HomeMy WebLinkAbout2016-07-12Meridian City Council Workshop July 12, 2016
A meeting of the Meridian City Council was called to order at 3:02 p.m., Tuesday, July
12, 2016, by Mayor Tammy de Weerd.
Members Present: Mayor Tammy de Weerd, Keith Bird, Ty Palmer, Luke Cavener,
Joe Borton and Anne Little Roberts
Members Absent: Genesis Milam.
Others Present: Bill Nary, Jacy Jones, Bruce Chatterton, Jaycee Holman, Tom Barry,
Warren Stewart, Mike De St. Germain, Dave Jones, Crystal Ritchie, Todd Lavoie,
Keith Watts and Dean Willis.
Item 1: Roll-call Attendance:
Roll call.
X_ Anne Little Roberts X _ _Joe Borton
X__ Ty Palmer X_ Keith Bird
_____ Genesis Milam __X__ Lucas Cavener
_X Mayor Tammy de Weerd
De Weerd: I'd like to welcome everyone to our City Council meeting. For the record it
is Tuesday, July 12th. It's a two minutes after 3:00. We will start with roll call
attendance, Madam Clerk.
Item 2: Pledge of Allegiance
De Weerd: Item 2 is our Pledge of Allegiance. If you will all rise.
(Pledge of Allegiance recited.)
Item 3: Adoption of the Agenda
Item 3 is adoption of the agenda.
Bird: Madam Mayor?
De Weerd: Mr. Bird.
Bird: On 7-G, the proposed resolution number is 16-1146 and with that I move we
approve the agenda has published.
Borton: Second.
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July 12, 2016
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De Weerd: I have a motion and a second to approve the agenda. All those in favor
say aye. All ayes. Motion carried.
MOTION CARRIED: FIVE AYES. ONE ABSENT.
Item 4: Consent Agenda
A. Findings of Fact, Conclusions of Law for TM Creek (H-2016-
0067) by SCS Brighton, LLC Located Southeast Corner
of W. Franklin Road and S. Ten Mile Road
B. Termination of Well Sharing Agreement and Release of
Easement Between L & G Murgoitio, LLC and the City of
Meridian Regarding the South Meridian 77-Acre Future Park
Property
C. Amended Development Agreement for
(Instrument#114002254), TM Crossing (H-2016-0054) with SCS
Brighton, LLC located at the northeast corner of Interstate 84
and S. Ten Mile Road, in the southwest 1/4 of Section 14,
Township 3N., Range 1W.
D. Approval of Purchase of Allen Bradley PLC Equipment from
Columbia Electric Supply for the Not-to-Exceed
Amount of $55,506.06 and Authorize the Purchasing
Manager to Sign the Purchase Order
De Weerd: Item 4 is our Consent Agenda.
Bird: Madam Mayor?
De Weerd: Mr. Bird.
Bird: I move we approve the Consent Agenda as published and for the Mayor to sign
and the Clerk to attest.
Borton: Second.
De Weerd: I have a motion and a secon d to approve the Consent Agenda. Madam
Clerk, will you call roll.
Roll Call: Bird, yea; Borton, yea; Milam, absent; Cavener, yea; Palmer, yea; Little
Robert, yea.
De Weerd: Motion passes with four ayes and one here.
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July 12, 2016
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MOTION CARRIED: FIVE AYES. ONE ABSENT.
Item 5: Community Items/Presentations
A. Gift Presentation by Colleen Braga and Jodi Gempler on
behalf of the Boys and Girls Club
De Weerd: Item 5 is under Community Presentations. Tonight we -- or this afternoon
we have Colleen Braga and Jodi Gempler with the Boys & Girls Club. Welcome.
Braga: Thank you, Madam Mayor and thank you Members of the Council for allowing
us to come today and express our most sincere gratitude for your support in helping us
get our new gym and teen center there on Meridian Road opened up in -- was it May
19th I think was our grand opening date and I know a lot of you were there , but we just
wanted today -- we brought a little -- a little cool framed gift for you all to kind of
celebrate the great facility that we now have serving kids in Meridian. I don't know if
you guys have been there since the grand opening, but it is just teeming with kids.
