B
lv
d
E
S
ta
te
S
t
E Chinden Blvd
W Overland Rd
W McMillan Rd
E
S
ta
te
S
t
W
S
ta
te
S
t
W Franklin Rd
E
W
a
rm
S
p
rin
g
s
A
v
e
S

E
a
g
l
e

R
d
W Ustick Rd
W Lake Hazel Rd
N
0 2 4 1
Miles
Boise City Limits
Housing Funds
j
Housing Funds Properti es (H1)
316
HOUSI NG
PROJECT TITLE: Housing Major R&M MAP REFERENCE: H1
DEPARTMENT: Planning & Development Services MANAGER: J eff Street
CATEGORY: Major R&M
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Grant or Reserve 500,000 250,000 250,000 - - 500,000
Funds
-
2017
Estimate
Funding Sources
The funds will be used for undetermined Major R&M
projects that may arise to maintain the city's aging low-
income rental commercial portfolio. Projects will be
funded with either grant or reserve funds.
-
2018
Estimate
N
0 180 360 90
Feet
Impact Fee
84
S
F
e
d
e
ra
l W
a
y
E Highway 21
E Gowen Rd
E Amity Rd
E
W
a
rm
S
p
rin
g
s
A
v
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S

B
r
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a
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A
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B
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A
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Hel en B. Lowder Park - Additi onal Ameniti es (IF1)
Boise City Limits
Future Tennis Courts
Future
Volleyball

Future Shelter
Future
Horseshoes
Map Locator
318
I MPACT FEE
PROJECT TITLE: Helen B. Lowder Park - Additional Amenities MAP REFERENCE: IF1
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Impact Fees 180,000 180,000 - - - 180,000
2017
Estimate
-
This project provides funds for the development of park
amenities, including picnic shelters, tennis courts, and
associated site and landscape modifications.
Estimate
-
84
184
84
W

S
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a
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S
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R
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W Franklin Rd
W Ustick Rd
W Fairview Ave
N

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W

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W Victory Rd
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Gowen Rd
W McMillan Rd
N

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t
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N

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S

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E
W
a
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A
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t
is

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A
v
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E Victory Rd
E Pine Ave
E
P
a
rk
c
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n
te
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lv
d
W Lake Hazel Rd
E
B
o
is
e
A
v
e
E Columbia Rd
E Franklin Rd
E Ustick Rd
N

G
l
e
n
w
o
o
d

S
t
E Overland Rd
E H
ighw
ay 44
N

G
a
r
y

L
n
W
H
ill R
o
a
d
P
k
w
y
S

L
a
t
a
h

S
t
W Main St
E Lake Hazel Rd
E Deer Flat Rd
S

E
i
s
e
n
m
a
n

R
d
S

C
u
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t
i
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N

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5
5
W Executive Dr
E
F
ro
n
t S
t
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S
ta
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S
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N

H
a
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is
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1
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t
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N

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a
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a
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t
S

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c
h
n
o
lo
g
y
W
a
y
W Memory Rd
E Chinden Blvd
E State St
W Chinden Blvd
E
W
a
rm
S
p
rin
g
s
A
v
e
W
F
airview
A
ve
S

E
a
g
l
e

R
d
W State St
N
0 2 4 1
Miles
Boise City Limits
Risk Management Funds
Learning Management System (RM1)
320
RI SK MANAGEMENT
PROJECT TITLE: Learning Management System MAP REFERENCE: RM1
DEPARTMENT: Risk Management MANAGERS: Kelcey Stewart & Corey Pence
PROJECT DESCRIPTION
2014 2015 2016 2019 6-Year
Retained Earnings 380,000 190,000 190,000 - - 380,000 -
2017
Estimate
Funding Sources
The LMS/LCMS (Learning Management
System/Learning Content Management System) and
Online Training Content will be used to create and
customize training content, track training for compliance
reporting, and deliver Citywide training through multiple
platforms.
-
2018
Estimate
322 322
FY 2014
FY 2015
CAPI TAL
I MPROVEMENT
PLAN SUMMARY
323 323
323
C
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t
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f

