2026 Annual Budget

GOVERNMENT

FINANCE OFFICERS ASSOCIATION

Distinguished Budget Presentation Award

PRESENTED TO

City of Merriam Kansas

For the Fiscal Year Beginning January 01, 2025

Executive Director

The Government Finance Officers Association of the United States and Canada (G.F.O.A.) presented an award of Distinguished Budget Presentation Award to the City of Merriam, Kansas for its annual budget for the fiscal year beginning January 1, 2025.

In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communication device.

The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to G.F.O.A. to determine its eligibility for another award.

FORM OF GOVERNMENT

Merriam was incorporated on October 23, 1950. The city operates under a Mayor-Council form of government with the appointment of a City Administrator. The Mayor is elected on an at-large, nonpartisan basis and serves a four-year term. The eight City Council members are elected (nonpartisan) by ward and serve four-year terms of office. An election for Council members is held every odd-numbered year, with one representative from each of the four wards being chosen at each election.

The City Administrator is appointed by the Mayor and City Council as the chief administrative officer of the city and is charged with the efficient and effective administration of the city.

Mission

To serve the public with transparent government focused on progress.

Values

▶ Teamwork

▶ Service

▶ Leadership ▶ Accountability ▶ Excellence ▶ Dedication

ANNUAL BUDGET 2026

CITY OF MERRIAM, KANSAS

MERRIAM OVERVIEW

JACOB LAHA

WARD 1

913–608–7636

JASON SILVERS

WARD 1

913–370–9910

WHITNEY YADRICH

WARD 2

913–303–1017

AMY RIDER

WARD 2

913–735–0828

CHRIS EVANS HANDS

WARD 3

913–384–5340

BRUCE KALDAHL

WARD 3

913–708–3043

REUBEN COZMYER WARD 4

913-297-9339

STACI CHIVETTA WARD 4

913–303–0594

WARD 2

WARD 4 WARD 1

WARD

3

STAFF LEADERSHIP

Chris Engel

City Administrator

Caitlin Gard

Assistant City Administrator

Meagan Borth

Finance Director / City Treasurer

Darren McLaughlin

Police Chief

Celia Kumke

Public Works Director

Bryan Dyer

Community Development Director

Anna Slocum

Parks & Recreation Director

BUDGET QUICK FACTS

Total Adopted Budget: $50,117,771

Total General Fund Budget: $26,495,780

Major Source of Revenue: 1% Regular City Sales Tax - $10,649,113

Total Budget Reserves in the General Fund: $9,477,126

Assessed Valuation in 2025: $299,603,290

Mill Levy Rate: 26.412

Largest General Fund Department Budget: Police – $5,352,370

Smallest General Fund Department Budget: City Council – $99,714

Juli Pinnick

City Clerk

Alan Long

Overland Park Fire Chief

Ryan Denk

MVP Law, City Attorney

ACKNOWLEDGMENTS

This document was prepared by a team of City staff members who worked enthusiastically, with pride and dedication, to provide a meaningful, useful document for the benefit of the residents, the business community and the City of Merriam organization.

We recognize the Department Heads and their staff for assisting with the preparation of this document and their contributions to the budget process. The members of the Finance Department and Administration Department are recognized for their significant contributions in the preparation of this document.

CITY ORGANIZATIONAL CHART

RESIDENTS OF MERRIAM

MAYOR

Bob Pape

CITY COUNCIL

Jacob Laha

Jason Silvers

CITY ATTORNEY

Ryan Denk

CITY PROSECUTOR

Thomas Penland

MUNICIPAL JUDGE

John Harvell

PUBLIC WORKS / CIP

Celia Kumke Director

FIRE DEPARTMENT

Service Contract with Overland Park

Amy Rider

Whitney Yadrich

Christine Evans Hands

Bruce Kaldahl

Staci Chivetta

Reuben Cozmyer

ADMINISTRATION

Chris Engel City Administrator

ADMINISTRATION

Caitlin Gard

Assistant City Administrator

POLICE

Darren Mclaughlin Police Chief

CITY ENGINEER

Randy Gorton (BHC Rhodes)

COMMUNITY DEVELOPMENT

Bryan Dyer Director

BOARDS & COMMISSIONS

Planning Commission

Parks & Recreation Advisory Board

Board of Zoning Appeals

Board of Structure Appeals

Visitors Bureau Advisory Council

CITY CLERK

Juliana Pinnick

FINANCE

Meagan Borth Director / Treasurer

PARKS & RECREATION

Anna Slocum Director

BUDGET MESSAGE

DATE: NOV. 1, 2025

To: The Honorable Mayor and City Council of the City of Merriam, Kansas

From: Chris Engel, City Administrator

Introduction

The City of Merriam is pleased to present the 2026 Budget. The budget process began on February 24, 2025, when City Council adopted the goals and objectives representing current priorities. These goals continued to guide staff through departmental budget preparation, financial forecasting, and capital project planning. After extensive public discussion and a Revenue Neutral Rate (RNR) hearing on August 25, 2025, the City Council voted to exceed the RNR and adopt the final 2026 mill rate of 26.412. This represents a 0.282-mill decrease from 2025 (26.694) and continues Merriam’s commitment to maintaining stable, predictable property tax rates for residents and businesses.

Council Goals

▶ Enhance Community Identity and Connections

▶ Provide Exceptional Service Delivery

▶ Improve Physical Conditions and Property Values

▶ Maintain Economic Vitality

2026 Budget Overview

The 2026 Budget authorizes $50.1 million in total expenditures across all funds, supported by $40.1 million in revenue. Sales and use taxes ($19.8 million) and ad valorem property taxes ($7.91 million on a $299.6 million assessed valuation) remain the City’s largest funding sources. The City’s mill rate decreased from 26.694 in 2025 to 26.412 for 2026, providing tax relief while maintaining high-quality services and continued capital reinvestment.

Financial Highlights

Budgeted Revenues – All Funds

▶ Total revenues: $40.1 million (excluding transfers)

▶ Sales & Use Taxes: $19.8 million (49% of total revenues)

▶ Ad Valorem Property Taxes: $7.91 million, reflecting valuation growth and a lower mill rate

Budgeted Expenditures – All Funds

▶ Total expenditures: $44.97 million (excluding transfers)

▶ Capital Improvements: $11.6 million

▶ Capital Equipment: $1.4 million

▶ Debt Service: $2.7 million

▶ TIF Expenditures: $6.1 million

▶ Expenditures reflect continued cost pressures from inflation, salaries, and insurance premiums

Fund Balances – All Funds

▶ Ending fund balances projected at $57.7 million by year-end 2026

▶ General and Risk Management Funds combined reserves equal 39.3% of operating revenues, exceeding the City Council’s 30% policy minimum

RESERVES BY FUND

Property Tax and Sales Tax Assumptions

Property Tax: The 26.412 mill levy generates $7,913,059 in ad valorem revenue for 2026. The City continues to maintain one of the lower mill levies among Johnson County cities while sustaining strong service delivery.

Sales and Use Tax: Total sales and use tax revenue for the General Fund is estimated at $14.5 million. The City’s 1% local sales tax is projected to grow modestly by 4% over the 2025 Budget, or about 2% above 2024 audited actuals. Because Merriam’s sales tax revenue relies heavily on automobile sales, collections can fluctuate as prices and consumer demand change. The 2026 Budget assumes stable sales activity but plans conservatively.

Personnel and Compensation

The City continues to invest in its workforce as the foundation of service delivery. For 2026, the budget includes one new full-time position, Technology Specialist, to support the City’s growing IT infrastructure, cybersecurity needs, and internal help-desk support.

▶ Total FTEs: 127 (up from 125 in 2025)

▶ Personnel Costs: $13.5 million (includes salaries and benefits)

▶ Compensation Plan: 3.0% cost-of-living adjustment plus 2.0% merit pool

▶ Required KPERS/KP&F Rates: 24.67% Police/Fire; 10.71% General

▶ Supplemental Retirement: 10% contribution for non-police employees

▶ Health Insurance: premiums projected to rise up to 15%

These adjustments maintain Merriam’s competitiveness in attracting and retaining qualified employees and ensure continuity of services.

Fire Services Collaboration

The City will continue its contracted fire services partnership with the City of Overland Park, budgeting $3.31 million for the Merriam station in 2026. This cost-effective partnership ensures professional service delivery and coordinated emergency response coverage.

Health and Welfare Programs

The 2026 Budget allocates $721,400 to community programs that enhance quality of life, support property reinvestment, and strengthen neighborhood stability, including:

• $120,000 – Exterior Home Improvement Grants

• $55,000 – Property Tax Rebate Program

• $100,000 – Driveway Repair/Replacement

• $65,000 – Residential Sustainability Initiatives

• $100,000 – Residential Tree Grant Program

• $25,000 – Stormwater Grant Program

• $200,000 – Historic Exterior Grant Program

Capital Improvement Program (CIP)

The 2026–2030 Capital Improvement Program totals $11.5 million for 2026, supporting City infrastructure priorities and community enhancements. Major projects include:

▶ Streetlight LED Conversion Program

▶ Ongoing Facility and Stormwater Improvements

Funding sources include sales tax transfers ($3.28 million), grants, and General Fund contributions.

Debt Service and Transfers

Debt Service: Principal and interest payments total $2.65 million in 2026 ($2.41M principal, $247K interest). These payments are funded by the dedicated 0.25% recreation sales tax, ensuring no additional property tax burden for bond repayment. Due to recent issuance, outstanding G.O. Bonds total $43.35 million as of January 1, 2026.

Interfund Transfers: Total $4.48 million, including $1.2 million to the Equipment Reserve Fund and $3.28 million to the Capital Improvement Fund.

Reserves and Financial Policy Compliance

Maintaining strong reserves remains a cornerstone of Merriam’s fiscal strategy. Combined General Fund and Risk Management Fund reserves total 39.3% of expenditures, exceeding the City Council’s adopted policy target of 30–35%. This healthy financial position provides the City with the flexibility to manage short-term economic fluctuations, sustain consistent service delivery, and uphold Merriam’s AAA bond rating.

Future Outlook

The City will continue to monitor valuation trends, state tax law changes, and automobile sales activity to ensure sustainable growth in revenue streams. If sales or property tax revenues slow, the City stands prepared to adjust project timing or defer lower-priority initiatives to protect reserves and core services.

Conclusion

The 2026 Budget embodies Merriam’s long-standing commitment to fiscal responsibility, high-quality service delivery, and reinvestment in community infrastructure. With the mill levy decrease, a strengthened reserve position, and continued focus on innovation through the new Technology Specialist position, Merriam is well-positioned for continued financial stability and operational excellence.

We extend our appreciation to Mayor Bob Pape and the City Council for their leadership and guidance in developing this budget. Special thanks to all department directors and Graphic Designer Brenna Dwyer for their dedication and contributions to this process.

Respectfully Submitted,

Chris Engel

Christopher Engel

City Administrator

HOW MUCH WAS PROPERTY TAX IN MERRIAM IN 2025?

AVERAGE MERRIAM HOME VALUE

Assessed Valuation: $35,650

To determine assessed valuation, multiply market value by 11.5%. 310,000 x .115 = 35,650

Annual Tax Liability for City Services: $941.59

To calculate the annual tax bill, multiply the assessed valuation by the mill rate and divide the result by 1,000. 35,650 x 26.412 / 1,000 = 941.59

Monthly Expenses for City Services: $76.47

To determine the tax expenses for city services, divide the tax liability by 12 months. 941.59 / 12 = 78.47

VALUE OF YOUR CITY OF MERRIAM TAX DOLLARS

The following list is a representative of the City Services provided for $78.47 per month.

▶ Police Protection

▶ Municipal Court

▶ Snow Removal

▶ Community Center and Indoor/Outdoor Pools

▶ Fire Protection

Animal Control

Code Enforcement

Parks, Playgrounds

Capital Improvements

FOR COMPARATIVE PURPOSES, THE FOLLOWING ARE COMMON MONTHLY EXPENSES FOR A MERRIAM FAMILY:

A family of four could eat one large pizza four times a month at $16.00 each for about $64.00.

A homeowner could receive weekly lawn mowing service at $40.00 per visit or $160.00 per month.

ABOUT MERRIAM

Merriam is located along I-35 in northeast Johnson County, Kansas. Just eight miles south of downtown Kansas City, Merriam is a welcoming, peaceful, tight-knit community that is small in size, but big at heart.

Our residents enjoy a wide variety of amenities and services including beautiful tree-lined streets, walking trails, plentiful parks, public art and abundant events. With affordable housing in safe neighborhoods, an award-winning school district, and our convenient location, Merriam is the ideal community to call home.

Wherever you’re from, whatever you do, Merriam is just right…for all the best reasons.

Just right for your family.

Just right for making friends.

Just right for starting your life together.

Just right for building a business.

Just right for your first home.

Just right for your forever home.

MAPS & LAND

Geographical Description

The City of Merriam, Kansas is the thirty-fourth largest city in Kansas and is a suburb located in the west portion of the Kansas City metropolitan area. The City encompasses 4.32 square miles of land in Johnson County and is approximately eight miles south of downtown Kansas City, Missouri.

Merriam occupies a strategic location within the metropolitan area. Its position at the intersection of several major transportation routes has been a major factor in Merriam’s growth and development.

Kansas

TRANSPORTATION CONNECTIVITY

Merriam is located within 260 miles of the geographic center of the continental United States.

Interstate 35 bisects the city north south and U.S. Highway 56, or Shawnee Mission Parkway, bisects the city east west.

Airports: Kansas City International (MCI) is 26 miles north of Merriam. Johnson County Executive Airport is 16 miles southwest of Merriam.

Major Railways: Burlington Northern Santa Fe Railway (BSNF)

CITY FACILITIES & ASSETS

CITY HALL

Executive, Communications, Community Development, Finance, Information Technology, Human Resources, and Municipal Court

MERRIAM FIRE STATION 46

MERRIAM POLICE STATION

Police admininistrative offices, briefing room, holding cells, and property management.

MERRIAM PUBLIC WORKS

Public Works admininistrative offices, including the Capital Improvement Program. Services: Large-item pickup, tree limb collection, snow removal, and city maintenance.

MERRIAM COMMUNITY CENTER

Parks & Recrecation administrative offices. Amenities: Indoor pool, outdoor pool, fitness center, classes, personal trainers, gymnasium, walking track, and birthday party spaces.

MERRIAM MARKETPLACE

Farmers’ Market, event space, access point to the Turkey Creek Streamway Trail, and home of the public art piece Planting the Seeds.

MERRIAM HISTORIC PLAZA

Administrative offices for tourism and economic development. Amenities: Meeting space, Merriam visitor information, historic walking trail, and pollinator garden.

124

21 LANE MILES OF ROADS MILES OF ENCLOSED STORMWATER PIPES TRAFFIC SIGNALS

28

5.25 PARKS

MILES OF TRAILS

TOTAL ACRES

AMENITIES:

SHELTERS

SPORT COURTS & COURSES

ATHLETIC FIELDS

UPLIFT

MERRIAM PUBLIC ART

PLANTING THESEEDS

Merriam’s public art collection includes 2- and 3-dimensional art pieces located throughout the city on public property. In 2025, murals were added to the Merriam Community Center campus by the Milagros Collective. Other works include Bask by Blessing Hancock, Hmmm... by Joshua Weiner, Still Time by Dan Maginn, DRAW Architecture + Urban Design, Planting the Seeds by Christopher Weed, and Motherhood by Kwan Wu. The Tim Murphy Art Gallery, located in the Merriam Community Center, features monthly exhibits open for all to enjoy.

TEAM MERRIAM

Budgeted full-time equivalent positions (FTEs) are 127 for fiscal year 2026 – an increase of 1 FTE from 2025 for the addition of a full-time Technology Specialist to support the City’s growing IT infrastructure and cybersecurity needs.

PLAYGROUNDS

In 2024, a part time Intern position replaced the previously unpaid position, and the part time program assistant position was changed to a full time Recreation Assistant - Programs. In 2025, an Administrative Coordinator position will will be added. In 2026, a Technology Specialist position will be added.

RESIDENTS

POPULATION BY AGE

POPULATION BY RACE

$71,665

EDUCATIONAL

SomeCollegeor Associate’sDegree

AVERAGE FAMILY SIZE

2.1

Bachelor’sDegree

ProfessionalGraduateorDegree

HighSchoolor EquivalentDegree NoHighSchoolDiploma

TOTAL NUMBER OF HOUSING UNITS

5,370 AVERAGE HOME VALUE

$310K

BUSINESSES

A variety of industrial, office, and retail firms are located in Merriam, including small and medium sized businesses and the only Fortune 500 company in the Kansas City metropolitan region.