The other day I was in the teen center and every possible seat was filled . The gym,
they had it -- they put the bleachers down the center and have the teams on one side
doing activities and the younger kids on the other. We are getting about 350 kids there
every day during the summer --
De Weerd: Wow.
Braga: -- and as you can imagine without that space those kids would be having a
hard time. We have been able to -- you know, this year we are serving about a
hundred kids a day more than we were serving last year . So, it's pretty amazing and it
all started with the city getting behind it and supporting us. It was the impetus for a lot
of other people to get involved and I wanted to thank Mayor Tammy especially,
because she helped us. We wouldn't be where we are without her support and helping
us raise the funds. We just wanted to thank you all and present you with this.
Hopefully you will find a space here in City Hall to show it off, but it -- you know, it has
depictions of our teen center, our new facility. The kids enjoying the grand opening
and, of course, the gymnasium. So, we are looking forward to our continued
partnership and many years of partnering between the Boys & Girls Club in the City of
Meridian. So, thank you.
De Weerd: Thank you, Colleen. I would say that, you know, chairing the campaign
was easy, because we have a community that cares and what you and your staff has
done to establish a reputation as a safe place -- as a place that has adults that care
and delivers all the five promises that we need to commit to our kids to have available
to them and it's because of the reputation that you have set that people invested,
because they believed in the program . That makes it easy.
Braga: Thank you, Mayor. We appreciate your comments. Is there a possibility of
getting a quick picture that we can Facebook?
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(Picture taken.)
De Weerd: Well, thank you. And thank certainly who is missing from this
opportunity to see the results of decisions made are Councilman Zaremba and
Councilman Rountree as well. So, it definitely showed what kind of community we live
in with the generosity of getting behind this project. So, thank you, Council. I think that
this Council really did show a great deal of leadership in making sure that this
happened for a community.
B. Mayor's Office: Mayor's Youth Advisory Council Update on
Participatory Budgeting Project
De Weerd: So, our next item also is our investment in youth and we have our Mayor's
Youth Advisory Council here to talk about participatory budgeting led by Councilman
Borton and they are here to tell you how the process went and have an ask . So,
Cheyenne.
Quilter: Madam Mayor and Council -- Members of the Council, my name is Cheyenne
Quilter and this last year MYAC I was the Government Affairs chairwoman and this
coming year I will be the chair of MYAC and I'm really excited to share with you what
MYAC has been working on their participatory budgeting project. So, this happened all
throughout this year, so -- all right. So, a little bit about what is a participatory
budgeting project. What it was was a different way to manage money and engage
youth into government and this money that we had for the participatory budget came
from the public budget and, then, it was led by City Councilman Borton, who got the
idea at NLC last fall and what it -- what he really wanted and what MYAC wanted was
for this project to be led by youth only. So, there could be a little bit of guidance from
advisors, but it was youth only coming up with the ideas, the actual rules, everything
that you see in this project was done by the youth and, then, the youth were the ones
who set up the guidelines, the meetings and ideas for something we as the youth of
Meridian wanted and, then, one thing to add is that this project is really historic for
Idaho, because we have never had anything like this where the youth are the ones in
charge of this participatory budget -- budgeting project, so this is really historic for
Idaho and Meridian. So, a little bit about the timeline of this project. Councilman
Borton began to champion this idea when he got back from NLC with the help of Todd
Lavoie, the CFO, Ken Corder, the MYAC advisor, and support of Mayor Tammy and,
then, this idea was presented in last April of 2015 to MYAC just to give us a little bit of
a chance to figure out what it was and really brainstorm ideas and , then, leadership for
this project took form, which the leadership for this project was the Government Affairs
chair and vice-chair and our vice-chair was Tyler Ricks. So, we were the ones in
charge of being the leadership for this project and, then, from September of this year
through January MYAC were -- were making the participatory budget a subcommittee
in Government Affairs and, then, guidelines were made and how these guidelines
came about were how the youth really wanted to step forward with this project and how
we decided what ideas would and would not work and some of those things that we
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July 12, 2016
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came up with were ones that -- we couldn't have any new employees, so the money
that we had we couldn't hire an employee and it had to be a one -time expense only
and it had to be within the city limits and it had to be beneficial to all residents in
Meridian and the last one was no adult input, which definitely was a little bit hard for
our advisors, but it was definitely really -- it was amazing to see just students working
on this project and coming up with ideas without any of the adult experience trying to
help us guide to the best idea. So, definitely no adult input during this time. And, then,