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2
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FY 2014 Budget Summary of Revenues and Expenditures
FY 2015 Budget Summary of Revenues and Expenditures
5 Year Summary of Revenues and Expenditures
Contingency Accounts
Dues and Subscriptions
Contractual Services
General Fund Expenditures by Department
Capital Fund Expenditures by Department
Impact Fees Fund Expenditures by Department
FTE and Personnel Budget Summary by Service Area
FTE Change Detail by Fund and Department
FTE and Personnel Budget Summary by Service Area FY 2015
Schedule of Transfers In
Schedule of Transfers Out
Proposed Fee Increases
Debt Summary
CI TY
OF BOI SE
331
Fund
Fees/
Charges
Property
Tax Grants Sales Tax Other
Retained
Earnings/Fund
Balance
FY 14b
Total
Resources
Revenues
Tax Funds
General 27,655,736 118,455,000 446,500 12,357,629 23,307,456 (0) 182,222,321
Capital 4,791,896 0 0 0 5,263,511 (99,271) 9,956,136
Total Tax Funds 32,447,632 118,455,000 446,500 12,357,629 28,570,967 (99,271) 192,178,457
Enterprise Funds
Airport 23,474,663 0 10,394,600 0 6,705,506 11,013,887 51,588,656
Geothermal 704,501 0 225,000 0 530 95,394 1,025,425
Municipal Irrigation 920 0 0 0 37,082 10,001 48,002
Sewer 37,326,860 0 0 0 553,318 22,671,617 60,551,795
Solid Waste 24,565,590 0 0 0 208,080 921,745 25,695,415
Total Enterprise Funds 86,072,534 0 10,619,600 0 7,504,516 34,712,643 138,909,293
Other Funds
Boise City Trust 0 0 0 0 250 125,000,000 125,000,250
CDBG 0 0 1,779,186 0 249,220 319,390 2,347,796
Debt Service 0 0 0 0 2,712,529 (392,500) 2,320,029
Economic Development 0 0 0 0 164,939 (0) 164,939
Fleet Services 3,038,546 0 0 0 5,200 29,647 3,073,393
Health Insurance 0 0 0 0 13,309,800 110,250 13,420,050
Heritage 0 0 0 0 1,000,000 0 1,000,000
HOME 0 0 993,273 0 374,105 690,864 2,058,242
Humane Society Trust 0 0 0 0 372 0 372
LM Cunningham 7,800 0 0 0 14,460 (1,830) 20,430
Perpetual Care 0 0 0 0 195,000 0 195,000
Property Management 4,000 0 0 0 1,392,315 164,925 1,561,239
Risk Management 4,167,719 0 0 0 104,453 197,170 4,469,342
Special Activities & Programs 0 0 0 0 87,894 574,041 661,935
Total Other Funds 7,218,065 0 2,772,459 0 19,610,537 126,691,956 156,293,017
Revenues All Funds 125,738,230 118,455,000 13,838,559 12,357,629 55,686,020 161,305,328 487,380,766
Fund Personnel M & O
Capital &
Equipment
FY 14b
Total
Expenditures
Tax Funds
General 124,827,845 53,798,226 3,596,250 182,222,321
Capital 0 50,000 9,906,136 9,956,136
Total Tax Funds 124,827,845 53,848,226 13,502,386 192,178,457
Enterprise Funds
Airport 6,738,777 29,749,754 15,100,125 51,588,656
Geothermal 96,919 553,056 375,450 1,025,425
Municipal Irrigation 0 38,002 10,000 48,002
Sewer 13,400,346 21,029,660 26,121,790 60,551,795
Solid Waste 356,720 25,195,695 143,000 25,695,415
Total Enterprise Funds 20,592,762 76,566,166 41,750,364 138,909,293
Other Funds
Boise City Trust 0 125,000,250 0 125,000,250
CDBG 396,898 1,950,898 0 2,347,796
Debt Service 0 2,320,029 0 2,320,029
Economic Development 0 164,939 0 164,939
Fleet Services 1,145,543 1,905,850 22,000 3,073,393
Health Insurance 0 13,420,050 0 13,420,050
Heritage 0 1,000,000 0 1,000,000
HOME 154,624 1,903,618 0 2,058,242
Humane Society Trust 0 372 0 372
LM Cunningham 0 20,430 0 20,430
Perpetual Care 0 195,000 0 195,000
Property Management 566,416 744,823 250,000 1,561,239
Risk Management 675,056 3,604,286 190,000 4,469,342
Special Activities & Programs 0 661,935 0 661,935
Total Other Funds 2,938,537 152,892,480 462,000 156,293,017
Expenditures All Funds 148,359,144 283,306,872 55,714,750 487,380,766
Personnel
31%
M & O
58%
Capital &
Equipment
11%
FY 2014 Budget Summary of Revenue and Expenditures Funds by Category
EXHI BI TS
332
Fund
Fees/
Charges
Property
Tax Grants Sales Tax Other
Retained
Earnings/Fund
Balance
FY 15b
Total
Resources
Revenues
Tax Funds
General 28,185,198 122,955,000 442,000 12,697,464 22,009,426 2,092,812 188,381,900
Capital 4,930,593 0 0 0 3,321,718 (1,719,915) 6,532,396
Total Tax Funds 33,115,790 122,955,000 442,000 12,697,464 25,331,144 372,898 194,914,296
Enterprise Funds
Airport 23,671,676 0 10,394,600 0 6,706,202 5,331,851 46,104,329
Geothermal 752,488 0 1,650,000 0 210 878,255 3,280,953
Municipal Irrigation 920 0 0 0 36,636 10,000 47,556
Sewer 40,795,494 0 0 0 550,940 3,442,092 44,788,526
Solid Waste 25,145,790 0 0 0 211,160 918,686 26,275,636
Total Enterprise Funds 90,366,368 0 12,044,600 0 7,505,148 10,580,885 120,497,000
Other Funds
Boise City Trust 0 0 0 0 250 125,000,000 125,000,250
CDBG 0 0 1,587,506 0 249,232 547,219 2,383,956
Debt Service 0 0 0 0 2,101,374 218,655 2,320,029
Economic Development 0 0 0 0 104,356 0 104,356
Fleet Services 3,136,919 0 0 0 5,206 32,579 3,174,704
Health Insurance 0 0 0 0 13,971,500 (71,450) 13,900,050
Heritage 0 0 0 0 1,000,000 0 1,000,000
HOME 0 0 963,846 0 374,605 353,336 1,691,787
Humane Society Trust 0 0 0 0 372 0 372
LM Cunningham 7,800 0 0 0 14,460 (1,830) 20,430
Perpetual Care 0 0 0 0 195,000 0 195,000
Property Management 4,000 0 0 0 1,392,815 179,799 1,576,614
Risk Management 4,320,440 0 0 0 104,453 201,343 4,626,236
Special Activities & Programs 0 0 0 0 90,144 574,553 664,697
Total Other Funds 7,469,159 0 2,551,352 0 19,603,767 127,034,204 156,658,482
Revenues All Funds 130,951,317 122,955,000 15,037,952 12,697,464 52,440,058 137,987,986 472,069,778
Fund Personnel M & O
Capital &
Equipment
FY 15b
Total
Expenditures
Tax Funds
General 129,430,479 55,256,274 3,695,147 188,381,900
Capital 0 50,000 6,482,396 6,532,396
Total Tax Funds 129,430,479 55,306,274 10,177,543 194,914,296
Enterprise Funds
Airport 7,002,168 29,870,161 9,232,000 46,104,329
Geothermal 100,758 586,245 2,593,950 3,280,953
Municipal Irrigation 0 37,556 10,000 47,556
Sewer 13,926,938 22,597,531 8,264,057 44,788,526
Solid Waste 369,880 25,762,757 143,000 26,275,636
Total Enterprise Funds 21,399,743 78,854,249 20,243,007 120,497,000
Other Funds
Boise City Trust 0 125,000,250 0 125,000,250
CDBG 411,766 1,972,190 0 2,383,956
Debt Service 0 2,320,029 0 2,320,029
Economic Development 0 104,356 0 104,356
Fleet Services 1,191,639 1,960,064 23,000 3,174,704
Health Insurance 0 13,900,050 0 13,900,050
Heritage 0 1,000,000 0 1,000,000
HOME 160,426 1,531,361 0 1,691,787
Humane Society Trust 0 372 0 372
LM Cunningham 0 20,430 0 20,430
Perpetual Care 0 195,000 0 195,000
Property Management 589,370 737,244 250,000 1,576,614
Risk Management 699,605 3,736,631 190,000 4,626,236
Special Activities & Programs 0 664,697 0 664,697
Total Other Funds 3,052,807 153,142,675 463,000 156,658,482
Expenditures All Funds 153,883,029 287,303,198 30,883,550 472,069,778
Personnel
33%
M & O
61%
Capital &
Equipment
6%
FY 2015 Budget Summary of Revenue and Expenditures Funds by Category
CI TY
OF BOI SE
333
Fund
FY 2011
Actuals
FY 2012
Actuals
FY 2013
Adopted
FY 2014
Proposed
FY 2015
Proposed
Revenues
Tax Funds
General Fund 168,178,702 172,122,323 174,603,108 182,222,321 186,289,088
Capital Funds 18,895,016 17,174,038 6,963,346 10,055,407 8,252,311
Total Tax Funds 187,073,718 189,296,362 181,566,454 192,277,728 194,541,399
Enterprise Funds
Airport 35,166,496 37,399,451 56,566,672 40,574,769 40,772,478
Geothermal 1,782,871 1,096,641 840,030 930,031 2,402,698
Parking Garage (60) 0 0 0 0
Sewer 36,666,425 37,900,010 33,763,819 37,880,178 41,346,434
Solid Waste 23,683,491 24,517,559 24,418,970 24,773,670 25,356,950
Total Enterprise Funds 97,346,914 100,955,676 115,639,391 104,196,649 109,916,115
Other Funds
Boise City Trust 306 673 250 250 250
Community Development 626,012 491,654 821,620 0 0
Debt Service 2,641,475 26,381,852 2,884,060 2,712,529 2,101,374
Economic Development 65,477 143,089 0 164,939 104,356
Fleet Services 2,605,193 2,793,957 3,097,028 3,043,746 3,142,125
Health Insurance 11,894,051 11,700,616 14,474,442 13,309,800 13,971,500
Heritage 1,598,957 229,244 1,000,000 1,000,000 1,000,000
Housing 4,747,441 3,655,411 4,129,627 4,879,993 4,662,147
LM Cunningham 16,854 18,158 22,260 22,260 22,260
Perpetual Care 131,052 200,331 120,000 195,000 195,000
Risk Management 5,532,780 3,919,472 4,260,316 4,272,172 4,424,893
Total Other Funds 29,859,769 49,534,605 30,809,975 29,601,061 29,624,278
Revenues All Funds 314,280,400 339,786,643 328,015,820 326,075,438 334,081,792
Fund
FY 2011
Actuals
FY 2012
Actuals
FY 2013
Adopted
FY 2014
Proposed
FY 2015
Proposed
Expenditures
Tax Funds
General Fund 173,823,931 166,946,337 174,603,108 182,222,321 188,381,900
Capital Funds 18,480,342 16,689,794 9,423,181 9,956,136 6,532,396
Total Tax Funds 192,304,274 183,636,131 184,026,289 192,178,457 194,914,296
Enterprise Funds
Airport 31,990,781 31,036,083 62,574,866 51,588,656 46,104,329
Geothermal 565,815 623,941 750,922 1,025,425 3,280,953
Sewer 31,351,614 32,718,926 41,974,835 60,551,795 44,788,526
Solid Waste 24,526,077 24,623,034 25,166,860 25,695,415 26,275,636
Total Enterprise Funds 88,477,395 89,037,976 130,513,349 138,909,293 120,497,000
Other Funds
Boise City Trust 306 673 125,000,250 125,000,250 125,000,250
Community Development 626,867 482,665 821,620 0 0
Debt Service 2,504,808 26,234,844 2,780,511 2,320,029 2,320,029
Fleet Services 2,519,093 2,840,720 3,039,876 3,073,393 3,174,704
Health Insurance 13,721,538 12,524,937 15,160,256 13,420,050 13,900,050
Heritage 420,935 127,512 1,000,000 1,000,000 1,000,000
Housing 3,511,992 4,374,721 5,821,400 6,629,212 6,317,055
LM Cunningham 13,388 18,371 20,430 20,430 20,430
Perpetual Care 33,898 59,342 114,896 195,000 195,000
Risk Management 4,596,909 4,660,742 4,445,423 4,469,342 4,626,236
Total Other Funds 28,052,682 51,652,068 158,521,059 156,293,017 156,658,482
Expenditures All Funds 308,834,350 324,326,175 473,060,697 487,380,766 472,069,778
Net Support (5,446,050) (15,460,468) 145,044,877 161,305,328 137,987,986
Five Year Summary of Revenues and Expenditures Funds by Type
EXHI BI TS
334
Account
2014
Proposed
2015
Proposed
Capital Facilities Contingency* - $ - $
Citywide Contingency 600,000 600,000
Property Tax Contingency 200,000 200,000
Revenue Neutral Contingency 500,000 500,000
Strategic Planning Contingency 1,689,424 1,733,473
Workforce Planning Contingency** 468,000 468,000
3,457,424 $ 3,501,473 $
**Workforce Planning Contingency appropriation for FY 2014-2015 is comprised of base
funding from prior years and recommendations are forthcoming for use of this appropriation.
No additional funding was established in the FY 2014-2015 biennial budget.
*Capital Facilities Contingency funding in FY 2014 will be established pending FY 2013
General Fund ending balance.
FY 2014-2015 Citywide Contingency Accounts
Revised Ci t y Of Boi s e Bi enni al Budget FY2014- 2015
CI TY
OF BOI SE
338a
Department (all funds)
FTEs Personnel
Budget
FTEs Change
from FY14
Personnel
Budget
Change
from FY14
City Council 9.00 558,714 9.00 - 585,682 4.83%
Mayor's Office 13.00 1,392,866 13.00 - 1,429,041 2.60%
Government Leadership Total 22.00 1,951,579 22.00 - 2,014,723
Fire 283.25 38,540,032 283.25 - 39,327,683 2.04%
Police 397.40 39,870,367 397.40 - 40,491,042 1.56%
Legal 49.75 4,101,320 49.75 - 4,131,404 0.73%
Public Safety Total 730.40 82,511,719 730.40 - 83,950,130
Arts & History 5.00 387,716 5.00 - 390,463 0.71%
Library 109.63 4,880,680 109.63 - 4,910,799 0.62%
Parks & Recreation 145.60 12,277,918 145.60 - 12,344,493 0.54%
Culture & Recreation Total 260.23 17,546,314 260.23 - 17,645,755
Airport 109.00 6,738,777 109.00 - 7,002,168 3.91%
Planning & Development Svcs. 89.93 6,272,932 89.93 - 6,317,882 0.72%
Housing & Community Devel. 16.57 1,117,938 16.57 - 1,161,563 3.90%
Public Works 199.93 14,897,886 207.93 8.00 15,449,000 3.70%
Community Development Total 415.43 29,027,534 423.43 8.00 29,930,612
Finance & Administration 78.23 5,043,351 78.23 - 5,115,252 1.43%
Government Buildings 13.00 855,614 13.00 - 861,365 0.67%
Human Resources 19.48 1,721,161 19.48 - 1,752,538 1.82%
Information Technology 53.00 4,663,150 53.00 - 4,696,992 0.73%
Support Services Total 163.71 12,283,277 163.71 - 12,426,148
GRAND TOTAL 1,591.77 143,320,423 1,599.77 8.00 145,967,368 1.85%
FY 2014 Proposed FY 2015 Proposed
FTE and Personnel Budget Summary by Service Area FY2015
EXHI BI TS
334b
Contracted Agency
Department where
budget resides
Managing
Department
2014
Proposed
2015
Proposed
Boise Art Museum (building maintenance only) Public Works Arts & History 46,800 $ 46,800 $
Idaho Humane Society
Finance &
Administration
Finance &
Magistrate Facilities Intergovernmental Legal 801,450 823,490
Senior Solutions (SCRIP*) Intergovernmental
Finance &
Senior Solutions (building maintenance) Public Works Parks 245,736 245,736
Valley Regional Transit Intergovernmental
Finance &
Administration 5,925,811 6,073,956
7,903,011 $ 8,075,594 $
* SCRIP is Senior Solutions Inc.'s taxi voucher program for seniors and individuals with disabilities.
Contractual Services
334b
CI TY
OF BOI SE
335
General Fund
2011
Actual
2012
Actual
2013
Adopted
2014
Proposed
2015
Proposed
Resources
Total Resources 168,178,702 172,122,323 174,603,108 182,222,321 186,289,088
Expenses
Personnel 118,491,755 117,096,170 118,425,708 124,827,845 129,430,479
Major Equipment 2,910,464 2,452,305 3,580,537 3,596,250 3,695,147
Other Expenses 19,932,233 16,346,364 13,711,988 13,609,270 13,228,459
Total Expense 173,823,931 166,946,337 174,603,108 182,222,321 188,381,900
Net (5,645,229) 5,175,986 0 0 (2,092,812)
Arts and History 645,444 678,697 783,236 709,623 736,439
City Council 565,560 536,199 585,499 647,174 664,965
Contractual Services 1,639,906 1,700,789 1,576,076 7,615,213 7,787,936
Finance and Administration 4,899,627 5,336,916 5,357,290 6,107,138 6,201,926
Fire 40,561,065 41,996,792 40,952,579 42,499,192 43,405,690
Human Resources 1,470,060 1,418,624 1,366,986 1,419,566 1,437,790
Information Technology 5,952,981 5,961,130 5,879,617 6,465,925 6,643,008
Intergovernmental 23,476,745 14,761,516 24,938,122 18,175,501 21,142,932
Legal 4,556,497 4,750,767 4,670,686 4,734,870 4,863,272
Library 8,732,474 8,474,477 8,637,104 8,973,131 9,192,844
Mayor's Office 1,982,282 2,038,387 1,992,290 2,129,033 2,186,643
Parks and Recreation 20,056,684 19,351,559 19,135,467 20,438,175 20,821,401
Planning & Development 8,045,274 8,174,762 8,409,096 9,139,360 9,314,907
Police 46,403,803 47,202,535 45,446,720 47,002,270 47,674,686
Police & Fire Finance Admin 898,833 905,728
Public Works 4,835,528 4,563,188 4,872,338 5,267,318 5,401,732
Total Expense 173,823,931 166,946,337 174,603,108 182,222,321 188,381,900
General Fund Expenditures by Department
EXHI BI TS
336
Arts and History 36,255 157,776 79,784 115,000 115,000
Finance and Administration 155,000 155,000
Fire 1,860,613 1,161,435 920,000 510,000 500,000
Information Technology 2,600,735 3,370,224 1,101,897 660,000 822,000
Intergovernmental 238,437 710,425
Library 320,515 366,541 670,000 921,106 1,335,398
Planning & Development 426,381 326,930 400,000
Police 207,931 79,559 440,000 220,000 300,000
Public Works 1,397,351 5,439,318 2,271,500 722,700 909,900
Total Expense 17,351,158 14,424,768 9,373,181 7,926,136 6,482,396
Fire 52,428 1,161,435 920,000 510,000 500,000
Total Expense 1,129,052 3,973,994 4,410,000 5,132,330 2,845,098
Capital Fund Expenditures by Department
Impact Fees Fund Expenditures by Department
CI TY
OF BOI SE
337
FTEs Personnel
Budget
FTEs Change
from FY13
Personnel
Budget
Change
from FY13
City Council 9.00 511,025 9.00 - 558,714 9.33%
Mayor's Office 13.00 1,309,348 13.00 - 1,392,866 6.38%
Fire 282.25 36,316,493 283.25 1.00 38,540,032 6.12%
Police 400.56 36,506,521 397.40 (3.16) 39,870,367 9.21%
Legal 49.75 4,032,633 49.75 - 4,101,320 1.70%
Public Safety Total 732.56 76,855,648 730.40 (2.16) 82,511,719
Arts & History 5.00 378,076 5.00 - 387,716 2.55%
Library 109.63 4,729,189 109.63 - 4,880,680 3.20%
Airport 109.00 6,584,936 109.00 - 6,738,777 2.34%
Planning & Development Svcs. 90.00 5,933,926 89.93 (0.07) 6,272,932 5.71%
Housing & Community Devel. 16.50 1,114,181 16.57 0.07 1,117,938 0.34%
Public Works 200.93 14,286,940 199.93 (1.00) 14,897,886 4.28%
Community Development Total 416.43 27,919,983 415.43 (1.00) 29,027,534
Human Resources 19.48 1,547,495 19.48 - 1,721,161 11.22%
GRAND TOTAL 1,594.93 134,679,241 1,591.77 (3.16) 143,320,423 9.08%
FY 2014 Proposed FY 2013 Current
FTE and Personnel Budget Summary by Service Area
EXHI BI TS
338
FUND
Department
FY14 over
FY13
FY15 over
FY14
GENERAL FUND
Police
Sr Accounting Specialist transferred to Fire Dept (1.00)
Reduced Airport staffing: POIII Corporal 20 yr, POIII (2.00)
Minor staffing realignments across department funds (0.16)
Total Police Department (3.16)
Fire
Sr Accounting Specialist received from Police 1.00
Human Resources
Planning and Development Services
Public Works
Eliminated Construction Manager (1.00)
Minor staffing realignments across department funds 0.25
Total General Fund (3.28) -
ENTERPRISE FUNDS
Sewer Fund (Public Works)
Bench and NorthWest Boise Sewer service merger 1.00 8.00
Solid Waste Fund (Public Works)
Total Enterprise Funds (0.25) 8.00
OTHER FUNDS
Risk Management Fund (Human Resources)
Worker's Comp Fund (Human Resources)
Housing Funds (Planning and Development)
Total Other Funds 0.37 -
TOTAL CITYWIDE ALL FUNDS (3.16) 8.00
FY 2014-2015 FTE Change Detail by Fund and Department
CI TY
OF BOI SE
338a
FTEs Personnel
Budget
FTEs Change
from FY14
Personnel
Budget
Change
from FY14
City Council 9.00 558,714 9.00 - 585,682 4.83%
Mayor's Office 13.00 1,392,866 13.00 - 1,429,041 2.60%
Fire 283.25 38,540,032 283.25 - 39,327,683 2.04%
Police 397.40 39,870,367 397.40 - 40,491,042 1.56%
Legal 49.75 4,101,320 49.75 - 4,131,404 0.73%
Public Safety Total 730.40 82,511,719 730.40 - 83,950,130
Arts & History 5.00 387,716 5.00 - 390,463 0.71%
Library 109.63 4,880,680 109.63 - 4,910,799 0.62%
Airport 109.00 6,738,777 109.00 - 7,002,168 3.91%
Planning & Development Svcs. 89.93 6,272,932 89.93 - 6,317,882 0.72%
Housing & Community Devel. 16.57 1,117,938 16.57 - 1,161,563 3.90%
Public Works 199.93 14,897,886 207.93 8.00 15,449,000 3.70%
Community Development Total 415.43 29,027,534 423.43 8.00 29,930,612
Human Resources 19.48 1,721,161 19.48 - 1,752,538 1.82%
GRAND TOTAL 1,591.77 143,320,423 1,599.77 8.00 145,967,368 1.85%
FY 2014 Proposed FY 2015 Proposed
FTE and Personnel Budget Summary by Service Area FY2015
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FY 2014 FY 2015
General Fund
Operations Support Cemetery Perpetual Care Fund 76,000 76,000
Operations Support Solid Waste Fund 103,000 103,000
Operations Support Geothermal Fund 100,000 100,000
Total General Fund 279,000 279,000
Capital Fund
Capital Improvement Projects General Fund - Intergovernmental 3,243,511 3,301,718
Total Capital Fund 3,243,511 3,301,718
Airport Fund
Parking Enforcement General Fund - Finance & Admin 13,000 13,000
Total Airport Fund 13,000 13,000
Operations Support General Fund - Public Works 446 -
Total Municipal Irrigation Fund 446 -
Housing Funds
Housing Manager Partial Salary General Fund - Planning & Developm 15,000 15,000
Total Housing Fund 15,000 15,000
Debt Service Fund
Irrigation General Fund - Parks & Recreation 107,730 -
Series 2011A General Fund - Intergovernmental 1,714,419 1,710,994
County Building General Fund - Intergovernmental 500,000 -
Total Debt Service Fund 2,322,149 1,710,994
TOTAL TRANSFERS IN 5,873,106 $ 5,319,712 $
Transfer From Transfer To
FY 2014-2015 Schedule of Interfund Transfers In
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FY 2014 FY 2015
General Fund
Parking Enforcement Airport Fund 13,000 13,000
Capital Improvement Projects Capital Fund 3,243,511 3,301,718
Irrigation Bond Debt Service Funds 107,730 -
Series 2011A Bond Debt Service Funds 1,714,419 1,710,994
County Building Bond Debt Service Funds 500,000 -
Housing Manager Partial Salary Housing Funds 15,000 15,000
Operations Support Municipal Irrigation 446 -
Total General Fund 5,594,106 5,040,712
Cemetery Perpetual Care Fund
Operations Support General Fund - Parks & Recreation 76,000 76,000
Total Cemetery Perpetual Care Fund 76,000 76,000
Geothermal Fund
Operations Support General Fund - Public Works 100,000 100,000
Total Geothermal Fund 100,000 100,000
Solid Waste Fund
Operations Support General Fund - Public Works 103,000 103,000
Total Solid Waste Fund 103,000 103,000
TOTAL TRANSFERS OUT 5,873,106 $ 5,319,712 $
Transfer From Transfer To
FY 2014-2015 Schedule of Interfund Transfers Out
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FY 2014-2015 Mayors Proposed Fee Increases
Yellow highlighting indicates a new fee, or a fee increase of greater than 5%.
Current Proposed Percent Proposed
Department Program Fee Description FY 2013 FY 2014 Change FY 2015
Aviation Parking Parking per 1/2 hour 0.75 1.00 33.3% 1.00
Finance & Admin Animal Non-Commercial Kennel ($10 for the first 5 animals +
$2.00 for each additional animal)
10.00 10.25 2.5% 10.25
Finance & Admin Animal Non-spayed or non-neutered, between 16 weeks and
one year
22.00 23.00 4.5% 23.00
Finance & Admin Animal Non-spayed or non-neutered, older than one year 43.00 45.00 4.7% 45.00
Finance & Admin Animal Senior DiscountOwner of dog over 65 years of age 8.50 8.75 2.9% 8.75
Finance & Admin Animal Spayed or Neutered 17.00 17.50 2.9% 17.50
Finance & Admin Health Eating and Drinking License 27.00 28.00 3.7% 28.00
Finance & Admin Health Eating and Drinking Mobile 27.00 28.00 3.7% 28.00
Finance & Admin Health Sidewalk Caf License 83.00 87.00 4.8% 87.00
Finance & Admin Professional Alarm Installation Service License 120.00 125.00 4.2% 125.00
Finance & Admin Professional Alarm Installer License 33.00 34.50 4.5% 34.50
Finance & Admin Professional Auction House 27.00 28.00 3.7% 28.00
Finance & Admin Professional Auction Sale (per day) 22.00 23.00 4.5% 23.00
Finance & Admin Professional Auctioneer License (semi-annual) 27.00 28.00 3.7% 28.00
Finance & Admin Professional Child Care Center (13 or more) 120.00 125.00 4.2% 125.00
Finance & Admin Professional Child Care Worker 33.00 34.50 4.5% 34.50
Finance & Admin Professional Clean Up Deposit 125.00 131.00 4.8% 131.00
Finance & Admin Professional Commercial Transportation Service License 150.00 157.00 4.7% 157.00
Finance & Admin Professional Commercial Transportation Service Transfer 150.00 157.00 4.7% 157.00
Finance & Admin Professional Com'l Transportation Service Transfer (if after J an 1) 75.00 78.50 4.7% 78.50
Finance & Admin Professional Commercial Vehicle 150.00 157.00 4.7% 157.00
Finance & Admin Professional Commercial Vehicle Driver 30.00 31.50 5.0% 31.50
Finance & Admin Professional Commercial Vehicle Transfer 25.00 26.00 4.0% 26.00
Finance & Admin Professional Dance License 80.00 83.50 4.4% 83.50
Finance & Admin Professional Escort Bureau 220.00 230.50 4.8% 230.50
Finance & Admin Professional Escort License 83.00 87.00 4.8% 87.00
Finance & Admin Professional Family Child Care Home (1-6) 65.00 68.00 4.6% 68.00
Finance & Admin Professional Going Out of Business 33.00 34.50 4.5% 34.50
Finance & Admin Professional Going Out of Business (Time Extension) 33.00 34.50 4.5% 34.50
Finance & Admin Professional Group Child Care Home (7-12) 93.00 97.00 4.3% 97.00
Finance & Admin Professional Inspection Fee 25.00 26.00 4.0% 26.00
Finance & Admin Professional Massage Establishment License 220.00 230.00 4.5% 230.00
Finance & Admin Professional Non-Aerial Common Fireworks Permit 25.00 26.00 4.0% 26.00
Finance & Admin Professional Non-Consent Towing License 32.00 33.50 4.7% 33.50
Finance & Admin Professional Pawnbroker License 360.00 377.50 4.9% 377.50
Finance & Admin Professional Pawnbroker or J ewelry Auction 11.00 11.50 4.5% 11.50
Finance & Admin Professional Precious Metals Dealer License (full year) 80.00 83.50 4.4% 83.50
Finance & Admin Professional Precious Metals Dealer License (itinerant) 80.00 83.50 4.4% 83.50
Finance & Admin Professional Precious Metals Dealer License (partial year) 40.00 41.50 3.8% 41.50
Finance & Admin Professional Private Patrol Agent License 33.00 34.50 4.5% 34.50
Finance & Admin Professional Private Patrol Service 138.00 144.50 4.7% 144.50
Finance & Admin Professional Private Security Service License 138.00 144.50 4.7% 144.50
Finance & Admin Professional Septage Hauler 32.00 33.50 4.7% 33.50
Finance & Admin Professional Solicitor Annual License 88.00 92.00 4.5% 92.00
Finance & Admin Professional Solicitor Semi-Annual License 44.00 46.00 4.5% 46.00
Finance & Admin Professional Special Event 160.00 167.50 4.7% 167.50
Finance & Admin Professional Sprayer License 5.50 5.75 4.5% 5.75
Finance & Admin Professional Temporary Merchant Semi-Annual License 44.00 46.00 4.5% 46.00
Finance & Admin Professional Theater License 135.00 141.50 4.8% 141.50
Finance & Admin Professional Tree Service 50.00 52.25 4.5% 52.25
Finance & Admin Professional Vehicle Escort License 33.00 34.50 4.5% 34.50
Finance & Admin Professional Vehicle Escort Service License 33.00 34.50 4.5% 34.50
Finance & Admin Professional Vehicle Immobilization Agent License 33.00 34.50 4.5% 34.50
Finance & Admin Professional Vehicle Immobilization Service 80.00 83.50 4.4% 83.50
Finance & Admin Professional Vendor Annual License 88.00 92.00 4.5% 92.00
Finance & Admin Professional Vendor Semi-Annual License 44.00 46.00 4.5% 46.00
Finance & Admin Taxi Taxi Cab Driver License 33.00 34.50 4.5% 34.50
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Finance & Admin Taxi Taxi Vehicle New after J an. 1. (part year) 87.00 91.00 4.6% 91.00
Finance & Admin Taxi Taxi Vehicle New, Renewal or Transfer (full year) 175.00 183.50 4.9% 183.50
Finance & Admin Taxi Taxi Vehicle Transfer 33.00 34.50 4.5% 34.50
Finance & Admin Taxi Taxicab Vehicle Inspection 77.00 80.50 4.5% 80.50
Finance & Admin Taxi Taxicab Vehicle Re-inspection Hoist 150.00 157.00 4.7% 157.00
Finance & Admin Taxi Taxicab Vehicle Re-inspection Non-Hoist (after 30
Days and/or 2nd Re-inspection)
77.00 80.50 4.5% 80.50
Finance & Admin Taxi Taximeter Re-seal 37.50 39.00 4.0% 39.00
Parks AdVenture Camping (Tent) Stanley Area- 2 nights 73.00 74.00 1.4% 74.00
Parks AdVenture Cookie and Egg Decorating new 20.00 20.00