EMPLOYERS

PRINCIPAL PROPERTY TAXPAYERS

TAX INCRIMENT FINANCING DISTRICTS

The Tax Increment Financing (TIF) Act allows cities to support private investments in redeveloping blighted areas by using special city bonds or “pay as you go” reimbursements, funded through increased property or sales taxes from the improved property. TIF establishes a partnership between the city and private investors to promote economic development in conservation areas. The I-35 Redevelopment District, including projects like Merriam Pointe and Merriam Village, has benefited from TIF agreements. Major projects include a 359,000 sq. ft. IKEA and a Hobby Lobby at Merriam Village, backed by a $19.9 million TIF agreement with IKEA. Recent agreements in 2022, like Merriam Grand Station, provide incentives for commercial, civic, and residential spaces, enhancing Shawnee Mission Parkway with retail and Class A apartments.

In 2025, an agreement was made for the Merriam Grand Marketplace development which is a transformative, mixed-use development located just north of Shawnee Mission Parkway, on the site of the former Johnson County Library. This redevelopment project supports City priorities for housing diversity, economic growth, and revitalization.

COMMUNITY PARTNERS

EDUCATION

▶ Shawnee Mission School District No. 512

▶ Johnson County Community College

▶ University of Kansas Edwards Campus

▶ University of Kansas Schools of Medicine, Nursing and Health

▶ University of Saint Mary

▶ Kansas State University Johnson County Extension Office

HEALTHCARE

▶ Advent Health-Shawnee Mission

▶ Trinity Lutheran Manor

UTILITIES

▶ Electrical power // Evergy

▶ Local gas // Kansas Gas Service

▶ Local phone, cable/fiber, and internet service // AT&T, Everfast, Spectrum, and Google

▶ Water // Water One

▶ Sanitary Sewer // Johnson County Unified Wastewater District

▶ Trash, Recycling, Yard Waste // Earth First Waste Solutions, Gardner Disposal, GFL, KC Disposal, Republic Services, Waste Management (Deffenbaugh)

TRANSPORTATION

▶ Interstate 35, Kansas City International Airport, Amtrak, Greyhound, Johnson County Transit (RideKC), KC Streetcar

LIBRARIES

▶ Operated by Johnson County, Merriam Plaza Library is located on the Merriam Community Center Campus.

PLANNING & SURVEY INFO

MERRIAM’S GOALS AND OBJECTIVES

Mission Statement and Values

“To serve the public with transparent government focused on progress”

The Governing Body conducted work sessions to update their mission statement and identify what they value most highly about the City. Resident input was obtained via an online survey and was incorporated into their discussions. Values identified were: quality service, convenient location, public safety, and diversity.

Planning and Goal Setting by the Governing Body

Citywide goals and objectives are reviewed and updated annually by the Governing Body. The four goals below reflect the long-range goals of the Governing Body. Additions and updates to specific initiatives were made as

part of the review process. Goals are followed by specific objectives that will gauge progress toward the goal.

City Council and staff use several processes and documents to develop long-term goals, including:

Resident surveys – These are conducted every three years to help set goals and measure the City’s progress. The most recent survey in spring 2024 revealed:

▶ 93% said they were “very satisfied” or “satisfied” with the overall quality of city services

▶ 92% were satisfied with the overall quality of life in the City

▶ 80% were satisfied with the overall value received for tax dollars and fees

Preliminary Budget Work Sessions – The Council and staff meet from February through July each year to discuss the budget and the Five-year Capital Improvement Plan (CIP). These sessions review financial priorities for the upcoming budget.

Five-year Capital Improvement Plan – The Council sets capital improvement priorities based on citizen input and conducts site visits. Revenue from a 0.25% special tax supports the CIP, funding infrastructure and other city improvements.

Twenty-year Comprehensive Plan – Adopted in 2021, this plan is a long-range policy for city development and includes objectives like:

▶ Promoting diverse housing options and sustainable growth

▶ Enhancing transportation mobility and public services

▶ Supporting mixed-use and commercial centers

The Vision for the Future of Merriam in 2040

Economic Development – The City identifies redevelopment opportunities in limited spaces, partnering with developers to maximize economic potential.

Parkland Development – Limited by available space, the City plans strategically to purchase and develop parkland as opportunities arise.

Downtown Enhancements – The City revitalized downtown with Merriam Marketplace for events like the farmer’s market, and made upgrades to Merriam Drive with expanded sidewalks and decorative elements. Upcoming projects include further downtown improvements and drainage upgrades.

Infrastructure Maintenance – The City maintains a nine-year schedule for street overlays, funded by state fuel taxes and the Capital Improvement Fund.

Ten Year Major Equipment Replacement Schedule – The City maintains a ten-year equipment replacement schedule for items over $5,000 per department, forecasting needed General Fund transfers to the Equipment Reserve Fund for annual budgeting.

Five Year General Fund Balance Projections – The City projects General Fund balances, factoring in revenue and expense trends, with regular updates to prioritize spending.

5-YEAR GENERAL FUND BALANCE PROJECTION (IN MILLIONS)

GOALS & OBJECTIVES OVERVIEW

ENHANCE COMMUNITY IDENTITY & CONNECTIONS

PROVIDE EXCEPTIONAL SERVICE DELIVERY

IMPROVE PHYSICAL CONDITIONS & PROPERTY VALUES

MAINTAIN ECONOMIC VITATLITY

ENHANCE COMMUNITY IDENTITY & CONNECTIONS

Facilitate better communication between the city and its citizens

▶ Continue to review, revise and enhance the city's communications to ensure relevancy, accessibility transparency and a superior user exprience.

▶ Provide opportunities for residents to engage in city affairs utilizing the Community of All Ages playbook.

Gain insight into public sentiment on community issues and services

▶ Conduct a resident and business satisfaction survey every three years to gauge public perception of service delivery.

▶ Complete a community-wide strategic planning process.

Encourage participation in sustainability initiatives including economic, environmental, and social sustainability.

▶ Coordinate the annual recycling event with other NEJC cities.

▶ Identify a preferred vendor and negotiate a discounted rate for an optional curbside composting service and curbside glass recycling.

▶ Participate in the metro-wide Climate Action KC discussion and explore opportunities to implement relevant programs in the community.

▶ Consider sustainability and use high design standards for construction and repairs of City buildings.

Support a public art program throughout the City

▶ Provide funding in the 5-yr CIP Budget for the selection, creation and installation of public art.

▶ Investigate a policy providing for private funding of art throughout the City, similar to a "% for the Arts" policy.

ADMINISTRATION

Department Goal: Enhance citizen engagement and transparency

Objectives:

▶ Continue expanding reach through digital platforms and multimedia content.

▶ Improve accessibility and user experience on merriam.org.

▶ Streamline information-sharing processes between departments.

*The City stopped using Twitter in April 2024.

COMMUNITY DEVELOPMENT DEPARTMENT

Department Goal: Enhance citizen engagement with the City

Objectives:

▶ Utilize Community Development tracking software to provide information to citizens regarding code enforcement activities.

▶ Utilize Community Development tracking software to allow for the business and landlord licenses and residential permit submission to be done on-line.

▶ Continue supporting the City’s website as a tool for citizens to submit code concerns.

▶ Utilize the Neighborhood Service Manager to engage neighborhood groups and associations and be a liaison between those groups and the City.

PARKS & RECREATION

Department Goal: Provide and promote multi-dimensional inclusion and access for facilities and programming.

Citywide Goal Supported: Enhance Community Identity and Connections

Objective: Anticipate the needs of the changing community. Structure programs, marketing materials and forms to be more inclusive.

Department Goal: Increase community awareness of park improvement and amenities.

Citywide Goal Supported: Enhance Community Identity and Connections. Objective: Promote availability of open space amenities available for private rental.

*2020 / 2021 Coronavirus Pandemic with gathering restrictions / limitations. 2020 Field rental increased as organizations looked for open space to hold programs outside.

Department Goal: Enhance citizen engagement in Parks and Recreation activities and programs by creating and promoting programs that enhance the quality of life for residents.

Citywide Goal Supported: Enhance Community Identity and Connections

Objective: Use information obtained from the completion of the Facilities Master Plan process to design a variety of programs to meet needs of citizens in the new community center.

Department Goal: Utilizing the community response, implement the vision desired for recreation facilities.

Citywide Goal Supported: Enhance Community Identity and Connections

Objectives:

▶ Evaluate facility operations and implementation plans to remain relevant with the needs of the community.

▶ Develop and evaluate recreation program operation plan to identify staffing needs, program schedule and fee structures to be competitive within the market.

▶ Evaluate operating procedures.

Special Community Events

Department Goal: Offer events and activities with a community focus to provide opportunities to enrich citizens’ lives through social, educational and cultural events.

Citywide Goal Supported: Enhance Community Identity and Connections

Objectives:

▶ Events experiencing a decline of 30% or greater in attendance in one year will require a SWOT evaluation to determine cause and if a change is needed.

▶ Evaluate existing event locations with the plan to enhance or expand current events.

▶ Host a minimum of four special events with varying audience appeal at the Merriam Marketplace through the year.

Department Goal: Provide and promote multi-dimensional inclusion and access for facilities and programming.

Citywide Goal Supported: Enhance Community Identity and Connections

Objective: Anticipate the needs of the changing community. Identify events, programs and activities to be more inclusive.

Merriam Marketplace

Department Goal: Operate and utilize the Merriam Marketplace in an efficient manner

Citywide Goal Supported: Enhance Community Identity and Connections

Objectives:

▶ Increase Farmers’ Market visitor attendance.

▶ Increase public awareness of Farmers’ Market through use of various marketing strategies to include but not limited to social media marketing, various print and electronic media advertising.

POLICE DEPARTMENT

Department Goal: Community education

Objectives:

▶ Provide community education programs like Citizen’s Police Academy, National Night Out Against Crime, and school events.

▶ Continue the Coffee with a Cop program to allow citizens time to interact with patrol officers.

▶ Continue training community members for “active shooter” events.

PUBLIC WORKS

Department Goal: Beautify the City

Objective: Share information with citizens on how to build and maintain a hanging flower basket.

CAPITAL IMPROVEMENT PROGRAM

Department Goal: Enhance engagement with affected property owners on all projects

Objectives:

▶ Provide clear expectations to affected property owners regarding capital improvement projects.

▶ Negotiate all required easements and private property impacts in a uniform and equitable manner, without the use of eminent domain.

▶ Provide timely project updates to residents that enhance communication and understanding.

PROVIDE EXCEPTIONAL SERVICE DELIVERY

Improve the utilization of technology to increase efficiency.

Explore opportunities to better connect existing technologies to provide a more robust and seamless user experience.

Recruit and retain the best talent within NE Johnson County that best reflects the diversity of our community.

Appropriately fund competitive compensation packages and train employees to be the best asset they can.

Investigate and develop pilot programs to explore new ways to deliver services.

Reguarly monitor the results of new initiatives and adjust accordingly to maximize efficiency and ease of access.

Continue the mental health co-responder program and regularly monitor usage to anticipate future needs.

Investigate a single hauler trash, recycling and leaf removal program.

ADMINISTRATION

Department Goal: Efficient and effective operations

Objectives:

▶ Hold worker’s compensation claims below 5% of eligible payroll through proactive safety and training programs.

▶ Maintain active investment of unrestricted cash at or above 75% of available funds.

▶ Reduce property and liability claims through enhanced risk management practices.

Department Goal: Department Goal: Support employee wellness and professional growth.

MUNICIPAL COURT

Department Goal: Efficient and effective operations

Objectives:

▶ Allow attorneys to file documents online.

▶ Continue to work on scanning and e-filing in an effort to become paperless.

▶ Remodel clerk’s office to make the office a more efficient work space.

INFORMATION SERVICES

Department Goal: Efficient and effective technology services

Objectives:

▶ Enhance the network infrastructure to accommodate more cloud-based applications.

▶ Continue to decrease the physical number of Windows servers with virtualization.

▶ Assist departments with applying appropriate technologies to serve the community better.

▶ Research and develop more centralized services (wireless, access control, digital signage).

▶ Explore system redundancy and its cost-effectiveness.

* A Mission-Critical Server refers to a server essential for City operations and connections with other outside services that significantly impact City services.

POLICE DEPARTMENT

Department Goal: Data driven policing

Objectives:

▶ Monitor Part One violent crime (Murder, Rape, Robbery, Aggravated Assault/Battery) reports for patterns, increases, and effective clearance percentage.

▶ Monitor Part One property crime (Burglary, Theft, Vehicle Theft, Arson) reports for patterns, increases, and effective clearance percentage.

Department Goal: Efficient and effective operations

Objectives:

▶ Maintain

▶ Maintain average response time for non-emergency calls for service to 9 minutes or less.

Objective: Provide safe streets with traffic enforcement as a means to reduce traffic accidents.

PUBLIC WORKS

Department Goal: Cross train department employees to enhance productivity

Objectives:

▶ Continue to develop employees through IMSA certifications. (Work Zone, Signs & Marking, Traffic Signal Maintenance & Roadway Lighting, Certified Playground Inspectors & KDOT Inspector’s Certifications)

▶ Continue to develop supervisors in the Public Works Institute through the APWA.

CAPITAL IMPROVEMENT PROGRAM

Department Goal: Deliver quality projects in an efficient manner

Objectives:

▶ Continue taking programmed projects through a public process, design, and construction to meet the Five-year Capital Improvement Plan schedule.

▶ Ensure high quality projects through a detailed and comprehensive construction inspection process.

▶ Effectively manage all projects to achieve substantial completion

▶ Provide monthly updates regarding actual versus budgeted expenditures of capital improvement projects.

▶ Effectively administer contracts for design and construction services for all projects.

IMPROVE PHYSICAL CONDITIONS &

PROPERTY

VALUES

Reduce

the number of repeat code offenders.

▶ Utilize the Neighborhood Services Manager to connect residents with the available resources to maintain their properties.

▶ Ensure repeat code offenders are fairly and appropriately adjudicated in Municipal Court.

Sustain capital improvement efforts.

▶ Continue to submit for federal and county grants to leverage the use of City funds.

▶ Coordinate multi-year CIP efforts to minimize disruptions within neighborhoods.

Partner with neighborhoods to improve maintenance of common areas

▶ Continue to explore city-funded grant opportunities to target specific areas of need within neighborhoods.

▶ Continue to increase our urban forest throughout the City.

Improve safety for all modes of travel throughout the community.

▶ Create and maintain a well-connected transportation network that includes efforts related to walkability, bikeability, and providing safe access to both sides of I-35.

▶ Continue to maintain streets, trails, and pedestrian pathways.

▶ Make public transit more accessible by identifying major bus stops and ensuring they are equipped with the appropriate infrastructure for the location.

COMMUNITY DEVELOPMENT

Department Goal: Utilize data to efficiently and effectively enforce City property maintenance codes

Objective: Assist code enforcement officers in the enforcement of property maintenance.

Department Goal: Enforce City codes fairly to improve physical conditions in the community

Objective: Enforce City codes uniformly and fairly. Achieve closure of 80% of code cases within 30 days.

PARKS & RECREATION

Department Goal: Improve our neighborhoods through investment in our parks

Objectives:

▶ Continue to support Adopt-A-Park program to assist with keeping parks clean and noting potential maintenance issues.

▶ Develop a park evaluation program to identify future improvements for neighborhood parks to improve experiences of users and assist in maintaining property value of neighborhoods.

▶ Continue to implement portions of park master plan for Waterfall Park.

PUBLIC WORKS

Department Goal: Maintain and upgrade existing streetlight infrastructure

Objectives:

▶ Conduct quarterly streetlight inspections.

▶ Repair known streetlight outages within 48 hours. Department Goal: Provide a safe and enjoyable environment for users of City parks and trails.

Department Goal: Provide a safe and enjoyable environment for users of City parks and trails.

▶ Continue to repair substandard areas on Streamway Trail along with controlling vegetation overgrowth.

▶ Conduct and document monthly playground inspections. Repair or replace unsafe items found during inspections within 24 hours of inspection.

Department Goal: Identify infrastructure needing replacement such as asphalt, curb, and sidewalk

Objectives:

▶ Maintain at least 85% of City streets with a condition rating of fair or better.

▶ Conduct annual Overlay Program for streets and coordinate with Capital Improvement Program department.

▶ Map and identify curbs and sidewalks needing repair and coordinate with Capital Improvement Program department.

CAPITAL IMPROVEMENT PROGRAM

Department Goal: Program CIP based on a logical priority system that considers needs and available funding.

Objectives:

▶ Continue program development of projects.

▶ Continue support for USACE Upper Turkey Creek Project.

MAINTAIN ECONOMIC VITATLITY

Provide support to existing businesses.

▶ Focus on capital improvements that enhance economic opportunity and minimize business disruption.

▶ Develop relationships with local owners and business associations.

Expand the commercial tax base.