the goals for this project were discussed in MYAC. So, all the students came up with
what they wanted to see with this project and afterwards what they wanted the
community to feel from this project and, then, the first ideas were compiled. So, in
January of 2016 approximately 52 ideas were compiled . We got a lot of different
ideas. Some were really, really cool out-of-the-box thinking. We had some that
wanted a meet and greet ball pit kind of, where the balls have like ideas to talk to
people and you can meet different people and, then, we had one person who wanted
robot recycle bins, which was really cool, but maybe a little bit of a safety hazard and,
then, in February of 2016 the youth leadership was able to consolidate the project
ideas down to just 17 and how we did this was looking at which ideas really fit within
the guidelines and which ones would be the most beneficial to the community as a
whole. So, then, our project ideas -- in March MYAC'ers looked at the top 17 choices,
discussed them, and, then, voted on their top five and before they even voted we had
all the people who came up with those ideas talk a little bit about what they thought this
idea could be and how it could benefit the City of Meridian as a whole and we also had
other MYAC'ers stand up and give pros and cons to this idea. That way we could
really see this idea as a whole and laid out. So, what we came up with for our top five
choices that MYAC'ers voted on were increasing recycling bins. However, these
weren't the ones that were ones that could be automotive and , then, a BMX track in a
park and an adult slash teen obstacle course slash tree gym, bike checkout through
the library and the last one was the Meridian Green Belt slash pathwa y improvement.
And, then, in April MYAC'ers again discussed the top five ideas and came down to the
adult slash teen obstacle course slash tree gym for their final pick of what they wanted
to use this money for. So, how MYAC moved forward from there is we have been
working with the city staff and have picked out not only high quality equipment, but an
amazing location and the location that we found was Tully Park and why we wanted to
put this in Tully Park was because, first of all, it's next to a playground location that we
have, it is next to a playground, there is lots of privacy, and it's along one of the most
used walkways in Meridian, which is the Bud Porter and it's very accessible -- and I will
show you a picture right here where the circle is, it says outdoor gym. That's where we
want to put it and it has a lot of privacy, actually, for a park, because on the back side
there is a fence and, then, it's closed off by bathrooms on the other side , so it's great
for parents or older siblings to take their younger siblings or daughters and sons to the
playground and, then, be able to work yet still keep an eye on them . It's also great
because of the route it's on. If families want to get out and go for a run or a walk and,
then, go ahead and work out together. It's right along that path, so it's a great location.
And, then, the equipment that you're seeing is the equipment that we are hoping to get
for this area. So, the plans for the gym was that originally our budget was 20,000
dollars, but because of how amazing our community -- community members and
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businesses in the community are and the relationships that the City of Meridian has
been able to have, CBH Homes and CMD have offered to pour the concrete for this
pad needed for this project for free, allowing more money to be used for the gym
equipment and, then, as well MYAC voted that the proceeds that we got during Ball at
the Hall would be used for the participatory budget, which was 1,000 dollars. So, now
we had 21,000 dollars to bring to the project. However, the equipment in total to get all
the nine pieces would be 32,000 dollars. So, right now we are m oving forward as is
and buying a couple of the pieces that we can and we like to call the pieces that we
are buying the mirror pieces, the ones that are going to be used the most. So, the
biceps, triceps, and back and some legs and core and, then, we are looking to also
have partnerships with Axiom Gym or Bodybuilders to see if they would be able to help
fund a little bit more for the rest of the equipment. So, what MYAC is asking is that the
City Council further fund the participatory budgeting, so each year MYAC will be able
to create a new project and have the youth voices heard each year and some of the
benefits that would be included would be budgeting skills for youth and anybody
involved in it. A positive engagement between city government and the youth of
Meridian. It was amazing to see all the MYAC'ers discuss why they wanted certain
ideas and they also took the stance of the city as well and to see that engagement
between the two, City and the youth, was amazing and, then, also the participants
owning their community -- and this goes back to a little bit between the relationship
between the city and the youth. When our youth are going to be able to put ideas out
into their community they are going to want to come back when they get older and
show their kids or the next generations what they were able to do with the help of their
city and, then, also community pride. This is a big one as well. The youth are going to
be able to see what they did and show other cities that their city really listened to what
they had to say and what they wanted in their city and now because of that there is a
new tree gym in their park. So, that's what MYAC was asking and, then, some
discussion or questions that we are -- that we are having is the funding gap and ideas
for funding. And that is all.