Parks AdVenture Elk Sleigh Ride (Adult) 42.00 43.00 2.4% 43.00
Parks AdVenture Elk Sleigh Ride (Teen) 32.00 33.00 3.1% 33.00
Parks AdVenture Elk Sleigh Ride (Youth) 27.00 28.00 3.7% 28.00
Parks AdVenture Goalball (8weeks) new 22.64 22.64
Parks AdVenture Goalball Drop-In new 3.77 3.77
Parks AdVenture Hot Springs Trip new 33.00 33.00
Parks AdVenture Idaho City Trip new 27.00 27.00
Parks AdVenture Idaho Youth Wheelchair Sports Camp new 65.00 65.00
Parks AdVenture Rugby Chair Rental per day new 18.87 18.87
Parks AdVenture Rugby Tubes new 5.66 5.66
Parks AdVenture Snowshoeing, Hot Springs and Lunch new 37.50 37.50
Parks AdVenture Train (Chuck Wagon Dinner)-Adults 44.00 53.25 21.0% 53.25
Parks AdVenture Water Day and Picnic new 15.00 15.00
Parks AdVenture Wheelchair Basketball Drop-In new 3.77 3.77
Parks AdVenture Wheelchair Rugby (8 weeks) 24.00 28.00 16.7% 28.00
Parks AdVenture Wheelchair Rugby Tournament new 377.36 377.36
Parks Aquatics - Borah Swim Lessons - Youth 33.00 34.00 3.0% 34.00
Parks Aquatics - Fairmont Inflatable pool toy per hour new 28.30 28.30
Parks Aquatics - Fairmont Swim Lessons - Youth 33.00 34.00 3.0% 34.00
Parks Aquatics - Ivywild Swim Lessons - Youth 33.00 34.00 3.0% 34.00
Parks Aquatics - Lowell Swim Lessons - Youth 33.00 34.00 3.0% 34.00
Parks Aquatics - Natatorium Swim Lessons - Youth 33.00 34.00 3.0% 34.00
Parks Aquatics - South Swim Lessons - Youth 33.00 34.00 3.0% 34.00
Parks Aquatics - YMCA Nonresident Swim lessons 93.00 105.00 12.9% 105.00
Parks Aquatics - YMCA Resident Swim lessons 60.00 70.00 16.7% 70.00
Parks Aquatics Swim Team Swim Team Member 83.00 85.00 2.4% 85.00
Parks Art - Adult Adult 6 mtg x 2 hrs 52.61 54.19 3.0% 54.19
Parks Art - Adult Adult Pottery Open lab 6 mtg x 2 52.61 54.19 3.0% 54.19
Parks Art - Adult Adult Pottery Open lab 8 mtg x 2 69.94 72.04 3.0% 72.04
Parks Art - Adult Material Lab Fee 15.00 16.00 6.7% 16.00
Parks Art - Adult Pottery Drop-In new 10.00 10.00
Parks Art - Youth Art Parent/ Child (2 & up) ex: 6 mtg x .75 hr new 39.73 39.73
Parks Art - Youth Art Camps 5 mtg x 3 hrs 75.45 77.71 3.0% 77.71
Parks Art - Youth Fall, Winter, Spring Art ( 6-17yrs) ex: 8 mtg x 1.5 hrs 49.17 50.65 3.0% 50.65
Parks Art - Youth Summer Art (6-17 yrs) ex: 6mtg x 1.5 48.46 49.91 3.0% 49.91
Parks Basketball Adult BB Team Fee 3 on 3 summer 98.00 99.06 1.1% 99.06
Parks Basketball Adult BB USSSA fee 26.00 27.00 3.8% 27.00
Parks Basketball Adult Double Elimination 5 on 5 tournament new 150.00 150.00
Parks FBCC - Adult Fitness Adult Fitness 3.00 3.20 6.7% 3.20
Parks FBCC - Adult Fitness Advanced Sr Fitness 3.00 3.20 6.7% 3.20
Parks FBCC - Adult Fitness Senior Fitness 3.00 3.20 6.7% 3.20
Parks FBCC - Adult Tennis Tennis Lesson 43.00 44.00 2.3% 44.00
Parks FBCC - Operations Dance/Multi-purpose Studio rental per hour 15.00 16.00 6.7% 16.00
Parks FBCC - Operations Gym Rental per hour 40.00 42.00 5.0% 42.00
Parks FBCC - Operations TAC Rental 30.00 32.00 6.7% 32.00
Parks FBCC - Youth Tennis Tennis Lessons 35.00 36.00 2.9% 36.00
Parks FLC Environmental Afterschool Nature Program 18.50 19.00 2.7% 19.00
Parks FLC Environmental Bogus to the River 75.00 77.50 3.3% 77.50
Parks FLC Environmental Garden Camp 35.00 36.00 2.9% 36.00
Parks FLC Environmental Wild in the City Camp 75.00 77.50 3.3% 77.50
Parks Football - Adult FB Late Reg Fee 33.02 42.45 28.6% 42.45
Parks Football - Adult FB N/R Fee - Men 21.70 22.64 4.3% 22.64
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Parks Football - Adult FB Team Fee - Men 479.25 481.13 0.4% 481.13
Parks Football - Adult FB Tournament Fee 79.25 80.19 1.2% 80.19
Parks IIW - Skating Great to Skate Camp 100.00 125.00 25.0% 125.00
Parks IIW - Skating Learn to Skate 11.00 12.00 9.1% 12.00
Parks IIW - Skating LTS Camp 100.00 125.00 25.0% 125.00
Parks Performing Arts Adult Aerobic Dance individual 10.00 10.30 3.0% 10.30
Parks Performing Arts Adult Dance Class individual - 1.5hr/8 wks 72.00 74.25 3.1% 74.25
Parks Performing Arts Adult Dance Class individual - 1hr/8 wks 49.00 50.50 3.1% 50.50
Parks Performing Arts Adult Dance Class individual - 1.5 hr/5 wks 60.00 63.00 5.0% 63.00
Parks Performing Arts Youth City Players, teens 1.5hr/10 wks 50.00 51.50 3.0% 51.50
Parks Performing Arts Youth Summer Musical cast fees 15.00 15.50 3.3% 15.50
Parks Performing Arts Youth Youth Dance 1hr/8 wks 48.00 49.50 3.1% 49.50
Parks Performing Arts Youth Youth Dance 45min/8 wks 30.00 31.00 3.3% 31.00
Parks Performing Arts Youth Youth Drama -1 session 30.00 31.00 3.3% 31.00
Parks Playcamp Extended Day 80.00 82.00 2.5% 82.00
Parks Playcamp Full Day 65.50 66.50 1.5% 66.50
Parks Reservations Parking Security Fee 100% cost new
Parks Softball Gold League Fall N/R Player Fees 11.70 13.16 12.5% 13.16
Parks Softball Gold League Fall Player Fee 8.00 9.00 12.5% 9.00
Parks Softball Gold League Field Reservation 6.84 8.49 24.1% 8.49
Parks Softball Gold League Spring N/R Player 14.15 17.55 24.0% 17.55
Parks Softball Gold League Spring Player Fee 11.00 12.00 9.1% 12.00
Parks Softball Gold League Sunday N/R Player 9.91 13.16 32.8% 13.16
Parks Softball Gold League Sunday Player Fee 8.00 9.00 12.5% 9.00
Parks Softball Tournaments Entry Fee - 3GG Invitational Tournament 221.70 226.42 2.1% 226.42
Parks Softball Tournaments Entry Fee - 4GG Invitational Tournament Fast Pitch 325.48 330.20 1.5% 330.20
Parks Softball Tournaments Entry Fee - 4GG Invitational Tournament Slow Pitch 268.87 273.59 1.8% 273.59
Parks Softball Tournaments Field Lights - per hour/per field 25.00 40.00 60.0% 40.00
Parks Softball Tournaments Tournament Field Rental - per game 16 -19.00 16.50-19.50 3.13-2.63 16.50-19.50
Parks Softball Tournaments Used Softballs 0.94 1.00 6.4% 1.00
Parks Sports Fields Field Renovation - Adult Soccer or Lacrosse (Top
dress, sod goal areas, overseed complete field,
107.25 109.15 1.8% 109.15
Parks Sports Fields Field Renovation - Adult Soccer or Lacrosse (Top
dress, sod goal areas, overseed complete field,
214.00 218.30 2.0% 218.30
Parks Sports Fields Field Renovation - Youth (Top dress, sod goal areas,
overseed complete field, includes goal painting)
45x85 -
53.50 54.60 2.1% 54.60
Parks Sports Fields Field Renovation - Youth (Top dress, sod goal areas,
overseed complete field, includes goal painting)
50x90+
107.25 109.15 1.8% 109.15
Parks Sports Fields Goal Install & Remove - Adult 38.75 39.55 2.1% 39.55
Parks Sports Fields Goal Install & Remove - Youth 19.40 19.80 2.1% 19.80
Parks Sports Fields Layout & Paint Lacrosse Field 158.00 161.15 2.0% 161.15
Parks Sports Fields Layout & Paint -Lacrosse, Boys Youth 89.25 91.00 2.0% 91.00
Parks Sports Fields Layout & Paint -Lacrosse, Boys/Girls Youth Combo 111.56 113.80 2.0% 113.80
Parks Sports Fields Layout & Paint Soccer - Adult 45X85 field or smaller 125.00 127.50 2.0% 127.50
Parks Sports Fields Layout & Paint Soccer - Adult 50X90 or larger field 178.50 182.10 2.0% 182.10
Parks Sports Fields Layout & Paint -Soccer, Youth 45X85 field or smaller 62.00 63.25 2.0% 63.25
Parks Sports Fields Layout & Paint -Soccer, Youth 50X90 or larger field 89.25 91.00 2.0% 91.00
Parks Sports Fields Layout & Paint-Lacrosse, Girls Youth 94.50 96.40 2.0% 96.40
Parks Sports Fields Repaint - Lacrosse 46.90 47.85 2.0% 47.85
Parks Sports Fields Repaint - Lacrosse Field, Boy Youth 21.40 21.80 1.9% 21.80
Parks Sports Fields Repaint - Lacrosse Field, Girls Youth 26.40 26.90 1.9% 26.90
Parks Sports Fields Repaint - Soccer Field, Adult 45x85- 36.70 37.45 2.0% 37.45
Parks Sports Fields Repaint - Soccer Field, Adult 50x90+ 42.80 43.65 2.0% 43.65
Parks Sports Fields Repaint - Soccer Field, Youth 45x85- 18.35 18.70 1.9% 18.70
Parks Sports Fields Repaint - Soccer Field, Youth 50x90+ 21.40 21.80 1.9% 21.80
Parks Sports Fields Repaint -Lacrosse, Boys/Girls Youth Combo 26.75 27.30 2.1% 27.30
Parks Sports Fields Seasonal Maintenance - Adult (Aerate, Fertilize, Seed
worn areas) 45x85 -
153.00 156.00 2.0% 156.00
Parks Sports Fields Seasonal Maintenance - Adult (Aerate, Fertilize, Seed
worn areas) 50x90+
306.20 312.30 2.0% 312.30
Parks Sports Fields Seasonal Maintenance - Youth Soccer or Lacrosse 153.00 156.15 2.1% 156.15
Parks Sports Fields Seasonal Maintenance - Youth Soccer or Lacrosse
45x85 or smaller
76.50 78.00 2.0% 78.00
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Parks Sports Fields Soccer goal sleeve installation 38.75 39.50 1.9% 39.50
Parks Volleyball Adult VB Team Fee 239.85 245.00 2.1% 245.00
Parks Volleyball Adult VB USSSA Team Fee 26.00 27.00 3.8% 27.00
Parks WSGC Annual Cart Pass 582.00 599.46 3.0% 599.46
Parks WSGC Green Fee - Weekday Adult - 18 holes 24.53 25.47 3.8% 25.47
Parks WSGC Green Fee - Weekday Adult - 9 holes 19.81 20.75 4.7% 20.75
Parks WSGC Green Fee - Weekday J unior - 18 holes 10.38 11.32 9.1% 11.32
Parks WSGC Green Fee - Weekday Sr 62+& Disabled Veterans 19.81 20.75 4.7% 20.75
Parks WSGC Green Fee - Weekday Twilight 19.81 20.75 4.7% 20.75
Parks WSGC Green Fee - Weekday Twilight J r. 7.55 8.49 12.5% 8.49
Parks WSGC Green Fee - Weekend Adult - 18 holes 28.30 29.25 3.4% 29.25
Parks WSGC Green Fee - Weekend Adult 9 holes 20.75 21.70 4.6% 21.70
Parks WSGC Green Fee - Weekend J unior- 18 holes 15.09 16.04 6.3% 16.04
Parks WSGC J unior Unlimited 388.68 400.34 3.0% 400.34
Parks WSGC Pass - Adult 1,120.35 1,153.96 3.0% 1,153.96
Parks WSGC Pass - J unior Weekday 290.57 299.28 3.0% 299.28
Parks WSGC Pass - Spouse 560.17 576.97 3.0% 576.97
Parks WSGC Pass - Weekday only 803.25 827.34 3.0% 827.34
Parks Youth Camps Bouldering Camp new 100.00 100.00
Parks Youth Camps Cheerleading Camp (3hrs/1wk) 40.00 41.25 3.1% 41.25
Parks Youth Camps Circus Camp all day (full day/1wk) 75.00 77.50 3.3% 77.50
Parks Youth Camps Drama Camp (full day/1wk) 52.00 53.50 2.9% 53.50
Parks Youth Camps Drama Camp 6-8yrs (3 hrs/2wks) 52.00 53.50 2.9% 53.50
Parks Youth Camps Drama Camp 9-12 yrs (3 hrs/2wks) 73.00 75.25 3.1% 75.25
Parks Youth Camps Go Fish Camp 40.00 41.25 3.1% 41.25
Parks Youth Camps International/Cultural Camp new 62.00 62.00
Parks Youth Camps LEGO Camp new 50.00 50.00
Parks Youth Camps Mountain Discovery Camp 13-17 yrs (7hrs/1 wk) 105.00 108.50 3.3% 108.50
Parks Youth Camps Mountain Discovery Camp 9-12 yrs (7hrs/1 wk) 85.00 87.75 3.2% 87.75
Parks Youth Camps Rec 'Em Camp (full day/1 wk) 75.00 77.50 3.3% 77.50
Parks Youth Camps Science of Cooking Camp (half day/1 wk) 40.00 41.25 3.1% 41.25
Parks Youth Camps Summer Science Camps (half day/1 wk) DCI 74.00 76.25 3.0% 76.25
Parks Youth Camps Teen Performing Arts Camp (4hrs/1wk) 45.00 46.50 3.3% 46.50
Parks Youth Camps Teen Performing Arts Camp (4hrs/2wk) 90.00 93.00 3.3% 93.00
Parks Youth Camps Tot's Nature Camps (half day/1 wk) 50.00 51.50 3.0% 51.50
Parks Youth Camps Tot's Nature Program (half day) 17.50 18.00 2.9% 18.00
Parks Youth Camps Youth Drama Camp (3 hrs/1wk) 36.50 37.75 3.4% 37.75
Parks Youth Camps Youth Drama Camp (3 hrs/1wk) - high supply costs 52.00 53.50 2.9% 53.50
Parks Youth Fitness Fencing Club new 60.00 60.00
Parks Youth Fitness Karate 30.00 31.00 3.3% 31.00
Parks Youth Fitness Kettlebell 2hrs/ 1wk per month 59.00 61.00 3.4% 61.00
Parks Youth Fitness Mtn Biking camps half day/daily/1wk 62.00 64.00 3.2% 64.00
Parks Youth Fitness Mtn Biking Parent or parent/child - half day/3 wks 80.00 82.50 3.1% 82.50
Parks Youth Fitness Mtn Biking Program - half day/ 3 wks 40.00 41.25 3.1% 41.25
Parks Youth Fitness Pre-school Sports Fitness - .5 hr/4 wk session 40.00 41.25 3.1% 41.25
Public Works Coml Appliance Coll Appliance containing Freon 57.18 58.32 2.0% 59.49
Public Works Coml Appliance Coll Appliance without Freon 28.64 29.21 2.0% 29.79
Public Works Coml Glass Collection 2 - 3 yd container 1 x month 32.98 33.64 2.0% 34.31
Public Works Coml Glass Collection 2 - 3 yd container 1 x week 68.22 69.58 2.0% 70.97
Public Works Coml Glass Collection 2 - 3 yd container 2 x month 53.35 54.42 2.0% 55.51
Public Works Coml Glass Collection 3 yard Container Rental 12.01 12.25 2.0% 12.50
Public Works Coml Glass Collection 65 gallon container 1 x week 4.73 4.82 1.9% 4.92
Public Works Coml Perms 1 carry-out cart 1 x week 48.72 49.69 2.0% 50.68
Public Works Coml Perms 1 carry-out cart 2 x week 91.69 93.52 2.0% 95.39
Public Works Coml Perms 1 cart 1 x week 32.10 32.74 2.0% 33.39
Public Works Coml Perms 13 yd compactor per haul 293.45 299.32 2.0% 305.31
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Public Works Coml Perms 3 yd compactor - 4 x per week 631.06 643.68 2.0% 656.55
Public Works Coml Perms 3 yd dumpster - 1 x every two weeks 36.60 37.33 2.0% 38.08
Public Works Coml Perms 3 yd dumpster - 1 x per month 22.43 22.88 2.0% 23.34
Public Works Coml Perms 3 yd dumpster - 1 x per week 52.32 53.37 2.0% 54.44
Public Works Coml Perms 3 yd dumpster rent 12.01 12.25 2.0% 12.50
Public Works Coml Perms 4 yd compactor - 5 x per week 985.25 1,004.96 2.0% 1,025.06
Public Works Coml Perms 4 yd compactor - 6 x per week 1,181.61 1,205.24 2.0% 1,229.34
Public Works Coml Perms Cart pick up fee 16.26 16.59 2.0% 16.92
Public Works Coml Perms Container Delivery 25.90 26.42 2.0% 26.95
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Public Works Coml Perms Delivery 20 - 40 yard container 52.57 53.62 2.0% 54.69
Public Works Coml Perms Delivery 3 - 8 yard container 25.90 26.42 2.0% 26.95
Public Works Coml Perms Extra trash carts after the first 1.40 1.43 2.1% 1.46
Public Works Coml Perms First extra trash cart 0.45 0.46 2.2% 0.47
Public Works Coml Perms Lid Lock 25.71 26.22 2.0% 26.74
Public Works Coml Perms Relocation / Return fee 42.28 43.13 2.0% 43.99
Public Works Coml Perms Trash Cart Rent 0.48 0.49 2.1% 0.50
Public Works Coml Recycling 2 - 3 yd glass container extra collection 14.47 14.76 2.0% 15.06
Public Works Coml Recycling 2 x 95 gallon cart - 1 x week 7.16 7.30 2.0% 7.45
Public Works Coml Recycling 20 yard Container Rental 111.63 113.86 2.0% 116.14
Public Works Coml Recycling 3 yd Green compactor - 1 x week 66.50 67.83 2.0% 69.19
Public Works Coml Recycling 3 yd Green compactor extra collection 19.15 19.53 2.0% 19.92
Public Works Coml Recycling 3 yd Green container - 1 x week 29.74 30.33 2.0% 30.94
Public Works Coml Recycling 3 yd green container extra collection 14.47 14.76 2.0% 15.06
Public Works Coml Recycling 65 Gallon Glass Cart 0.48 0.49 2.1% 0.50
Public Works Coml Recycling Additional 95 gallon Recycle Cart Rent after First 0.48 0.49 2.1% 0.50
Public Works Coml Recycling Cart, extra collection 8.70 8.87 2.0% 9.05
Public Works Coml Recycling First 95 gallon Recycle Cart Rent 0.48 0.00 -100.0% 0.00
Public Works Coml Temps 10 yards Customer-Owned Compactor 258.72 263.89 2.0% 269.17
Public Works Coml Temps 20 yard Container Rental 111.63 113.86 2.0% 116.14
Public Works Coml Temps 20 yards Asbestos 1,148.64 1,171.61 2.0% 1,195.04
Public Works Coml Temps 20 yards Asbestos Additional Collection 1,148.64 1,171.61 2.0% 1,195.04
Public Works Coml Temps 20 yards Construction / Demolition 373.60 381.07 2.0% 388.69
Public Works Coml Temps 20 yards Construction / Demolition Additional 373.60 381.07 2.0% 388.69
Public Works Coml Temps 20 yards Recycle 113.43 115.70 2.0% 118.01
Public Works Coml Temps 20 yards Recycle Additional Collection 113.43 115.70 2.0% 118.01
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Public Works Coml Temps 20 yards Regular 251.08 256.10 2.0% 261.22
Public Works Coml Temps 20 yards Regular Additional Collection 251.08 256.10 2.0% 261.22
Public Works Coml Temps 20 yards Wood Waste 198.58 202.55 2.0% 206.60
Public Works Coml Temps 20 yards Wood Waste Additional Collection 198.58 202.55 2.0% 206.60
Public Works Coml Temps 3 yards Additional Collection 22.43 22.88 2.0% 23.34
Public Works Coml Temps 3 yards Construction / Demolition Additional Collection 92.68 94.53 2.0% 96.42
Public Works Coml Temps Container Delivery 25.90 26.42 2.0% 26.95
Public Works Coml Temps Turn Around Fee 25.90 26.42 2.0% 26.95
Public Works Coml Trash/Recycling Additional Five Minute Increments 14.49 14.78 2.0% 15.08
Public Works Coml Trash/Recycling Additional Hourly Service Rate 173.83 177.31 2.0% 180.86
Public Works Coml Trash/Recycling New account initiation fee (not subject to Franchise 11.80 12.00 1.7% 12.24
Public Works Coml Trash/Recycling Reinstatement fee (not subject to Franchise Fee) 21.55 21.98 2.0% 22.42
Public Works Resi Trash & Recycling 65 gallon glass collection 4.73 4.82 1.9% 4.92
Public Works Resi Trash & Recycling 65 or 48 gallon curbside carry-out garbage and 17.09 17.43 2.0% 17.78
Public Works Resi Trash & Recycling 65 or 48 gallon curbside carry-out garbage only 21.40 21.83 2.0% 22.27
Public Works Resi Trash & Recycling 65 or 48 gallon garbage and recycling 11.19 11.41 2.0% 11.64
Public Works Resi Trash & Recycling 65 or 48 gallon garbage only 15.50 15.81 2.0% 16.13
Public Works Resi Trash & Recycling 65 or 48 gallon premium carry out garbage and 24.66 25.15 2.0% 25.65
Public Works Resi Trash & Recycling 65 or 48 gallon premium carry out garbage only 28.96 29.54 2.0% 30.13
Public Works Resi Trash & Recycling 95 gallon curbside carry-out garbage and recycling 18.05 18.41 2.0% 18.78
Public Works Resi Trash & Recycling 95 gallon curbside carry-out garbage only 22.36 22.81 2.0% 23.27
Public Works Resi Trash & Recycling 95 gallon garbage and recycling 12.14 12.38 2.0% 12.63
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Public Works Resi Trash & Recycling 95 gallon garbage only 16.45 16.78 2.0% 17.12
Public Works Resi Trash & Recycling 95 gallon lawn clippings collection 7.07 7.06 -0.1% 7.20
Public Works Resi Trash & Recycling 95 gallon premium carry-out garbage and recycling 25.61 26.12 2.0% 26.64
Public Works Resi Trash & Recycling 95 gallon premium carry-out garbage only 29.92 30.52 2.0% 31.13
Public Works Resi Trash & Recycling Additional collection of garbage or recycling 8.55 8.72 2.0% 8.89
Public Works Resi Trash & Recycling Base fee for vacant residential properties (not subject 2.14 2.18 1.9% 2.22
Public Works Resi Trash & Recycling Cart pick up fee 16.26 16.59 2.0% 16.92
Public Works Resi Trash & Recycling Extra 95 gallon lawn clippings collection 4.21 4.20 -0.2% 4.28
Public Works Resi Trash & Recycling Extra trash carts after the first 1.40 1.43 2.1% 1.46
Public Works Resi Trash & Recycling First extra 95 gallon trash cart 0.45 0.46 2.2% 0.47
Public Works Resi Trash & Recycling Five stickers for overflow trash pick up (after 5 free
stickers every year)
4.76 4.86 2.1% 4.96
Public Works Resi Trash & Recycling Lawn Clippings Cart rent 0.48 0.49 2.1% 0.50
Public Works Resi Trash & Recycling New account initiation fee (not subject to Franchise 11.80 12.00 1.7% 12.24
Public Works Resi Trash & Recycling Reinstatement fee (not subject to Franchise Fee) 21.55 21.98 2.0% 22.42
Public Works Resi Trash & Recycling Trash, Recycle or Glass Cart Rent 0.48 0.49 2.1% 0.50
Public Works Sewer Account Initiation Fee 12.00 12.00 0.0% 12.24
Public Works Sewer Decant Facility Fees 37.86 39.75 5.0% 41.73
Public Works Sewer Fixed Charge for Zero Use 5.05 5.30 5.0% 5.56
Public Works Sewer Monitored Four Rate System BOD 202.16 212.27 5.0% 222.88
Public Works Sewer Monitored Four Rate System Flow 391.81 411.40 5.0% 431.97
Public Works Sewer Monitored Four Rate System NH3-N 54.31 57.02 5.0% 59.87
Public Works Sewer Monitored Four Rate System TSS 162.71 170.84 5.0% 179.38
Public Works Sewer Monitored Three Rate System BOD 207.19 217.55 5.0% 228.43
Public Works Sewer Monitored Three Rate System Flow 391.81 411.40 5.0% 431.97
Public Works Sewer Monitored Three Rate System TSS 162.71 170.84 5.0% 179.38
Public Works Sewer Septage Dumping 71.26 74.82 5.0% 78.56
Public Works Sewer Temporary Lift Stations 5.40 5.67 5.0% 5.95
Public Works Sewer Unmonitored >1000 - 1500 mgl BOD and TSS 8.88 9.32 5.0% 9.79
Public Works Sewer Unmonitored 0 - 200 mgl BOD and TSS 1.69 1.77 5.0% 1.86
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Debt Summary
Overview
The Mayor and City Council adopt a debt strategy to guide the planning for recognized capital
projects and other activities, which may require long-term funding. The debt strategy is a significant
consideration in the development and adoption of the two-year budget.
Debt Policy Summary
The City Council has adopted a formal Debt Policy to direct planning and management for City
borrowings. According to the goal statement of the Debt Policy: The City will use debt when
appropriate to assure that needed facilities are funded with a longer-term perspective that matches
costs to the useful life of the facilities. The City will not issue debt for which the repayment schedule
exceeds the useful life of the asset acquired. The City will demonstrate comprehensive, sound and
well managed financial policies and practices to provide assurance to investors in City debt
instruments of timely payment of all obligations. The City will assure that debt service can be fully
supported within current revenues or income for the relevant fund."
Debt Capacity
Capacity - The Idaho Constitution and Idaho State Code establish limits on the kinds and amounts
of debt that cities can issue. Code section 50-1019 limits debt for cities to two percent (2%) of total
market value.
The Idaho Constitution requires cities to hold an election and receive a favorable two-thirds majority
vote to obtain authority to levy taxes for new general obligation debt (GO debt) and requires a
favorable majority vote for some revenue debt. GO debt is debt that is supported by the full faith and
credit of the City. Revenue debt is limited obligation debt and is supported by a designated revenue
source.
The Idaho Constitution allows cities to issue debt without a vote if the debt funded use meets the test
as an ordinary and necessary municipal expense, if the debt refinances existing debt, or if the debt
has a maturity of less than one year, or if it is issued as a warrant. The State Legislature created the
mechanism of judicial validation as an optional means to affirm that debt meets the ordinary and
necessary test or is otherwise legally permitted to issue debt without a vote. In May of 2006 the
State Supreme Court handed down a decision in the Frazier v. City of Boise case which overturned
a lower court judicial validation decision and substantially limited the ability of public entities to issue
ordinary and necessary debt.
Another exception to the requirement for voter approval of debt was approved by a constitutional
amendment in 2010. Article VIII Section 3E allows for the issuance of revenue bonds by airports
without prior voter approval.
All of the Citys general governmental purposes debt is accounted for in the Debt Service Fund.
Required annual funding to cover the net cost of this outstanding debt is provided through transfers
from the General Fund.
Boise Citys Debt Capacity
Market Value (2012 Final) $17,475,252,128
Debt Capacity (2% of Market Value) 349,505,042
Less: Outstanding Debt (09/30/2012) 71,431,000
Debt Capacity $278,074,042
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General Fund Debt Outstanding
Limited Obligation Debt - These obligations constitute a long-term obligation of the City, limited to
General Fund revenues. Revenues derived from other funds are excluded and not pledged.
Revenue Refunding Bonds, Series 2011A. The City issued bonds in the aggregate
principal amount of $24,665,000 to refinance the existing 2001A bond and to reduce
interest costs. These bonds are scheduled to mature by December 1, 2031. The
original 1996 Note Refunding Bonds were issued for a principal amount of $34,990,000
to refinance short-term notes and the Court Facilities Revenue Bonds, Series 1993.
The Series 1996 issuance was a landmark event in Boises financial history. It allowed
the City to change from collecting property taxes to pay for notes that had been issued
to pay expenses in the prior year to collecting taxes to pay for current year expenses.
County Building Lease. In 2001, the City completed a Lease-Purchase agreement with
Ada County for the purchase of the civic center building adjacent to the City Hall facility.
The City agreed to make 13 annual payments in the amount of $500,000, subject to
annual appropriation by City Council. Upon the final payment in 2014, the City will have
the option to purchase the civic center for $1.00.
Airport Fund Debt Summary
Airport Revenue Refunding Bonds, Series 2011. Terminal Facilities Certificates of
Participation (COPs), Series 2000 New Terminal Facility Project. The City issued
bonds in the principal amount of $32,480,000 to refinance the Series 2000 Certificates of
Participation (COPs). The refunding shortened the payment period by 10 years and paid
down $10 million of debt while reducing the overall interest cost. The Bonds are payable
from Passenger Facility Charges and general airport revenues and will mature
September 1, 2020. The original debt was issued to provide partial funding for the
expansion and remodel of the airport terminal area.
Airport Revenue Bonds, Series 2012 Parking Facilities Project. The City issued
bonds in the amount of $11,760,000 for the construction of an expansion of the existing
parking structure at the Airport. The bonds were issued under a voter approved
amendment to the Idaho Constitution (Article VIII Section 3E) which allows financing the
construction of airport facilities without voter approval.
Sewer Fund Debt Summary
Wastewater Facility Refunding Bonds, Series 2012. The City issued bonds in the
principal amount of $16,699,490 to refinance the Wastewater Facility Note Refunding
Bonds, Series 1999 and two (2) loan agreements with the Division of Environmental
Quality (DEQ). The refunding resulted in reduced interest cost. The final maturity on the
refunding bonds will be 9/30/2026.
.
Housing Rehabilitation Fund Debt Summary
Section 108 Loan (Grant Advance). The City borrowed $2,100,000 from the U.S.
Housing and Urban Development Department for the purchase of a hotel whereby the
City converted the rooms to low-income single-family rental units. The rental income is
pledged as the repayment source. The debt is scheduled to mature in 2017.