▶ Promote Merriam as being an attractive and viable option for redevelopment opportunities.

▶ Update the Tax Increment Financing Policy (TIF) and adopt a new Community Improvement District (CID) Policy that includes the city’s preference that development include sustainability best practices.

Facilitate a public discussion about future development possibilities in downtown Merriam.

▶ Continue to promote the Upper Turkey Creek mitigation project as a viable option to enhance downtown.

Promote a diverse revenue structure and maintain adequate reserves.

▶ While maintaining adequate reserves and funding City services, reduce the City’s mill levy when possible..

ADMINISTRATION

Department Goal: Facilitate economic and community development

Objectives:

▶ Adopt a new Community Improvement District policy.

▶ Update Tax Increment Financing policy.

▶ Identify appropriate tools for use by parties interested in establishing businesses in Merriam.

TOURISM & ECONOMIC DEVELOPMENT

Department Goal: Serve as a connector between local tourism partners and visitors through marketing, sales, and service to drive visitation in Merriam.

Objectives:

▶ Distribute translated rack cards and provide Merriam promotional giveaways to international guests through hotels and events during World Cup.

▶ Coordinate a micro campaign aimed to promote Merriam during shoulder seasons (winter/ spring break).

▶ Conduct tourism partner visits to exchange ideas, solve challenges, and maintain continual communication.

▶ Increase destination awareness by securing paid and earned media placements such as travel blogs, regional lifestyle magazines, and influencer partnerships that highlight Merriam’s attractions, events, and visitor amenities.

▶ Track the progress and outcomes of the proposed Kansas Sports Tourism Bill to assess potential impacts on Merriam’s visitor economy.

Department Goal: Strengthen Merriam’s business community by supporting business expansion and retention, fostering connections among local businesses, and serving as a central resource for guidance, networking, and growth opportunities.

Objectives:

▶ Enhance the business section at merriam.org/business to better position Merriam as an ideal place to start or conduct business.

▶ Host networking events and workshops, to foster collaboration among local businesses. Explore hosting a trades fair for local high school students through the NEJoCo Chamber.

▶ Provide support to existing Merriam businesses by connecting them with city programs, incentives, and resources that streamline operations, encourage growth, and strengthen longterm business success.

▶ Conduct quarterly business retention visits and distribute a regular e-newsletter for subscribing businesses.

▶ Continue offering the Shop Merriam program to new and renewing Merriam businesses to encourage visitation to local shops and service businesses.

▶ Continue the process to further the Certified Economic Developer accreditation.

COMMUNITY DEVELOPMENT

Department Goal: Promote and stimulate quality development to enhance our economic base

Objective: Facilitate the appropriate development of Advent Health Medical Center, downtown Merriam, and the K-Mart site.

MERRIAM MARKETPLACE

Department Goal: Enhance City’s economic base by offering activities and programs that promote the use of Merriam Marketplace

Citywide Goal Supported: Maintain economic vitality

Objective: Provide some form of bi-monthly entertainment or activity during the Farmers’ Market.

PUBLIC WORKS

CAPITAL IMPROVEMENT PROGRAM

Department Goal: Promote and stimulate quality development to enhance the City’s economic base.

Objective: Promote redevelopment and new development within Merriam by improving and enhancing public infrastructure.

CITY OF MERRIAM, KANSAS

FINANCIAL OVERVIEW

ANNUAL BUDGET

DESCRIPTIONS OF ACCOUNTS & FUNDS

The accounts of the City are organized on the basis of funds and groups of accounts, each of which is considered to be a separate accounting entity. The operations of each fund are accounted for by providing a separate set of self-balancing accounts, which is comprised of its assets, liabilities, fund balance, revenues and expenditures or expenses, as appropriate. The types of funds maintained by the City are as follows:

General Fund: The principal fund of the City and accounts for all financial transactions not accounted for in other funds. The general operating expenditures, fixed charges and capital improvement costs that are not paid through other funds are financed through revenues received by the General Fund. The General Fund is used to pay for the expenditures of various departments throughout the City, with a few exceptions as noted below under Special Revenue Funds. The Risk Management Reserve Fund accounts for transfers from the General Fund and is used for the payment of risk management related expenses. For financial reporting purposes, the City's Risk Management Reserve Fund, which has its own legally adopted budget, is reported with the General Fund. Revenue sources include property and sales taxes.

Special Revenue Funds: Used to account for revenues derived from specific taxes, governmental grants or other revenue sources which are designated to finance particular functions or activities of the City as identified below.

▶ Special Highway Fund: accounts for Motor Fuel tax receipts and is used for construction, maintenance and repairs of City roads.

▶ Special Parks and Recreation Fund: accounts for one third of the Special Alcohol tax receipts and is used to purchase and maintain City parks and recreational services and facilities.

▶ Special Alcohol Fund: accounts for one third of the Special Alcohol tax receipts and is used to support the Johnson County Alcohol Tax Fund programs and the City’s own programs to prevent and manage substance abuse.

▶ Transient Guest Tax Fund: accounts for Transient Guest tax receipts and is used to enhance the community in ways that attract visitors and economic development.

▶ I-35 TIF Fund: accounts for receipts from the property and sales tax increments in the redevelopment district.

Bond and Interest Fund: Used to account for the accumulation of resources for and the payment of principal, interest and other related costs of the City’s general obligation bonds. Resources include a dedicated mill levy and transfers from the Capital Improvement Fund.

Capital Projects Funds: Used to account for and report financial resources that are restricted, committed, or assigned to expenditures for capital outlays including acquisition or construction of capital facilities and other capital assets.

▶ Capital Improvement Fund is used to account for monies derived from General Fund transfers, special sales taxes for streets, grants and contributions of outside agencies used to finance infrastructure improvements in the City. This fund also accounts for monies tax incremental financing (TIF) revenues not committed to developers.

▶ Equipment Reserve Fund accounts for transfers from the General Fund and is used to finance the acquisition of major equipment purchases.

The City has additional funds that are audited, but not included in the budget. The special law enforcement fund accounts for monies derived from property seizures related to illegal drug arrests and prosecution as well as the disbursement of monies for drug enforcement purposes. The Grant Fund is used to account for major federal grants.

FUND - FUNCTION - DEPARTMENT - DIVISION - OBJECT

The Expenditure account numbers used in the City of Merriam’s budgeting and accounting process are broken down by fund, function, department, division, and object.

A function is a group of related activities aimed at accomplishing a major service. A department is a major administrative section of the City of Merriam, which indicates overall management responsibility for an operation, or group of related operations within a functional area. A division is a segment of the department, which is assigned a specific operation. The expenditure object number designates a specific expense account and is consistently applied throughout all departments, divisions, and organizations.

The Revenue account numbers used in the City of Merriam’s budgeting and accounting process are broken down by fund, section, and object.

FUND - SECTION - OBJECT

Sections are categories of revenues such as property taxes, non-property taxes, licenses and permits, intergovernmental, charges for service, fines and forfeitures, use of money, miscellaneous, and non- revenue receipts. The revenue object number designates a specific revenue account and is consistently applied in funds.

Percent of Expenditures Associated with Funds (approximate)*

The Special Highway Fund covers street expenses, the Special Alcohol Fund supports Police education programs, the Special Parks & Recreation Fund aids park purchases, the Transient Guest Tax Fund funds community events, the Risk Management Fund covers risk consulting fees, and the Equipment Reserve Fund supports large equipment purchases across departments.

Many General Fund programs generate insufficient revenues to cover operational costs, relying on sales, property taxes, and other general revenues for support. For instance, building permits fund less than one-fifth of the Community Development department’s expenses. City Council policy decisions will guide resource allocation during funding pressures.

Basis of Accounting

All governmental and agency fund types use the modified accrual basis of accounting, where revenues are recorded when collected, unless they are measurable and available for City operations. Significant revenues susceptible to accrual include delinquent property taxes, sales and utility taxes, interest, and certain grants. Expenditures are recorded when the liability is incurred, excluding long-term debt interest. Intergovernmental revenues follow specific legal and contractual guidelines, with virtually unrestricted funds recognized upon receipt or earlier if criteria are met. Licenses, permits, service charges, fines, and miscellaneous revenues are recorded when cash is received. Proprietary fund types use the accrual basis, recognizing revenues when earned and expenses when liabilities are incurred, but the City does not have proprietary fund types.

Budgetary Basis and Ending Cash Position

The City Council must adopt a balanced budget, aligning total resources with obligations, as mandated by State Budget Law, which prohibits excessive spending and unappropriated balances in tax-supported funds. The budget is prepared on a modified accrual basis, utilizing prior year’s ending cash balances to balance the budget. Although the fund balance is not an annual revenue source, year-end carryovers support future operating and capital budgets, with reserves critical for unexpected demands and revenue shortfalls. Kansas statutes require budgeted ending fund balances to be zero, but the City does not expect to expend these reserves. The City meets its reserve goal of 30-35% of General Fund operating revenue through 2026. The Bond and Interest Fund pays debt service costs through property taxes and a 1/4 cent sales tax for the community center, while the non-major Equipment Reserve Fund varies based on projected needs, and the Risk Management Fund acts as a contingency for uninsured expenditures. Encumbrances are treated as budgetary expenditures in the year incurred.

Fund Balance Projections

Additional Considerations

To ensure fiscal responsibility, the Kansas Legislature enacted a cash-basis law in 1933 (K.S.A. 10-1101 to 10-1122) prohibiting municipalities from incurring debt beyond the funds available in their treasury. This law prevents municipalities from spending more than their annual operating revenues and issuing short-term debt for operating expenses. Kansas Statutes require municipal record-keeping that complies with cash-basis and budget laws, maintaining separate funds for specific purposes and projects per state law, bond covenants, tax levies, and City Council resolutions. An annual report details revenues, encumbrances, and expenditures against budgeted amounts.

FINANCIAL POLICIES

General Provisions

The City of Merriam financial policies and provisions, compiled below, set forth the basic framework for the overall fiscal management of the City. These policies assist the decision making process of the City Council and the Administration. These policies provide guidelines for evaluating both current activities and proposals for future programs and budgets. Some policies are covered by formally adopted City Council policies; others are covered by administrative policy only.

Financial policies aid the City by improving financial management, improving financial position, and improving the creditworthiness of the City. They also serve to ensure that all financial transactions conducted by or on behalf of the City, its agencies, departments, officials, and authorized agents, shall be made in a manner and method which provides for the most proficient and effective management of the financial resources and funds of the City. These policies provide for the maximum protection of the City taxpayer, in accordance with and utilizing established financial management practices, accounting standards, and auditing requirements.

Included in these are specific policies related to operations, accounting and auditing, reserves, capital projects, cash management, debt, and budget.

The City Council is responsible for establishing and authorizing policies and procedures for the management of all financial resources and transactions of the City. The City Administrator, Finance Director, and other City officials are responsible for adopting administrative procedures necessary to implement the financial policies.

It is the policy of the City to maintain sound financial practices and policies which are viable and current according to generally accepted accounting principles, auditing standards and best financial management practices, and which are consistent and comply with all applicable state and federal laws. The City shall regularly review its policies and procedures and reserves its right to change and supplement them as necessary.

Revenue Provisions

The City will attempt to maintain a diversified and stable revenue system to shelter it from short term fluctuations in any one revenue source.

The City will attempt to obtain additional revenue sources as a way of ensuring a stable balanced budget.

The City will establish user charges and fees at a level relative to the cost of providing the service.

The City will annually review its user charges and fees. The City will consider market rates and charges levied by other public and private organizations for similar services.

The City acknowledges the fact that property values have historically increased in this area of the country. Increasing property values will consequently increase the taxes that citizens pay unless the mill levy is reduced by a comparable level. The City will annually review the effect of increasing property values and will take that into consideration when establishing the mill levy rate. The City of Merriam’s property tax rate has trended down over the past few years. A clerical error in the 2024 budget artificially decreased the rate significantly, however the 2025 budget corrected the error and increased the rate back to an appropriate level. City Council’s priority is to lower the mill levy rate as feasible each year, which was accomplished with over a 0.25 decrease for 2026.

The Council has adopted a policy that dictates the use of sales tax revenues. The City’s local sales tax is initially deposited into the General Fund. After ensuring the General Fund reserve policy is followed, up to 50% of sales tax receipts is transferred to the Capital Improvement Fund. The 0.25% special streets and stormwater sales tax, which was renewed in January 2020, and will be collected through 2030, is utilized for applicable capital improvement projects. The 0.25% special sales tax for Parks and Recreation, which will be collected through 2027, partially funds the debt service on the new community center.

Expenditure Provisions

The City will manage expenditures to assure that service will be efficient and cost effective in carrying out the public policy directives established by the Council.

The City will actively participate in risk management pools with other local area governments as long as the pools continue to outperform the market rates for these same services.

The City will continue to support a scheduled level of maintenance and replacement of its infrastructure, fleet, and other equipment and facilities.

Reserve Provisions

The City maintains a reserve and fund balance policy which sets a target of 30% to 35% of General Fund revenue for the combined General Fund and Risk Management Fund balances. If projected fund balances fall below the target range, the policy requires the City Administrator to submit a plan to restore the balances within range of the next five-year General Fund balance projection. The Risk Management Reserve Fund provides security from uninsured losses including emergency events or lawsuits, and conditions resulting in unanticipated expenditure requirements or revenue fluctuations.

The 2026 Budget satisfies the policy regarding General Fund reserves.

Capital Project Provisions

The City will annually develop a five-year plan for capital improvements in accordance with City policies.

The City will adopt an annual capital budget based on the five-year capital improvement plan.

Cash Management / Investment Provisions

The City will deposit all funds the day following the reciept. Cash and checks will be secured overnight in a lockbox. The City will collect revenues aggressively, including past due bills of any type.

The Council has adopted a formal investment policy to guide the investment of idle funds. The policy emphasizes the preservation of principal, while seeking to obtain the best available rate of return. The policy fully complies with statutes concerning the investment of funds by municipalities in Kansas.

Debt Financing Provisions

The City maintains a debt financing policy to ensure that debt is managed in a fiscally prudent manner and complies with state/federal laws, minimizes taxpayer costs, does not adversely impact future generations, and will not harm the City’s credit rating.

When general obligation debt is issued, the City will seek to obtain interest costs that are the lowest attainable in the market, preferably through competitive sale. The City will seek to maintain good financial policies and financial reporting to aid in the acquisition of the best market rates. The City will comply with the legal debt margin established by the statutes. The State of Kansas limits bonded debt to 30% of assessed valuation (excluding: revenue bonds, storm drainage or sanitary sewer improvement bonds and refunding bonds).

Accounting

The City will follow the Generally Accepted Accounting Principles (GAAP) as promulgated by the Governmental Accounting Standards Board (GASB) for budget preparation and financial reporting. The City will submit to an annual audit by an independent certified public accountant with the goal of attaining an unqualified opinion. The City will prepare an Annual Comprehensive Financial Report (ACFR) and submit it for consideration to the Government Finance Officers Association for their Certificate of Achievement for Excellence in Financial Reporting. The City will prepare a Popular Annual Financial Report (PAFR) and submit it for consideration to the Government Finance Officers Association for their Award of Outstanding Achievement in Popular Annual Financial Reporting. The City will follow the standards of full disclosure in all financial reporting and bond offering statements.

Balanced Budget

The City Council must adopt a balanced budget, where total resources equal total obligations in accordance with K.S.A. 79-2927. Total resources include beginning fund balances and total obligations include contingency and ending fund balances. The budget adoption and amendment process is described further on the following pages. This budget complies with all relevant state laws and City financial policies.

BUILDING THE BUDGET

It is the policy of the City Council to plan for the orderly operation of the City by the adoption of an annual budget of all anticipated revenues and expenditures according to K.S.A. 79-2927 et. seq. Total resources include beginning fund balances and total obligations include contingency and ending fund balances.

Responsibilities

Citizens are encouraged to share ideas and provide input concerning City operations as well as budgetary issues. Citizens may provide input at council meetings, public hearings, and through surveys and other forms of communication.

The City Council is responsible for reviewing and adopting an annual budget for all funds for which the City is responsible. Council must also approve large purchases, change orders to existing contractual agreements, and budget transfers between funds.

The City Administrator is responsible for recommending a balanced budget to the Council for adoption. In addition, the City Administrator provides general guidelines for budget preparation as well as overseeing budget implementation during the fiscal year.

The Finance Director is responsible for establishing the budget schedule; evaluating department requests; estimating revenues, expenses, and financial impacts of budget proposals; ensuring compliance with applicable state budget laws; providing the Council with the information necessary to make responsible decisions; and administering the policy and procedures.

Budget Development Process

During the first quarter of each year, the Finance Director and the City Administrator establish the calendar for adoption of the annual operating budget for the following year. The calendar is designed to allow sufficient time for preparation of budget requests, public comment, staff and City Administrator review, Council consideration, and publication and submission deadlines established by statute. All dates are to be considered mandatory deadlines unless otherwise modified by the City Administrator.