De Weerd: Thank you, Cheyenne. Council, any questions, discussion? Questions
about the process? Yes, Mr. Cavener.
Cavener: Great presentation. Question for you about the decision-making process.
Do you think had -- had MYAC been aware of the cost to fund the total gym would that
have remained their decision knowing that you wouldn't have been able to afford the
entire piece or was that discussed prior to making a decision?
Quilter: Madam Mayor, Councilman Cavener, so one of the big things -- and I believe
this is a big thing that had contributed to the success of this project was that we didn't
totally know all the costs of what we could or could not do and that's why we got so
many ideas that were out-of-the-box thinking and I believe even if the students knew
that they wouldn't be able to get the whole set right away, I think they would look at the
past of MYAC and what we have been able to accomplish and realize that we would
be able to get partnerships within the city and down the road we would be able to finish
this tree gym. So, I think they would have gone forward with this as well.
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Cavener: Madam Mayor, additional question? Cheyenne, taking everything that you
have learned this past year, if MYAC were to do this again, what are the things you
would do differently?
Quilter: I think I would definitely have more discussion and debate within MYAC and
maybe put up the goals in like a big bulletin board maybe when they are trying to come
up with ideas, because at the start we had about 52 ideas and some of the ideas didn't
totally follow the guidelines that we had , which was really hard, and it would have been
great to make sure that they knew the guidelines and the goals for this projec t all the
way to be able to maybe take their ideas and tweak them a little bit to fit the guidelines
and the goals. But overall I think this process went great and it was an amazing
experience and the youth -- and it was so exciting, because this is the first ever
participatory budgeting project in Idaho, so they were really excited to be a part of it
and our advisors were amazing with their passion, too. So, I think all together it was a
great experience.
Cavener: Great. Thank you.
De Weerd: Any other questions? Mr. Borton.
Borton: Madam Mayor. Cheyenne, it was a fantastic process you went through and
Todd and Ken and the rest of the leadership team within MYAC. A couple of the things
to Councilman Cavener's question, the process started somewhat relatively late -- later
in the year and one of the things we talked about were it to go forward is to utilize the
fall and the winter months a little bit better to start the process earlier to allow MYAC to
vet to your point some of the questions whether an item is within the budgeted
allocation or not. That would certainly help. Another thing that I would want to
highlight, which I thought was really impressive -- of all of the elements of this that
MYAC, as the democratic decider and the voice of these items, was election day, in
particular it was kind of fascinating to watch the leadership team, you know, made the
ballots, ran an actual election here, I mean they were lined up to vote for the first time.
It was really neat to see the -- the youth participation and you can't highlight enough
the amount of debate that occurred between the kids on items that I think a lot of
adults might not have ever thought of and it was a great demonstration of just being
silent and watching a part of our community express a voice and tell us what was most
important to them that we might not have suggested. So, it was really an impressive
kind of reverse look at making sure our city provides its citizens what it wants, so --
and it was very vigorously debated. So, it was fascinating to watch and it was -- both
Ken and Todd and Finance did a lot of the back end question answering for MYAC,
helping vet from 52 down to 17 and with the Mayor's involvement as well to ensure that
those guidelines were complied with. But beyond that the youth expressed their voice,
which was exactly what it was intended to do. So, the hope is that it's included in this
next year's budget cycle and that MYAC will continue to refine and improve the
process, continue to report back to Council and the Mayor those improvements and
continue to provide that voice for youth going forward.