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SUMMARY OF FINANCIAL POLICIES

ACCOUNTING, AUDITING, AND FINANCIAL REPORTING POLICIES

The City of Boise shall promote organized financial planning, budgeting, and accounting to assure
disclosure of all financial transactions and to facilitate financial management and accountability by
departments, divisions and agencies through financial reporting.

The City of Boise shall record in the Property Accounting Ledger and will book to the General Ledger,
capital acquisitions (purchases or donations) of $5,000 or more with a useful life of at least three (3)
years.

The City of Boise shall maintain a high standard of accounting practices. Finance and Administration
will issue internal control procedures to ensure that a good faith effort is made to implement all
independent and/or internal auditor recommendations, pertaining to internal control.

The City of Boise shall inform the citizens, Mayor, City Council and staff on the full cost of providing
City services and will establish a means to reasonably record and report all associated costs of
programs, services, and projects provided by the City by fund.

BUDGET AND PLANNING POLICIES

The City of Boise shall annually adopt a balanced budget where operating revenues are equal to, or
exceed, operating expenditures.

The City of Boise shall employ a budgetary basis to ensure consistency from year to year and
equitably communicate the planned costs for major service areas and capital projects.

The City of Boise shall adhere to the timeline for the budget as stated on the budget preparation
calendar. The City shall notify the necessary parties involved by the statutory deadline for the public
hearing on the annual adoption of the subsequent fiscal years budget and shall submit its adopted
budget for certification by the statutory deadline.

The City of Boise shall ensure a consistent methodology is applied yearly and costs for major services
are clearly outlined. The Citys operating budget will be developed on a biennial basis.
Project-length budgets will be developed for all capital projects and appropriations for each year of the
two-year budget will be approved by the City Council annually.

The City of Boise shall prepare biennial budget development guidelines which shall be approved by
the Mayor and City Council for each development cycle.

The City of Boise will maintain a budgetary control system, based on regular reporting of actual versus
budgeted revenues and expenditures, to ensure adherence to the approved budget.

The City of Boise will develop a biennial budget in accordance with the policies and priorities set forth
in the comprehensive plan, strategic plan, long-term financial plan, needs of the community and
federal and state laws.

CASH MANAGEMENT AND INVESTING POLICIES

The City of Boise shall provide all stakeholders an understanding of the Citys authority and goals in
APPENDI X
354
regards to its investment program .All investments are strictly in accordance with Idaho Statutes, City
Code and Policy guidelines. The primary objective of the Citys investment program is to safeguard
government funds while providing adequate liquidity to meet the City's daily needs.

The City of Boise requires every officer of the City who receives money in an official capacity to deposit
those monies in excess of $1,000 to the City Treasurer or designated depository each day and to
assure all monies collected are allocated to the correct revenue account.

The City of Boise shall diversify its investments as a key technique to achieve the Citys goals and
minimize its risk.

The City of Boise requires all money collected by any officer or employee to transfer those funds to the
Department of Finance and Administration for deposit. The internal controls established by the
Department of Finance and Administration includes: segregation, daily processing, timely deposits,
and reconciliation of ledgers in a timely manner, physical security procedures, and the use of
automated system resources.

All funds and fund types are subject to the City of Boises investment policies and governed by
provisions in Idaho Code except for the Police Social Security Replacement Plan, Fire and General
Employees Post Employment Health Plans, and the General Employees Deferred Compensation
Plan. Assets of the City Health Trust Fund shall be invested in accordance with the Health Care Trust
Agreement as approved by the City Council and the by-laws and other operating rules and policies
promulgated by the Boise City Health Care Trust.

The City of Boises monies may only be invested by the Treasurer or those assigned by the Treasurer,
and under the supervision of the Boise City Council. Investments shall be made with prudence and
guided by ethical decisions.

The City of Boise shall attempt to match investments with anticipated cash flow requirements to take
best advantage of prevailing economic and market conditions while maintaining adequate liquidity by
ensuring that investments meet the cash flow needs of the City.

The City of Boise shall process all vendor claims timely and efficiently. All payment of vendor claims
shall be in accordance with Idaho Code and shall be approved by the City Council or the Council
President if the payment is time sensitive.

The City of Boise may use repurchase agreements as a short-term investment option. Reverse
repurchase agreements may be used to meet unexpected or immediate cash flow requirements,
however, Idaho State Code prohibits the use of reverse repurchase agreements for purposes of
speculation or leverage.

The City of Boise shall use fine revenue to offset a portion of the cost for the administration of justice
including parking, and code enforcement, police work and prosecution.

The City of Boise grants franchises and assesses franchise fees in accordance with Idaho Code for
use of the communitys public assets and facilities and for the provision of public services on behalf of
the City.

The City of Boise actively seeks Federal and State funding opportunities and grants from private
foundations and other sources and evaluates the effect of the cost of base services going forward.

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Impact fees are assessed to cover the cost for capital facilities needed to serve new growth and
development within the community as authorized by Idaho law and Boise City ordinance.

The City of Boise will establish license and permit fees at a level reasonably related to the cost of
monitoring and enforcing services or functions that require regulation for the benefit of public health
and safety while taking into consideration similar fees assessed by other public entities.

The City of Boise seeks to partner with community groups interested in creating facilities and services
that benefit its residents to the extent that it can sustain operating costs and comply with applicable
legal regulations.

The City of Boise will pursue to the full extent allowed by state and federal law all delinquent amounts
owed to the City.

The City of Boise will take active measures to encourage economic development, to develop a stable
and diversified revenue system to protect the City from fluctuations in any one source.

The City of Boise will use an objective an analytical approach in order to predict revenues as
accurately as possible and will project revenues over a six-year period.

The City of Boise will establish all user charges and fees at a level closely related to the full cost of
providing the services (i.e., direct, indirect, administration, and capital and equipment costs), taking
into consideration similar charges/fees being levied by other public, private and regulatory
organizations, unless a City interest is identified an approved by the City Council to adjust a specific
fee.

To ensure that all bid processes are fair, equitable and legal, employees of the City of Boise shall
comply with the procurement process and dollar limits set to ensure it obtains the highest quality and
most cost efficient goods, services and products in a timely manner.

The City of Boise will utilize change orders and contract amendments to make adjustments to existing
contract to resolve issues of cost and time that were unknown or that changed from when the contract
was approved and to resolve emergency situations.

The City of Boise issues purchasing cards to Department Director designated staff to use in lieu of
requisitions, purchase orders, invoices and checks. Purchasing card holders shall be responsible for
the appropriate use of City funds when using the purchasing card and shall keep receipts and current
records of purchases and transactions.

The City of Boise will dispose of surplus property in an ethical and legal manner following City Code
and State statutes.

The following debt policies are intended to demonstrate a commitment to long-term financial planning.
Adherence to these policies will help assure protection of the Citys bond rating.

Cash purchase is the preferred method for acquisition of capital equipment and real property for the
City of Boise, but recognizes that circumstances exist that would support other means of financing
such transactions. Any capital acquisition strategy that involves a financing mechanism other than an
approved cash purchase shall be approved by the Citys Finance and Administration and Legal
departments.

APPENDI X
356
The City of Boise shall follow the guidelines, as listed, in the issuance of any debt or alternative
financing technique:

The City will manage its cash in a fashion that will prevent any borrowing to meet operating expenses
and will not issue long term debt or alternative financing instruments to fund governmental operations.

Long-term borrowing or alternative financing techniques will be confined to land acquisitions, buildings
and other capitalized assets.

Projects with a useful life of less than five years will not be eligible for inclusion in any long-term
borrowing or long-term alternative financing instrument, with the exception of short-term revenue
anticipation or tax anticipation notes, registered warrants or lines of credit issued for cash flow or
emergency purposes.

The primary tool used to plan for debt or alternative financing techniques is a capital improvement plan
(CIP).
Debt financing will include general obligation bonds, revenue bonds, limited obligation revenue bonds,
certificates of participation, and other alternative financing techniques as described in the Alternative
Financing Techniques Regulation.

The City may consider refunding outstanding debt when legally permissible and financially
advantageous. Refunding for other reasons should proceed only when the dollar savings and the
effect of relief from onerous covenants and requirements have clearly been taken into account.

The City shall have a limited role in the issuance of conduit financing as it relates to Local Improvement
Districts, Business Improvement Districts and Community Infrastructure Districts.

The type of instrument utilized will be determined based on the purpose, term, and market conditions
at the time of issuance to provide the City with the greatest flexibility and least cost.

The City of Boises Department of Finance and Administration shall determine the size and feasibility
of the debt offering based on the available funding and current appropriation being able to sustain and
cover the debt service.
To the extent possible, the City will design the repayment of a debt issuance in context of the funds
overall debt, annual cash flow capacity and long-term financial sustainability.

The term of any debt issuance shall not exceed the useful life of the project, facilities or equipment
financed with proceeds of the debt issuance.

The City shall appropriate funds, on an annual basis, in the Debt Service Fund to sufficiently
cover payment according to terms of each borrowing issued for non-enterprise departments.
The City shall also reserve a sufficient debt service coverage level from proceeds of a bond
issue and/or available revenues in the Debt Service Fund applicable to bond covenants and
rating agency requirements.

The City may issue debt that has a variable rate in order to achieve savings. The Department of
Finance shall periodically review these variable rates and determine if the issue should be
converted to a fixed rate debt.

The City may use credit enhancements only when net debt service on the debt issue is reduced by
more than the costs of the enhancement. The City will seek a credit rating on all new issues which are
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expected to be sold in the public market.

The City of Boises Department of Finance and Administration shall coordinate investor relations for
the City including dissemination of information to all interested parties.

The City of Boise shall adhere to the following guidelines:

The City may retain an independent financial advisor, independent bond counsel, and other service
advisors, provided that a firm or individual serving as financial advisor is not also serving as
underwriter or trustee on the same issue. Selection of independent advisors will adhere to all rules,
regulations, and policies that apply.

The City of Boise will use competitive sales as the preferred means of issuing certificated debt
although negotiated sales may be permitted if they result in a lower true interest cost (TIC).

The City will allocate management fees based on designation rules which will reward the
accomplishment of sales objectives. Designations will only be paid to those firms that place orders for
debt and the specific designation rules will be separate for each financing, however, the City reserves
the right to pay management fees only to the senior manager and co-senior managers in a financing.

All competitive bids will be evaluated based upon their true interest cost (TIC).

In the event that a good faith deposit is required, a surety bond from a third party may be submitted in
lieu of the good faith deposit.

The Official Notice of Sale shall be designed by the Treasurer or designated agent to maximize the
flexibility of the prospective purchasers.