The Finance Director issues budget forms and instructions to departments in March. All departments shall submit their budget requests according to the schedule and instructions. The Finance Director reviews and evaluates the budget requests, and assists the City Administrator in formulating the budget to be recommended to the Council. Departments are prepared to fully explain and justify their requests to the City Administrator.

The City Administrator formulates a recommended budget and submits it to the Council for consideration in July. The Council will meet in work sessions to consider and discuss the budget. The Council may invite officials, departments, and agencies to present additional information or justifications concerning their requests. Copies of the proposed budget summary are available to the public at City Hall and on the website by mid-July.

Annual Budget Adoption

By June 15, the County Clerk will calculate and provide to the City the Revenue Neutral Rate (RNR) along with the most current assess valuation. The RNR is the rate for the current tax year that would generate the same property tax revenue as levied the previous tax year using the current tax year’s total assessed valuation. The city is required to notify the County Clerk by July 20 of its intent to levy above the RNR.

The Finance Director publishes the proposed budget, intent to exceed the RNR and notice of a public hearing in the local newspaper. The public hearing shall be scheduled at least 10 days later than the date of the publication and between August 20 and September 20. In addition to city required notifications regarding the RNR Hearing, for tax years commencing after 2021, the County Clerk will notify all taxpayers of intent to levy above RNR.

The Council will then hold a public hearing on the date and time specified in the publication for the purposes of hearing taxpayer questions and comments concerning the intent to exceed the RNR and the proposed budget. Copies of the Budget in Brief are available at this meeting. The Council adopts an annual budget and the Finance Director files it with the County Clerk. Copies of the expanded budget document are available to the public at City Hall and on the website in late fall.

The process of amending the City’s budget is outlined and authorized by K.S.A. 79-2929a. Amendments to the City’s budget are allowed only in the event of an increase in the original budget for previously unbudgeted increases in revenues other than ad valorem property taxes. To amend the budget the City is required to publish a “Notice of Hearing” 10 days prior to the hearing. The City then must hold a public hearing and forward amended budget forms to the County Clerk for certification.

2025 CALENDAR FOR 2026 BUDGET

13 14 15 16 17 18

20 21 22 23 24 25 26 27 28 29 30 31

10 Solicit Goals & Objectives Update from Council Admin and Fin

24 Accept New Goals & Objectives Admin & CC

25 Review New Goals and Budget Request Instructions with Dept. Heads Admin

3/31-4/4 Audit Fieldwork FD

4 Dept. Budget Requests Due Dept. Heads 7-18 Review of Dept. Budget Requests Admin and Fin 25 CIP Tour CC, Ad,in, PW, and Fin

28 5-Year Capital CIP Presentation and Discussion CC, Admin, PW, and Fin

4/21-6/6 Develop Recommended Budgets Admin and Fin

4/21-6/6 Develop Recommended Budgets Admin and Fin

25 Discussion of 5-Year CIP Updates Admin, PW, and Fin

3/31-4/4 Audit Fieldwork Fin

4/22-6/6 Develop Recommended Budgets Admin and Fin

9 Preliminary Operating Budget Discussion Review 2025/2026 Review Projections CC, Admin, and Fin

13 Revenue Neutral Rate and Tax Valuations Available Johnson County Clerk

24 Review Detailed Budget Drafts and Determine Mill Rate CC, Admin, and Fin

BUDGET OVERVIEW

ALL FUNDS COMBINED

REVENUES

EXPENDITURE SUMMARY

REVENUE SUMMARY BY FUND

REVENUES

The City of Merriam has developed a diverse base of revenues to fund its operational and capital needs. The purpose of this section is to describe the major revenue sources and trends and how these affect the City. Special emphasis is placed on five major revenue sources. This set of revenues is significant in that they collectively represent 75% of the City’s projected current revenues in 2026.

Current revenues are those funds that the City has budgeted to collect in 2026. Current revenue does not include beginning fund balance, interfund transfers, or bond proceeds. Each major source of revenue is described on the following pages. These five major revenue sources and their contribution to overall revenues are summarized in the charts below.

REVENUE SOURCES - BUDGETED 2026

TIF Revenues

In 1994, the City established the I-35 Redevelopment District (the District) pursuant to Kansas Statute Annotated 12-117. Real property taxes produced from that portion of the current assessed valuation of real property within the District in excess of the base year assessed valuation (the tax increment) are captured by the District. In addition, 50% of certain sales taxes in excess of base year collections are also captured. These revenues can be used to pay for redevelopment project costs within the District.

The City currently has four tax increment financing agreements with developers:

▶ IKEA Merriam: The 360,000 square foot IKEA home furnishing store at I-35 and Johnson Drive opened in September 2014. The City committed future sales and property tax increments to IKEA Property, Inc., a “destination-retailer”, who attracts shoppers from throughout the region.

▶ Merriam Village: This 17-acre site located near Johnson Drive and I-35 includes a 55,000 square foot Hobby Lobby (craft and home décor), Quik Trip convenience store, and four fast food restaurants. The City has committed to provide future property tax increments to Developer’s Diversified Realty, Inc.

▶ Merriam Grand Station: Provides reimbursement in eligible project costs for the construction of approximately 10,000 square feet of restaurant and retail space, approximately 10,000 square feet of civic activity space and outparcels totaling approximately 11,000 square feet.

▶ Merriam Grand Marketplace: This development is located just north of Shawnee Mission Parkway, on the site of the former Johnson County Library. This redevelopment project includes over 200 modern apartment units, with 18 designated for affordability, one to two sit-down restaurants, a grocery store, and green spaces and pedestrian pathways.

Ad Valorem Property Tax

Property taxes are one of Merriam’s most stable and significant revenue sources, providing a dependable foundation for funding essential city services and long-term capital investment. Property taxes are levied on the assessed valuation of real and tangible personal property, as certified by the Johnson County Clerk each year.

The assessed valuation established and mill levy set in 2025 fund the 2026 Budget. The City’s total budgeted ad valorem property tax revenue for 2026 is $7,913,059, which accounts for approximately 17.5% of all current revenues. Within the General Fund, property taxes comprise about 28.4% of total current revenues (excluding transfers).

The 2026 mill levy is set at 26.412 mills, representing a decrease of 0.282 mills from the 2025 rate of 26.694. This marks the second consecutive year the City has reduced its property tax rate, reflecting Merriam’s ongoing commitment to fiscal stewardship and taxpayer value.

Despite the rate reduction, stable growth in assessed valuation, driven by continued commercial investment and sustained residential property strength, ensures sufficient funding for operations and capital priorities. The City’s ability to lower its rate while maintaining service levels underscores a balanced financial strategy that leverages diversified revenues and disciplined expenditure management.

ASSESSED VALUATION

The City’s assessed valuation represents the total taxable value of real and personal property within Merriam and serves as the foundation for calculating ad valorem property taxes. Each year, the Johnson County Appraiser certifies the City’s valuation, which is then used by the County Clerk to determine the mill levy necessary to fund the adopted budget.

For the 2025 tax year, Merriam’s total assessed valuation increased from $261 million in 2024 to $299.6 million, an increase of $38.6 million, or 14.8%. This growth was primarily driven by continued commercial reinvestment, new residential construction, and steady appreciation in existing property values.

The sustained expansion of Merriam’s tax base allows the City to maintain high service levels while reducing the mill levy to 26.412 mills for 2026. A broad and stable valuation base continues to be one of Merriam’s strongest financial indicators, supporting long-term fiscal health and flexibility.

CITY MILL LEVY

The City’s 2026 mill levy is set at 26.412 mills, following a 2025 rate of 26.694 mills and continuing Merriam’s trend of gradual, deliberate rate reductions. The 2025 levy represented a decrease of 0.971 mills from the 2023 rate, reflecting the City’s ongoing commitment to maintaining a stable and responsible tax rate.

It is important to note that the 2024 mill levy contained a clerical adjustment that temporarily reduced the rate below the expected level. To ensure consistency in historical reporting, future mill levy comparisons are measured against the 2023 rate, which accurately represents Merriam’s long-term fiscal trend.

The steady decline from 26.694 mills in 2025 to 26.412 mills in 2026 demonstrates the City’s continued emphasis on fiscal stewardship, operational efficiency, and sustainable tax policy, balancing service delivery with prudent financial management.

MILL LEVY RATE HISTORY

Sales Taxes

City Sales/Use Tax

The City’s largest source of income is a 1.50% local sales tax on items purchased within Merriam. The 1.00% general City sales tax is allocated to the General Fund; a 0.25% special City sales tax supports the Capital Improvement Fund for street and stormwater projects; and another 0.25% special City sales tax supports the Bond & Interest Fund for Parks and Recreation capital improvements.

For 2026, total City sales and use tax revenues across all funds are budgeted at $17,291,644, comprising approximately 43% of total Citywide revenues. Of this total, City sales taxes are projected at $16,088,644, reflecting a 6.3% increase from the 2025 budget, while use taxes are projected at $1,203,000, maintaining stable growth consistent with consumer spending trends.

Sales and use tax projections assume continued modest economic expansion and ongoing reinvestment within Merriam’s commercial corridors, including the IKEA and Merriam Town Center districts.

County Sales Tax

The City’s share of the countywide sales tax includes four components: 1) the City’s distribution of the 0.6% countywide sales tax, 2) the original 0.25% Public Safety sales tax (effective 2011), 3) the 0.25% Public Safety sales tax (effective 2009), and 4) the 0.25% Public Safety sales tax (effective April 1, 2017). Proceeds are distributed monthly by the Kansas Department of Revenue, based on formulas reflecting both population and taxing effort across Johnson County municipalities.

For 2026, Merriam’s county sales tax revenues are budgeted at $2,640,000, representing approximately 6.6% of total City revenues. This estimate assumes collections consistent with 2025 levels, supported by steady countywide retail activity and a balanced distribution formula.

Intergovernmental Grants

The 2026 Capital Improvement Fund budget includes $2,102,500 in Intergovernmental Grants from a variety of external sources. These revenues provide critical support for the City’s longterm capital investment strategy and are restricted to specific projects rather than ongoing operations.

For 2026, grant funding includes allocations from the Johnson County Assistance Road System (CARS) program and remaining American Rescue Plan Act (ARPA) funds, primarily supporting street and stormwater reconstruction along Merriam Drive (Johnson Drive to 55th Street). Additional reimbursements are anticipated from state and federal transportation and infrastructure programs as projects progress.

All intergovernmental revenues are tied to identified capital projects and will not be used for regular City operations. These strategic partnerships allow Merriam to leverage outside funding to complete major infrastructure improvements while preserving local resources for essential services.

REVENUE FORECAST METHODOLOGY

General Fund

Description

Local Ad Valorem Property Tax

Received from Johnson County, KS five times during the year

Key Projection Factors Applicable Laws

Levy is based on the amount needed to fund the Ad Valorem Property tax requirement for this fund based on the assessed valuation in 2025.

The basis of this tax is the assessed valuation of taxable real & tangible personal property in each county & special taxing district. State law requires that all real & tangible personal property shall be assessed at fair market value. Property is classified into various classes & assessed at different percentages based on classification.  Each individual government controls the tax levy set for its jurisdiction.

Delinquent Property Tax

Received from Johnson County, KS five times during the year

Motor Vehicle Tax

Received from Johnson County, KS five times during the year.

City Sales Tax

Received from State of KS monthly

Countywide Sales Tax

Received from State of KS monthly

Based on historical receipts.

Countywide Sales Tax-Public Safety (eff. 1/1/1995)

Received from State of KS monthly

Based on information received from the County.

The County Clerk is responsible for placing on the tax rolls any land or improvements that have previously escaped taxation in the amount equal to that amount that would have been paid had the property been on the tax rolls, plus delinquent taxes paid after the due date.

The basis of this tax is the levy of a county average mill rate applied against the assessed valuation of registered motor vehicles within the City. The tax is payable in full annually at the time of vehicle registration. Distribution is made as the revenue is collected.

Based on 101% of estimated 2025. The City reviews collection trends of individual businesses in detail.

This is the City’s share of the countywide 0.5% sales tax. Based on 100% of estimated 2025 collections.

The City levies a 1% tax on all nonexempt sales within the City.

This is the City’s share of the countywide 0.25% Public Safety sales tax. Based on 100% of estimated 2025 collections.  This tax does not sunset.

The proceeds of the Countywide sales tax are distributed by the State Department of Revenue based on the following formula: One half of all revenue collected within the County shall be apportioned among the County & cities in the proportion of each entity’s total taxing effort in that preceding year relative to the total taxing effort of all cities & the County in the preceding year. The remaining one half of the revenue shall be apportioned to the County & cities in the proportion each entity’s population has relative to the total population in the County. The County share shall be calculated by the percentage of people residing in unincorporated areas.

The portion of the Countywide Sales Tax due to the passage of the 1995 Public Safety Sales Tax is based on the following formula: One half of all revenue collected from the additional 0.25% sales tax shall be apportioned to the County. The remaining half shall be apportioned based on the formula used to distribute Countywide Sales Tax as previously stated.

Description Key Projection Factors

Countywide Sales Tax-Public Safety (eff. 1/1/1995)

Received from State of KS monthly

Countywide Sales Tax-Public Safety (eff. 1/1/2009)

Received from State of KS monthly

This is the City’s share of the countywide 0.25% Public Safety sales tax. Based on 100% of estimated 2025 collections.  This tax does not sunset.

Applicable Laws

The portion of the Countywide Sales Tax due to the passage of the 1995 Public Safety Sales Tax is based on the following formula: One half of all revenue collected from the additional 0.25% sales tax shall be apportioned to the County.  The remaining half shall be apportioned based on the formula used to distribute Countywide Sales Tax as previously stated.

Countywide Sales Tax-Public Safety (eff. 4/1/2017)

Received from State of KS monthly

Same as Countywide Sales Tax-Public Safety (eff. 1/1/2009). This tax does not sunset.

Alcohol Tax

Received from State of KS quarterly

Same as Countywide Sales Tax-Public Safety (eff. 4/1/2017).  This tax sunsets 3/31/2027.

The portion of the Countywide Sales Tax due to the passage of the 2009 Public Safety Sales Tax is based on the following formula: One half of all revenue collected from the additional 0.25% sales tax shall be apportioned to the County. The remaining half shall be apportioned based on the formula used to distribute Countywide Sales Tax as previously stated.

The portion of the Countywide Sales Tax due to the passage of the 2017 Public Safety Sales Tax is based on the following formula: One half of all revenue collected from the additional 0.25% sales tax shall be apportioned to the County. The remaining half shall be apportioned based on the formula used to distribute Countywide Sales Tax as previously stated.

Electric Franchise Fees

Received from franchisees monthly

Gas Franchise Fees

Received from Kansas Gas monthly

Phone Franchise Fees

Received from SW Bell monthly

Cable Franchise Fees

Received from franchisees monthly and quarterly

Disposal Franchise Fees

Received from franchisee monthly

Based on estimates received from the League of Kansas Municipalities.

The State levies a 10% surtax on the sale of all alcoholic beverages sold by any club, caterer, or drinking establishment.  70% of the taxes paid within City limits are returned to the respective cities & must be allocated 1/3 to each of the following funds: General, Special Parks & Recreation, and Special Alcohol.

Based on recent actual. The City levies a franchise tax of 5% of gross receipts from the electric utilities operating within the City limits.

Based on recent actual.  The City levies a franchise tax of 5% of gross receipts from the gas utilities operating within the City limits.

Based on recent actual, with adjustment for gradual loss of land lines in favor of cell phones.

Based on recent actual, with adjustment for reduction in cable usage in favor of internet streaming.

The City levies a franchise tax of 5% of gross receipts from the local exchange telephone companies operating within the City limits.

The City levies a franchise tax of 5% of gross receipts from the cable companies operating within the City limits.

Based on recent actual.      The City levies a franchise tax of 7% of gross receipts from the waste disposal companies operating within the City limits.

Description Key Projection Factors Applicable Laws

Occupational Licenses

Received from businesses annually

Other Licenses

Received from applicants annually

Construction Permits

Received prior to permit issuance

Community Center Fees

Received from patrons per use/ monthly/quarterly/ annual

Other Fees

Received from payer per charge

Fines

Received from defendant as paid

Interest Income

Received from financial institution monthly

Based on projections of business occupation and applicable fees.

Based on projected number of businesses requiring these licenses.

Based on historical receipts and trends, as well as known upcoming construction.

Based on department estimates and historical receipts and trends.

The governing body sets fees.  Fees are analyzed annually.

See Occupational Licenses.  (Liquor licenses, cereal malt beverage licenses, etc.)