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De Weerd: Thank you. Any other questions, Council? You know, observing this
process was -- was, yeah, it was hard sometimes to be the adult on the sideline not
saying anything. I admit that. But it was really cool seeing how our team leaders took
the bull by the horn and figured it out and I came up with their own process to do this
and I think across the country we see a disengagement of our younger demographic in
the political process and this is one way to really engage them to show the power of
the voice, to show that their voice does matter and it is taken serious . So, this also
shows I think the value of going to the National League of Cities or something outside
the state even and discovering things that are going on around the country that we can
pick and choose from and see what -- how that applies to our community and having
Councilman Borton bring this back and having MYAC be the pilot case in seeing how
we can better engage our community in budgeting type of activities to make sure our
community feels engaged and owns the decisions that are being made up here is
pretty powerful. So, this is exciting. I hope we see it continue. And I hope to see it
expand into other areas of our budgeting process and I've kind of mention ed this to the
director of fun over there is as, you know, the Parks Commission looks at filling in
many of our neighborhood and -- and community parks with community identity is
engaging the neighborhoods and the citizens that are around that park that associate
with those parks being part of the decision-making process of what should they be,
what should they look like. So, there is many opportunities that our youth showed us
that we can do with this kind of approach to budgeting and that's exciting . So,
Cheyenne, thank you. I look forward to having you lead the group as a whole and see
who takes this on as a government affairs committee, if the Council decides to -- to
move it forward and see how we do it. I stand committed to help you make sure that
the project that was envisioned by the youth council is -- is built as they had envisioned
it and -- and we are thrilled to get community partners that have stepped up and said
what a cool approach, what a cool idea, and we want to make sure our youth also
realize what they have envisioned. So, thank you for your presentation and I think
Council will have a discussion next week, Mr. Borton?
Borton: Certainly.
De Weerd: -- on your proposal?
Borton: Certainly.
Quilter: Thank you, Madam Mayor. Thank you, Council Members.
Item 6: Items Moved From the Consent Agenda
De Weerd: Thank you. Okay. There were no items moved from the Consent Agenda.
Item 7: Department Reports
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A. Continued from June 21, 2016: Community Development -
Transportation Projects Update - Discuss
Transportation Related Studies, Plans and Projects Including:
Ustick Road, Franklin Road and Idaho Avenue
De Weerd: So, we will move into Department Reports. We have a continued
discussion from Community Development that never started, because we got so late in
the evening. But it's all things transportation and I'll turn this over to Caleb.
Hood: Thank you, Madam Mayor, Members of the Council. As the Mayor just pointed
out, this has been pushed back about three weeks, but as you're also aware things in
the transportation world, projects and studies and plans, don't move that quickly
anyway, so most of the information in the memo I provided a few weeks ago is still
relevant and up to date. I am going to highlight some things, though, that are in the
memo and there are a couple of new items that I'd like to bring to light, since I was on
the agenda here a few weeks ago. But, again, I'm going to be working off of the memo
that's in your pocket and I don't plan on touching on all of those projects that are listed ,
but if you have any questions on those, please, feel free to interrupt and we can
discuss. The first thing I want to just touch on is a couple of a good news issues. So,
Franklin, Black Cat to Ten Mile, is on the 90 day bid list at ACHD. This has somewhat
turned out to be a little bit of a problem project in that they have had some utility issues
and relocation issues, they have had some condemnation issues that have gone into
litigation and so the -- the project costs have gone up, but it's good for our community
in that the roadway will be widened, including the intersection of Franklin and Black
Cat and that's on the 90 day bid list. So, I just wanted to highlight that for you. And,
then, real similarly the Ustick corridor, due to some of the reallocation of funds and no
short -- thanks to House Bill 312 that was passed last year, ACHD was able to move
some things around in their maintenance world that freed up some things to get the
Ustick corridor constructed a little bit sooner than what they had originally anticipated.
So, that is also on the 90 day bid list and that includes the widening of the Ustick-
Meridian intersection and, then, the two miles going back east and west of that
intersection. So, that's all in the 90 day bid list. So, both those projects should be in
construction here later in the fall, through the winter. Both are about a year long time
frame for construction. So, some good news there that -- I mean it's good and bad;
right? It's going to be a construction zone for about a year, but it's widening of the
infrastructure that's much needed there. Moving onto the page two of my memo.