The City of Boise will seek a credit rating on all new issues which are expected to be sold in the public
market. The City will continue to apply for ratings on securities which have been rated by one or more
of the rating agencies in the past.

The City acknowledges the responsibilities of the underwriting community and pledges to make all
reasonable efforts to assist underwriters in their efforts to comply with SEC Rule 15c2-12 and MSRB
Rule G-36.

The City of Boise shall follow the guidelines, as listed, in the issuance of any debt or alternative
financing technique:
After the City Council determines no other funds are available to meet projected costs, the City of
Boise will seek voter authorization to issue general obligation debt only for essential projects whose
costs are appropriate for multi-year financing and the bonds associated are not subject to any other
exceptions to constitutional and statutory bond referendum requirements.

The City will not issue general obligation bonds or incur other tax-supported indebtedness for any
purpose in an amount which, with all outstanding and unpaid indebtedness, will exceed two percent
(2%) of the taxable market value. The Citys annual debt service level may be limited at the discretion
of the City Council based on other debt capacity indicators.

The term of any debt issuance shall not exceed the useful life of the project, facilities or equipment
financed with proceeds of the debt issuance and in no case exceed 30 years.

APPENDI X
358
Prior to issuance, the Boise City Council shall approve the issuance of any debt. Upon approval, and
in accordance with State Code, each debt instrument shall be executed and signed by the Mayor,
countersigned by the Treasurer, and will be attested to by the signature of the Clerk under the official
seal of the City.

The City of Boise will invest all debt proceeds in adherence to the approved City Cash Management
and Investment policies unless otherwise directed in such documents as the trust indenture, escrow
agreement or bond ordinance, and approved by the City Council. The City shall comply with all
applicable requirements for bonded indebtedness in order to preserve the tax-exempt status of such
debt issues.
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ACCRUAL: Revenues and expenses that have been earned, but the actual cash transaction has
not been completed as of the date of the accrual entry.

ACROSS THE BOARD REAPPRAISAL: Each year, the Ada County Assessor re-appraises
approximately 20% - 30% of the properties located in Ada County. If assessments rise rapidly, Idaho
State law requires the Assessor to consider indexing all property values at rates similar to like
properties that were actually reappraised. Since 1991, property values for properties not appraised
have been trended (indexed across the board), and assigned formula inflationary increases in value.

ACTIVITY: The work that the organizational unit does to produce outputs, specifically relating to a
function or class of functions, a project or program, a subproject or subprogram, or any division of
these.

ACTUAL: Signifies revenue or expenditure totals which actually occurred, which is in contrast to an
estimate for a given period.

ADOPTED BUDGET: The budget as finally adopted by the City Council, which forms the basis for
appropriations and represents the financial plan of the city for the fiscal year. The budget may be
amended through a process similar to budget adoption [Idaho Code 50-1003].

ADA COUNTY HIGHWAY DISTRICT (ACHD): ACHD provides maintenance for all streets and
roads within the county including the City of Boise. ACHD does not provide for State roads and
Federal highways.

AD VALOREM: According to value.

AD VALOREM TAX: A tax levied on the assessed value of real property. See also PROPERTY
TAX.

AGENCY FUNDS: Funds used to collect and temporarily hold money for a third party, such as
another unit of government.

AIRPORT FUND: The Airport Fund accounts for operation and management of the Citys airport
terminal. All revenues such as terminal rent, landing and jet way fees, parking fees, and other
charges at the airport, as well as the expenditures that support the maintenance and general
operation of the facility are tracked in this fund. Capital improvements for the airport are primarily
funded from Federal Aviation Administration (FAA) grants, Passenger Facility Charges (PFCs), and
Customer Facility Charges (CFCs).

ANNEXATION: Under Idaho Code, cities have the authority to expand their borders and provide tax-
based services to the annexed areas [Idaho Code, 50-222].

ANNUAL APPROPRIATION DEBT: Under the Idaho Constitution, cities may issue debt, without a
vote of the taxpayers, if it does not create an ongoing liability to the city and if it must be approved
annually by the City Council.

APPROVED BUDGET: The Idaho State Code provides a budget adoption process to be followed by
all municipalities. The annual budget is approved by adopting the Annual Appropriation Ordinance
for the fiscal year (including operating and fiscal year capital costs). Only one year annual budgets
Glossary
GLOSSARY
360
(including capital) are authorized. Therefore, the City adopts a two year budget plan for City
purposes and formally adopts each year of the budget separately as code requires.

APPROPRIATION: The legal authority to spend within the approved budget. Prior to incurring the
actual expenditure/expense, the City budget and accounting process requires that the funding to
support the appropriation be identified and/or accrued.

ASSESSED MARKET VALUE: For property taxation purposes, the County Assessor establishes a
market value for all real and for certain personal property within the taxing jurisdiction, In Idaho,
property is assessed at full market value using appraisal techniques based upon comparable sales
or construction cost data. Every parcel within the County is reappraised on a scheduled basis,
usually every three to five years. Gross market value for assessment purposes (GMVAP) reflects the
full (100%) market value on the County Assessors records for the property. Net market value is the
GMVAP less any applicable exemptions. Homeowners and certain low-income persons can qualify
for exemptions under state code.

ASSESSMENT DATE: The date on which the value of property is set (J anuary 1).

ASSESSOR: The Ada County Assessors Office is charged with assessing a market value for all
real and personal property in the county.

ASSETS: Property owned or held by an entity that has monetary value.

AUDIT: A comprehensive examination as to the manner in which the governments resources were
actually utilized, concluding in a written report or opinion.

AUTHORIZATION: The authorization process involves approval both of expenditure/expense plans
and the actual commitment or obligation. Final authorization requires the budget approval for the
specific commitment by the Mayor and City Council, as well as expenditure/expense approval
through the purchasing/accounting control process.

BALANCED BUDGET: The City adheres to a structurally balanced budget in that base ongoing
revenues are matched to base ongoing expenses and one-time or cyclical revenues cover one-time
expenses to manage to a net zero or positive bottom line.

BASE BUDGET: The expenditure and revenue base budget reflects on-going costs and revenues
for services that are reasonably anticipated to be provided in the future. One-time costs and
revenues do not generally become a part of the base budget. New on-going commitments (e.g.
additional facilities to maintain or new personnel costs to support added services) and on-going
funding sources (e.g. a new revenue source) become part of the base and therefore must be
considered for their effect on future budgets).

BEGINNING FUND BALANCE: An amount representing the balance remaining at the end of the
previous fiscal year.

BIENNIAL BUDGET: The City adopts a two-year capital and operating budget, also referred to as a
biennial budget. This avoids the need for extensive budget preparations every year and is a
productivity improvement. Idaho State law requires adoption of annual budgets; therefore, the
second year of the two-year budget requires publication of a notice, a Public Hearing and adoption
of an authorizing Ordinance. Even with these requirements, additional budget development work is
largely eliminated for the second year of the two-year budget [Idaho Code 50-1002].

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BLUEPRINT FOR GOOD GROWTH: The City and regional partners are working together to update
the comprehensive plans to guide growth and development into the future.

BOND: A written promise, generally under seal, to pay a specified sum of money, called the par
value or principal, at a specified date or dates in the future, called the date of maturity, together with
periodic interest at a specified rate.

BOND RATING: The rating established by a rating company (such as Fitch, Moodys or Standard
and Poors) that assesses the Citys financial stability, resources and capacity to repay the issued
debt by evaluating the organizations administrative management, financial management, debt load,
and local economics.

BOISE CITY TRUST FUND: Accounts for items that must be held in trust for any other reason. The
City also uses this fund to budget appropriation that can be transferred upon approval and resolution
by City Council to other funds for such things as re-budgeted items from the prior fiscal year,
awarded grants and donations, new programs, and unanticipated events.

BUDGET: A written report of the local governments comprehensive financial operations plan on an
annual basis. The budget estimates the probable amount of money necessary for all purposes for
which an appropriation is to be made and itemizes the proposed expenditures by department, fund
or service [Idaho Code 50-1002].

BUDGET CALENDAR: The schedule of key dates for local government to follow in the preparation,
review, and adoption of the budget.

BUDGET HEARING: Before the budget is adopted, the City Council must hold a public hearing
where interested persons may testify concerning the proposed budget. Legal notice of the budget
hearing must be given to the public in advance [Idaho Code 50-1002].

BUDGET MESSAGE: A written explanation of the budget and the local governments financial
priorities. It is prepared and presented by the executive officer or chairperson of the governing body.

BUDGET PROCESS: The process of translating planning and programming decisions into specific
financial plans.

BUDGET RESOLUTION: The budget is adopted each year by the City Council through passage of
a resolution. This budget resolution is the guiding document for compliance with budget law and for
any necessary adjustments during the fiscal year.

BUDGET UPDATE: The City focuses on changes proposed for existing service levels, for new
facilities and other significant changes in the base budget in a budget update process, which takes
place during the second fiscal year of the biennium.

CAPITAL BUDGET: The plan for future capital facility construction or repair, rehabilitation or
renovation. Boises capital budgets are multi-year in nature with the action year for appropriation
authorization incorporated into the overall biennial budget process. Capital projects often extend
beyond the fiscal year in which the project is first approved. Therefore, the City either appropriates
the entire project cost in the initial fiscal year or identifies annual phases, which may be approved in
future years if funding is available. By policy, operating costs in all proposed capital projects must be
estimated when submitted for consideration. The City Council approves future operating costs as a
component of approval of capital projects.

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CAPITAL IMPROVEMENT PROGRAM (CIP): The CIP is a six-year plan of projects for new capital
facilities, or major repair or rehabilitation of existing facilities. The CIP presents a comprehensive
picture of the Citys capital needs within the five-year period and facilitates budget planning.

CAPITAL FUND: The Capital Fund balance is a tax supported fund primarily reserved for approved
multi-year projects or dedicated to specific project types. Unallocated and available balances are the
result of cash transfers from the General Fund as the projects progress.

CASH FLOW RESERVE: The City will retain necessary reserves and will designate fund balance to
cover identified uses consistent with accounting and budgetary policy. The City will retain a reserve
in fund balance equal to eight percent (8%) of the annual budgeted base revenues of the ensuing
fiscal year in the General Fund to provide reasonable assurance to purchasers of City debt
instruments that the City will pay all general obligations and meet unforeseen emergencies.

CERTIFIED PROPERTY TAX: Consistent with Idaho State Code, Boise City certifies to the County Tax
Collector, the property taxes required for the upcoming budget year. Property owners then pay the
taxes in December and J une of the fiscal year. The County Clerk and the State Tax Commission
have authority to approve the amounts and to complete the certification.

CHARGES FOR SERVICE: Revenues received as compensation for a service provided, or cost
recovery for mandated compliance, such as fire inspection fees.

CHART OF ACCOUNTS: A list of expenditure, revenue, and other accounts describing and
categorizing financial transactions.

CIRCUIT BREAKER: A property tax reduction program to assist disabled or senior citizens with
property tax payments. Also known as the Property Tax Reduction program.

CITY COUNCIL: The legislative branch of the city composed of six elected officials who serve part-
time for two year terms and hold budget and policy-setting authority for the city.

CITY COUNCIL LIAISONS: The Boise City Council is organized to assign liaison responsibility for
each City Department, for significant community organizations and for relations with other entities to
individual Council Members. Committees are established by subject area for liaison meetings.

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG): An entitlement grant program authorized by the
federal government which provides a federal grant for each year in which the program is authorized
by Congress. The entitlement is based upon a formula that includes the Citys population. The
CDBG is limited to eligible uses of the funds and generally affects low and moderate-income
persons or the elimination of slums and blight. CDBG has been a significant source of capital funds
for Boise since 1974.

COMPREHENSIVE ANNUAL FINANCIAL REPORT (CAFR): The CAFR is the financial statement to
the citizens and the financial community of the Citys financial health. This financial performance
report includes results of the completed fiscal year operations and the status of all City funds and
account groups. It also includes a disclosure of the Citys compliance with generally accepted
accounting principles and governmental accounting and financial reporting standards as
promulgated by the Government Standards Board.

COMMUNITY DEVELOPMENT FUND: The Community Development Fund supports capital
projects and programs benefiting low/moderate income citizens funded through federal block grants.
With the federal grants, the City invests in the acquisition and/or development of affordable housing,
services for low/moderate income citizens, economic development activities and public facilities.
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COMMUNITY INFRASTRUCTURE DISTRICT FUND: Idaho Code allows for the creation of
Community Infrastructure Districts to encourage the funding and construction of regional community
infrastructure in advance of actual development growth [Idaho Code Title 50 Chapter 31].

CONTINGENCIES: Contingent accounts are established in each fund to provide for unanticipated
needs. Use of contingent funds requires Mayor and City Council approval.

CONSUMER PRICE INDEX (CPI): A statistical description of price levels provided by the U.S.
Department of Labor. The index is used as a measure of the increase in the cost of living.

CONTRACTUAL SERVICES: Costs that include services performed for the city by individuals,
business, or utilities.

CURRENT LEVEL BUDGET: A key to the biennial budget process is to identify the budgetary
needs (costs and resources) to continue the services that have previously been provided (base
services).

DEBT SERVICE: The annual payments that are required to support debt issues including interest
and principal payments.

DEBT SERVICE FUND: A fund that accounts for the interest and principal payments on bonds
issued for tax-funded operations and capital projects.

DEPARTMENT: City services are organized into departments, which are given specified purposes
and responsibilities and are made up of smaller divisions.

DEPRECIATION: The allocation of the cost of a tangible, long-term asset over its useful life.

DIRECT COSTS: Costs allocated based on statistical measures of the service provided where the
costs can be directly attributed to a specific service group.

DIVISION: An organizational sub-unit of a department.

ECONOMIC DEVELOPMENT FUND: The Economic Development Fund (EDF) accounts for City
business and economic development activities. The major sources of revenue are the railroad lease
agreement and rental property income.

EMPLOYEE BENEFITS: Contributions made by a government to meet commitments or obligations
for employee-related expenses.

ENCUMBRANCE: A financial obligation due to a commitment to purchase an item or service.

ENDING FUND BALANCE: The net balance of the resources and expenditures of a fund that
becomes the beginning fund balance for the subsequent year.

ENTERPRISE FUND: A fund in which government services and activities are supported primarily
through user charges. Rates and charges are set at a level to provide the total cost of the services
including depreciation.

ENTITLEMENT CITY: In federal grant regulations, entitlements are grants provided to eligible cities
based upon a predetermined formula. For example, the City of Boise is an Entitlement City for
Community Development Block Grants (CDBG).
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364

EXECUTIVE MANAGEMENT TEAM (EMT): The EMT was established to advise the Mayor in the
management of the citywide budget process including budget development and interim budget
management.

EXPENDITURE: An actual payment made by city check, purchasing card, or wire transfer for goods
or services. Represents decreases in net financial resources.

FEDERAL GRANTS: The City anticipates receiving federal grants in the areas of Housing,
Homeland Security, Aeronautics, Green Belt Development and Police. Federal Grants require
following specific federal guidelines.

FEES: A general term used for any charge levied by local government. Major fees include building
permits, business and non-business taxes, fines, and user charges.

FIDUCIARY FUNDS: Funds held in a trust capacity. Fiduciary funds Include employee benefit trust
funds, investment trust funds, private-purpose trust funds, and agency funds.

FISCAL YEAR: A 12-month period to which the annual operating budget applies. Idaho State Code
sets the municipal fiscal year as the twelve-month period from October 1
st
through September 30
th

[Idaho Code 50-1001].

FLEET SERVICES FUND: The Fleet Services Fund is an internal service fund and accounts for the
cost of operating a maintenance facility and full maintenance crew for the Citys automotive
equipment. The City uses the unreserved Fleet Service fund balance to meet operating shortfalls
and capital needs of the maintenance program.

FOOTHILLS LEVY FUND: During 2001, voters approved the Foothill Levy Fund a serial levy in
the total amount of $10 million to purchase land in the Boise foothills for the preservation of natural
habitats and continued public access.

FTEs (FULL TIME EQUIVALENTS): Personnel resources are budgeted by position (which may be
full-time or part-time). Positions are identified by their equivalence to a full-time position. For all
positions except firefighting positions, one (1.0) FTE equals 2,080 hours per year. Fire fighting
positions equal 2,824 hours per FTE.

FUND: A fiscal accounting entity with a self-balancing set of accounts recording cash and other
financial resources together with related liabilities and residual equities or balances.

FUND BALANCE/FUND EQUITY: Fund balance is used for government funds. Fund equity or
retained earnings are used for enterprise funds. Governmental funds use a spending measurement
focus. Only current assets and current liabilities are generally included in the balance sheet. Fund
balance is a measure of the net current assets, or available resources for spending listed on the
balance sheet which are either reserved (legally segregated for a specific use or not appropriable for
expenditure) or unreserved. Enterprise funds are used to account for operations: a) that are financed
and operated in a manner similar to private business where the intent of the governing body is that
the costs (expenses, including depreciation) of providing `goods or services to the general public on
a continuing basis be financed or recovered, primarily through user charges; or b) where the
governing body has decided that periodic determination of revenues earned, expenses incurred,
and/or net income is appropriate for capital maintenance, public policy, management control,
accountability or other purposes.

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FUND TYPE: The eight fund types include: general, special revenue, debt service, capital projects,
enterprise, internal service, nonexpendable trust, and agency funds.

FY: Fiscal Year.

GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP): The standard guidelines for
financial accounting.

GENERAL FUND: The fund that accounts for all revenues and expenditures, which are not
accounted for in specific purpose funds. It finances the ordinary operations of the City.

GENERAL OBLIGATION BOND ISSUE: Idaho Code provides for two kinds of General Obligation
bonded indebtedness: 1) capital bonds to construct capital facilities and 2) operating cost overrides
to fund current program and service costs. Both kinds of General Obligation debt require approval
by a two-thirds majority of the electorate. Debt service can be funded as a special levy beyond
general property tax limitations [Idaho Code 50-1019 through 50-1026A].

GEOGRAPHIC INFORMATION SYSTEM (GIS): A computerized mapping program which facilitates
the efficient management of spatial information, offering enhanced analytical, cartographic, and
reporting capabilities for internal and external customers.

GEOTHERMAL FUND: Geothermal is a clean, renewable energy source. The City charges
customers a geothermal rate to cover operating costs and fund depreciation of assets. The current
rates charged are competitive with natural gas rates. Like many of the other enterprise funds, the
Geothermal Fund supports capital improvement projects and operating needs.

GOAL: A statement of direction, purpose or intent based on the needs of the community, generally
to be completed in a specified amount of time.

GOVERNMENTAL ACCOUNTING STANDARDS BOARD (GASB): The body that defines
generally accepted accounting principles for governments.

GOVERNMENTAL ACCOUNTING STANDARDS BOARDS STATEMENT 45 (GASB45): A
statement from the Governmental Accounting Standards Board dictating that governments must fully
account for the liability related to post retirement benefits offered to current employees.

GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA): The leading association of public-
sector finance professionals which provides high quality support to state and local governments.

GOVERNMENTAL FUNDS: These funds support the Citys traditional programs, services and
projects including General Government Administration, Fire, Parks and Recreation, Library, Public
Works, Police and Planning and Development Services. Governmental funds use a spending
measurement focus. Only current assets and current liabilities are generally included on General
Fund balance sheets. Fund balance is considered a measure of available spendable resources
which are either reserved (not appropriable for expenditure or legally segregated for a specific use)
or unreserved. The unreserved portions may be designated to indicate tentative plans for their use in
future periods. The following types of governmental funds are utilized by the City: General Fund,
Special Revenue Fund, Debt Service Fund, and Capital Projects Fund.

GRANT: A contribution by one government unit to another. The contribution is usually made to aid
in the support of a specified function.

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366
HEALTH INSURANCE TRUST FUND: In J anuary 2005 the City established the Health Insurance
Trust Fund, in which the City funds most medical claims on behalf of its employees. Funding levels
in the Health Insurance Trust Fund are maintained for incurred but not received (IBNR) claims.
Each year this amount is actuarially determined. In addition to this liability, retained earnings are
available for years when there are high or unusual utilization of health plans.

HERITAGE FUND: The Heritage Fund was established in FY 2011 to account for monetary
donations from individuals, organizations, and corporations for park projects, capital improvements,
memorials, facility maintenance, scholarships, sponsorships for recreational programs, etc.
Donations are documented to record the intention of the donor and earmarked for use in the
appropriate manner.

HOMELAND SECURITY GRANTS: The City has applied for grants offered by the Department of
Homeland Security to enhance the Citys preparedness in responding to acts of terrorism and
violence.

HOUSING REHABILITATION FUNDS: Housing Rehabilitation Funds account for several revolving
loan funds that provide low-interest loans for housing. Various federal grants were used to establish
the existing fund balance. The collections of the loans are used to run the program and facilitate new
loans to qualified citizens. The amount reserved for loans is dependent on the number of qualified
loan applicants and fluctuates from year to year. These funds also include several government-
sponsored stimulus programs, housing rehabilitation and supports low/moderate income rental
housing.

HUMANE SOCIETY TRUST: The city maintains funds for this trust account to be held for dedicated
purposes.

IMPACT FEE: A fee that is implemented by a local government on a new or proposed development
to help assist or pay for a portion of the costs that the new development may cause with public
services to the new development.

IMPACT FEE FUND: The fund balance in the Impact Fee Fund consists of prior year accumulated
monies to complete related park, fire, and police projects.

INCENTIVE REALLOCATION: One of the key budget policies for encouraging cost reduction and
efficiency. At year-end, a portion of department and/or citywide savings is returned to the department
for discretionary one-time use. The uses are generally for productivity tools and other improvements.

INDIRECT COSTS: Costs charged based on statistical measures i.e. FTE count or transaction
count.

INFRASTRUCTURE: Public domain fixed assets such as roads, bridge, streets, sidewalks and
similar assets that are immovable.

INTERGOVERNMENTAL REVENUES: Intergovernmental revenues predominantly include citywide
revenue sources such as property tax, sales tax, liquor tax, franchise fees, and interest income.
These revenues are distributed to tax-funded departments based on a set distribution formula
approved by the executive leadership of the City.

INTERFUND LOANS: Loans made by one fund to another.

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INTERFUND TRANSFERS: Appropriation category used in the citys budget resolution which
includes amounts distributed from one fund to pay for services provided by another fund. Transfers
from the other funds appear as non-departmental expenditures called Interfund Transfers.

INTERNAL SERVICE FUNDS: Fund types used for the financing of goods or services provided by
one department of a government to other departments or agencies on a cost-reimbursement basis.

IRRIGATION FUND: In FY 1997, the City initiated a Municipal Irrigation System to provide non-
potable, pressurized irrigation water within the city limits. The City provides this service upon request
of homeowner associations, developers or similar parties. The Irrigation Fund is an enterprise fund
that supports irrigation operations.

JUDICIAL VALIDATION OF DEBT: Under Idaho Code, cities may seek judicial review of proposed
debt issuance to determine whether the instruments meet the requirements to qualify under the
Constitution as either ordinary and necessary or annual appropriation debt.

LEVY RATE: The property tax rate used to calculate tax amount owed by property owners. See
also PROPERTY TAX RATE.

LIABILITIES: Debt or other legal obligations arising out of transactions in the past.

LINE ITEM: An expenditure description at the most detailed level, also called object of expenditure.
Operating expenditures are tracked through the use of line items. Line items itemize expenditures
into specifics, such as overtime or printing. Line items are usually further aggregated into spending
categories.

L.M. CUNNINGHAM FUND: The Laura Moore Cunningham Fund supports the operating costs of
the City arboretum, whereby City departments purchase trees and plant material at a predetermined
rate based on size and condition. The trees and plants are planted along the City right-of-ways, City
parks, and other City areas. Retained earnings are available and held for unexpected shortfalls.

LOCAL IMPROVEMENT DISTRICTS (LID): Consists of a specific geographic area of property
owners desiring improvements to public property or infrastructure such as streets, sewers, storm
drains, streetlights, etc. Bonds are issued to finance these improvements, which are repaid by
assessments on their property. Local Improvement District debt is paid for by a compulsory levy
(special assessment) made against certain properties to defray all of part of the cost of a specific
capital improvement or service deemed to benefit primarily those properties [Idaho Code Title 50,
Chapter 17].

MAINTENANCE: The act of keeping capital assets in a state of good repair, such as preventative
maintenance, routine repairs, replacement of structural components, to maintain the asset, provide
normal services, and achieve asset optimum life.

MAINTENANCE AND OPERATIONS (M&O): Costs for materials, supplies and services needed to
provide programs and services. The M&O budget includes all costs except personnel, equipment
and capital.

MANDATES: The Federal and State governments establish these legal requirements that all cities
must follow. Some entail significant costs, which must be funded locally.

MAYORS PROPOSED BUDGET: City and State Code require the Mayor to prepare a proposed
budget for all City operations and capital annually and to present it to the City Council for their
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368
review, amendment and adoption. The Mayor has established a budget staff and process to assist in
preparing the proposed budget for his approval.

MISSION: Defines the primary purpose of the city and is intended to guide all organizational
decisions, policies and activities (internal and external) on a daily basis.

MODIFIED ACCRUAL BASIS: The modified accrual basis of accounting is used for Governmental
Funds (General, Special Revenue, Debt Service and Capital Projects). The modified accrual basis of
accounting as used by Boise City recognizes revenues when they are measurable and available.
Likewise, expenditures are generally recorded as the liabilities are incurred. An exception to this
general rule is that interest revenue and expenditures on special assessment levies and
indebtedness is recorded when due. All material revenue sources including property taxes and
intergovernmental revenues are susceptible to accrual.

NEIGHBORHOOD REINVESTMENT PROGRAM: The Mayor and City Council bestow grant
funding to neighborhood associations for physical improvements to the neighborhood and
surrounding area. Grants are often used for signage, sidewalk repairs and upgrades, street lighting,
playground equipment, and other beautification projects.

NET ASSETS: The total assets of a business minus its total liabilities.

OBJECT OF EXPENDITURE: Classifications for the line items in the budget.