The governing body sets fees.  Fees are analyzed annually.  Fees are linked to the value of the new construction.

Program services, aquatics and admission fees are set by the governing body. Concession fees are set by the department.

Miscellaneous Revenue

Received from payer per charge

Based on historical receipts and trends.

Primarily court fines.  Based on departmental estimates.

Based on the percentage return on investments and available cash balances.  Due to the variable nature of this revenue source, projections are conservative.

Based on historical receipts and trends.  Based on the nature of these revenues, it is difficult to make accurate estimates.

Special Highway Fund

Description

Fuel Tax

Received from State of KS quarterly

Based on estimates provided by the League of Kansas Municipalities.

Fees are set by the governing body.  Fees are analyzed annually.

Fines are set by a combination of State law, municipal code, and judge’s actions.

K.S.A. 12-1675 and Council policy restrict the type of investments and where they may be purchased.

Various revenues of a miscellaneous nature including, but not limited to, copy fees, sale of books and maps, and various reimbursements.

This is derived from a state tax on motor vehicle fuel and special fuel sales.  The tax is apportioned to the County and cities based on statutory formulas.  The cities portion is determined on a per capita basis.

Special Alcohol Fund

Description Key Projection Factors Applicable Laws

Alcohol Tax

Received from State of KS quarterly

Based on estimates received from the League of Kansas Municipalities.

Special Park & Recreation Fund

The State levies a 10% surtax on the sale of all alcoholic beverages sold by any club, caterer, or drinking establishment.  70% of the taxes paid within City limits are returned to the respective cities & must be allocated 1/3 to each of the following funds: General, Special Parks & Recreation, and Special Alcohol.

Description Key Projection Factors Applicable Laws

Alcohol Tax

Received from State of KS quarterly

Based on estimates received from the League of Kansas Municipalities.

Transient Guest Tax Fund

The State levies a 10% surtax on the sale of all alcoholic beverages sold by any club, caterer, or drinking establishment.  70% of the taxes paid within City limits are returned to the respective cities & must be allocated 1/3 to each of the following funds: General, Special Parks & Recreation, and Special Alcohol.

Description Key Projection Factors Applicable Laws

Transient Guest Tax

Received from State of KS quarterly

Based on recent actual collections.

Risk Management Reserve Fund

Based on the City of Merriam’s Charter Ordinance No. 23.  Revenue is derived from an 8% tax on room rental for hotels and motels in the City.

Description Key Projection Factors Applicable Laws

Transfer from General Fund

Interest Income

Received from financial institution monthly

This is the amount estimated that the General Fund will expend on risk management activities in order for the Risk Management Reserve Fund to reach its target level.  No transfers are budgeted for 2025.

Risk management activities are to be accounted for in the General Fund according to generally accepted governmental accounting standards.  Kansas Statutes allow for the creation of a Risk Management Reserve Fund to allow for the accumulation of reserves to pay for claims and related costs arising from legal action and settlements not covered by commercial insurance.

See General Fund. See General Fund.

Equipment Reserve Fund

Description Key Projection Factors Applicable Laws

Transfers from General Fund

Interest

Received from financial institution monthly

Miscellaneous

Received from payor per charge

The annual amount transferred into this fund is based on projected future capital equipment purchase needs.  Finance staff examines the ten-year equipment replacement schedule to determine the amount of reserves needed to fund current and future capital equipment purchases.

See General Fund. See General Fund.

See General Fund See General Fund.

Capital Improvement Fund

Description

Interest

Received from financial institution monthly

Transfers From General Fund

Intergovernmental Grant

Received from grantor per terms of grant

See General Fund

City Sales Tax-Street & Stormwater

Received from State of KS monthly

Based on one half of the City’s local sales tax plus 33% of the City's use tax.

See projection of City Sales Tax in the General Fund.  100% of the proceeds from the 2025 Countywide Public Safety Sales tax will be transferred.

Based on estimates from the CIP department as to reimbursements expected from other governmental entities on capital improvement projects from grants or interlocal agreements.

Based on 100% of estimated 2025.  The City reviews collection trends of individual businesses in detail.

Council policy target transfers of up to one half of the City’s general sales tax receipts for capital improvement projects, provided that General Fund revenues are between 30-35% of combined General Fund and Risk Management Fund balances.

The City levies a separate voter-approved 0.25 % sales tax. It will be collected from 1-1-21 through 1231-30 and is designated for capital improvements to City streets.

Description Key Projection Factors Applicable Laws

Miscellaneous Revenue

Received from payor per charge

Consists of Tax Increment Financing revenue.  Based on ad valorem taxes attributable to TIF districts in the City, less contractual payments to developers.

Bond and Interest Fund

Under K.S.A. 12-1771, TIF increment may be used to finance capital improvement projects per approved TIF project plans.

Description Key Projection Factors Applicable Laws

City Sales TaxParks & Rec

Received from State of KS monthly

Local Ad Valorem Property Tax

Received from Johnson County, KS five times during the year

Based on 93.9% of estimated 2025 collections.  The City reviews collection trends of individual businesses in detail.

Levy is based on the amount needed to fund the Ad Valorem Property tax requirement for this fund based on an assessed valuation in 2025 of $299,603,290.

The City levies a separate votor-approved 0.25% sales tax from 1-1-2018 through 12-31-2027 to fund debt service associated with a new community center.

The basis of this tax is the assessed valuation of taxable real & tangible personal property in each county & special taxing district.  State law requires that all real & tangible personal property shall be assessed at fair market value.  Property is classified into various classes & assessed at different percentages based on classification.  Each individual government controls the tax levy set for its jurisdiction.

Delinquent Property Tax

Received from Johnson County, KS five times during the year

Motor Vehicle Tax

Received from Johnson County, KS five times during the year

Special Assessment

Based on historical receipts.

Interest Income

Received from financial institution monthly

Based on information received from the County.

The County Clerk is responsible for placing on the tax rolls any land or improvements that have previously escaped taxation in the amount equal to that amount that would have been paid had the property been on the tax rolls, plus delinquent taxes paid after the due date.

The basis of this tax is the levy of a county average mill rate applied against the assessed valuation of registered motor vehicles within the City.  The tax is payable in full annually at the time of vehicle registration.  Distribution is made as the revenue is collected.

Based on expected special assessment receipts from improvements in special assessment districts.  At the formation of the district, an annual amount of special assessments is determined and scheduled until the improvements are paid for.  Collections ended in 2018.

K.S.A. 12-6a02 authorizes cities to levy and collect special assessments upon property in the area deemed by the governing body of the city to be benefited by improvements.

See General Fund. See General Fund.

Description Key Projection Factors Applicable Laws

Transfers from CIP Fund Based upon debt service needs and the availability of funds from the Capital Improvement Program (CIP) Fund.

I-35 District TIF Fund

Description Key Projection Factors Applicable Laws

TIF Revenues

Received from Johnson County, KS five times during the year

Interest Income

Received from financial institution monthly

Based on historical receipts.

K.S.A. 12-1771 authorizes cities to establish Tax Increment Financing Districts.  Certain property taxes and sales taxes collected within the district can be used to pay redevelopment costs.

See General Fund. See General Fund.

KANSAS

EXPENDITURE BY FUND

GENERAL FUND

GENERAL FUND SUMMARY BY DEPARTMENT

General Fund Department by Character

Continued on next page

Fund Sources: Poperty Tax, Sales Tax, Motor Vehicle Tax, Court Fines, Franchise Fees, Permits, and Licenses

Guideline: Used for the payment of operating expenditures.

Highlight: General Fund balance represents 37.7% of operating revenues. When combined with Risk Management, ending fun balance represents 41.5% of operating revenues.

General Fund Summary by Character

GENERAL FUND BY EXPENDITURE CHARACTER

GENERAL FUND CITY COUNCIL

The City Council and the Mayor make up the Governing Body of the City and are responsible for making policy decisions for the community. The City Council consists of eight elected residents. Two Council members are elected in odd-numbered years from each of the four wards and serve staggered 4-year terms. The Mayor is elected independently from the Cityat-large and serves as the presiding officer at official meetings and as the City’s chief elected official.

The City Council conducts its business in public sessions held in the City Council Chambers at City Hall, 9001 W. 62nd Street. Regular meetings are held on the second and fourth Mondays of each month at 7:00 p.m.. Special Council meetings are held on the Mayor’s call with the written consent of three Councilmembers. Work sessions are conducted periodically for in-depth study of topics, including budgets and goal setting. This department includes line items for City Council expenses for civic events, business meals, and Mayor and Council salaries.

Mission

To serve as the City’s legislative body, developing ordinances, resolutions, and policies for the betterment of the community. Empower appointed officers and employees to provide and improve municipal government. Encourage constituents to become involved in their community and local government.

BOARDS AND COMMISSIONS

Various boards and commissions advise the City Council on specific operational areas and ensure compliance with codes and regulations. Members are appointed by the Mayor with Governing Body consent.

Planning Commission: Meets monthly. This nine-member commission adopts a comprehensive plan for City development and advises on rezoning, site plans, and conditional uses.

Board of Zoning Appeals: Meets as needed. This seven-member board rules on zoning appeal cases and variance requests from the zoning ordinance.

Board of Structure Appeals: Meets as needed. This five-member board hears appeals concerning decisions related to building and construction codes.

Parks and Recreation Board: Meets monthly (except December). This eight-member board, with representatives from each ward plus three at-large members and a youth representative, advises on policies, budget requests, and programs for the Community Center, Marketplace, and parks.

Visitor’s Bureau Advisory Council: Meets up to three times a year, with City staff and representatives from Merriam hotels and businesses to advise on Transient Guest Fund expenditures to promote tourism and attract visitors.

Department Highlights

▶ Budget decreased $12,403 over prior year budget.

▶ Salaries and Benefits: Council compensation is tied by ordinance.

▶ Other Contractual Services: Decreased primarily due to 2026 not having associated costs of an election or advance voting that was necessary in 2025.

Team Merriam - Authorized Paid Positions

GENERAL FUND ADMINISTRATION

The Administration Department includes the offices of City Administration, Finance, Human Resources, Municipal Court, and Communications. The City Administrator provides leadership, direction, and information to the Governing Body and ensures the implementation of municipal policies and strategic priorities.

The department oversees all administrative operations of the City, including human resources, risk management, records management, communications, municipal court, payroll, and information technology. The Finance Division manages the City’s financial systems: accounting, budget, investments, debt service, and internal audit, ensuring the efficient, transparent, and responsible management of public resources.

Mission

To provide effective leadership, control, and direction for the coordination of City operations.

Department Highlights

▶ Completed a comprehensive classification and compensation study to maintain market competitiveness and internal equity.

▶ Implemented organizational analysis and restructuring of the Administration Department to improve service delivery, efficiency, and internal coordination.

▶ Advanced the City Hall renovation project, including the relocation of staff workspaces and technology upgrades to enhance accessibility and workflow.

▶ Expanded employee engagement efforts through values-based performance reviews, enhanced recognition programs, and leadership development initiatives.

▶ Implemented expanded digital communications strategy to improve resident engagement, accessibility, and transparency across platforms.

GENERAL FUND ADMINISTRATION ▶

GENERAL OVERHEAD

The General Overhead division accounts for citywide expenses that support the overall operation of the organization but are not assigned to a single department. These include general insurance and risk management premiums, utilities for public facilities, county service fees, professional memberships, organizational subscriptions, and other shared operational costs that benefit multiple departments. The division also includes funding for special projects, citywide initiatives, and contractual obligations that serve the community as a whole. By consolidating these expenditures, the City ensures consistent budgeting for common expenses and provides an efficient, transparent way to manage the shared costs of municipal operations.

GENERAL FUND

Information Services coordinates computer-related services for each department within the City. This program ensures that each department has the technologies necessary to provide the most efficient services to the City of Merriam’s residents. Additionally, Information Services promotes collaboration between departments and encourages all employees to further their technology awareness.

Mission

To provide the technical recommendation, support, and strategic direction for the City’s data, communications, and e-government needs.

Department Highlights

▶ Updating the door control system with a new controller

▶ Update two servers, and migrate data for the Community Center and Administration

▶ Upgrade all City workstations to Windows 11

▶ Implementation of O365 and online MS-Exchange cloud services

GENERAL FUND ADMINISTRATION ▶ MUNICIPAL COURT

The Municipal Court is the court where alleged violations of City ordinances and the penal statutes of Kansas are tried. The court provides a forum in which citizens may receive a swift and impartial trial on charges brought against them. The Court’s responsibility is to guarantee the lawful rights of all who are brought before it. The Municipal Court hears an average of 600 cases each month.

Mission

To justly hear and dispatch all cases presented.

Department Highlights

▶ Completed warrant purge and sent out warrant letters to clear old warrants.

▶ Completed scanning criminal history records into Laserfiche for easier access for staff.

*In 2026, a full time Office Coordinator - Administration was added.

GENERAL FUND COMMUNITY DEVELOPMENT

The Community Development Department works to ensure orderly progress through administration of the Comprehensive Planning, Zoning, and Subdivision review processes. The administration includes reviewing site plans and re-zoning requests, writing staff reports, and presenting information to the Planning Commission and City Council. This department enforces the City’s construction codes through a systematic plan review and inspection program. The department is also responsible for the City’s codes compliance through a program of systematic and by complaint inspections of properties in the City. The department does an extensive amount of outreach to residents and neighborhood groups. The department administers the Rental Housing Inspection and Licensing Program including apartment and multi-family complexes. Department staff provides support and assistance to the Planning Commission, Board of Zoning Appeals, Board of Structural Appeals, and City Departments, in addition to providing assistance to the general public and citizens as needed.

Mission

Improve physical conditions in the community through effective administration of planning, zoning, subdivision, building inspection, neighborhood outreach, and code compliance programs.

Department Highlights

▶ Processed 11 planning related applications that include site development plans, preliminary and final development plans, zoning changes, plats, etc.

▶ Pursued an estimated 1,500 code violations resulting in an estimated 18,000 inspections.

▶ Issued an estimated 550 construction permits with a total estimated building valuation of $25,000,000.

▶ Issued 470 landlord licenses and performed approximately 300 rental inspections.

▶ Facilitated the approval of development and/or building plans for Merriam Grand Station outparcels and common space, Merriam Marketplace retail and apartment building, Genesis Automobile dealership, MAK Retail remodel, USACE Upper Turkey Creek project, and Shawnee Mission Parkway utility undergrounding.

▶ Code Enforcement Officers made 6,000 personal contacts with citizens.

▶ Successfully managed the Merriam grant programs. Including grant programs for exterior and sustainability improvement, driveway improvements, City property tax abatement, and compost bins.

▶ Administered and awarded approximately 230 City-funded grants to residents.

GENERAL FUND PARKS

& RECREATION

The Parks and Recreation Department initiates, develops, and administers a variety of cultural and recreation programs for Merriam residents and non-residents. The Merriam Community Center houses an indoor walking track, fitness center, gymnasium, indoor/ outdoor pools and meeting rooms for programs, community events and rental. It also serves as a home for several social service programs administered by Johnson County.

The Parks and Recreation Department also delivers inviting parks, trails and open space to Merriam residents to build community and create a quality of life that promotes recreation and health integral to a livable community.

Mission

To provide and maintain facilities and programs that promote the health and wellness of the citizens of Merriam; to provide safe and attractive places to play; to provide opportunities to educate, protect, and enrich young people; to provide and maintain open space and amenities that promote the health and wellness of the citizens of Merriam.

Department Highlights

▶ In an effort to provide residents the opportunity to enjoy the Merriam Community Center, six free days were offered. Four were based on the Shawnee Mission School District Calendar on days the school was not in session, one at the start of the summer season and the other was the same day as Concert in the Courtyard.

▶ Staff planned and coordinated the following special events: Magical Kingdom Party, Superhero Day, Brunch with the Bunny, Hanging Basket Workshop, two Dive-In Movie Nights, Birthday Pool Party, Murder Mystery Night, Holiday Sip and Shop, and Breakfast with Santa.

▶ Continued to develop and evaluate new programs for the Merriam Community Center. The fourth year of Fit Class Pass experienced significant growth with 19 classes included in the program with an average of 170 participants. Workshops offered included: Goat Yoga, Kitten Yoga, Puppy Yoga, Galentine’s Day, Adult DIY programs, Cardboard Regatta, Lunch & Learn and Crafters Club.

▶ New Classes offered included: SilverSneakers® Classic, New Wave Dance, Summer Saulters, Tatum’s Beginner Gymnastics, Youth Lifting Club, Happy HIIT, Kettlebell & Core, Morning HIIT, Strengthen, Stretch & Breathe, AquaFit, and Stretch & Roll, Staff continue to expand class offerings and collect feedback through surveys.

▶ The personal training program experienced significant expansion growing from five trainers to nine growing revenues by 15%.