Eagle Road. I want to just highlight a couple of things there. Particularly that Center
Cal is looking to move forward with the Records extension and they have gone on
record saying that that will be -- that will happen this year. The northern section of that
-- so, behind Lowe's going up to Bald Cypress in Boise, which is just on our boundary,
ACHD is actually constructing that and a notice to proceed was last week, so the
contractor is working on that. So, this would be connecting from River Valley where
the apartments are at Regency, making that connection north besides the -- the back
side of Norco and Rosauers, Les Schwab, up to Ustick. So, that makes that -- that
critical -- that critical connection and that will be done this -- this year as well. So, I just
wanted to highlight that.
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De Weerd: Awesome.
Hood: In moving on to page three -- and I thought I would just spend a minute or two
here just kind of walking you through this, but this has happened in the interim since
June 21st. ITD on July 1st did publish their draft ITIP, which is their five-year
Transportation Improvement Plan and are looking for public comment. So, I know the
Mayor's office, Ken Corder in particular, is working to get the word out to some
stakeholders about commenting on this. I want to highlight a few of the projects. The
one, really, I think that Ken is focused on is -- kind of hard to see at this level, but ITD
is looking at widening Chinden Boulevard, the first mile of the corridor. So, between
Eagle and Locust Grove. And I can zoom in, but I have got this just in our area, so you
can see all the projects -- in 2021. So, the way that breaks down. So, this would be
two lanes -- adding two lanes, so it will be a four lane facility. Again, construction in
2021 at a cost of about 7.5 million dollars. That includes preliminary engineering
design, right-of-way, construction. So, they would start design this next year in 2017.
Acquire right of way in 2019. And, then, again, construct in 2021. I know we're looking
to have them advance that calendar, that schedule a little bit more to get it constructed
as soon as possible, but there are some -- some things that have to happen, you
know, before we can just go into construction. You got to design the project and have
the land to build it on. But just wanted to call that to your attention. And, then, also in
2020 they do have 500,000 dollars to redo the Linder Road railroad crossing. So, that
one would be this project right here. So, again, that's a -- that's a reconstruction
project of the existing -- and that -- that crossing, you know has been in pretty -- pretty
dire straits and so that will be a -- that's a good thing. But it's more of a maintenance
project. 2017 in the draft ITIP is 400,000 dollars to replace their maintenance yard
facility that's located over at the Meridian Road interchange. So, that's something we
have been working on for years is to try to get them to find another location for their
maintenance facility and they are moving it to Canyon County. So, that's -- that's good
news as well. So, in the ITIP that 400,000 dollars would be to purchase additional land
in Canyon county for their maintenance facility.
De Weerd: And, Caleb, that was moved up because there is an opportunity to
purchase the land. It will be on the next COMPASS agenda. So, that gives
authorization of ITD to move forward.
Hood: And, then, there is also another project where my cursor is to realign Pollard.
So, beginning to do some additional improvements on the State Highway 16/20-26.
And if you click on it and get the details of what the project is, how much it costs, and
what year, that type of thing. So, again, you're looking at about a 350,000 dollar
construction cost to realign Pollard for local access in there. So, those are just a few of
the projects. I would encourage you, if you're -- if you're so inclined, to go to ITD's
website. It's not the most intuitive thing. Here is their home page. There is an icon
hyperlink to the draft ITIP. You can read the whole thing. I was just on this interactive
web-based tool, so if you click on that you can look at a map of the projects. But they
also have projects sorted by district, so you could just look at District 3. If you want to
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July 12, 2016
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see everything in District 3 you can go there. I will just point out if you use the map it's
not the most user-friendly thing in the world. Imagine that. But it isn't. So, you have
got to make sure you got like the slider bar, you're choosing all the years or if you're
just curious about what's going on in the latter part you can do that . But just the
baseline when you open it up only shows 2017 . So, you got to kind of manipulate a
little bit and you can zoom in and out, but -- anyway. So, I'm going to move right
along, unless there is any other questions on the draft ITIP itself. And again -- so, that
public comment period is open now through th e end of the month. July 30. So, I
would encourage you to at least support US 20-26. If not, ask for additional miles and
intersections to be included and to accelerate the schedule. That's kind of the
message we are looking for there. I had Idaho Avenue Placemaking highlighted in the
-- in the memo, but we will talk about that here at 5:30 when the MDC board can join
you all and I will highlight that a little bit more in some more detail. Transit. I just
wanted to give you a heads-up that the work group that was formed here four, five, six
months ago, does have a recommendation and is looking to present. So, there will be
a final meeting of that group this Friday. And, then, on Monday they are going to
present their recommendations to the Meridian Transportation Commission and, then,
eight days after that they will be before you presenting that same information with,
hopefully, a recommendation from the Transportation Commission on what to do with
what was the monies for the Saturday fun bus , that's been what they are calling a life
style center -- or life style service these days. So, a little bit more information on that.