OCCUPANCY TAX: Taxes assessed for new properties, prorated for the portion of the year that the
property is occupied. Since they are prorated, the values under the occupancy permit are less than
the true value of the property.

ONE PERCENT INITIATIVE: In 1978, voters in Idaho approved an initiative, popularly termed the
One Percent Initiative which was modeled after Californias Proposition 13. In Idaho, however, the
State Legislature is required to implement such an initiative. The legislature adopted a number of
measures after 1979 to implement the One Percent Initiative. In 1991, the last constraints from the
One Percent Initiative were removed by the State Legislature and replaced with the Truth in
Taxation requirements. In 1995, the Legislature approved and the Governor signed House Bill 156,
which reinstated property tax limitations.

OPERATING BUDGET: The costs to provide personnel and supporting maintenance and operation
services, as well as the costs for equipment and major categories in the operating budget.

ORDINANCE: A formal legislation enactment by the governing body of a municipality. If it is not in
conflict with any higher form of law, such as a state statute or constitutional provision, it has the full
force and effect of law within the boundaries of the municipality to which it applies.

ORDINARY AND NECESSARY DEBT: Under the Idaho Constitution, cities can issue debt to
replace certain municipal facilities without a vote of the electorate. Debt service must be made from
current revenues.

ORGANIZATIONAL UNIT: An administrative subdivision of the city government charged with
carrying out one or more specified functions.

OUTSTANDING DEBT: The balance due at any given time resulting from the borrowing of money
or from the purchase of goods and services.

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PEOPLESOFT: The City previously used an integrated financial and human resources software
system called PeopleSoft. It uses relational database management and provides improved reporting
and analytical tools. This system was replaced with another database management product called
Lawson in 2012.

PERFORMANCE MEASURES (PMs): Specific quantitative measures of work performed within an
Accounting Unit or Department. Also, a specific quantitative measure of results obtained through a
program or activity. Performance measures are used to focus process improvement, to report on the
impact upon customers and to evaluate efficiency. Performance measures include:
Output activity or work units completed
Efficiency rates of output to resources used
Outcomes & Effectiveness - impact on customers

PERPETUAL CARE TRUST: The City maintains funds for this trust account that are held for
dedicated purposes.

PERSONNEL SERVICES: Includes the salaries and wages paid to employees plus the citys
contribution for fringe benefits such as retirement, social security, health and workers compensation
insurance.

PRELIMINARY BUDGET: The Idaho State Code requires the City Council to adopt a preliminary
budget and then to set a public hearing to receive public comment about the appropriateness of the
preliminary budget. The City Council may change the budget after the public comment is received
and considered, but may not increase the expenditure and expense total.

PROGRESS REPORTS: City departments report progress related to the operations budget, capital
projects and performance measures semi-annually.

PROJECT: A project is an endeavor that is planned to achieve a particular purpose. A project
includes the following elements: a distinct beginning and end, and definable processes and results.

PROJECT MANAGER: The individual responsible for budgeting for a project and managing the
project to its completion.

PROJECTION: Estimation of revenues and expenditures based upon past trends, current economic
conditions and future financial forecasts.

PROPERTY TAX: A tax that uses property value as a means to allocate the cost burden of local
services. See also AD VALOREM TAX.

PROPERTY TAX EXEMPTION: The Idaho Legislature has established through the Idaho State
Code various exemptions within the property tax assessment process. The Homeowners
Exemption provides a reduction of one half the market value of residential improvements (excluding
land) up to a limit of $50,000 for owners that live in the home. The Circuit Breaker Exemption is
provided to seniors with low income. The effect of the exemption is to reduce the property tax upon
the qualifying properties.

PROPERTY TAX RATE: The total amount of tax levied for each hundred dollars ($100) of real and
personal property within a taxing district as determined by the County assessor and the State of
Idaho as the basis for levying taxes. See also LEVY RATE.

PROPERTY TAX LIMITATIONS: In 1995, the legislature approved House Bill 156 which set a limit
for annual increases on property tax of no more than 103% of the prior year total levy plus a growth-
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related amount for annexation and new construction. Voters may authorize, by majority vote, a
taxing district such as the City to exceed the limitations for a period not to exceed two years.

PROPOSED BUDGET: A financial and operating plan proposed by the budget officer and
submitted for review by the public and budget committee.

PROPRIETARY FUNDS: Proprietary funds account for services for which the City charges a fee,
internally and externally. There are two types of proprietary funds, enterprise and internal service.

PUBLIC EMPLOYEES RETIREMENT SYSTEM OF IDAHO (PERSI): A State of Idaho defined
benefit pension plan to which both employees and employers contribute.

QUARTERLY REPORTS (QRs): The Department of Finance & Administration (DFA) prepares
citywide summaries of financial performance on a quarterly basis.

REAL MARKET VALUE (RMV): The estimated value of property if sold.

RECLASSIFICATION: The moving of an existing position from one personnel classification to
another.

REFINANCING BOND: In 1996, Boise restructured its cash flow borrowing schedule and moved to
collecting property tax revenues for the current fiscal year. The Refinancing Bond issue is a fifteen-
year debt issue with a principal amount equal to the FY 1996 property tax proceeds. The goal for the
refinancing was to eliminate the need for borrowing 50% - 70% of the tax funds cash flow by taking
out annual short term borrowing with one long-term issuance.

REIMBURSEMENTS: Repayments from the funds and departments responsible for particular
expenditures to the funds and departments that initially paid for them. Reimbursements increase
expenditures in the reimbursing fund and department, and decrease expenditures in the reimbursed
fund and department.

REQUEST FOR PROPOSAL (RFP): A request for vendors to submit proposals to provide certain
goods or services where factors other than price, such as experience or qualifications, are important.
Applies to projects or personal service contracts.

REQUIREMENTS: The total of all expenditures within a fund, including operating expenditures,
transfers to other funds, contingency, and unappropriated fund balance.

RESERVE: An account used to indicate that a portion of fund equity is legally restricted for a
specific purpose or not available for appropriation and subsequent spending.

RESOLUTION: An order of a governing body. Requires less legal formality and has lower legal
status than an ordinance. Statutes or charter will specify which actions must be by ordinance and
which may be by resolution.

RESOURCES: Total of revenues and inter-fund transfers in the beginning fund balance.

RETAINED EARNINGS: See FUND BALANCE/FUND EQUITY

REVENUE: Funds received by the city as income, including tax payments, interest earnings, grants,
and state sales tax revenue sharing.

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REVENUE ANTICIPATION NOTES (RANs): RANs are cash flow borrowings in the national
municipal credit markets to allow the City to obtain funds to meet current obligations in advance of
receipt of revenues. Idaho State Code and federal arbitrage rules constrain the amount and timing of
borrowings.

REVENUE BONDS: Idaho State Code provides cities with the ability to issue debt, supported by
user fees, to construct facilities, which provide services, which can be associated with user benefits
and fees. Revenue bonds require approval by a two-thirds majority of the voters [Idaho Code 50-
1027 through 50-1042].

REVENUE MANUAL: An analysis of the Citys revenue sources.

RISK MANAGEMENT FUND: The City accounts for the operation of its comprehensive liability and
insurance programs, and the Occupational Safety and Industrial Hygiene program, in the Risk
Management Fund. Self-insured losses are paid through the Risk Management Fund. Costs are
billed directly to City departments based on exposure, actual losses, and services provided.
Unreserved retained earnings are used to fund operating shortfalls because of unexpected losses
and increased liability requirements.

SALES TAX: Idaho State sales tax is at 6.000% (as of the publication of this document).

SERIAL LEVY: Under the provisions of House Bill 156 adopted in 1995, voters may approve a
property tax levy for operation or capital services through a simple majority vote. The levy may not
exceed two years in length, however it may be renewed. Previously all property tax override or bond
issues required a two-thirds majority vote.

SERVICE CHARGES: The amount the city receives for the performance of specific services
benefiting the person charged.

SERVICE GROUP: A service group is comprised of one or more service units to define similar or
related services.

SERVICE GROUP BUDGETING: The City is moving towards a budget and accounting system that
identifies and reports costs by basic services in order to focus on efficiency and to support
evaluation of city programs.

SERVICE UNIT: The basic unit of services in the City, also called Accounting Units. All City services
are organized into Service Units focusing on outcomes for customers.

SEWER FUND: The Sewer Fund is an enterprise fund that completely supports the management
and operation of the Citys sewer system. The City charges customers user fees to fund the
operating expenses and capital improvements. Connection fees fund the cost of line and trunk
extensions. When land is developed, the City charges the developer for the cost of installation of
sewer trunk lines. The individual property owner is charged to extend the trunk lines to the structure.

SIX (6) YEAR CAPITAL AND EQUIPMENT PLAN: The City Council adopts six-year capital and
equipment plans for planning and projection purposes. The first two years are funded in the biennial
budget.

SIX (6) YEAR FINANCIAL PLAN: The City Council has adopted a six-year financial plan that is
updated at least biennially. The plan includes an economic scan, a comprehensive list of financial
policies, a six-year projection of costs and revenues and a list of budgetary policies.

GLOSSARY
372
SIX (6) YEAR PROJECTION: The City has developed and uses multi-year financial projections to
evaluate the effects of budgetary and other financial decisions on the Citys overall financial position.

SOLID WASTE FUND: The Solid Waste Fund is an enterprise fund that completely supports the
management and operation of the Citys solid waste system. The City currently contracts with Allied
Waste Services (AWS) to meet the Citys solid waste disposal needs. The City charges users a fee
based on the type of business or residential occupancy.

SPECIAL ASSESSMENT BOND: A bond issue payable from the payments on special
assessments imposed against properties that have been specially benefited by the construction of
public improvementsi.e. sidewalks, roads, or sewer systems [Idaho Code 50-317, 50-333, 50-335
& 50-1008].

SPECIAL REVENUE FUND: A fund used to account for the proceeds of specific revenue sources
that are legally restricted to expenditure for specific purposes.

STRATEGIC PLAN: The key contextual document upon which the two-year budget is based.

SUPPLEMENTAL BUDGET: A financial plan adopted during a budget period to meet unexpected
needs or to appropriate revenues not anticipated when the regular budget was adopted.

SUPPORT SERVICE CHARGE: A charge from support funds to an operating fund to recover the
cost of services or overhead provided to the operating fund.

SWORN EMPLOYEES: Employees required under the Municipal and State Codes to enforce the
law or to otherwise carry out the Citys police power protecting the health, safety and welfare of the
community. Often this term is used to denote the officers (non-civilians) in the Police and Fire
departments. However, other municipal officers are under oath to enforce the City Code. They
include the Mayor, officers of the court (City Attorneys and Court Marshals), Building and Zoning
Inspectors and Licensing Enforcement Officers.

TAXES: Compulsory charges levied by a government for the purpose of financing services
performed for the common benefit.

TAX FUNDS: The General and Capital Funds are often referred to as Tax Funds connoting their
primary funding sources of general taxes and discretionary revenues.

TAX LEVY: The total amount of taxes imposed by the city on taxable property, as determine by the
Ada County Assessor.

TAX ROLL: The official list prepared by the county showing the amount of taxes levied against each
property.

TAX-SUPPORTED: Denotes items or projects primarily funded by general taxes and discretionary
revenues.

TRANSFER: An amount distributed form one fund to finance activities in another fund with no
expectation of repayment. The originating fund shows the transfer as an expenditure and the
receiving fund shows the transfer as a revenue.

TRUST FUND: Established to administer resources received and held by the city as the trustee or
agent for others. Uses of these funds facilitate the discharge of responsibility placed upon the city by
virtue of law or other similar authority.
CI TY
OF BOI SE
373

USER FEES: The fee charged for services to the party or parties who directly benefits. See also
CHARGES FOR SERVICE.

WORKERS COMPENSATION FUND: This program was initiated in FY 1999, whereby the City
funds a claim liability account and self-insured losses are paid through the Workers Compensation
Fund. Costs are billed directly to City departments based on exposure, actual losses and services
provided. Unreserved retained earnings are used to fund operating shortfalls because of unexpected
losses and increased liability requirements.
GLOSSARY
374
ACEMS Ada County Emergency Management System
ACHD Ada County Highway District
ADA Americans with Disabilities Act
AIC Association of Idaho Cities
ARFF Air Rescue & Fire Fighting
ARFF Aireld Rescue & Fire Fighting
ATB Across The Board
BAM Boise Art Museum
BANDIT Boise Area Narcotic Drug Interdiction Team
BFD Boise Fire Department
BPD Boise Police Department
CAFR Comprehensive Annual Financial Report
CATCH Charitable Assistance to Communitys Homeless
CCDC Capital City Development Corporation
CDBG Community Development Block Grant
CFC Customer Facility Charge
CIP Capital Improvement Program
CNG Compressed Natural Gas
COBRA Consolidate Omnibus Budget Reconciliation Act
COMPASS Community Planning Association
COPS COPS Hiring Recovery Program
DBA Downtown Boise Association
DEQ Department of Environmental Quality
DFA Department of Finance & Administration
EAC Employee Advisory Committee
ELC Environmental Learning Center
EMT Executive Management Team
EOY End of Year
EPA Environmental Protection Agency
FAA Federal Aviation Administration
FACES Family Advocacy Center & Education Services
FELC Foothills Environmental Learning Center
FLSA Fair Labor Standards Act
FTE Full Time Equivalent
Acronyms
CI TY
OF BOI SE
FY Fiscal Year
GASB Governmental Accounting Standards Board
GDP Gross Domestic Product
GFOA Government Finance Ofcers Association
GIS Geographic Information System
HazMat Hazardous Material
HCD Housing & Community Development
HUD Housing & Urban Development
IBC Interim Budget Change
IBT Interdepartmental Business Team
ICA Idaho Counties Association
ICMA International City & County Management Assoc.
IGR Intergovernmental Revenue
IHS Idaho Humane Society
IIW Idaho IceWorld
IOLS Integrated Online Library System
IPUC Idaho Public Utility Commission
IT Information Technology
LID Local Improvement District
LTFP Long Term Financial Plan
M&O Maintenance & Operations
MOU Memo of Understanding
MSA Metropolitan Statistical Area
NACFRD North Ada County Fire and Rescue District
NLC National League of Cities
NPDES National Pollutant Discharge Elimination System
NRP Neighborhood Reinvestment Program
OSHA Occupational Safety & Health Administration
PCN Position Control Number
PDS Planning & Development Services
PEG Public, Education & Government (Cable fee)
PEHP Post Employment Health Plan
PERSI Public Employees Retirement System of Idaho
PFC Passenger Facility Charge
375
GLOSSARY
PW Public Works
PWC Public Works Commission
R&M Repair and Maintenance
R2R Ridge to Rivers
RFP Request for Proposal
RFQ Request for Quote
ROW Right of Way
SA Service Alternative
SAN Storage Area Network
SCBA Self Contained Breathing Apparatus
SU Service Unit
TMSF Twenty Mile South Farm
TR Triannual Report
TSA Transportation & Security Administration
TVCTV Treasure Valley Community Television
VPN Virtual Private Network
VR ValleyRide
VRT Valley Regional Transit
WBT Wages and Benets Team
WSGC Warm Springs Golf Course
376

ARTS & HI STORY
FI RE
LI BRARY
PARKS & RECREATI ON
POLI CE
PUBLI C WORKS
CAPI TAL FUND
PROJ ECTS
379
Department: Category:
Project Title:
Project Description:
Project Manager:
Project Location: Map Reference:
Estimated Start Date: Estimated Completion:
Implications if Deferred:
Opportunity for Coordination:
Fiscal and Operating Impact:
Funding Source:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 6-Year
Project Costs Budget Budget Estimate Estimate Estimate Estimate Total
Land Acquisition -
Design & Engineering -
Construction 15,000 15,000 15,000 15,000 15,000 15,000 90,000
Capital Equipment -
Other Equipment (one-time) -
Contingency -
Total: 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 90,000 $
Project Funding Source(s):
Tax Support 15,000 15,000 15,000 15,000 15,000 15,000 90,000
-
Total: 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 90,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Operations & Maintenance
Total: - $ - $ - $ - $ - $ - $
Operating Funding Source(s):
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
J osh Olson
Arts & History
Tax Support
Major R&M
Citywide
N/A 10/01/2013
Major R&M
This project is for annual major repair and maintenance of existing art installments. Historically, Arts &
History has received maintenance funds via ordinance to address all R&M needs. This amount has
been insufficent to address larger R&M projects over the previous 5 years. It is recommended that a
$15K allocation be set aside to address larger safety concerns, excess damage, and backlog R&M
neeeds for the collection.
All Art Installations
If the existing installments are not maintained at a reasonable level, the lack of care and attention could
threaten the artwork, resulting in further costs and presenting safety concerns.
Arts & History will coordinate with Public Works, Parks & Recreation, and other City departments to
ensure art pieces are cared for to achieve the maximum life span of the pieces.
Outside of the request for capital funding, there is no additonal operating need.
ARTS & HI STORY
380
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Capital Equipment -
Equipment (one-time) -
Contingency -
Total: 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 600,000 $
Tax Support 100,000 100,000 100,000 100,000 100,000 100,000 600,000
-
Total: 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 600,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count -
Personnel Services -
Operations & Maintenance -
Total: - $ - $ - $ - $ - $ - $ - $
-
-
Total: - $ - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Karen Bubb
Arts & History
Tax Support
Capital Asset (Growth)
Citywide
09/30/2015 10/01/2013
Public Art
The "Percent for Art" Ordinance involves the appropriation of 1% of eligible capital expenditures for the
acquisition of public art. The ordinance also allows 0.4% of eligible capital improvement expenditures
for the conservation and maintenance of public art and for project management and associated costs.
Citywide
Possibly destabilizing the budget for staff salaries, creating dependence on potentially unreliable and
unpredictable funding sources.
The Arts & History Department is in constant contact with community partners to ensure maximum
coordination efforts.
Fiscal and operating impact is addressed on a two-year basis within the Arts & History operating
budget, according to growth and needs of the collection.
381
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction -
Capital Equipment -
Contingency 155,000 155,000 155,000 465,000
Total: 155,000 $ 155,000 $ 155,000 $ - $ - $ - $ 465,000 $
Capital Facilities Contingency 155,000 155,000 155,000 465,000
-
Total: 155,000 $ 155,000 $ 155,000 $ - $ - $ - $ 465,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Craig Croner
Finance & Administration
Retained Earnings
FA1
9/30/2016 10/1/2013
IPS Electronic Parking Meters
The City of Boise is upgrading 811 downtown parking meters over the course of 4 years. These meters
will be equipped with the latest in parking technology. The biggest advantage of the upgrade is that
citizens will be able to pay for parking by using credit or debit cards. This will eliminate the need for
citizens to carry change to pay for parking at a meter. The meters still accept change, but now give the
user more payment options. Other advantages include live data from each of these parking meters as
they are wirelessly connected to the internet at all times. The Finance & Administration Department will
be able to capture usage data of parking meters to see when and how metered parking is being utilized
as well as transaction history. In-ground vehicle sensors communicate with the meter to ensure that
vehicles do not exceed the maximum time allowed for a parking space.
Citywide
N/A
N/A
This project has minimal operating impact.
381