▶ Hosted seven swim and dive regular season meets for the Merriam Dolphins Swim Team as well as the end of season All-City Dive meet

▶ Provided membership scholarship assistance totaling $8,820 to 21 Merriam resident households. In addition, the Dolphin Fund provided $1,459 in assistance to 17 children to participate in swim lessons or the Merriam Dolphins Swim and Dive Team. The Senior Fit Class Pass scholarship provided assistance tow two seniors.

▶ Continued the successful Adopt-A-Park programs at Brown Park and “Manning Mile”. All locations have renewed agreements to continue to help maintain the areas.

▶ Facilitated Park repairs/maintenance that include rededication of Julius McFarlan Fields with monument sign replacement, replacement of 4 picnic tables and 9 new trash receptacles, repair to dumpster enclosures, replacement of play features at Waterfall Park and Chatlain Park, repair of safety surfaces at Quail Creek,Waterfall Park and Brown Park, and replaced broken playground equipment at Waterfall Park, .

▶ Coordinated various trail and creek clean up events with local civic organizations in the spring and fall.

▶ Improvements to the Merriam Community Center included improvements to the monument sign on IKEA Way, addition of squat rack platform, improvements to coffee service adding ceramic mugs sponsored by the Merriam Park, Recreation and Community Center Foundation, replacement of filter media from sand to glass in the therapy and indoor pool filters, replacement of family slide landing pad, new 6’ tables with cart for rental opportunities, pool vacuum and washer/dryer.

▶ Continued the successful Adopt-A-Park program. The “Manning Mile” has renewed agreement to continue to help maintain the area.

▶ Facilitated Park repairs/maintenance including: replacing bollards along the Turkey Creek Streamway Trail, completed repairs to the porta-potty enclosure at Brown Park, implemented a trash receptacle and picnic table replacement program within the park system, repair of safety surface and replaced broken play features at Brown Park, installed a new bench at Waterfall Park, repaired safety surface and replaced broken play features at Waterfall Park, repaired safety surface at Campbell Park, and replaced broken play features at Chatlain Park,

▶ Coordinated various trail and creek clean up events with local civic organizations in the spring and fall.

▶ Developed a relationship with local soccer club to increase rental of Waterfall Park soccer fields.

Team Merriam - Authorized Paid Positions

GENERAL FUND POLICE

The Administrative Officers of the Police Department are responsible for developing and implementing departmental policy, providing management controls over daily departmental administrative and line functions. They serve as the focal point for interaction with other City departments and the community. Regular Patrol Officers respond to calls for service within the City, identify criminal activities, apprehend offenders, make Municipal and District Court appearances, enforce traffic laws, and investigate vehicle accidents. The Investigations Unit gathers and processes evidence for solving crimes, investigating hit and run accidents, prosecuting criminal suspects and supports the department crime prevention efforts by spotting trends in criminal activity.

Mission

Provide the Merriam community with professional, ethical, and compassionate law enforcement. Our Core Values are Courage, Sacrifice, and Compassion.

Our vision of the Merriam Police Department is a professional police agency capable of handling all emergencies and investigating all crimes that occur within our jurisdiction. We want competent officers who know what is expected of them and that live up to that expectation every time. We want our officers to be leaders not just in our department, but within the law enforcement community and our community as a whole. Community policing is not just a “catch phrase”. We want every officer to feel that they have an obligation to make the community a better place and can take the initiative to get things done to make our community better.

Department Highlights

▶ Participated in community outreach events through the Northeast Chamber of Commerce, Talking Tuesday’s, business ribbon cuttings, and the Northeast Chamber “Leadership Northeast” program.

▶ Provided information to the community through electronic media including the Merriam Police Department Facebook, Twitter, and Instagram accounts, while maintaining and updating content on our web page.

▶ Continued training officers in Crisis Intervention Team Training (CIT) to educate officers on interactions with citizens with mental health issues.

▶ Continued working with the Mental Health Co-Responder program with other Northeast Johnson County law enforcement agencies and Johnson County Mental Health.

▶ Continued to seek Grant funding opportunities for officer’s body armor and coresponder funding in 2025.

▶ Participated in 2 prescription drugs take back events in partnership with Walgreen’s Pharmacy and the DEA.

▶ Participated in 4 KDOT S.T.E.P grant traffic enforcement campaigns focused on drunk drivers and seat belt enforcements.

▶ Continued the bike patrol program. Bike Patrols allow a more personal contact between police and citizens giving us another Community Policing tool.

▶ Continued the NICHE RMS (report management system) along with other Johnson County law enforcement agencies.

▶ Continue the process of becoming a KLEAP (Kansas Law Enforcement Accreditation Program) accredited police agency.

▶ Begin implementation of new in-car and body camera system in 2025.Implementation of Virtual Reality Training System in 2025.

Team

In 2026, a Master Police Officer was promoted to the new Police Corporal position.

GENERAL FUND PUBLIC WORKS

The Public Works Department maintains the City’s streets and parks. Street maintenance involves snow removal, cleaning, patching and repairing streets. The street Overlay Program provides for the overlay of asphalt at regular intervals to help maintain an adequate surface on streets. In addition, a program exists for the timely replacement of curbs and sidewalks. Park maintenance provides for the mowing of grass, planting and maintenance of beds, trees, flowers and shrubs, and removal of trash and debris from City facilities and parks. Building maintenance includes grounds maintenance at City Hall, Police Safety Center, Community Center, Marketplace, Merriam Historical Plaza and the Public Works building. Routine maintenance of streetlights, traffic signals and City signage is included, as well as all drainage maintenance.

Mission

To efficiently maintain the City’s streets, rights-of-way, and parks, respond to citizen requests for service, to beautify Merriam.

Department Highlights

▶ Installed 14 new LED streetlights throughout the city and 860 LED retrofit kits as part of the Carbon Reduction Program grant.

▶ Maintained more than 1,800 decorative streetlights and its underground power infrastructure.

▶ Crack sealed 12 lane miles of roadway using 18,000 lbs. of material.

▶ Used 100 tons of asphalt for citywide pavement patching and extension of PW utility road.

▶ Refreshed faded pavement markings at the intersections of Antioch and Merriam Dr., Merriam Dr. and Johnson Dr., and 67th St. and I-35.

▶ Met the requirements to achieve the Mayor’s Monarch pledge by maintaining a demonstration garden and providing residents with free milkweed seeds.

▶ Mowed and trimmed over 60 acres (State and City Mowing). Swept streets on a regular schedule.

▶ Maintained 210 hanging petunia baskets along major thoroughfares from May through October.

▶ Maintained the city fleet, including modifying the slide-in anti-ice tank to operate as a water truck and switched the vehicle tracking platform and installed new tracking unit in all city vehicles.

▶ Installed/removed holiday lights and seasonal city banners.

▶ Processed over 375 work orders with an average completion time of three days.

▶ Processed 18 short-term parking permits or block parties, 116 right-of-way permits and 12 city property damage reimbursements.

▶ Cleared 100% of snow from City streets within 48 hours at a cost of approximately $41.41 per housing unit.

▶ Conducted two Citywide cleanup campaigns and a spring limb pickup campaign. Provided a holiday tree pickup. Completed one Storm Debris/Limb Dropoff event after a heavy regional storm event.

▶ Administered seven neighborhood island grants. Year eight of the program encourages island upkeep by residents and/or homeowners associations.

▶ Provided up to 165 eligible residents the opportunity to have a free tree planted in their front yard as part of the third year of the tree grant program. Heartland Tree Alliance administered this program.

Team

GENERAL FUND FIRE

Effective 2015, Merriam’s fire and emergency medical services are provided under a ten-year contract with the City of Overland Park. Expenses incurred by Overland Park for the provision of these services are reimbursed by Merriam.

Mission

The fire department is a value-driven team of dedicated professionals committed to providing emergency, educational and specialized services for the purpose of saving lives and reducing property loss for the community we serve.

Department Highlights

▶ 2025 marked the start of a renewed, 20-year Fire Services Contract between the Overland Park Fire Department and the City of Merriam.

▶ The Overland Park Fire Department received unanimous approval for retaining our Accredited status through the Center for Public Safety Excellence based on our annual compliance report submitted in July 2025.

▶ Our Utstein survival percentage for 2024 was 60%, significantly exceeding the national average of 32.8%.

▶ The Overland Park Fire Department was approved for the addition of Ladder 45 and six operational personnel for deployment in the fall of 2026, which will add to overall system reliability.

▶ The Overland Park Fire Department implemented Vector Scheduling to manage daily operations and staffing more efficiently.

▶ The Overland Park Fire Department expanded its use of FirstWatch to create an internal analytics dashboard, allowing us to drill down and isolate service areas to monitor better and influence operational decisions for improving our Standard of Cover and overall system reliability.

SPECIAL HIGHWAY FUND

Revenues

Fuel Tax: Amounts are based upon estimates provided by the League of Kansas Municipalities.

Expenditures

Commodities: For operating supplies such as street signs and posts, etc.

Annual Overlay/Street Repairs: This amount is the balance of dollars available in this fund after operating supplies and contingency.

REVENUES

EXPENDITURES

Fund Sources: Motor Fuel Tax and Transfers from other funds.

Guidelines: Used for construction, reconstruction, alteration, repair and maintenance of streets, highways, bridges and appurtenances (eg. curbing, streetlights, drainage structures.) Dollars from this fund may be used for certain bridge repairs identified in our biannual bridge inspection report.

SPECIAL ALCOHOL FUND

Revenues

Alcohol Tax: Amounts are based upon estimates provided by the League of Kansas Municipalities. By statute the Alcohol tax is to be divided equally between three funds: General, Special Alcohol, and Special Parks and Recreation.

Expenditures

By statute, these funds must be used for alcohol and drug rehabilitation programs. The City contributes to the United Community Services of Johnson County’s Alcohol Tax Fund. Current participants are Johnson County, Gardner, Leawood, Lenexa, Mission, Olathe, Overland Park, Prairie Village, Shawnee and Merriam. The group meets approximately 8 times per year to hear requests for funding and determine grant recipients.

Funds may also be used to support City programs that educate, prevent or treat drug and alcohol abuse.

Fund Sources: Special Alcohol Tax. K.S.A. 79-41a04

Guidelines: To be used for alcohol rehabilitation programs. Eligible programs include those administered by Merriam Police Department in local elementary schools and the Johnson County Alcohol Tax Fund Partnership

SPECIAL PARKS & RECREATION FUND

Revenues

Alcohol Tax: Amounts are based upon estimates provided by the League of Kansas Municipalities. By statute the Alcohol tax is to be divided equally between three funds: General, Special Alcohol, and Special Parks and Recreation.

Expenditures

Expenditures in this fund have traditionally been used to fund parks and recreation projects and buy parks and recreation equipment.

REVENUES

Fund Sources: Special Alcohol Tax. K.S.A. 79-41a04

Guidelines: Used for the purchase, establishment, maintenance or expansion of park and recreational services, programs, and facilities.

TRANSIENT GUEST TAX FUND

Revenues

Transient Guest Tax: Transient Guest tax of 8.00% is collected from Merriam’s 4 hotels.

Rental/Special Event/Miscellaneous Revenues: Revenues received from sponsors and entry fees for the Turkey Creek Festival, Merriam Drive Live, art shows, the car show, Merriam Marketplace stall rentals and various other special events funded by the Transient Guest Tax. Budget is based on recent actual collections.

Expenditures

Departmental detail may be found on the pages that follow.

Fund Sources: Transient Guest Tax. K.S.A. 12-1698

Guidelines: Used to enhance the community in ways that attract visitors, including general economic development and tourism as outlined in Charter Ordinance #23. The transient guest tax rate is 8% effective 1-1-2023. Current expenditures include the Visitors Bureau and staffing, Merriam Marketplace operations, special events and staffing.

TRANSIENT GUEST TAX ADMINISTRATION ▶ VISITORS BUREAU

The Merriam Visitors Bureau aims to attract and welcome visitors by showcasing Merriam’s unique offerings, historic sites, and vibrant community spirit. The Visitors Bureau promotes Merriam as a visitor-friendly destination, focusing on creating memorable experiences that encourage tourism and enhance the city’s appeal to tourists and residents alike.

Mission

To position Merriam as a preferred destination in Kansas by promoting its unique cultural, historical, and recreational assets, fostering a welcoming and inclusive environment for visitors, and contributing to the local economy through tourism-driven initiatives.

Department Highlights

▶ Served on the planning committee for the city’s 75th birthday and coordinated the Hearts Across Merriam campaign to enhance resident and visitor engagement.

▶ Recognized nationally with a SAVVY award for the Merriam Community & Visitor Guide from 3CMA.

▶ Hosted a speaker from KC2026 at the Tourism Advisory Council, providing insights on the World Cup and its anticipated impact on the Merriam community.

▶ Launched the Merriam Art Tour on Otocast, a free app guiding users to art across Merriam.

▶ Successfully met with over 20 media/content writers and influencers to enhance and elevate Merriam’s messaging as a premier destination in the KC metro region.

▶ Continued to support Walker School’s application for designation on the national registry of historic places.

RISK MANAGEMENT RESERVE FUND

Revenues

Transfer from the General Fund: No transfers are budgeted.

Expenditures

Contractual Services: Payments for legal and professional services.

Insurance Claims/Settlements: Includes deductibles and uninsured claims and settlements and associated legal fees. Insurance premiums are budgeted in the General Fund.

Risk Management Reserve: Although the City is fully insured as to casualty and liability losses with reasonable deductibles, this reserve further protects us from breach of contract or employee class actions suits, for which we do not maintain other coverage.

This reserve would also assist the City in managing emergency events or conditions resulting in unanticipated expenditures or revenue fluctuations such as natural disasters or dramatic downturn in economic conditions. Because the City relies heavily on sales and use taxes to support our general and capital fund budgets, maintenance of this reserve is recommended. This reserve is an integral part of the City’s Fund Balance Policy #107.

EQUIPMENT RESERVE FUND

Revenues

Transfers from General Fund: Transfers provide systematic funding for the 10-year Major Equipment Replacement schedule.

Miscellaneous Revenues: Receipts from the sale of old vehicles and equipment plus grant proceeds associated with major equipment purchases. The City uses an on-line auction service with good results. “Purple Wave” specializes in government disposals and surplus items in several states including Kansas, Missouri, Iowa, Oklahoma, Nebraska, and Texas.

Expenditures

Capital Outlay: Planned purchases total $1,616,685 for equipment and vehicles as detailed on the following page.

Reserves: Reserves are set aside to fund future year equipment replacements, according to the Ten-Year Major Equipment Replacement Schedule.

EXPENDITURES

Fund Sources: Transfers from the General Fund and interest on idle funds. Guidelines: To finance the acquisition of equipment.

CAPITAL IMPROVEMENTS FUND

The Capital Improvement Program (CIP) Department works to identify infrastructure improvement needs and to systematically plan, schedule, manage, monitor and finance capital projects to ensure cost-effectiveness within established policies. The CIP reflects a balance between capital replacement projects that repair, replace or enhance existing facilities, equipment or infrastructure; and capital facility projects that significantly expand or add to the City’s existing fixed assets. Department staff provides conceptual and technical assistance to allow the City Council to prioritize numerous projects and allocate them in future years within forecasted revenue streams. Department staff serves as liaison for engineering needs for all City departments.

Mission

Improve quality of life in the community through the effective administration and implementation of a comprehensive capital improvement program.

Department Highlights

Completed:

▶ Mill/Overlay and Curb Repair Project. Streets include W. 47th Terr., W. 48th St., W. 48th Terr., Eby St., Slater St., England St., Kessler St., Hayes St., and Benson St.

▶ Construction of the Quail Creek Gabion Repair Project.

▶ Installed new streetlight conduit on Shawnee Mission Parkway (Eby Ave. to Antioch Rd.) and Goodman St. (58th St. to just north of 55th Terr.)

▶ Construction of the 49th St. Improvement Project (CARS 2025) between Switzer Rd. to Antioch Rd.

▶ Design for the 75th Street Bridge Improvement Project with Overland Park between I-35 and King Cove Rd.

▶ Construction of the Undergrounding Utilities project along the Shawnee Mission Parkway corridor.

▶ Construction of the Underground Utilities on Knox St. Project with Evergy.

▶ Design for the Shawnee Mission Parkway and I-35 Preliminary Engineer Study.

▶ Construction of the 2025 Street and Drainage Improvements Project.

▶ Construction of the Station 46 Project.

▶ Construction of the HVAC and Building Control Upgrades Project at various city buildings.

▶ Design for the City Hall Interior Improvements Project.

▶ Commenced design for the Carter Ave., 67th St. to Carter Ave., Street Improvements Project.

▶ Commenced design for the Merriam Dr., 55th St. to Antioch Rd., Street Improvements Project.

▶ Commenced design for the West Vernon Place Improvements Project.

▶ Commenced design for the 2026 Street Improvements Project in Quail Creek.

▶ Commenced design for the 2026 Drainage Improvements Project.

▶ Traffic Signal Program Project, which includes purchase and installation of a new mast arm at 57th St., Shawnee Mission Parkway and Eby Ave., and Shawnee Mission Parkway and Antioch Rd.

▶ Ongoing design and coordination with the Kansas City Corps of Engineers for the Upper Turkey Creek Project, which was approved for consideration of construction with federal funds.

Capital Improvements Fund

Fund Sources: Up to One-half of the City’s 1% Sales Tax, 1/4% City Sales Tax for Streets & Drainage, County Jail Tax, transfers from the Tax Increment Funds, and proceeds of various debt issues.

Guidelines: Used for the City’s Capital Improvement Program and service for related debt issues.

I-35 TIF DISTRICT FUND

Revenues

TIF Receipts: The I-35 Redevelopment District was established on August 22, 1994. Property taxes produced from that portion of the current assessed valuation of real property within the District in excess of the base year assessed valuation (the tax increment) are captured by the TIF. In addition, 50% collected by specific businesses are included in the TIF.

Expenditures

Economic Development: The City has entered into contractual agreements with several private entities for redevelopment projects since the District was established. Eligible project costs will be reimbursed as specified in the applicable redevelopment agreements.

Capital Outlay: Capital projects within the district are eligible to paid by TIF revenues.

Fund Sources: Tax Increment Financing receipts, Interest and Transfers from other funds.

Guidelines: Resources used to promote economic development and capital improvement projects within the I-35 TIF District.

Note: Prior to 2024, the I-35 District TIF Fund was included in the CIP budget. Begining in 2024, it has been broken out to increase transparency.

BOND AND INTEREST FUND

Revenues

Sales Tax: ¼ cent sales tax effective from 1-1-2018 to 12-31-2027 used to fund debt service payments on the construction of the Merriam Community Center.

Transfers from CIP Fund: This is the additional amount needed to finance the debt service payments on capital improvement projects.

REVENUES

EXPENDITURES

Fund Sources: Property Tax, Motor Vehicle Tax, Special Assessments, Interest and Transfers from other funds.

Guidelines: Resources used to retire the bonded indebtedness of the City. Statutory Authority: K.S.A. 10-113.

COMPENSATION PLAN

January 1, 2026

STATISTICAL HISTORY

Demographic And Economic Statistics - Last Ten Years

(a) Population data for 2014-2020 is based upon State of Kansas estimates. The data for 2021 through 2024 is based on the 2020 Federal Census (b) County Economic Research Institute, Inc., Johnson County Zip Code Demographics. (c) U.S. Bureau of Economic Analysis provides demographics by state and county.

Property Tax Levies and Collections - Last Ten Fiscal Years

December 31, 2023

Direct and Overlapping Property Tax Rates - Last Ten Fiscal Years

(per $1,000 Assessed Valuation)

Note (1) Indicates assessment year and year of levy. Represents basis for the following budget year.

Note (2) The 2023 mill rate for the City of Merriam was budgeted to be 27.415, a decrease of 0.25 from 2022. However, due to a clerical error, the mill rate was further reduced to 22.929. This City has increased the mill rate back to 2023 levels.

CITY OF MERRIAM, KANSAS

CAPITAL IMPROVEMENT PLAN HIGHLIGHTS

The highlights summarize the facts, assumptions, and projections that were used to formulate this Capital ImprovementProgram (CIP), which continues efforts to upgrade and maintain City streets, improve stormwater/drainage infrastructure, and rehabilitate bridges.

Description of the Capital Project Funds

Capital Improvement funds are comprised of three separate categories, described below. Except for General Projects, restrictions apply to the use of project funds.

1. General CIP Projects – Funding is provided by the City Council’s Capital Improvements Funding Policy No. 116. The policy allows for transfers of up to 50% of the 1.0% City Sales Tax plus 0.25% of the City Use tax. There are no restrictions on the type or location of projects using these funds.

2. Special Sales Tax Projects – Stormwater/Streets – Merriam voters approved a 0.25% City Sales tax dedicated to stormwater drainage and street improvements, to be collected for ten years from January 2011 through December 2020. In January 2020, Merriam voters extended the City Sales tax through December 2030. Revenues are supplemented with external grants whenever possible. Projects may be supported by transfers from General Projects if needed.

3. I-35 Redevelopment District Projects – Revenue consists of property taxes from the tax increment generated by the I-35 Redevelopment District less contractual payments to developers. Eligible projects must be located within the boundaries of the I-35 Redevelopment TIF District. Balances have grown due to completion of obligations under TIF agreements with some developers. Additionally, TIF increment has risen with property values. Funds may be used for economic development or projects in accordance with approved project development plans.

Fund Balances

2024 Balances (Unaudited) – Overall CIP balances increased by $4 million, to $36.3 million, due to higher than anticipated sales tax receipts, delaying of certain projects to 2025, and a smaller CIP project year. The Restricted Tax Increment Financing (TIF) fund balance had an ending balance of $3.1 million.

▶ 2024 Actual Expenditures and Revenues – Project expenditures totaled $8 million and revenues totaled $12 million.

▶ 2025 Balances (Projected) – Projected CIP balances at December 31, 2025, are $30 million after estimated expenditures and transfers. Estimated revenues and transfers are $11.4 million. The Restricted Tax Increment Financing (TIF) fund balance for Merriam Town Center has a projected ending balance of $1.5 million and for Merriam Pointe/ Village & IKEA the projected balance is $540,000.

▶ 2026 (Projected) –- Projected CIP balances at December 31, 2026, are $30.4 million. Estimated CIP expenditures are $10.5 million. Estimated revenues are $10.1 million, including $5.8 million from General Fund sales tax transfers, $2.5 million from the 0.25% Street Stormwater City Sales Tax collections, and $650,000 from federal and county grants.

Connection between the Bond Fund and the CIP Program

Outstanding general obligation (GO) bonds will total $4,945,000 on December 31, 2025. Related debt service is funded by the Bond Fund mill levy and a special 0.25% cent City sales tax dedicated to the recreational facility bonds. It is projected that these revenues will fully fund the annual debt service. If necessary, a transfer from the Capital Improvement Fund to the Bond Fund will make up the difference.

Purpose of the Program

Cities continually face the need to repair and replace worn-out and antiquated facilities and infrastructure and to build new ones that keep pace with resident needs and community growth. To determine what, when, and where future improvements are to be made, the City Council adopts a Five-Year Capital Improvement Plan which is reviewed and updated on an annual basis. The plan helps the City Council and staff better prepare for the future needs of the community while ensuring that adequate resources are available to finance those needs. Without this long-range planning, public improvements may be given the wrong priorities, be poorly located, or unrealistic due to lack of available financial resources.

To formulate the Five-Year Capital Improvement Plan, it is necessary to forecast the funds available each year in the plan. The forecast is based upon facts and assumptions, including actual trends and forecast trends for revenues and construction costs. Typically, the forecast will demonstrate that the City does not have unlimited funds and that priorities must be established. With suggestions and input from City staff and the citizens of the community, the Council must undertake the task of prioritizing numerous projects and allocating them to the future years as funds are available.

This Five-Year Capital Improvement Plan represents a schedule of major public improvement projects and expenditures which will guide budget development. It is the result of the Council’s study and deliberation of the City’s capital improvement needs.

Typical Projects

“Capital improvements” refers to infrastructure additions and improvements, rather than repairs. Typically, such improvements have a useful life of twenty years or more and a cost of greater than $100,000. Merriam’s Capital Improvement Program consists of street improvements, drainage improvements, park improvements and facility improvements. Examples include:

▶ Street Improvements- Arterial streets safety improvements, curb, gutter, sidewalk, and storm drain construction, residential street lighting, traffic signal installation and coordination, and ridge repair and rehabilitation

▶ Drainage Improvements- Bank stabilization, culverts, channel/creek improvements, flood mitigation projects, reconstruction/rehabilitation of old storm drain systems

▶ Building Construction and Improvements- Community Center, Police Facility, City Hall, Visitor’s Bureau, Public Works

▶ Park Acquisition and Development- Land acquisition, parkland development & amenities, trail construction

Funding the Program

Merriam’s share of the program costs is financed chiefly from sales tax collections. City Council Policy No. 116 permits the use of up to one-half of the City’s 1.0% sales tax for the Capital Improvement Program. Additionally, Merriam voters extended a special 0.25% City sales tax dedicated to stormwater drainage and street improvements to be collected from January 2021 through December 2030. This tax provides funding to complete the street reconstruction program as well as drainage improvement projects identified in the Northeast Johnson County Watershed Study.

In September 2017, Merriam voters approved the issuance of $24 million in bonds and implementation of a special 0.25% City sales tax to pay for a recreational facility at Vavra Park. This sales tax will be collected from January 2018 through December 2027.

City Council has further directed that the City’s share of the Johnson County “courthouse” sales tax (effective April 2017 through March 2027) be used to support the Capital Improvement Program.

Many projects can be undertaken only with the assistance of outside funds including:

▶ CARS - County Assisted Road System (Johnson County)

▶ SMAC - Stormwater Management Advisory Council (Johnson County)

▶ KDOT - Kansas Department of Transportation (State)

▶ CDBG - Community Development Block Grant (Federal)

Impact of Projects on the Operating Budget

Maintenance of road and drainage improvements is an ongoing expense that is a normal part of the City’s operating budget. Many of the road and drainage projects included in the plan are improvements to existing infrastructure. The anticipated impact of a project (if any) on the operating budget is described on individual project pages.

Program Development

The development process of the Capital Improvement Program involves input from various groups within the City. Following suggestions/requests from citizens, staff identify and rank the project based on criteria including:

▶ Safety concerns

▶ Property value/loss of property

▶ Availability of outside funding sources

▶ Community-wide benefit

After review and consideration, staff recommend appropriate projects to City Council along with project impact and approximate cost of improvement. Council reviews the capital improvement program each spring as part of the City’s budget process and provides guidance on priorities.

City Council’s Role

City Council is the decision-making body of the City and approves all project budgets. The CIP is prioritized and authorized by the Council each year. Once a project is part of the five-year Capital Improvement Program, Council approves various milestones during the project, including: selection of engineer or architect, review of concept studies and designs, approving designs and concurrence to bid, acceptance of construction bid, approval of change orders during construction, acceptance of certificate of completion.

Total Funding Sources

General Projects Funding Source

Special Street & Highway Funding Source

TIF District Funding Source

Capital Improvement Project

DEBT

Overview and Debt Financing Principles

Local governments face rising demands for services and infrastructure that often exceed available resources. Through debt financing, the City can advance necessary improvements instead of delaying them, fairly distributing costs to users over the project’s lifetime. Merriam’s debt policy aims to ensure high-quality essential services while maintaining the ability to borrow at low rates. Key guidelines include:

▶ Conservative projections of revenue sources for debt repayment.

▶ Financing will not exceed the improvement’s useful life.

▶ Benefits must outweigh costs, including financing.

▶ Debt will fund essential capital projects and major equipment purchases, not cover deficits or short-term cash flow issues.

Historical Debt

Outstanding Debt

Outstanding debt: S&P Global ratings issued the City of Merriam a AAA bond rating

Legal Debt Margin

The percentage of legal debt margin used indicates the City’s capacity to issue bonded debt, which is backed by its full faith and credit. The debt limit is set at 30% of assessed valuation, as defined by K.S.A. 10-308. However, certain drainage and refunding issues are exempt from this limit under K.S.A. 10-309.

Legal Debt Margin Calculation for Fiscal Year 2025

Assessed value (a)

Debt applicable to limit:

Less: Drainage and refunding issues not subject to limit (0)

Total net debt applicable to limit

Legal debt margin remaining $ 46,535,987 (a)Combination of Motor Vehicle and Real Property values

Annual Debt Service

The table below summarizes the City’s annual debt service requirements (principal and interest) from the budget year until the final year of debt retirement. The City has never defaulted on any debt obligations.

Impact of Debt on Current and Future Operations

The City’s debt service obligations are funded through two primary sources: the Bond Fund mill levy and the dedicated 0.25% City sales tax that supports the 2020 recreational facility bonds. In 2025, the City issued $36.1 million in new general obligation bonds (Series 2025A and 2025B) to support major redevelopment and infrastructure investments, while the 2018 bond series continues to amortize through 2027.

Each year, the City prepares a five-year Capital Improvement Program (CIP) that forecasts both revenues and expenditures, including projected debt service payments. The current forecast indicates that all future debt service payments can be met without property tax increases or additional General Fund support. However, if collections from the dedicated recreation sales tax decline, transfers from the Capital Improvement Fund may be required to maintain debt service obligations. Such transfers could result in the deferral or cancellation of planned capital projects.

CITY OF MERRIAM, KANSAS

GLOSSARY

ANNUAL BUDGET

This section includes definitions of terms and acronyms used throughout the budget document.

Accrual Basis: A basis of accounting in which transactions are recognized at the time they are incurred as opposed to when cash is received or spent.

A.C.F.R. — (Annual Comprehensive Financial Report) A financial report that encompasses all funds and component units of the government.

Adopted Budget: Refers to the budgeted amounts approved by the City Council and sent to the County Clerk’s Office for certification.

Ad Valorem (Property Tax): Is a general tax on all real and personal property not exempt from taxation by law. It is sometimes called an “ad valorem” property tax, which means (from Latin) it is based on value.

Advanced Life Support (ALS): Is a set of life-saving protocols and skills that extend basic life support to further support circulation and provide an open airway and adequate ventilation.

Agency Fund: A fund established to account for assets held by the City as a collection or paying agent for individuals, private organizations, other governmental units, or other funds.

Alcohol Tax: A tax on gross receipts derived from sale of alcoholic liquor. The City is required by Statute to credit these revenues in three equal portions to the General Fund, Special Parks and Recreation Fund, and Special Alcohol Fund.

Appropriation: The legal authorization to incur obligations and to make expenditures for specific purposes.

Assessed Valuation: A value that is established for real or personal property for use as a basis for levying property taxes. The assessed valuation for residential property in Kansas is 11.5% of fair market value.

Assets: Resources owned or held by the City which have monetary value.

Audit: A systematic examination and verification of an organization’s accounting records and other relevant documents by qualified, independent accountants called auditors.

Authorized Positions: Employee positions, which are authorized in the adopted budget, to be filled during the year.

Balanced Budget: Per Kansas statute, a budget in which total resources, including fund balance and reserves, equal total obligations.

Beige Book: A report published by the Federal Reserve Board eight times a year prior to Federal Open Market Committee meetings. The report contains anecdotal information on current economic conditions by each Federal Reserve Bank within its district. The information is obtained through interviews with key business contacts, economists, and market experts.

Big Box Store: A large retail superstore that sells a wide variety of merchandise, usually part of chain.

Board of Tax Appeals (BOTA): An administrative board within the executive branch of Kansas state government. The highest administrative tribunal for matters involving state and local taxation.

Bond: A written promise to pay a sum of money on a specific date at a specified interest rate. Bonds are most frequently sold to raise funds for the construction of large capital projects.

Bond and Interest Fund: See Debt Service Fund

Bond Refinancing: The payoff and re-issuance of bonds, to obtain better interest rates and/ or bond conditions.

Budget: The financial plan for the operation of the City for the year.

Budget Amendment: An increase in the published budget expenditure authority at the fund level for a given year’s budget.

Budget Calendar: The schedule of key dates which the City follows in the preparation and adoption of the budget.

Budget Revision: A change in budgeted expenditure authority for any City department which does not result in an increase in the published budget authority of any fund.

Budgetary Basis: This refers to the basis of accounting used to estimate financing sources and uses in the budget. This generally takes one of three forms: GAAP, cash or modified accrual.

Budgetary Control: The control or management of the City in accordance with the approved budget for the purpose of keeping expenditures within the limitations of available appropriations and available revenues.

ACFR: Annual Comprehensive Financial Report. An annual, audited financial report issued by the City stating the results of the previous year’s fiscal operations.

Capital Improvement Fund: A fund established for the purpose of financing capital improvement projects.

Capital Improvement Program (CIP): A plan for capital outlay to be incurred each year over a fixed number of years to meet capital needs arising from the long-term needs of the City.

Capital Outlay: Expenditures which result in the acquisition of, or addition to, fixed assets.

Capital Projects: Major construction, acquisition, or renovation activities which add value to the City’s physical assets or significantly increase their useful life. Also called capital improvements.

CARES Act Funding: The Coronavirus Aid Relief and Economic Security Act of 2020 assists with the local response and recovery during the COVID 19 Pandemic. Funds may only be used to cover expenses not previously budgeted and directly related a community’s response to the Pandemic. Expenditures must have occurred between March 1, 2020 and December 31, 2020 to be eligible. Funds are awarded to local and county governments from individual states who receive pass through funding from the government.