383
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Capital Equipment -
Contingency -
Total: 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 900,000 $
Tax Support 150,000 150,000 150,000 150,000 150,000 150,000 900,000
-
Total: 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 900,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Martin Knoelk
Fire
Tax Support
Major R&M
FR1
Ongoing Ongoing
Fire Hydrant Installation
This project is for infill hydrants due to road widening and water main upgrades; both require new
hydrants. The project is a multi-year project which continues the improvement of the water delivery
system through an ongoing installation of fire hydrants. The project requires approximately 25 hydrants
per year @ $6,000 $8,000 each.
Various
This project is driven by United Water and ACHD projects; the Fire Department does not have the
ability to delay/defer this project.
This project is in coordination with United Water regarding upgrades of water mains and which hydrants
are impacted. The United Water project schedule dictates the expenditures of this account. The same
is true of ACHD regarding road widening projects.
N/A
FI RE
384
Project Title: Fire Hydrant Replacement
Project Manager:
Funding Source:
Land Acquisition -
Construction 300,000 300,000 300,000 300,000 300,000 300,000 1,800,000
Capital Equipment -
Contingency -
Total: 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 1,800,000 $
Tax Support 300,000 300,000 300,000 300,000 300,000 300,000 1,800,000
-
Total: 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 1,800,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Martin Knoelk
Fire
Tax Support
Major R&M
FR1
Ongoing Ongoing
This project replaces fire hydrants that are at their life expectancies and replaces those hydrants that
have obsolete replacement parts. This is an ongoing project slated for the replacement of 100 fire
hydrants each year for the next 24 years; however, the average number needed per year is 191
replacements to even out the disproportionate replacement cycles.
Various
The average life expectancy of a hydrant is 25-40 years. More than 2,400 of the approximately 7,000
hydrants are over 25 years old. Current funding only supports half of what is needed to even out the
disproportionate replacement cycles. Any further delays or cost cutting will exacerbate the current
problem.
Public Works has reviewed the current situation and concurs with the Fire Departments position.
Alternate options for funding hydrant replacement continue to be evaluated by Fire and Public Works.
N/A
385
Project Title:
Project Manager:
Project Location: 2202 Gekeler Lane Map Reference:
Funding Source:
Land Acquisition -
Construction 50,000 50,000
Capital Equipment -
Contingency -
Total: - $ 50,000 $ - $ - $ - $ - $ 50,000 $
Tax Support 50,000 50,000
-
Total: - $ 50,000 $ - $ - $ - $ - $ 50,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Fire
Tax Support
Remodel/Renovation
1
6/1/2015 4/1/2015
Station 3 Improvements
Renovate and update kitchen, repair skylights, and improve lighting in fitness area.
Fire Logistics/GB
Deferring this project could result in continued water damage.
N/A
N/A
FI RE
386
Project Title:
Project Manager:
Project Location: 12065 W McMillian Map Reference:
Funding Source:
Land Acquisition -
Design & Engineering 6,000 6,000
Capital Equipment -
Contingency -
Total: 60,000 $ - $ - $ - $ - $ - $ 60,000 $
-
Total: 60,000 $ - $ - $ - $ - $ - $ 60,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Fire
Tax Support
Remodel/Renovation
2
9/30/2014 10/1/2013
Station 10 Improvements
Provide for gender separation of firefighter bunk rooms, install new plumbing for fire turn-out gear
extractor/washer, and repair engine bay floor.
Fire Logistics
N/A
N/A
This capital project allows for an extractor on the northwest side of town, eliminating the need for units
to travel to out-of-response areas to wash equipment. It also allows for gender separation in the bunk
rooms.
387
Project Title:
Project Manager:
Project Location: City Hall Map Reference:
Funding Source:
Land Acquisition -
Construction 157,000 60,000 30,000 30,000 20,000 297,000
Capital Equipment -
Other Equipment (one-time) 5,000 5,000
Contingency -
Total: - $ 162,000 $ 60,000 $ 30,000 $ 30,000 $ 20,000 $ 302,000 $
Tax support 162,000 60,000 30,000 30,000 20,000 302,000
-
Total: - $ 162,000 $ 60,000 $ 30,000 $ 30,000 $ 20,000 $ 302,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Operations & Maintenance 15,000 16,000 16,000 16,000 16,000
Total: - $ 15,000 $ 16,000 $ 16,000 $ 16,000 $ 16,000 $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ 15,000 $ 16,000 $ 16,000 $ 16,000 $ 16,000 $
Tax Support
Remodel/Renovation
IT1
9/30/2019 10/1/2015
eGovernment Strategies Implemented
Development of a citizen-centric one-stop shop for all City services including a shopping cart
experience.
Lisa Schoenfelder
City falling farther and farther behind in citizen service delivery via the Web.
May be able to partner with outside agencies, but unlikely. Coordination with all internal City
departments.
Some additional O&M for support of the new system and license maintenance.
388
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction -
Capital Equipment 660,000 660,000 660,000 660,000 660,000 660,000 3,960,000
Other Equipment (one-time)
Contingency -
Total: 660,000 $ 660,000 $ 660,000 $ 660,000 $ 660,000 $ 660,000 $ 3,960,000 $
Tax Support 660,000 660,000 660,000 660,000 660,000 660,000 3,960,000
-
Total: 660,000 $ 660,000 $ 660,000 $ 660,000 $ 660,000 $ 660,000 $ 3,960,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count -
Personnel Services -
Operations & Maintenance -
Total: - $ - $ - $ - $ - $ - $ - $
-
- - - - - - -
Total: - $ - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Adam Reno
Tax Support
Captial Asset (Replacement)
IT1
9/30/2020 10/1/2013
Infrastructure Replacement Fund
Lifecycle replacement of server, network, storage, and phone equipment.
Citywide
Aging equipment increases the risk of data loss, network outages, phone system malfunction, etc.
N/A
Replaces IT equipment at intervals determined by industry standards.
389
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction -
Capital Equipment 600,000 600,000
Contingency -
Total: - $ 606,000 $ - $ - $ - $ - $ 606,000 $
Project Funding Source(s): -
Tax Support 606,000 606,000
-
Total: - $ 606,000 $ - $ - $ - $ - $ 606,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
System maintenance operating budget has been budgeted in the Library's M&O budget. A one-time
equipment expenditure of $6,000 will be needed for a server for a tele-circ system.
Library
Tax Support
Capital Asset (Replacement)
LB1
9/30/2015 10/1/2014
This project is for upgrading the Library's Integrated Library System.
Integrated Library System (ILS) Upgrade
Kevin Booe
Main Library
The Library's integrated library system (online catalog and patron database) will fall behind technology
standards and customer needs and demands.
Coordinate with City IT.
LI BRARY
390
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 921,106 729,398 453,926 744,685 323,328 342,279 3,514,722
Capital Equipment -
Contingency -
Total: 921,106 $ 729,398 $ 453,926 $ 744,685 $ 323,328 $ 342,279 $ 3,514,722 $
Tax Support 921,106 729,398 453,926 744,685 323,328 342,279 3,514,722
-
Total: 921,106 $ 729,398 $ 453,926 $ 744,685 $ 323,328 $ 342,279 $ 3,514,722 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Denise McNeeley
Library
Tax Support
Major R&M
LB1
09/30/2019 10/01/2013
Major R&M
This project is for the annual repair and maintenance of existing Library facilities. Projects will include
parking lot repairs, electrical upgrades, interior painting, sidewalk replacement, HVAC upgrades,
elevator upgrades, carpet tile replacements, plumbing upgrades, door/window upgrades, safety
upgrades, sign replacements, etc.
All Libraries
If the existing facilities are not maintained in accordance with safety standards and ADA requirements,
citizen safety at the Library could be threatened. Additionally, there are concerns over increased costs
and possible facilities closures, as well as liability concerns.
The Library will coordinate with Public Works, Parks & Recreation, and other City departments to
consolidate some project bids as appropriate to gain economy-of-scale pricing.
Outside of the request for capital funding, there is no additonal operating need.
391
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Capital Equipment -
Contingency -
Total: 354,000 $ - $ - $ - $ - $ - $ 354,000 $
Tax Support 354,000 354,000
-
Total: 354,000 $ - $ - $ - $ - $ - $ 354,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ 8,400 $ 8,400 $ 8,400 $ 8,400 $ 8,400 $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ 8,400 $ 8,400 $ 8,400 $ 8,400 $ 8,400 $
The project will add cost to base for operation and maintenance.
Parks & Recreation
Tax Support
1
9/30/2014 10/1/2013
Installation of landscaping along 30th St from Fairview to Main St and Pleasanton to State St.
30th Street/ACHD Partnership
Wendy Larimore
30th St, Fairview to State St
Delaying the installation of landscape will cause a gap in the completion of the 30th St roadway
construction. Costs for construction and materials continue to rise.
Coordination will occur among Boise Public Works, ACHD, Veterans Park Neighborhood Association.
PARKS & RECREATI ON
392
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 1,350,000 1,350,000
Capital Equipment -
Contingency -
Total: 1,500,000 $ - $ 69,146 $ - $ - $ - $ 1,569,146 $
Donations 1,500,000 1,500,000
Total: 1,500,000 $ - $ 69,146 $ - $ - $ - $ 1,569,146 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count 1.00
Personnel Services 124,233 127,339 130,522 133,785
Operations & Maintenance 39,800 39,800 39,800 39,800
Total: - $ - $ 164,033 $ 167,139 $ 170,322 $ 173,585 $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ 164,033 $ 167,139 $ 170,322 $ 173,585 $
Parks & Recreation
Donations
2
9/30/2015 10/1/2013
Construction of a community center.
2995 N Five Mile, Five Mile at Ustick
Comba Park Community Center - Construction
Unknown
Delay will reduce capability to meet growing community demands and needs. Costs for construction
and materials continue to rise.
Meridian School District #2, West Valley Neighborhood Association.
393
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Capital Equipment -
Contingency -
Total: 500,000 $ - $ - $ - $ - $ - $ 500,000 $
Donations 500,000 500,000
-
Total: 500,000 $ - $ - $ - $ - $ - $ 500,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ 17,500 $ 17,500 $ 17,500 $ 17,500 $ 17,500 $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ 17,500 $ 17,500 $ 17,500 $ 17,500 $ 17,500 $
Certain project elements will increase base operating and maintenance costs.
Parks & Recreation
Donations
Remodel/Renovation
3
9/30/2014 10/1/2013
Project consists of continuing to implement the park's Master Plan, including removal and
revegetation of the river roadway, construction of a central plaza on the alley, and the addition of two
picnic shelters, restroom facilities on the east end of the park, security lighting, and a park-wide
informational sign package. Costs will include architectural and engineering fees, construction, all
required permitting fees, and site repairs.
The grant application for a Cancer Survivor Plaza from the Richard and Annette Bloch Foundation
has been finalized and grant disbursements have begun. The Cancer Survivor Plaza will be located on
the east end of the park. The grant includes $900,000 for construction, distributed in three separate
installments at designated project milestones, and $100,000 for an endowment to help cover
maintenance costs.
J ulia Davis Park - Additional Amenities
Toby Norton
700 N Capitol Blvd
Delay may inhibit the partners' ability to run a successful capital campaign. Costs increases for
construction and materials.
It varies by project element.
PARKS & RECREATI ON
394
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 1,618,330 1,695,098 3,313,428
Capital Equipment -
Contingency -
Total: 1,618,330 $ 1,695,098 $ - $ - $ - $ - $ 3,313,428 $
Tax Support 1,618,330 1,695,098 3,313,428
-
Total: 1,618,330 $ 1,695,098 $ - $ - $ - $ - $ 3,313,428 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Tom Governale
Parks & Recreation
Tax Support
Remodel/Renovation
PK1
9/30/2014 10/1/2013
Major R&M
Provide for annual repairs to existing parks, facilities, and amenities throughout the park system
including the Zoo, Boise Depot, and Idaho IceWorld. Projects could include systemwide signage
upgrades, pump and well repairs, asphalt repair, building repair, roof repair, contrete repair, greenbelt
repairs, tennis and basketball court renovation, irrigation, ADA compliance upgrades, swimming pool
repairs, playground repairs, Ridge-to-Rivers trail repairs, and renovations to neighborhood and
community centers.
Various
The project is necessary for the preservation and safety of park and recreation facilities. Repairs must
be performed in a timely and proactive manner in order to prolong the life of the facilities and to
preserve public safety. Costs will escalate over time if repairs are delayed and not performed in a
timely manner.
Parks will work with Public Works when possible. There may be limited opportunity for partnerships
and volunteers to help mitigate certain project costs.
N/A
395
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Design & Engineering 250,000 250,000 500,000
Construction -
Capital Equipment -
Contingency -
Total: 250,000 $ 250,000 $ - $ - $ - $ - $ 500,000 $
Tax Support 250,000 250,000 500,000
-
Total: 250,000 $ 250,000 $ - $ - $ - $ - $ 500,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
The project is for design only and will not increase cost to the base for operation and maintenance for
this phase.
Parks & Recreation
Tax Support
4
9/30/2015 10/1/2013
Design services for Phase 2 development, including downstream additions of drop features, jetties, and
boat access points, as well as Farmers' Union diversion rehabilitation and river bank naturalization.
River Recreation Park Phase 2 Design
Wendy Larimore
Pleasanton Ave
Cost increases for engineering construction and materials continue to rise. Delay will not help realize
potential revenue capture from project's community travel and tourism benefits.
Boise Public Works, Garden City, Irrigation Companies, ACHD, Corps of Engineers, Idaho Department
of Water Resources, Simplot family.
PARKS & RECREATI ON
396
Project Title:
Project Manager:
Project Location: 1225 S Federal Way, Federal Way and Kootenai Map Reference:
Funding Source:
Land Acquisition -
Construction 400,000 400,000 800,000
Capital Equipment -
Contingency -
Total: 400,000 $ 400,000 $ - $ - $ - $ - $ 800,000 $
Tax Support 400,000 400,000 800,000
-
Total: 400,000 $ 400,000 $ - $ - $ - $ - $ 800,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ 7,500 $ 7,500 $ 7,500 $ 7,500 $ 7,500 $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ 7,500 $ 7,500 $ 7,500 $ 7,500 $ 7,500 $
Parks & Recreation
Tax Support
5
9/30/2015 10/1/2013
This project provides for development of new neighborhood park facilities, including green-up,
playground, tennis courts, shelter, and restrooms.
Terry Day Park - Green-Up and Amenities
Kelly Burrows
Boise Public Works, Irrigation Company, ACHD, The Depot Bench Neighborhood Association.
397
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 220,000 300,000 400,000 400,000 1,320,000
Capital Equipment -
Contingency -
Total: 220,000 $ 300,000 $ 400,000 $ 400,000 $ - $ - $ 1,320,000 $
Tax Support 220,000 300,000 400,000 400,000 1,320,000
-
Total: 220,000 $ 300,000 $ 400,000 $ 400,000 $ - $ - $ 1,320,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ 22,000 $ 44,000 $ 66,000 $ 88,000 $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ 22,000 $ 44,000 $ 66,000 $ 88,000 $
N/A
Approximately $22,000 annually for facility, landscaping and bullet trap maintenance.
Police
Tax Support
Remodel/Renovation
PD1
4/30/2017 4/1/2013
Design and construction of site improvements to bring the Police Shooting Range up to required
industry and environmental standards, including improving and widening the road from Mountain Cove
Rd to the Range, producing enough water onsite for two hours of fire suppression, reorienting the rifle
range to run parallel to the adjacent walking trail, providing landscaping to mitigate the range noise
experienced by adjacent neighborhoods and trail users and to reduce fire danger, installing rubber-filled
bullet traps to eliminate stray bullets. and creating a water filtration system to ensure all water leaving
the range is free from lead. The department intends to improve the environmental efficiency of the
range by using recycled tires as part of the bullet traps and drought-resistant native landscaping,
reusing existing buildings, retrofitting buildings with efficient lighting, and recycling the steel box car.
BPD Shooting Range
Mandy Pomeroy
Shooting Range Site Improvements
If this project is deferred, the City will be unable to fulfill its obligation to nearby residents and trail users
to mitigate noise, safety concerns, and fire danger.
397
399
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 22,500 22,500 22,500 22,500 22,500 22,500 135,000
Capital Equipment -
Contingency -
Total: 22,500 $ 22,500 $ 22,500 $ 22,500 $ 22,500 $ 22,500 $ 135,000 $
Trust Fund 22,500 22,500 22,500 22,500 22,500 22,500 135,000
-
Total: 22,500 $ 22,500 $ 22,500 $ 22,500 $ 22,500 $ 22,500 $ 135,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Operations & Maintenance 250 500 750 1,000 1,250 1,500
Total: 250 $ 500 $ 750 $ 1,000 $ 1,250 $ 1,500 $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: 250 $ 500 $ 750 $ 1,000 $ 1,250 $ 1,500 $
Trust Fund
Public Works Capital Asset (Growth)
City Street Light Trust
This request provides for the installation of street lights in situations where funds were previously
deposited in the City Street Light Trust Fund for future lighting. This occurs when future infrastructure
improvements are planned, when power is not available, or when other situations exist that make
installation of the street lights at the time of development impractical. Street lights are installed as
power becomes available, the infrastructure is completed, or the other circumstances are resolved.
PS1
10/01/2014 09/30/2019
Continued lack of street lighting benefits (primarily safety and security). Continued obligation.
Staff evaluates potential projects annually to coordinate with ACHD projects, development projects, etc.
Estimates are based on five lights per year. Utility cost estimates are based on 80 watt LED fixtures at
current Idaho Power rates. Repair and maintenance estimates are best estimates based on system
history.
Rob Bousfield
Various
PUBLI C WORKS
400
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 20,000 20,000 20,000 20,000 20,000 20,000 120,000
Capital Equipment -
Contingency -
Total: 20,000 $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 120,000 $
Trust Fund 20,000 20,000 20,000 20,000 20,000 20,000 120,000
-
Total: 20,000 $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 120,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Operations & Maintenance 400 800 1,200 1,600 2,000 2,400
Total: 400 $ 800 $ 1,200 $ 1,600 $ 2,000 $ 2,400 $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: 400 $ 800 $ 1,200 $ 1,600 $ 2,000 $ 2,400 $
Trust Fund
County Street Light Trust
This request provides for the installation of street lights in newly annexed areas where funds have been
previously deposited in the County Street Light Trust Fund for future lighting. This occurs when
residential development occurs inside of the impact area (but outside of the city limits) and the
developer elects to deposit funds in the trust in lieu of constructing the street lights at the time of
development. Street lights are installed utilizing these trust funds as these areas are annexed. This
budget will cover additional lights for smaller annexations, but large annexations may require a separate
budget allocation that can also be funded by the trust fund.
PS1
10/1/2014 9/30/2019
Continued lack of street lighting benefits (primarily safety and security). Continued obligation.
New lights will be coordinated with the smaller annexations.
Estimates are based on ten lights per year. Utility cost estimates are based on 50-watt LED fixtures at
current Idaho Power rates. Repair and maintenance history are best estimates based on system
history.
Rob Bousfield
Various
401
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 656,200 843,400 903,600 535,900 814,800 808,200 4,562,100
Capital Equipment -
Contingency -
Total: 656,200 $ 843,400 $ 903,600 $ 535,900 $ 814,800 $ 808,200 $ 4,562,100 $
Tax Support 656,200 843,400 903,600 535,900 814,800 808,200 4,562,100
-
Total: 656,200 $ 843,400 $ 903,600 $ 535,900 $ 814,800 $ 808,200 $ 4,562,100 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Public Works
Tax Support
Major R&M
GB1
9/30/2019 10/1/2014
This project provides for major repair, maintenance, and scheduled replacement projects to maintain all
City buildings under Public Works Government Buildings Division purview. This does not specifically
budget for equipment failures, although it would provide for those contingencies by rescheduling some
projects.
Deferring this project or parts thereof increases the likelihood of equipment failure and allows City
facilities to become under-maintained, both of which will require unbudgeted funding to correct
deficiencies.
Individual projects will be coordinated with other projects and City operations.
There is minimal O&M impact from these projects.
Government Buildings Major R&M
Scott Canning
Government Building Facilities
PUBLI C WORKS
402
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 24,000 24,000 24,000 24,000 24,000 24,000 144,000
Capital Equipment -
Contingency -
Total: 24,000 $ 24,000 $ 24,000 $ 24,000 $ 24,000 $ 24,000 $ 144,000 $
Tax Support 24,000 24,000 24,000 24,000 24,000 24,000 144,000
-
Total: 24,000 $ 24,000 $ 24,000 $ 24,000 $ 24,000 $ 24,000 $ 144,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Operations & Maintenance 1,200 2,400 3,600 4,800 6,000 7,200
Total: 1,200 $ 2,400 $ 3,600 $ 4,800 $ 6,000 $ 7,200 $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: 1,200 $ 2,400 $ 3,600 $ 4,800 $ 6,000 $ 7,200 $
Tax Support
Public Safety Lighting
Provide continuation of the program for street lighting improvements where requested by residents,
police, etc. Public Works staff is often contacted requesting additional street lights not related to new
development, and with the exception of neighborhood reinvestment grants (for the larger requests), this
is the only budget to fund such lights. Requests are screened for conformance to City street light
placement standards and prioritized by criteria such as road classification, pedestrian conflicts and
concentrations, etc. Where existing Idaho Power poles exist, lights are added as Idaho Power-owned
lights on the existing poles.
PS1
10/1/2014 9/30/2019
Continued lack of street lighting benefits (primarily safety and security).
N/A
The estimates are based on twelve 50-watt LED lights (typical for residential areas usually addressed
under this program). In addition, five lights are estimated to be added as Idaho Power-owned lights on
existing power poles. Estimates for power costs are based on current Idaho Power rates, and additional
repair and maintenance costs are based on recent history.
Rob Bousfield
Various
AI RPORT
GEOTHERMAL
SEWER
SOLI D WASTE
ENTERPRI SE FUND
PROJ ECTS
405
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Capital Equipment -
Contingency -
Total: 50,000 $ - $ - $ - $ - $ - $ 50,000 $
Operating Cash Flow 50,000 50,000
-
Total: 50,000 $ - $ - $ - $ - $ - $ 50,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Operating Cash Flow
Remodel/Renovation
1
9/30/2014 10/1/2013
The airfield maintenance facility (buildings A-C) is the primary facility for storing airfield maintenance
equipment as well as the Airfield Maintenance Specialists team. This project will fund a much needed
re-alignment/reallocation of the Airfield Maintenance facility which will enable the Airfield Maintenance
Team to better utilize the facility. Additional work space will be provided so that the Specialist staff can
have computer work space and work stations to facilitate computer-based training and research, as well
as email correspondence. Meeting space will be established separate from the kitchen/break room
facility, which is the current meeting space area. Additional restroom facilities will be added to this
project as the current single bathroom is not sufficient.
Continued under-utilization of existing space, inefficient work space and work flow.
Airfield - SRE Building
Matt Petaja
Airfield Maintenance Facility Remodel
N/A
N/A
AI RPORT
406
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Design & Engineering 135,000 168,750 237,187 540,937
Construction 585,000 861,250 1,165,813 2,612,063
Capital Equipment -
Contingency -
Total: 720,000 $ - $ 1,030,000 $ - $ 1,403,000 $ - $ 3,153,000 $
Operating Cash Flow 45,000 64,375 87,688 197,063
Grants 675,000 965,625 1,315,312 2,955,937
Total: 720,000 $ - $ 1,030,000 $ - $ 1,403,000 $ - $ 3,153,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Grant
Major R&M
2
9/30/2014 10/1/2013
This FAA-funded project consists of milling off deteriorated pavement and overlaying the apron to
improve pavement quality and load carrying capacity.
Deferring the project will allow further deterioration of the pavement and increase maintenance costs.
This would impact Airport and tenant operations.
Airfield Aprons
Matt Petaja
Apron Pavement Rehabilitation
N/A
N/A
407
Project Title:
Project Manager:
Project Location: Terminal Map Reference:
Funding Source:
Land Acquisition -
Construction 2,000,000 2,000,000
Capital Equipment -
Contingency -
Total: 2,300,000 $ - $ - $ - $ - $ - $ 2,300,000 $
Grants 2,185,000 2,185,000
Total: 2,300,000 $ - $ - $ - $ - $ - $ 2,300,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Grant
Remodel/Renovation
3
9/30/2014 10/1/2013
This TSA-funded project consists of upgrades and major modifications to the Airport baggage system to
make it compatible with new TSA baggage screening equipment.
Deferring the project would force TSA to discontinue their equipment replacement, as the existing
screening equipment has reach the end of its normal service life. Delays in replacing the screening
equipment could degrade baggage screening operations and customer service.
Matt Petaja
Baggage System Upgrades/Modifications
N/A
N/A
AI RPORT
408
Project Title:
Project Manager:
Project Location: Other Map Reference:
Funding Source:
Land Acquisition -
Construction 20,000 20,000 40,000
Capital Equipment -
Contingency -
Total: - $ 25,000 $ - $ 25,000 $ - $ - $ 50,000 $
Operating Cash Flow 25,000 25,000 50,000
-
Total: - $ 25,000 $ - $ 25,000 $ - $ - $ 50,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Operating Cash Flow
Remodel/Renovation
TBD
9/30/2015 10/1/2014
This project consists of removal or demolition of vacant surplus buildings from Airport properties.
If this project were deferred, the vacant buildings would remain, making it more difficult to market the
properties for redevelopment.
Matt Petaja
Building Demolition
N/A
N/A
409
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 60,000 60,000 120,000
Capital Equipment -
Contingency -
Total: 60,000 $ 60,000 $ - $ - $ - $ - $ 120,000 $
-
Total: 60,000 $ 60,000 $ - $ - $ - $ - $ 120,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Operating Cash Flow
Remodel/Renovation
3
9/30/2015 10/1/2013
This project consists of replacement of deteriorated carpet throughout the terminal and concourses.
Deferring the project will deteriorate the terminal appearance and increase maintenance costs.
Matt Petaja
Carpet Replacement - Terminal
N/A
N/A
AI RPORT
410
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 20,000 20,000 20,000 60,000
Capital Equipment -
Contingency -
Total: 20,000 $ 20,000 $ 20,000 $ - $ - $ - $ 60,000 $
-
Total: 20,000 $ 20,000 $ 20,000 $ - $ - $ - $ 60,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Operating Cash Flow
Major R&M
4
9/30/2015 10/1/2013
This ongoing project consists of replacing broken terrazzo floor tile and adding expansion joints in
Concourse B.
Deferring the project would create a noticeable deterioration in floor appearance and would require a
more extensive floor replacement project in the future.
Terminal - Concourse B
Matt Petaja
Concourse B Tile Repair
N/A
N/A
411
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 500,000 500,000 1,000,000
Capital Equipment -
Contingency -
Total: 500,000 $ 500,000 $ - $ - $ - $ - $ 1,000,000 $
Operating Cash Flow 500,000 500,000 1,000,000
-
Total: 500,000 $ 500,000 $ - $ - $ - $ - $ 1,000,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Operating Cash Flow
N/A
9/30/2015 10/1/2013
This is a generic project that will be used to fund economic development, such as expansion of
infrastructure needed for businesses to locate and grow around the Airport.
If deferred, the Airport may miss out on expanding economic development opportunities available within
the community.
Matt Petaja
Economic Development
N/A
N/A
TBD
AI RPORT
412
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Capital Equipment -
Contingency -
Total: 60,000 $ - $ - $ - $ - $ - $ 60,000 $
-
Total: 60,000 $ - $ - $ - $ - $ - $ 60,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Operating Cash Flow
Remodel/Renovation
3
9/30/2014 10/1/2013
Upgrade and enhance the EOC and the related conference rooms.
Poorer response to emergencies, and loss of rental business of the conference rooms.
See operational impacts above. Fiscal impact of one-time equipment cost, and then replacement on a
normal equipment lifecycle (4 years for PCs, laptops, etc., 5 years for the TVs and projectors).
We may be able to take advantage of an economy of scale by lumping these projects together.
Emergency Operations Center/Conf Rm Improvement
Matt Petaja
413
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 1,105,000 1,105,000
Capital Equipment -
Contingency -
Total: 1,200,000 $ - $ - $ - $ - $ - $ 1,200,000 $
Operating Cash Flow 1,200,000 1,200,000
-
Total: 1,200,000 $ - $ - $ - $ - $ - $ 1,200,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Operating Cash Flow
Major R&M
3
9/30/2014 10/1/2013
This project consists of removing damaged terrazzo flooring in the rotunda, sealing the concrete slab,
and replacing it with a combination of carpet and terrazzo flooring. This project also includes
replacement of the rotunda artwork.
If this project were deferred, the rotunda flooring will continue to deteriorate and degrade the
appearance of the terminal.
Terminal - Rotunda
Matt Petaja
Floor Rehabilitation - Rotunda
N/A
N/A
AI RPORT
414
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Capital Equipment -
Contingency -
Total: - $ 120,000 $ - $ - $ - $ - $ 120,000 $
-
Total: - $ 120,000 $ - $ - $ - $ - $ 120,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Operating Cash Flow
Remodel/Renovation
4
9/30/2015 10/1/2014
This project consists of extending the passenger loading bridge at Gate 21, which will provide more
area for aircraft parking and allow airlines to operate larger aircraft. The increased spacing will meet
the airline standards for safety areas between parked aircraft.
If this project were deferred, aircraft parking at the concourse would be restricted to smaller aircraft,
which may impact airline operations.
Gate 21 Loading Bridge Extension
Matt Petaja
N/A
N/A
415
Project Title:
Project Manager:
Project Location: Airfield Map Reference:
Funding Source:
Land Acquisition -
Construction 215,000 215,000 280,000 710,000
Capital Equipment -
Contingency -
Total: 260,000 $ 260,000 $ 340,000 $ - $ - $ - $ 860,000 $
-
Total: 260,000 $ 260,000 $ 340,000 $ - $ - $ - $ 860,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Operating Cash Flow
Remodel/Renovation
12
9/30/2015 10/1/2013
This project consists of reconstruction of apron pavements used by general aviation users.
Deferring the project will allow further deterioration of the pavement and increase maintenance costs.
Rehabilitation of these pavements has already been deferred for several years in order to complete
projects of a higher priority.
General Aviation Pavement Rehabilitation
Matt Petaja
N/A
N/A
AI RPORT
416
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 130,000 24,000 154,000
Capital Equipment -
Contingency -
Total: 160,000 $ 30,000 $ - $ - $ - $ - $ 190,000 $
-
Total: 160,000 $ 30,000 $ - $ - $ - $ - $ 190,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Operating Cash Flow
13
9/30/2015 10/1/2013
This project consists of planning, design, permitting, and installing an industrial well for the terminal
HVAC operations and landscape watering.
Deferring the project would defer the energy and water savings that will be realized from this
sustainability project.
Industrial Well for HVAC and Landscape
Matt Petaja
N/A
N/A
417
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 100,000 100,000 200,000 400,000
Capital Equipment -
Contingency -
Total: 100,000 $ 100,000 $ 200,000 $ - $ - $ - $ 400,000 $
-
Total: 100,000 $ 100,000 $ 200,000 $ - $ - $ - $ 400,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Operating Cash Flow
3
9/30/2015 10/1/2013
Development of utility infrastructure (power, gas, water, communications, and stormwater) to support
Airport and Airport tenant operational needs.
If this project were deferred, the Airport and tenant expansion would not be able to proceed.
Implementation of new technology would not be possible without the infrastructure development. The
Airport would not be able to meet customer needs or develop Airport properties.
Commercial Property
Infrastructure Development
Matt Petaja
N/A
N/A
AI RPORT
418
Project Title:
Project Manager:
Project Location: TBD Map Reference:
Funding Source:
Land Acquisition 250,000 250,000
Construction -
Capital Equipment -
Contingency -
Total: 250,000 $ - $ - $ - $ - $ - $ 250,000 $
-
Total: 250,000 $ - $ - $ - $ - $ - $ 250,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Operating Cash Flow
TBD
9/30/2014 10/1/2013
This project consists of purchasing properties adjacent to the Airport, if available, for future Airport
development.
If this project were deferred and properties adjacent to the Airport became available, the Airport could
miss an opportunity to obtain properties for future Airport development.
Land Acquisition
Matt Petaja
N/A
N/A
419
Project Title:
Project Manager:
Project Location: TBD Map Reference:
Funding Source:
Land Acquisition 2,000,000 2,000,000
Construction -
Capital Equipment -
Contingency -
Total: 2,000,000 $ - $ - $ - $ - $ - $ 2,000,000 $
Grants 2,000,000 2,000,000
-
Total: 2,000,000 $ - $ - $ - $ - $ - $ 2,000,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Grant
TBD
9/30/2014 10/1/2013
This project consists of acquisition of houses that are impacted by noise.
If this project is deferred, the City may forego discretionary grant funding opportunities that will help
mitigate Airport noise complaints.
Land Acquisition - Noise Abatement
Matt Petaja
N/A
N/A
AI RPORT
420
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 80,000 80,000 100,000 100,000 360,000
Capital Equipment -
Contingency -
Total: 80,000 $ 80,000 $ 100,000 $ 100,000 $ - $ - $ 360,000 $
Operating Cash Flow 80,000 80,000 100,000 100,000 360,000
-
Total: 80,000 $ 80,000 $ 100,000 $ 100,000 $ - $ - $ 360,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Operating Cash Flow
Major R&M
5
9/30/2015 10/1/2013
This nongrant-funded project consists of replacing deteriorated pavements on the airfield (roads,
shoulders, aprons).
If this project is deferred, there will be increased maintenance costs to sweep up debris and an increase
in the risk of maintenance vehicle engine damage.
Miscellaneous Paving
Matt Petaja
N/A
N/A
421
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Capital Equipment -
Contingency -
Total: - $ 80,000 $ - $ - $ - $ - $ 80,000 $
-
Total: - $ 80,000 $ - $ - $ - $ - $ 80,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Operating Cash Flow
Remodel/Renovation
3
9/30/2015 10/1/2014
Operations center remodel/upgrades (video wall, notifications).
Continued under-utilization of existing space, inefficient work space and work flow.
Operations Remodel/Video Wall Upgrade
Matt Petaja
N/A
N/A
AI RPORT
422
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Capital Equipment -
Contingency -
Total: 250,000 $ - $ - $ - $ - $ - $ 250,000 $
-
Total: 250,000 $ - $ - $ - $ - $ - $ 250,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Operating Cash Flow
Remodel/Renovation
3
9/30/2014 10/1/2013
Replace the Airport's aging public address system.
Not addressing this project increases the risk of another system failure; and due to the unavailability of
parts and expertise for our old model, it may be unrepairable. PA system failure would make it more
difficult or impossible for tenants to run their businesses and provide service for our customers and
citizens. We could face reprimand or fines from the FAA if the system fails.
PA System Upgrade
Matt Petaja
Depending on the vendor we select, we may be able to utilize some existing Com-Net equipment.
N/A
423
Project Title:
Project Manager:
Project Location: Parking Map Reference:
Funding Source:
Land Acquisition -
Capital Equipment -
Contingency -
Total: 200,000 $ - $ - $ - $ - $ - $ 200,000 $
-
Total: 200,000 $ - $ - $ - $ - $ - $ 200,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Operating Cash Flow
Remodel/Renovation
6
9/30/2014 10/1/2013
This project consists of reconstructing long-term surface parking and making improvements to the exit
plaza.
If this project is deferred, the pavement will continue to deteriorate, maintenance costs will increase,
and customer service will begin to decrease.
Parking Lot Reconstruction
Matt Petaja
N/A
N/A
AI RPORT
424
Project Title:
Project Manager:
Project Location: Parking Map Reference:
Funding Source:
Land Acquisition -
Construction 2,000,000 2,000,000
Capital Equipment -
Contingency -
Total: - $ 2,000,000 $ - $ - $ - $ - $ 2,000,000 $
Operating Cash Flow 2,000,000 2,000,000
-
Total: - $ 2,000,000 $ - $ - $ - $ - $ 2,000,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Operating Cash Flow
Remodel/Renovation
7
9/30/2015 10/1/2014
Replace the Airport parking revenue control system (PARCS).
System reliability could decline, which could impact the ability to process customers through the system
in a timely manner, and/or the controls for collecting and reporting parking revenues could be
compromised.
Parking Revenue Control System (PARCS)
Matt Petaja
The Information Technology Department will be looped into this project, but it will be completed as a
turnkey system (RFP based).
If the system is not replaced, the main impact on operations could be higher O&M costs as more
components would need replacing. Airport has sufficient cash reserves to fund this project.
425
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Capital Equipment -
Contingency -
Total: 60,000 $ - $ - $ - $ - $ - $ 60,000 $
-
Total: 60,000 $ - $ - $ - $ - $ - $ 60,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Operating Cash Flow
Project Update
3
9/30/2014 10/1/2013
This project consists of installing a new voice over internet protocol phone system.
Deferring the project will result in the Airport's using an older technology, on a different platform, than
other City departments.
Phone System Voice Over Internet Protocol (VOIP)
Matt Petaja
N/A
N/A
AI RPORT
426
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 120,000 100,000 220,000
Capital Equipment -
Contingency -
Total: 120,000 $ 100,000 $ - $ - $ - $ - $ 220,000 $
-
Total: 120,000 $ 100,000 $ - $ - $ - $ - $ 220,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Operating Cash Flow
Remodel/Renovation
3
9/30/2015 10/1/2013
This project consists of upgrading the main electrical switch gear for the terminal building to provide
redundancy in case of equipment failure. The project also includes consolidation of power service for
Concourse B into the main terminal.
If this power redundancy project is deferred, we will continue to be at-risk for major power outages as
the equipment ages. If deferred, the Airport will not realize the cost savings and efficiency of being on a
single electrical system.
Power Consolidation/Redundancy
Matt Petaja
N/A
N/A
427
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 37,000 35,000 - - - - 72,000
Capital Equipment -
Equipment (one-time) -
Contingency -
Total: 37,000 $ 35,000 $ - $ - $ - $ - $ 72,000 $
Tax Support 37,000 35,000 - - - - 72,000
-
Total: 37,000 $ 35,000 $ - $ - $ - $ - $ 72,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Karen Bubb
Airport
Tax Support
TBD
09/30/2015 10/01/2013
Public Art
Airport
The Airport is in constant contact with community partners to ensure maximum coordination efforts.
Fiscal and operating impact is addressed on a two-year basis within the Airport operating budget,
according to growth and needs of the collection.
AI RPORT
428
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Capital Equipment -
Contingency -
Total: 310,000 $ - $ - $ - $ - $ - $ 310,000 $
Grants 239,062 239,062
Total: 310,000 $ - $ - $ - $ - $ - $ 310,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Grant
Project Update
14
9/30/2014 10/1/2013
This FAA-funded project consists of relocating the airfield vehicle service road (VSR) outside the
taxiway object-free area to comply with FAA design standards.
Deferring this project would risk the FAA's issuing the Airport a letter of correction which could lead to
the closure of the VSR. This would be disruptive to the Airport and tenant operations.
Relocate the Vehicle Service Road (VSR)
Matt Petaja
N/A
N/A
429
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Capital Equipment -
Contingency -
Total: 250,000 $ - $ - $ - $ - $ - $ 250,000 $
CFCs 250,000 250,000
Total: 250,000 $ - $ - $ - $ - $ - $ 250,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
PFCs or CFCs
8
9/30/2014 10/1/2013
This CFC-funded project consists of installing CCTV cameras and system to monitor and record rental
car areas.
If this project were deferred, the rental car companies would not have CCTV coverage of their areas.
The rental car companies have reported theft and damage to their vehicle fleet. This project would help
deter and resolve these activities.
Rental Car CCTV System
Matt Petaja
Rental car managers have requested a stand-alone system which they will be able to access from their
computer workstations. The managers do not want this CCTV system linked with the security system
where they will need assistance from Airport operations to access video.
N/A
AI RPORT
430
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 80,000 240,000 320,000
Capital Equipment -
Contingency -
Total: 100,000 $ - $ 300,000 $ - $ - $ - $ 400,000 $
-
Total: 100,000 $ - $ 300,000 $ - $ - $ - $ 400,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Operating Cash Flow
Remodel/Renovation
15
9/30/2014 10/1/2013
This project consists of reconstructing the roads owned by the Airport but used by the public (tenants
and customers).
Deferring this project will allow continued deterioration of the public roadways, increased maintenance
costs, and deterioration of customer service.
Parking and Roads
Roadway Rehabilitation
Matt Petaja
N/A
N/A
431
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 25,000 25,000 100,000 150,000
Capital Equipment -
Contingency -
Total: 25,000 $ 25,000 $ 100,000 $ - $ - $ - $ 150,000 $
-
Total: 25,000 $ 25,000 $ 100,000 $ - $ - $ - $ 150,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Operating Cash Flow
Project Update
9
9/30/2015 10/1/2013
This project consists of replacing nonstandard fencing and gates to comply with TSA standards.
If this project were deferred, the fence upgrade project would be delayed. As long as the Airport
continues to make progress at upgrading the security fence, TSA will not give the Airport a corrective
notice.
Security Fencing/Gate Development
Matt Petaja
N/A
N/A
AI RPORT
432
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 3,033,125 3,033,125
Capital Equipment -
Contingency -
Total: - $ 3,530,000 $ - $ - $ - $ - $ 3,530,000 $
Grants 3,309,375 3,309,375
Total: - $ 3,530,000 $ - $ - $ - $ - $ 3,530,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Grant
Project Update
3
9/30/2015 10/1/2014
Upgrade/replace existing access control and CCTV systems. The current security system lacks full
functionalityunreliable hardware and software could lead to a systems crash and/or produce
unreliable output. Original hardware for CCTV system is at least 10 years old. In addition, CCTV
cameras Airport-wide are failing and will need to be replaced as they stop working. Resolution recalls
requirements set years ago, and standards established in the Airport Security Program are no longer
being met. Current access control and CCTV systems function separately, causing a disjointed end
user experience and faulty components to secure Airport restricted areas (malfunctioning camera
callups, broken or poor resolution cameras, no analytics or external alerts). The existing database is
filling up due to poor expansion planning and needs an upgrade to meet Airport needs.
Potential for CCTV system failure site-wide. Potential for critical cameras to fail and be impossible to
replace due to old technologies and cameras being unobtainable.
Security System Upgrade
Matt Petaja
Coordination with TSA and IT to develop a detailed scope to replace current system and implement a
new, more robust, feature rich system.
Savings in labor to maintain current system.
433
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Capital Equipment -
Contingency -
Total: 100,000 $ - $ - $ - $ - $ - $ 100,000 $
-
Total: 100,000 $ - $ - $ - $ - $ - $ 100,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Operating Cash Flow
Remodel/Renovation
16
9/30/2014 10/1/2013
This project consists of replacing Airport street lights with high-efficient light fixtures.
If this project were deferred, the Airport would not reduce its energy use and costs.
Street Light Replacement
Matt Petaja
N/A
N/A
AI RPORT
434
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 1,649,066 1,250,000 2,899,066
Capital Equipment -
Contingency -
Total: 1,985,125 $ 1,525,000 $ - $ - $ - $ - $ 3,510,125 $
Grants 1,861,000 1,429,687 3,290,687
Total: 1,985,125 $ 1,525,000 $ - $ - $ - $ - $ 3,510,125 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Grant
Remodel/Renovation
10
9/30/2015 10/1/2013
This FAA-funded project will rehabilitate and re-align the west end of Taxiway K and J to comply with
FAA standards for object-free area clearance, and it will improve pavement quality.
If this project were deferred, the taxiway pavement will continue to deteriorate and require more
extensive reconstruction. Non-compliance with FAA standards could lead to a letter of correction from
the FAA and closure of the taxiway to public use.
Airfield - Taxiway
Taxiway Pavement Rehabilitation
Matt Petaja
N/A
N/A
435
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 50,000 50,000 100,000 200,000
Capital Equipment -
Contingency -
Total: 50,000 $ 50,000 $ 100,000 $ - $ - $ - $ 200,000 $
-
Total: 50,000 $ 50,000 $ 100,000 $ - $ - $ - $ 200,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Operating Cash Flow
Project Update
3
9/30/2015 10/1/2013
Project consists of improving the terminal landscape irrigation system, converting landscape systems to
more sustainable landscape plantings, and installing a keystone wall.
If this project were deferred, the Airport would not be able to reduce water usage in select areas and
unfinished landscape areas would not be completed.
Terminal Landscape Improvements
Matt Petaja
N/A
N/A
AI RPORT
436
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 80,000 80,000 160,000
Capital Equipment -
Contingency -
Total: - $ 100,000 $ - $ 100,000 $ - $ - $ 200,000 $
-
Total: - $ 100,000 $ - $ 100,000 $ - $ - $ 200,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Operating Cash Flow
Remodel/Renovation
3
9/30/2015 10/1/2014
This project consists of remodeling the terminal and concourse restrooms.
If this project were deferred, the restrooms would continue to deteriorate, as would customer service.
Terminal Restroom Remodel
Matt Petaja
N/A
N/A
437
Project Title:
Project Manager:
Project Location: ARFF Burnpit Map Reference:
Funding Source:
Land Acquisition -
Construction 850,000 655,000 1,505,000
Capital Equipment -
Contingency -
Total: 1,100,000 $ - $ - $ 780,000 $ - $ - $ 1,880,000 $
Grants 1,031,250 731,250 1,762,500
Total: 1,100,000 $ - $ - $ 780,000 $ - $ - $ 1,880,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Grant
Remodel/Renovation
11
9/30/2014 10/1/2013
This FAA-funded project consists of installing a propane simulator at the aircraft rescue and fire fighting
training facility.
The state DEQ has indicated that they may further restrict live fire training using jet fuel in Boise, due to
air quality concerns. This project would reduce emissions by using a cleaner fuel for live fire training. If
this project were deferred, the Fire Department's ability to conduct live fire training could be reduced
significantly.
VALE - Reduced Emissions
Matt Petaja
N/A
N/A
AI RPORT
438
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 40,000 40,000 80,000
Capital Equipment -
Contingency -
Total: 40,000 $ 40,000 $ - $ - $ - $ - $ 80,000 $
-
Total: 40,000 $ 40,000 $ - $ - $ - $ - $ 80,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Airport
Operating Cash Flow
3
9/30/2015 10/1/2013
The project consists of expanding the secure wireless system to the airfield area.
By deferring this project, it delays the Airport's taking advantage of the latest technology. A deferral will
restrict the Airport's ability to disseminate critical information to operations and airlines. It will also
restrict access to the City's network from remote locations, which is becoming more and more important
due to the speed at which information is exchanged in today's environment.
WiFi Infrastructure Development
Matt Petaja
N/A
N/A
439
Project Title:
Project Manager:
Funding Source: Partnership/Leverage Funds
Land Acquisition -
Construction 2,300,000 2,300,000
Capital Equipment -
Contingency 200,000 200,000
Total: 300,000 $ 2,500,000 $ - $ - $ - $ - $ 2,800,000 $
Grants 150,000 800,000 950,000
Partnership/Leverage 75,000 850,000 925,000
Retained Earnings 75,000 850,000 925,000
Total: 300,000 $ 2,500,000 $ - $ - $ - $ - $ 2,800,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Geothermal Boise State University Extension
This project, referred to as the Broadway Avenue Geothermal Extension, will loop the geothermal
system from Boise State University (BSU), north on Broadway Avenue, and connect to the existing
geothermal system located in Front St. This extension includes 4000 linear feet of supply and
connection lines, service lines, valves, vaults, and all cost associated with pipeline extensions. This
project will be constructed in conjunction with the proposed Idaho Transportation Department (ITD)
Broadway Bridge Project and Broadway Ave expansion. Coordination with ITD will reduce costs
associated with paving and bridge modifications.
1
J on Gunnerson
BSU Campus to Existing Geothermal
System
10/1/2014 6/1/2019
There may be a lost opportunity and/or additional costs associated to loop the geothermal system.
Providing additional capacity and improved system hydraulics is a goal of both BSU and City officials.
Coordination with the Idaho Transprtation Department should result in a cost savings as well as reduce
construction impacts to the university and community. This project would be a cooperative effort with
BSU and the Idaho Transportation Department that would provide long-term benefits to BSU and the
City.
Depreciation costs, if applicable, will be incorporated into the O&M budget upon completion of eligible
projects.
GEOTHERMAL
440
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Design & Engineering 10,000 10,000 94,000 10,000 124,000
Construction 80,000 390,000 453,000 113,000 1,036,000
Capital Equipment -
Contingency 10,000 78,000 88,000
Total: - $ 10,000 $ 100,000 $ 562,000 $ 463,000 $ 113,000 $ 1,248,000 $
Retained Earnings 10,000 100,000 562,000 463,000 113,000 1,248,000
-
Total: - $ 10,000 $ 100,000 $ 562,000 $ 463,000 $ 113,000 $ 1,248,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Retained Earnings
Geothermal System Interconnection (Geo Loop)
The project will interconnect legs of the existing geothermal system distribution piping to provide
additional piping loops in the system that will increase hydraulic capacity and provide additional system
reliability. In FY2015, the project will focus on the geothermal supply wellhouses - engineering study -
$10,000 cost estimate to replace the 30-year-old ductile iron piping interconnecting the well houses.
With all the well piping connecting to wellhouse #2 for metering, the system is vulnerable to losing the
ability to pump from any well if there is a failure in any portion of the piping. A preliminary engineering
study will consider the alternatives for replacing the piping and adding alternate methods of supplying
water to the system under different scenarios.
Geothermal Supply Wellhouses, Reserve
Street (Shaw Mtn to Fort) - Mtn Cove - Fort
streets, & Grove St from 9th to 10th, 11th St
(Main St to River St)
2
10/01/2014 9/30/2020
System realibility remains less than optimal, possibly causing new customers to choose other energy
sources for space heating.
The most significant coordination opportunity will be with the new piping being constructed through the
proposed Pioneer Pathway redevelopment, which would also bring geothermal utility service to the
redeveloped area.
Depreciation costs, if applicable, will be incorporated into the M&O budget upon completion of eligible
projects.
J on Gunnerson
441
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Design & Engineering 5,000 5,000 5,000 5,000 5,000 5,000 30,000
Construction 45,000 45,000 45,000 45,000 45,000 45,000 270,000
Capital Equipment -
Contingency -
Total: 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 300,000 $
Retained Earnings 50,000 50,000 50,000 50,000 50,000 50,000 300,000
-
Total: 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 300,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Public Works
Retained Earnings
2
9/30/2019 10/01/2014
Miscellaneous Geothermal Improvements
This project will provide for ongoing geothermal pipeline improvements including corrosion repair
projects and pipeline and service line extensions.
Throughout Geothermal System
The Boise geothermal system is twenty-eight years old. Maintenance of the facilities is a high priority to
keep the system in top operating condition. The City also needs to be able to extend the pipeline when
opportunities for new connections occur.
This project allows the City to respond when building owners request a new geothermal service.
projects.
J on Gunnerson
GEOTHERMAL
442
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 450 8,950 9,400
Capital Equipment -
Contingency -
Total: 450 $ 8,950 $ - $ - $ - $ - $ 9,400 $
Tax Support 450 8,950 9,400
-
Total: 450 $ 8,950 $ - $ - $ - $ - $ 9,400 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Karen Bubb
Public Works
Tax Support
TBD
Public Art - Geothermal
Citywide
The Public Works Department, Geothermal Fund, is in constant contact with community partners to
ensure maximum coordination efforts.
Fiscal and operating impact is addressed on a two-year basis within the Public Works, Geothermal
Fund, operating budget, according to growth and needs of the collection.
10/01/2013 09/30/2015
443
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 4,361,000 4,361,000
Capital Equipment 1,745,000 1,745,000
Contingency 1,745,000 1,745,000
Total: 8,723,000 $ - $ - $ - $ - $ - $ 8,723,000 $
Retained Earnings 8,723,000 8,723,000
-
Total: 8,723,000 $ - $ - $ - $ - $ - $ 8,723,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count 1.00
Total: - $ - $ 150,000 $ 151,250 $ 152,531 $ 153,845 $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ 150,000 $ 151,250 $ 152,531 $ 153,845 $
Retained Earnings
Dixie Drain Compliance Alternative in lieu of Phase 2 Phosphorus Removal
This project is contingent upon approval from the EPA. $500,000 has been previously budgeted for
development of this project concept. The City owns a 49-acre tract of land adjacent to the Dixie Drain in
Parma, Idaho. The City is expecting to partially meet its NPDES compliance requirements for
phosphorus removal for our wastewater treatment plants through the use of offsets at the Dixie Drain.
A portion of the flow from the Dixie Drain would be diverted across our land where it would be treated to
remove phosphorus. The treatment process would include a sedimentation basin, wetland treatment
cells, chemical addition facility, and settling ponds. The treated water would then be returned back to
the drain with significant amounts of phosphorus and suspended solids removed.
1
10/01/2013 09/30/2015
By deferring this project the City would have to install filtration and chemical addition facilities at their
wastewater plants to remove the required amount of phosphorus from the effluent. The capital cost for
the West Boise Wastewater Treatment Facility alone would be approximately $33.268 million with $1.31
million annual O&M costs.
City staff is planning on coordinating wastewater plant improvements based on the outcome of this
project.
Operating costs in FY2016 are for startup and operation of facilities in preparation for meeting permit
conditions.
Paul Zimmerman
Dixie Drain in Parma, Idaho
SEWER
444
Project Title:
Project Manager:
Opportunity for Coordination: N/A
Funding Source:
Land Acquisition -
Construction 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Capital Equipment 75,000 75,000 75,000 75,000 75,000 75,000 450,000
Contingency -
Total: 275,000 $ 275,000 $ 275,000 $ 275,000 $ 275,000 $ 275,000 $ 1,650,000 $
Retained Earnings 275,000 275,000 275,000 275,000 275,000 275,000 1,650,000
-
Total: 275,000 $ 275,000 $ 275,000 $ 275,000 $ 275,000 $ 275,000 $ 1,650,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Retained Earnings
Lander Street Major R&M
This major repair and maintenance project for the Lander Street Wastewater Treatment Facility
(WWTF) includes a variety of critical facility replacements and/or upgrades. Examples include
deteriorating equipment, piping, electrical and control systems, and structures to ensure reliable
treatment and protection of the Citys investments. Much of the Lander Street WWTF is over 50 years
old. Small replacement and rehabilitation projects need to continue and can best be addressed as
individual efforts. Projects will include improvements to effluent quality, flow measurement, fire safety
and plant operator safety, replacement of failing equipment, building structural repairs, improvements to
odor and noise control, and improvements to process control and monitoring equipment that are not
addressed as a separate request.
Lander St. Waste Water Treatment Facility
The plant is old enough that deferral of this type of work could create more costly problems in the future.
Because of the uncertain future of this plant, several major pieces of equipment, including the influent
screens and the UV disinfection equipment, are well past their normal design life. Extraordinary
maintenance, including R&M projects, is the key to keeping Lander Street WWTF operating. Deferral of
R&M work increases the risk of structural and major equipment failures that under current budgeting
strategies would have to be addressed by frequent small, unscheduled requests for funds.
Depreciation costs, if applicable, will be incorporated into the O&M budget upon completion of individual
projects.
Matt Hightree
Public Works Major R&M
2
10/1/2014 9/30/2019
445
Project Title:
Project Manager:
Project Location: City Sewer Service Area Map Reference:
Funding Source:
Land Acquisition -
Capital Equipment -
Total: 750,000 $ - $ - $ - $ - $ - $ 750,000 $
Retained Earnings 750,000 750,000
-
Total: 750,000 $ - $ - $ - $ - $ - $ 750,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Public Works
Retained Earnings
Remodel/Renovation
2
10/1/2019 10/1/2014
Lander Street Trunk Rehabilitation
Rehabilitate 1,230 linear feet of 42-inch diameter sewer trunk line located in the Lander Street
Wastewater Treatment Facility (WWTF).
This is one of the oldest and most critical trunk lines in the sewer collection system. Further delay of this
project will increase the risk of potential failure which could result in costly emergency repairs and
disrupt treatment plant operations.
Engineering will work closely with the plant operations staff for opportunities to coordinate projects.
projects.
J ames Pardy
SEWER
446
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 955,000 955,000 955,000 955,000 955,000 955,000 5,730,000
Capital Equipment -
Contingency -
Total: 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 6,000,000 $
Retained Earnings 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 6,000,000
-
Total: 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 6,000,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Retained Earnings
Miscellaneous Trunk & Lateral Extensions
Projects identified are for trunk and lateral pipelines to serve existing residents, new projects which
support community enhancements, and extensions in advance of or in conjunction with State of Idaho
and Ada County Highway District (ACHD) street and highway projects. All projects will conform to
sewer extension policies adopted by the Public Works Commission (PWC).
Citywide
10/1/2014 9/30/2019
It is possible that a neighborhood in need of sewer might not be served or that additional costs might be
incurred if the work cannot be completed in conjunction with an ACHD or ITD project.
Public Works often partners with developers, ACHD, or ITD on pipeline projects.
Depreciation costs will be incorporated into the O&M budget upon completion of the projects.
Additionally, cleaning and televising existing sewer lines is estimated to cost $0.50/ft/yr. As additional
resources are required, they will be requested through the budgeting process.Connection fee revenue is
accounted for separately.
J ames Pardy
Citys Sewer Service Area
447
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Design & Engineering 150,000 250,000 500,000 500,000 1,375,000 2,775,000
Construction 7,085,000 7,085,000
Capital Equipment -
Contingency 2,115,000 2,115,000
Total: 150,000 $ 250,000 $ 500,000 $ 500,000 $ 10,575,000 $ - $ 11,975,000 $
Retained Earnings 150,000 250,000 500,000 500,000 10,575,000 - 11,975,000
-
Total: 150,000 $ 250,000 $ 500,000 $ 500,000 $ 10,575,000 $ - $ 11,975,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Retained Earnings
NPDES Compliance Improvements for Temperature Mitigation
New NPDES permits with stringent temperature limits were issued to the Citys two wastewater
treatment facilities in 2012. There are several possible options for complying with new temperature
requirements, including river shading, wetland discharge, recycled water use, direct agricultural reuse,
discharge to groundwater, flow augmentation, or mechanical systems such as heat exchangers. Due to
the large temperature reduction obligations contained in the permits, a combination of options may be
necessary to meet the Citys temperature reduction obligations. Shading, wetland, and river modeling
will be required to determine the most suitable method or suite of methods to comply with the permit
requirements. The City has initiated study and modeling to develop a strategy and suite of options that
will be necessary to meet the new permit limitations and has estimated potential capital cost of
$11,975,000.
City of Boises Wastewater Treatment 5
10/1/2014 9/30/2019
The City would be in violation of NPDES permit conditions and subject to administrative fines of up to
$37,500 per day and possible lawsuit by citizens.
Preliminary engineering work and negotiations with the EPA and IDEQ are already underway to
determine the options available to the City.
The ongoing evaluation to determine the magnitude of the Citys temperature obligation could determine
that these costs identified herein would not be sufficient to comply with the new temperature obligations.
These costs do represent some treatment capabilities, but based on our preliminary analysis, the costs
to come into compliance could be much higher depending on the interpretation of the rules.
Paul Zimmerman
SEWER
448
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 156,500 46,350 202,850
Capital Equipment -
Contingency -
Total: 156,500 $ 46,350 $ - $ - $ - $ - $ 202,850 $
Tax Support 156,500 46,350 202,850
-
Total: 156,500 $ 46,350 $ - $ - $ - $ - $ 202,850 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Karen Bubb
Public Works
Tax Support
TBD
09/30/2015 10/01/2013
Public Art - Sewer
Citywide
The Public Works Department, Sewer Fund, is in constant contact with community partners to ensure
maximum coordination efforts.
Fiscal and operating impact is addressed on a two-year basis within the Public Works, Sewer Fund,
operating budget, according to growth and needs of the collection.
449
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 80,000 80,000 80,000 240,000
Capital Equipment -
Contingency -
Total: 100,000 $ - $ 100,000 $ - $ 100,000 $ - $ 300,000 $
Retained Earnings 100,000 - 100,000 - 100,000 - 300,000
-
Total: 100,000 $ - $ 100,000 $ - $ 100,000 $ - $ 300,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Retained Earnings
Public Works Remodel/Renovation
Sanitary Sewer Odor Control
This project request provides for mitigation of odors related to the sanitary sewer collection system
including funding for odor monitoring/studies, construction of biofilters, bioscrubbers, and chemical
dosing facilities, and other related odor mitigation processes.
Citywide
10/1/2014 10/1/2019
Odor-related compounds will continue to deteriorate the sanitary sewer collection system, thus
decreasing the expected life of the system. Aromatic nuisances and possible health safety issues may
increase.
There will be limited opportunity for coordination with these projects with other governmental agencies,
though coordination opportunities may exist where new development or redevelopment occurs.
projects.
J ames Pardy
SEWER
450
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 325,000 325,000 325,000 325,000 325,000 325,000 1,950,000
Capital Equipment -
Contingency -
Total: 350,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 2,100,000 $
-
Total: 350,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 2,100,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Retained Earnings
Sewer Rehabilitation
This is an updated project request for the upgrade and/or replacement of deteriorating sewer laterals,
sewer service lines, manholes, and trunk sewers. Projects may include realigning existing pipes to
reduce root intrusion, replacing pipe with structural deficiencies, improving the system where hydrogen
sulfide problems have been identified, eliminating infiltration and inflow (I&I), and rehabilitating sewer in
advance of or in conjunction with Ada County Highway District (ACHD) and Idaho Transportation
Department (ITD) road projects to minimize future cutting of new streets.
Citywide
10/01/2014 09/30/2019
If unfunded, the 2% goal could be exceeded, which may result in an increase in failures, backups, and
potentially extensive and costly repairs. Unnecessary I&I is expensive to treat and takes up valuable
capacity at our wastewater treatment facilities.
Public Works often partners with ACHD and ITD on pipeline projects to minimize disruptions to citizens
and to share construction costs such as pavement restoration and traffic control.
Depreciation costs will be incorporated in the O&M budget upon completion of eligible projects.
J ames Pardy
451
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Capital Equipment -
Contingency -
Total: 1,000,000 $ - $ - $ - $ - $ - $ 1,000,000 $
-
Total: 1,000,000 $ - $ - $ - $ - $ - $ 1,000,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Table Rock Force Main
J ames Pardy
Table Rock
Public Works Project Update
3
Retained Earnings
Installing approximately 6,800 linear feet of 14-inch force main and upgrading electric motors and
pumps at the Harris Ranch Regional Lift Station (HRRLS).
Current capacity of the lift station will be exceeded requiring action by the City to increase capacity in
order to allow development to continue. Once ACHD completes the Warm Springs overlay project a five-
year moratorium will be in place on cutting or disturbing any new pavement.
This project will be in conjunction with ACHDs Warm Springs overlay project.
Depreciation will be incorporated into the O&M budget when the project is complete.
10/1/2014 9/30/2015
SEWER
452
Project Title:
Expected
Energy/Labor
Savings (Per
Year)
Expected
Payback
(Years)
$2,100 18
$10,000 8
$10,000 8
$8,000 3
NA NA
Project Manager:
Funding Source:
Land Acquisition -
Capital Equipment -
Total: 400,000 $ - $ - $ - $ - $ - $ 400,000 $
Retained Earnings 400,000 400,000
-
Total: 400,000 $ - $ - $ - $ - $ - $ 400,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Retained Earnings
Twenty Mile South Farm Efficiency Improvements
Public Works recently completed efficiency study at the Twenty Mile South Farm (TMSF). The study's end
result identified opportunities to improveme efficiencies related to water usage, delivery, and pumping in
an effort to lower power costs and minimize the carbon footprint at the TMSF. This capital improvement
request will provide funding to move forward with a number of recommendations identified in the report.
These improvements include installing a 12-inch mainline from pivot 404 to pivot 413/313, replacing field
233 wheel lines with pivot, replacing field 251 wheel lines with pivot, replacing well 2 pump bowls, and
installing flow meters and pressure transducers at all wells.
4
Improvement Description
Install 12-inch mainline from Pivot 404 to
Pivot 413/313
Replace Field 233 wheel lines with Pivot
Replace Field 251 wheel lines with Pivot
10/1/2014 10/1/2015
Correctable inefficiencies will remain at this facility.
There are no identified opportunities for coordination at this time.
projects.
J on Gunnerson
Replace Well 2 Pump Bowls
Install flow meters and pressure
transducers at all wells
Result
Improve hydraulics - lower
pumping rates
More efficient water deliver
lower pumping rates
More efficient water deliver
lower pumping rates
Increase well/pump
efficiency
Ensure wells are running at
peak efficiency
453
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 1,000,000 1,000,000
Capital Equipment -
Total: 100,000 $ 1,150,000 $ - $ - $ - $ - $ 1,250,000 $
Retained Earnings 100,000 1,150,000 1,250,000
-
Total: 100,000 $ 1,150,000 $ - $ - $ - $ - $ 1,250,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Retained Earnings
Twenty Mile South Farm Equipment Maintenance Building
This will be a two-phase project. The first phase, to be funded in FY14, will develop a master site plan
study to ensure the future equipment building will be sited in the correct location to meet the current and
future needs related to operations, administration, and maintenance activities. This study will also
evaluate current buildings in the immediate area and determine if they are meeting their intended
function and/or have other potential uses. The second phase, to be funded in FY15, will construct a
new maintenance facility based on the findings of the facility/master site plan. The costs included in
4
10/1/2014 10/1/2019
If the project is deferred, modifications of both buildings will be required in the future and at some time
the buildings will be required to be replaced. Modifications to the existing buildings will be costly as they
will be subject to meeting current building codes and standards. Inefficiencies will remain regarding how
parts are stored and which equipment can be operated within the existing facilities.
Project completion would occur during the non-growing season to not interfere with the farming
projects. O&M Costs are for annual utility costs. One time equipment costs are for shelving and
warehouse bins.
J on Gunnerson
SEWER
454
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 90,000 90,000 90,000 90,000 90,000 90,000 540,000
Capital Equipment -
Contingency -
Total: 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 600,000 $
-
Total: 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 600,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Retained Earnings
Twenty Mile South Farm Major R&M p p j q y ( ) pp
variety of ongoing critical facility improvements including construction, repair, and upgrading of
structures and equipment to ensure safe and efficient operation of the farm and to meet facility
improvements outlined in the Biosolids Management Plan.
Examples of pending projects that would fall into this category:
Biosolids bunker improvements
Site drainage improvements
Well upgrades
Storage shed and shelter maintenance
Ongoing major road maintenance
Internal field fencing
Bunkhouse repair and maintenance
Determination of which projects will be completed will be based on necessity and efficiencies in relation
to the biosolids management plan. Each year the biosolids manager will rank the preferred project.
Engineering will review the project for feasibility and alternatives and make recommendations. Once an
agreed upon project definition and scope is reached engineering will provide design, bid, and inspection
services as needed. The number of projects completed each year is dependent on the needs and
available funding.
4
10/01/2014 09/30/2019
Many improvements are efficiency and flexibility related. Deferral may incur higher operation and
maintenance costs. Other improvements, such as drainage improvements, provide protection from
outside sources beyond the control of the City and deferral may place the farm at risk to offsite storm
water discharge.
Work to be completed by farm staff during off-season whenever possible.
Depreciation costs, if applicable, will be incorporated into the O&M budget upon completion of the
individual projects.
J on Gunnerson
455
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 75,000 75,000 75,000 75,000 75,000 75,000 450,000
Capital Equipment -
Contingency -
Total: 75,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 450,000 $
-
Total: 75,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 450,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Retained Earnings
Twenty Mile South Farm Perimeter Fencing
Purchase of heavy-duty drill pipe fencing materials to replace the current barbed wire/T-post fencing
along portions of the Twenty Mile South Farm (TMSF) perimeter.
4
10/01/2014 09/30/2019
The current issues with the existing fence will remain, which include labor-intensive methods to remove
tumble weeds and minimal perimeter security to the site.
Work to be completed by farm staff during off-season whenever possible.
J on Gunnerson
SEWER
456
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 200,000 200,000 200,000 600,000
Capital Equipment -
Contingency -
Total: 275,000 $ 200,000 $ 200,000 $ - $ - $ - $ 675,000 $
Retained Earnings 275,000 200,000 200,000 675,000
-
Total: 275,000 $ 200,000 $ 200,000 $ - $ - $ - $ 675,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Retained Earnings
Twenty Mile South Farm Pivot Refurbishment/Replacement
This capital project allows for the replacement of three of the oldest pivots at Twenty Mile South Farm
(TMSF), which are requiring more repair and maintenance than the other pivots. Staff will also develop
criteria to evaluate the condition of the existing pivots and will develop a replacement schedule at the
TMSF.
4
10/1/2014 10/1/2017
Excessive staff time will be required to keep the three pivots operating properly. Future planning and
budgeting for refurbishing/replacement of the pivots will continue to be difficult.
There are no identified opportunities for coordination at this time.
projects.
J ames Pardy
457
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 1,800,000 1,800,000
Capital Equipment -
Total: - $ 2,180,000 $ - $ - $ - $ - $ 2,180,000 $
Partnership/Leverage 1,000,000 1,000,000
Total: - $ 2,180,000 $ - $ - $ - $ - $ 2,180,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Total: - $ - $ 23,700 $ 24,263 $ 24,839 $ 25,430 $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ 23,700 $ 24,263 $ 24,839 $ 25,430 $
Partnership/Leverage Funds
Watershed Environmental Education Center Phase 2 Parking and Landscaping
This project relocates and expands the Boise Watershed parking area, builds connection roadways,
and provides interpretive/educational landscaping in the area surrounding the parking lot (about 2
acres).
A substantial portion of the expanded parking lot already has been constructed using permeable
pavers. This has been a successful demonstration project showing how stormwater can be retained
onsite and be naturally treated. Students, adults, business leaders, and representatives from
governmental agencies have all learned from this highly visible project.
The second part of this projectyet to be funded and builtwill include interpretive landscaping
around the Boise Watershed building. It will be partly funded by a partnership with Boise Watershed
Exhibits, Inc., the nonprofit that raised $1 million for the original exhibits located inside the facility. It is
hoped that, but not yet determined if, BWE will raise another $1 million to support the
educational/interpretive elements of the exterior landscaping. The sewer fund will provide the remaining
monies.
5
10/01/2014 09/30/2016
The project has already been postponed for several years until the Sewer Fund was better positioned to
support the project. If the City delays further in commiting to the project, BWE will continue to have
trouble raising money for the educational elements.
The most significant opportunity for coordination comes through BWE and the many partnerships that
have already been established.
Personnel costs will be increased for the regular maintenance of the water feature and exterior
landscaping estimated at approximately 10 hours a week. O&M costs are for the operational costs of
the pumping equipment for the water features.
Matt Hightree
West Boise WWTP
SEWER
458
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 3,780,000 3,780,000
Contingency 1,680,000 1,680,000
Total: - $ 500,000 $ 7,900,000 $ - $ - $ - $ 8,400,000 $
Retained Earnings 500,000 7,900,000 8,400,000
-
Total: - $ 500,000 $ 7,900,000 $ - $ - $ - $ 8,400,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Operations & Maintenance 20,000 20,000 20,000
Total: - $ - $ - $ 20,000 $ 20,000 $ 20,000 $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ 20,000 $ 20,000 $ 20,000 $
Retained Earnings
West Boise WWTF Capacity Improvements Phase 1
This project is the first of a two-phase project to incrementally increase West Boise Wastewater's
(WWTFs) treatment capacity to 39 million gallons per day (mgd). Phase 1 of this project is designed to
bring the existing treatment capacity of the West Boise WWTF from 24 mgd to approximately 30 mgd.
Phase 1 of this project includes a new aeration blower, a new primary clarifier, making some minor
improvements to the north plants secondary clarifiers, and retrofitting the existing UV channels with
new bulbs. The cost to make these improvements total $8,400,000.
Phase 2 of this project will include additional system improvements to obtain a rated capacity of 39
mgd. These improvements include replacing existing influent screens, replacing existing washer
compactors, adding a new anaerobic digester, adding a new aeration basin, performing secondary
clarifier 5 and 6 modifications, adding one additional algae screen, and adding a new secondary
clarifier. The cost to make these improvements total $17,250,000.
The total cost of both phases is $25,650,000.
5
10/01/2014 09/30/2018
Deferral of this project greatly complicates our ability to complete the long-term construction necessary
to meet our regulatory requirements.
Some of the improvements identified in the Phase 2 improvements may need to be addressed earlier
than scheduled. They are as follows:
The influent screens and washer/compactors in the headworks continue to be problematic. We are in
the process of making incremental changes to the headworks facility in hopes of resolving this issue.
We will continue to monitor these improvements to determine the effectiveness of our improvements. If
we see significant improvements we would schedule this work in Phase 2, otherwise, we may need to
make these improvements ahead of schedule. The estimated cost to replace this equipment is
$2,500,000.
Adding a new anaerobic digester earlier than scheduled may be desirable due to the implementation
of the proposed West Boise WWTF Combined Food and Grease Waste Receiving Facilities and
Biogas Utilization Project. An additional anaerobic digester could prove to be economically
advantageous due to the potential revenue stream created by increased tipping fees and biogas sales.
The estimated cost to replace this equipment is $4,000,000.
No additional labor costs are expected. Operations and maintenance costs to operate these
improvements would be minimal due to the fact that these new improvements would be put in and out of
service with existing systems.
Additional costs for materials (replacement parts) are estimated to be $20,000 per year.
Paul Zimmerman
West Boise WWTF
459
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 3,350,000 3,350,000
Contingency 1,350,000 1,350,000
Total: 9,000,000 $ - $ - $ - $ - $ - $ 9,000,000 $
Total: 9,000,000 $ - $ - $ - $ - $ - $ 9,000,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count 1.50
Personnel Services 75,000 76,875 78,797 80,767 82,786
Total: - $ 280,000 $ 281,875 $ 283,797 $ 285,767 $ 287,786 $
Tipping Fees 531,050 531,050 531,050 531,050 531,050
Electrical Sales 582,728 582,728 582,728 582,728 582,728
Natural Gas Avoided Costs 10,000 10,000 10,000 10,000 10,000
Total: - $ 1,123,778 $ 1,123,778 $ 1,123,778 $ 1,123,778 $ 1,123,778 $
Net Fund Support: - $ (843,778) $ (841,903) $ (839,981) $ (838,011) $ (835,992) $
Retained Earnings
West Boise WWTF Combined Waste Receiving Facilities and Biogas Utilization
This project includes the design and construction of a combined waste receiving plant at the West Boise
Wastewater Treatment Facility (WWTF) to bring in digestible feedstock to enhance biogas production.
This project also includes either the design and installation of a power generation system that uses the
biogas or biogas cleaning equipment to clean the biogas prior to sale to the local gas provider. Project
descriptions for each component are described in more detail below:
Grease Receiving. Design/construct a brown-grease receiving station adjacent to the septage
receiving facility (submitted as a separate capital projects request). The brown grease would be
processed and sent to an anaerobic digester to enhance gas production. To the maximum extent
practical, the utilities and site access constructed will be shared.
Food Waste Receiving. Design/construct a separate food waste receiving facility. The food waste
would be processed and sent to an existing anaerobic digester to enhance gas production. To the
maximum extent practical the utilities and site access constructed will be shared with the grease and
septage receiving facilities.
Biogas Utilization. Perform an evaluation to determine the most appropriate use of the biogas, while
paying close attention to costs and environmental impacts. The two options to consider are: Combined
Heat and Power (CHP) and biogas cleaning for sale to the local gas provider. Following the evaluation,
we would proceed with the recommended option.
By deferring this project, the City would continue to lose out on the revenue generated by the grease
receiving, food receiving, and gas utilization projects.
The septage receiving and grease receiving facilities should be designed together to save on
construction costs due to common wall construction and shared mechanical/electrical room.
Construction of this project can be completed independent of any other work onsite. Site layouts for
roadways shall be coordinated with the West Boise Access Road CIP (WBP-083) improvements. This
project will be limited to a small area of the plant.
Grease Receiving. Estimated cost to construct this facility is $500,000. No additional labor should be
required to run this facility when first constructed.
Food Receiving. Estimated cost to construct this facility is $5,500,000. We would expect that at least
one full-time employee would be required to operate these facilities.
Gas Utilization. Estimated cost to construct this facility is $3,000,000. We would expect that at least
one half of a full-time employee would be required to operate these facilities.
Matt Hightree
West Boise WWTF
5
10/01/2013 09/30/2015
SEWER
460
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 140,000 140,000 140,000 140,000 140,000 140,000 840,000
Capital Equipment 40,000 40,000 40,000 40,000 40,000 40,000 240,000
Contingency -
Total: 225,000 $ 225,000 $ 225,000 $ 225,000 $ 225,000 $ 225,000 $ 1,350,000 $
-
Total: 225,000 $ 225,000 $ 225,000 $ 225,000 $ 225,000 $ 225,000 $ 1,350,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
5
10/01/2014 9/30/2019
Retained Earnings
West Boise WWTF Major R&M
This project for the West Boise Wastewater Treatment Facility (WWTF) includes a variety of critical
facility replacements and/or upgrades of deteriorating equipment, piping, electrical and control systems,
and structures. Much of the West Boise WWTF is over 25 years old. Small replacement and
rehabilitation projects need to continue to occur and can best be addressed as individual efforts.
Specific projects for the upcoming budget years include:
Effluent sampling station
South well rehabilitation and piping expansion
Sodium hypochlorite piping improvements
Procure spare digester gas blower
Take digester gas storage sphere offline and inspect
Warehouse improvements to increase inventory space
Renovate the DAFT building shell and roof
Update the polymer system controls in dewatering building
Improve or replace the screenings washer/compactors in the headworks
Update flood information and emergency plans
Digester gas boiler sequencing improvements
West Boise Waste Water Treatment
Deferral of R&M work increases the risk of structural and major equipment failures that under current
budgeting strategies would have to be addressed by frequent small, unscheduled requests for funds. It
would leave no readily available source to fund proactive repairs and improvements that could prevent
failures.
N/A
project.
Matt Hightree
461
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Capital Equipment 564,000 564,000
Total: 1,410,000 $ - $ - $ - $ - $ - $ 1,410,000 $
-
Total: 1,410,000 $ - $ - $ - $ - $ - $ 1,410,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: 4,000 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $
Tipping Fees 125,000 125,000 125,000 125,000 125,000 125,000
Total: 125,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $
Net Fund Support: (121,000) $ (121,000) $ (121,000) $ (121,000) $ (121,000) $ (121,000) $
Retained Earnings
West Boise WWTF Septage Receiving
Design, select, procure, and install septage receiving equipment in a building that could be shared with
the grease receiving facilities proposed in the West Boise Wastewater Treatment Facility (WWTF)
Combined Food and Grease Waste Receiving Facilities and Biogas Utilization capital project. The
purpose of this project is to screen out solids and grease prior to sending the liquids back to the front of
plant to be treated. Screened solids will be collected for transport to the landfill.
5
10/01/2014 09/30/2015
This project is an upgrade to the existing system. However, the City is in the process of making
interim improvements to the headworks. Depending on the success of these interim improvements, this
project may be deferred for several years or another less costly solution may be developed.
This project is designed to be constructed along with the grease receiving facility identified in the
proposed West Boise WWTF Combined Food and Grease Waste Receiving Facilities and Biogas
Utilization Project. These proposed septage and grease receiving improvements are expected to share
facilities such as paving, and electrical/mechanical rooms. The cost to construct either of these projects
would be higher if these projects are constructed independently.
There are opportunities to coordinate with the following:
Construction of the septage and the grease receiving facilities could be done under one contract to
save costs by sharing facilities.
The connecting paving for these new facilities are expected to be incorporated into the West Boise
Access Road Project, WBP-083.
Septage can continue to be received during construction.
These facilities do not have to be constructed concurrently, but provisions could be left for easy
expansion.
No additional labor costs are expected. Additional costs for materials (replacement parts) are
estimated to be $4,000 per year for the receiving equipment.
Matt Hightree
West Boise WWTF
SEWER
462
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 80,000 80,000 160,000
Capital Equipment 20,000 20,000 40,000
Contingency -
Total: 124,000 $ 124,000 $ - $ - $ - $ - $ 248,000 $
-
Total: 124,000 $ 124,000 $ - $ - $ - $ - $ 248,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Public Works
Retained Earnings
Project Update
6
9/30/2019 10/1/2014
Gowen Field Remediation
Develop ground water well design, bid packages, and oversee the closure and replacement of four
wells at the Gowen Field ground water remediation site.
Violation of the Idaho DEQ consent order can result in penalties and enforcement. Additionally, the
ground water remediation would be impacted, which would allow the continued migration and the threat
of additional contaminated ground water impacts on and off City property.
The project is coordinated with the Idaho DEQ and the Boise Airport.
N/A
Catherine Chertudi
Gowen Field
464
FOOTHI LLS LEVY
HOUSI NG
I MPACT FEE
RI SK MANAGEMENT
OTHER FUND
PROJ ECTS
465
Project Title:
Project Manager:
Funding Source:
Land Acquisition 1,800,000 1,800,000
Construction -
Capital Equipment -
Contingency -
Total: 1,800,000 $ - $ - $ - $ - $ - $ 1,800,000 $
Foothills Levy Fund Equity 1,800,000 1,800,000
-
Total: 1,800,000 $ - $ - $ - $ - $ - $ 1,800,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: 9,000 $ 9,000 $ 9,000 $ 9,000 $ 9,000 $ 9,000 $
Tax Support
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: 9,000 $ 9,000 $ 9,000 $ 9,000 $ 9,000 $ 9,000 $
Funds for a management plan and for long-term management of property would be needed.
Parks & Recreation
Tax Support
Project Update
FL1
Unknown TBD
J ulia Kertz Grant
Open Space Acquisition
This project will use the remainder of the Foothills Levy Fund to acquire more land in the foothills.
Costs of acreage may go up.
Leveraging of remaining funds with grants, private donations, funds from other agencies, etc.
TBD - Foothills Planning Area
465
467
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Construction 250,000 250,000 500,000
Capital Equipment -
Contingency -
Total: 250,000 $ 250,000 $ - $ - $ - $ - $ 500,000 $
Grant or reserve funds 250,000 250,000 500,000
-
Total: 250,000 $ 250,000 $ - $ - $ - $ - $ 500,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Operations & Maintenance - -
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
J eff Street
Grant
Major R&M
H1
09/30/2015 10/01/2013
Housing Major R&M
The funds will be used for undetermined Major R&M projects that may arise to maintain the City's aging
low-income rental commercial portfolio. Projects will be funded with either grant or reserve funds.
Citywide
The portfolio of affordable rental housing consists of aging properties. Deferral of work could risk the
stability and safety of the housing stock.
N/A
Projects are either grant-funded or supported by reserve funds.
Planning & Development Services
467
469
Project Title:
Project Manager:
Funding Source:
Land Acquisition -
Capital Equipment -
Contingency -
Total: 180,000 $ - $ - $ - $ - $ - $ 180,000 $
Impact Fees 180,000 180,000
-
Total: 180,000 $ - $ - $ - $ - $ - $ 180,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ 3,768 $ 3,768 $ 3,768 $ 3,768 $ 3,768 $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ 3,768 $ 3,768 $ 3,768 $ 3,768 $ 3,768 $
Parks & Recreation
Impact Fees
IF1
9/30/2014 10/1/2013
This project provides funds for the development of park amenities, including picnic shelters, tennis
courts, and associated site and landscape modifications.
Helen B Lowder Park - Additional Amenities
Toby Norton
3450 S Law, Law and Boise Ave
Boise Planning and Developmental Services, Southeast Boise Neighborhood Association.
469
471
Project Title:
Project Managers:
Project Location: Citywide Map Reference:
Funding Source:
Land Acquisition -
Construction -
Capital Equipment 190,000 190,000 380,000
Contingency -
Total: 190,000 $ 190,000 $ - $ - $ - $ - $ 380,000 $
-
Total: 190,000 $ 190,000 $ - $ - $ - $ - $ 380,000 $
Net Fund Support: - $ - $ - $ - $ - $ - $ - $
Operating Impacts:
FTE Count
Personnel Services
Total: - $ - $ - $ - $ - $ - $
Total: - $ - $ - $ - $ - $ - $
Net Fund Support: - $ - $ - $ - $ - $ - $
Human Resources
Retained Earnings
Project Update
RM1
9/30/2015 10/1/2014
Learning management system acquisition and implementation for Citywide use.
Learning Management System
Kelcey Stewart & Corey Pence
LMS provider contract at risk, online training availability limited, training administration impacted.
This is the Citywide online training delivery and training administration solution.
A shift of resources from supporting department training databases to supporting the Citywide solution.
471

2014 Budget Book Final

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