CARS: County Assisted Road System.

Cash Basis: A basis of accounting in which transactions are recognized only when cash is received or spent.

CDBG: Community Development Block Grant.

City/County Revenue Sharing: Annually a percentage of the revenue from state sales and use tax collections are distributed by the State back to cities and counties.

Commodity: An expendable item which is consumable or has a short life span. Examples include office supplies, repair and replacement parts for equipment, supplies, salt, rock, gasoline and oil.

Community Improvement District (CID): A non-profit corporation or separate political subdivision of the state created for the purpose of issuing bonds, levying taxes, and applying special assessments to finance public improvements, public services and blight removal within a defined area.

Consumer Price Index (CPI): A statistical description of price levels provided by the U.S. Bureau of Labor Statistics. The index is used as a measure of the increase in the cost of living (i.e., economic inflation).

Consumer Use Tax: Is a sales tax placed on equipment or materials purchased outside of a city or county for use in said city or county.

Contingency: A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted.

Contractual Service: Services rendered to the City by private firms, individuals or other governmental agencies. Examples include, insurance, utility costs, printing services, and temporary employees.

COVID-19 Pandemic: An ongoing pandemic of coronavirus disease 2019 (COVID-19) caused by the SARS-CoV-2 Virus, which was first identified in December 2019. In early March 2020, the World Health Organization declared COVID-19 a pandemic.

CVB (Convention and Visitor’s Bureau): Term used to describe marketing organization in the tourism industry. Merriam does not have a convention center, but the term is used in reference to the City’s Visitor’s Bureau.

D.A.R.E. Program: A program whereby specially trained police officer regularly visits schools and educates the students on Drug Awareness Resistance Education.

Dark Store Theory: Valuation method for commercial properties which argues that values should be calculated as if their stores were vacant or “dark”. Fully functional retail stores are commonly assessed based upon their “best and highest use”. Functional stores are generally taxed higher than vacant stores.

Debt Service: Expenditures to pay the principal and interest of all bonds and other debt instruments according to a predetermined payment schedule.

Debt Service Fund: A fund established to account for the accumulation of resources for the payment of general long-term debt principal and interest.

Deficit: The excess of an entity’s liabilities over its assets or the excess of expenditures or expenses over revenues during a single accounting period.

Department: The basic organizational unit of the City which is functionally unique in its delivery of services

Depreciation: Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence.

Destination Retailer: A retailer that attracts consumers willing to make a special trip solely for the purpose of shopping at that location. Destination stores are unique and appealing enough to entice shoppers to come visit in person even over long distances and inconvenient locations. Retailers often offer other services to further enhance the experience, i.e. on-site restaurants and babysitting services.

Development Agreement: An agreement between the City and a private property development company which could provide for public assistance in the form of tax increment financing (TIF), transportation development district taxes or other incentives in return for development (or redevelopment) of property in a specified manner. This could include construction and leasing or sale of retail and residential units.

Disbursement: The expenditure of monies from an account.

Distinguished Budget Presentation Awards Program: A voluntary awards program administered by the Government Finance Officers Association to encourage governments to prepare effective budget documents.

Emergency Operations Plan: Plan developed by the City to establish the policies, guidance and resources that provide elected and appointed officials, City staff, and volunteer agencies with the information necessary to function in a coordinated manner before, during, and after a disaster.

Employee (or Fringe) Benefits: Contributions made by the City to meet commitments or obligations for employee fringe benefits. Included are the City’s share of costs for Social Security and the various pension, medical, and life insurance plans.

Encumbrance: An amount of money committed and set aside, but not yet expended, for the purpose of a specific good or service.

Enterprise Fund: A governmental accounting fund in which services are financed and operated similar to those of a private business -- where the intent is that the costs (expenses, including depreciation) of providing goods and services be financed or received through user fees. The City currently has no Enterprise Funds.

Enterprise Resource Planning (ERP): Refers to a complete software system that manages all day-to-day activities of an organization, such as accounting, procurement, project management, risk management and asset management. ERP systems tie together a multitude of business processes and enable the flow of data between them, while eliminating data duplication.

Enterprise Zone: A redevelopment district established prior to July 1, 1992, pursuant to K.S.A. 12-17, 107 through 12-17, 113, whereby the City has designated that the conservation, development or redevelopment of the area is necessary to promote the general and economic welfare of the city.

Equipment Reserve Fund: A fund established pursuant to K.S.A. 12-1,117 to account for the accumulation of resources used to finance the acquisition of major equipment items.

Expenditure: Decreases in net financial resources. Expenditures include current operating expenses that require the current or future use of net current assets, debt service, and capital outlays.

Federal Open Market Committee (FOMC): A committee within the Federal Reserve System charged with oversight of the nation’s open market operations. They make key decisions about interest rates and growth of the nation’s money supply.

Fiduciary Funds: Funds established to account for assets held by the City in the capacity of a trustee or an agent.

Fire Medic: A firefighter who is also trained and certified as a paramedic. The main job responsibilities are as a firefighter with additional training to handle emergency medical situations as the need arises.

Fiscal Policy: The City’s policies with respect to revenues, spending, and debt management as these relate to City services, programs and capital investment. Fiscal policy provides an agreed-upon set of principles for the planning and programming of the City’s budget and its funding.

Fiscal Year: A twelve-month period designated as the operating year for accounting and budgeting purposes in an organization. The fiscal year for the City of Merriam is the same as the calendar year (January 1-December 31).

Fixed Assets: Assets of a long term character which are intended to continue to be held or used, such as land, buildings, improvements other than buildings, machinery and equipment. The City has established a level of $5,000 for an item to be considered an asset; below $5,000 the item is considered to be a commodity.

Franchise Fees: Fees charged utility companies for operating within the City’s corporate limits.

Full Faith and Credit: A pledge of the City’s taxing power to repay debt obligations.

Full-Time Equivalent Position (FTE): A part-time position converted to the decimal equivalent of a full-time position based on 2,080 hours per year. For example, a summer lifeguard working for four months, or 690 hours, would be equivalent to .3 of a full-time position.

Fund: An accounting entity which has a set of self-balancing accounts and which records all financial transactions for specific activities or functions.

Fund Balance: The excess of assets over liabilities in a fund.

Fund Type: In governmental accounting, all funds are classified into eight generic fund types: General, Special Revenue, Debt Service, Capital Projects, Special Assessment, Enterprise, Internal Service, and Trust and Agency.

GAAP: Generally Accepted Accounting Principles. Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles.

GASB: The Government Accounting Standards Board (GASB) creates generally accepted accounting principles and its mission is to establish and improve standards of state and local governmental accounting and financial reporting.

General Fund: The fund used to account for all financial resources of the City except those required to be accounted for in another fund.

General Obligation Bond (GO Bond): The full faith and credit of the City’s taxing power is pledged for the payment of bonds’ principal and interest.

GFOA: Government Finance Officers Association.

Governmental Funds: Funds generally used to account for tax-supported activities. The generic fund types considered as Governmental Funds are General, Special Revenue, Capital Projects, and Debt Service.

Grants: A contribution by a government or other organization to support a particular function. Grants may be classified as either operational or capital, depending upon the grantee.

Health Savings Account (HSA): A medical savings account available to employees who are enrolled in a High Deductible Health Plan (HDHP). The funds contributed to the this account are not subject to federal income tax at the time of deposit. Funds must be used to pay for qualified medical expenses. Unlike a Flexible Spending Account (FSA), funds roll over from year to year if not spent.

High Deductible Health Plan (HDHP): An insurance plan that has higher deductibles than traditional insurance plans. HDHPs can be combined with a health savings account (HSA) or a health reimbursement arrangement to allow you to pay for qualified out-of-pocket medical expenses on a pre-tax basis.

Industrial Revenue Bond (IRB): A municipal bond issued on behalf of a for-profit company and backed by the revenues generated by a specific project or related revenue source. The municipality’s goal is to improve the economic conditions of its city by helping to fund a project by issuing tax breaks. The city has no obligation to pay back the bonds nor would a default negatively affect the city’s credit.

Infrastructure: The physical assets of a government (e.g., streets, water, sewer, public buildings and parks).

Insurance Service Office (ISO) Rating: The ISO Collects information on municipal fire protection efforts in communities throughout the United States. In each of these communities, the ISO analyzes the relevant data and then assigns a Public Protection Classification from 1 to 10. Class 1 represents superior property fire protection. Class 10 indicates that the area’s fire suppression program does not meet the ISO’s minimum criteria.

Interfund Transfers: The movement of monies between funds of the City.

Intergovernmental Revenue: Funds received from federal, state and other local government sources in the form of grants, shared revenues, and payments in lieu of taxes.

Interlocal Agreement: Agreement between two or more municipalities to cooperatively share resources for their mutual benefit. Such agreements will be of a specific duration and specific purpose which may include sharing of capital projects, rights-of-way, or other joint purchases.

JCCC: Johnson County Community College (JCCC) is a large undergraduate school of higher education located in south Overland Park, Kansas.

KDOT: The Kansas Department of Transportation is the state agency responsible for planning, building, and maintaining the state’s transportation infrastructure, including highways, bridges, and other systems

Levy: To impose taxes for the support of government activities.

Liability: Debt or other legal obligations arising out of transactions in the past which must be liquidated, renewed, or refunded at some future date.

Line-Item Budget: A budget prepared along departmental lines that focuses on what is to be bought.

Local Ad Valorem Tax Reduction (LAVTR): Under KSA 79-2959, all local taxing subdivisions other than school districts receive money from the State’s Local Ad Valorem Tax Reduction (LAVTR) Fund. Distributions were discontinued by Kansas in 2002.

Long Term Debt: Debt with a maturity of more than one year after the date of issuance.

Major Fund: A fund whose balance is at least 10 percent of the corresponding total of all governmental or enterprise funds and at least 5 percent of the total of all governmental funds combined.

Marketing Impression: Measure of advertising volume in print circulation and on-line views. An impression includes on-line display, even if not clicked or viewed.

Materials and Supplies: Expendable materials and operating supplies necessary to conduct departmental operations.

Mill: The property tax rate which is based on the valuation of property. A tax rate of one mill produces one dollar of taxes on each $1,000 of assessed property valuation.

Modified Accrual: Revenues are recognized in the accounting period in which they become available and measurable. Expenditures are recognized in the accounting period in which the fund liability is incurred, if measurable, except for unmatured interest on general longterm debt, which is recognized when due.

Motor Vehicle Tax: Tax received from the county for vehicles licensed in Merriam and is based on the age and value of the vehicle and is taxed according to the county-wide average tax rate for the previous year.

National Oceanic Atmospheric Administration (NOAA): Federal Agency focused on the conditions of the oceans, coastlines and atmosphere. NOAA also issues warnings of dangerous weather conditions and is a leader in applied scientific research.

Niche RMS: A full-featured police records management system which allows agencies to report, prevent and solve crimes within a single integrated system.

Non-Major Fund: Any fund not classified as a major fund.

Object Category: An expenditure classification, referring to the highest and most comprehensive level of classification. These include Personal Services, Contractual Services, Commodities, Capital Outlay, Transfers/Refunds, Debt Service and Losses.

Object Class: An expenditure classification, referring to specific groups of objects, such as salaries and wages, utilities, rent, supplies and materials, and administrative equipment.

Objectives (Departmental): Departmental objectives for the upcoming year are prepared and submitted along with the department’s budget request.

Object of Expenditure: An expenditure classification, referring to the lowest and most detailed level of classification, such as electricity, office supplies, asphalt and furniture/ furnishings.

Obligations: Amounts which the City may be legally required to meet out of its resources. They include not only actual liabilities, but also encumbrances not yet paid.

Operating Budget: The annual budget and process which provides a financial plan for the operation of the City and the provision of services for the year. Excluded from the operating budget are one-time capital projects, which are determined by a separate, but interrelated process.

Operating Expenses: The cost for personnel, materials and equipment required for a department to function.

Operating Revenue: Funds that the City receives as income to pay for ongoing operations. It includes such items as taxes, fees from specific services, interest earnings, and grant revenues. Operating revenues are used to pay for day-to-day services.

Overlapping Debt: Debt of another taxing jurisdiction which geographically overlaps City boundaries and for which City taxpayers will pay in whole or in part. Overlapping jurisdictions for the City include Johnson County, Shawnee Mission School District, and Johnson County Community College.

Personal Services: Expenditures for salaries, wages and fringe benefits of City employees.

Property Tax: See Ad Valorem Tax.

Proprietary Fund: A fund that is used to account for activities that involve businesslike interactions, either within the government or outside of it. The City currently has no proprietary funds.

PTO Program: Police Training Officer (PTO) Program was designed by the U.S. Dept. of Justice and was founded on adult-learning principles. The PTO Program focuses on learnerbased teaching methods that use problem solving as the vehicle for learning by presenting real life problems that trainees must attempt to solve. Trainees are encouraged to collaborate with peers, develop resources and communicate effectively with the community.

Public Safety Tax (effective 1995): A voter approved, .25% special sales tax assessed by Johnson County since 1995 to fund public safety within the county. The City’s share of this tax is transferred from the General Fund to the Capital Improvement Fund, as specified by Council policy. The tax has no sunset date.

Public Safety Tax (effective 2009): A voter approved, .25% special sales tax assessed by Johnson County since 2009 to fund public safety within the county. The City’s share of this tax remains in the City’s General Fund. The tax has no sunset date.

Pull Factor: Measures the relative retail strength of a community and is computed by dividing the per capita sales tax of a city by the statewide per capita sales tax. Purchases of city residents who shop in other cities are offset by the purchases of out-of-city customers.

Redevelopment Agreement: See “Development Agreement” above.

Reserve: An account used either to set aside budgeted revenues that are not required for expenditure in the current budget year or to earmark revenues for a specific future purpose.

Resolution: A special or temporary order of the City Council requiring less legal formality than an ordinance or statute.

Resources: Total amounts available for appropriation including estimated revenues, fund transfers, and beginning balances.

Revenue: Sources of income financing the operations of the City.

Revenue Neutral Rate (RNR): Mill Rate for the current tax year that would generate the same property tax revenue as levied the previous tax year using the current tax year’s total assessed valuation.

Risk Management Reserve Fund: A fund established pursuant to K.S.A. 12-2615 to account for the accumulation of reserves on hand to transfer to the General Fund for paying claims and related costs arising from legal action and settlement not covered by commercial insurance.

Sales Tax: The City of Merriam has an ongoing 1% general sales tax on all retail sales. The City also collects a .25% sales tax for streets/stormwater improvements which expires December 31, 2020. In September 2017, voters approved another .25% sales tax for parks and recreation to fund a new community center. The new tax will be effective from January 1, 2018 through December 31, 2027.

Special Alcohol Fund: A fund established in accordance with K.S.A. 79-41a04. Revenues for the fund are derived from alcohol taxes. Expenditures for the fund are limited to alcohol and drug abuse prevention and education.

Special Assessment: A compulsory levy made against certain properties to defray part or all of the costs of a specific improvement deemed to primarily benefit the assessed properties.

Special Assessment Bond: A bond payable from the proceeds of special assessments.

Special Highway Fund: A fund established in accordance with K.S.A. 79-3425C to account for those revenues received from the state tax on motor fuel. Statutes restrict the use of these funds to non-capital street and highway expenditures.

Special Parks and Recreation Fund: A fund established in accordance with K.S.A. 7941a04. Revenues for the fund are derived from alcohol taxes. Expenditures for the fund are limited to parks and recreational services, programs and facilities.

Special Revenue Fund: A fund created when the City receives revenues from a special source designated to be used for a specific purpose. In Kansas, many statutes exist whereby ad valorem taxes may be levied for specific purposes; when received, this revenue is accounted for in the Special Revenue Fund created to account for the specific purpose of the statute.

Taxes: Compulsory charges levied by the City for the purpose of financing services performed for the common benefit of the people. This term does not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments.

Tax Increment Financing (TIF): A method of financing established in accordance with K.S.A. 12-1770 et seq. This method allows cities to help redevelop property through private investment. Revenues for this method are derived from the increased property tax payments (increment) caused by the higher assessments on the redeveloped property.

Transient Guest Tax Fund: A fund established in accordance with K.S.A. 12-1698 to account for revenue derived from transient guest tax levied upon the gross rental receipts paid by guests for lodging in the City. Expenditures are limited to be used for promotion of tourism, conventions and economic development.

UBAS: Ultra-thin Bonded Asphalt Surface. A high-performance overlay using an award-winning technology that seals the existing road surface and provides a new, skid resistant, smooth, thin 5/8” surface.

United States Army Corps of Engineers (US ACE): A Federal Agency made up of civilian and military personnel who design and construct flood protection systems.