But just a little teaser for you that on the 26th VRT will be here to present their
proposal for some of the dollars in FY-16 that remain unspent, to spend some of that
before the end of the year and, then, into '17 and possibly '18, what they would do with
a -- again, a life style type of service, which is, basically, seniors and those with
disabilities geared towards providing rights to those folks. I will just highlight --
although I won't go into details unless you all want to -- the ACHD 2016 CIP update
task force has done its job. Every four years ACHD updates its 20 year capital
improvement plan and they establish this work group that helps to guide -- guide that
work. It's made up of Commissioners, members of the CICAC, commercial and real
estate developers, city staff and, again, we have been meeting monthly since January
of 2015 and just recently completed all our work. The public comment period for that --
for the CIP is anticipated July 15 through August 17th. Just real quick the CIP is -- part
of the goal there -- it's looking at the 20 year roadway improvement plan, but it also
sets your impact fees. So -- and, basically, there is no change. There was a slight
decrease in the residential impact fees. Commercial basically stayed the same. There
are a couple of different categories that went down slightly, but none of the impact fee
categories increased in the draft anyway. So, again, that public comment period is
going to be open up here later this week through the middle of August and there is
more information again in the memo if you want to look at that or have any questions
about it, feel free to contact me on that one. And, then, I did want to spend a couple of
minutes as well just going through Eagle Road -- and this -- this is all in your -- your --
in the packet, in the memo. I'm going to zoom to a map on the Eagle Road project
development that we have been working on with COMPASS. So, city staff applied
about a year ago to ask COMPASS for -- and, I'm sorry, the orientation of this map -- I
will kind of use it here in just a second -- asked COMPASS for some -- some help on
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Page 12 of 34
Eagle Road in particular in that we saw some promise in the corridor being a potential -
- potential corridor for bikes and pedestrians and yet that lacked those improvements .
It was kind of hit and miss with some pathways and sidewalks and other areas that
didn't have any. So, we said can you help of kind of scope this and figure out how we
can -- you know, kind of chunk this away and eventually have a corridor that has
continuous pedestrian facilities. So, what you see on the far right -- so, north is up on
this. So, Chinden Boulevard is the northernmost boundary and the City of Boise also
was a part of this. Not originally, but to make the terminus work we invited Boise to the
table and they participated in this. But the northern terminus of Chinden Boulevard
and the southern terminus of Overland Road. So, there -- we broke that up into
segments. Roughly a half mile each, although if there were -- there was a roadway
that did that we also made that a segment . So, some of them aren't exactly half mile.
But I think they were 19 or 20. There was just 18 different segments. And, basically,
looked at each segment and evaluated. So, if you look in your -- in your packet there
were a bunch of criteria and elements that were looked at by Keller & Associates , you
know, feasibility of construction, cost of construction, how much of the corridor already
has facilities, whether it be a five foot sidewalk, a ten foot detached pathway, what's
the condition of the existing facilities and there is this big matrix that kind of goes
through all that and scores and ranks the different criteria. Well, come to the punch
line, there were four different segments that this first phase recommended COMPASS
move forward with in preparing phase two and those -- all four of those segments were
in Meridian. They were segments five, eight, ten and 12 and let me see if we can see
that. Five is the segment -- I think that was actually scored as the fourth highest. But
this is RC Willey. So, Franklin to Pine was in the top four. Segment 8 is the Blue
Cross segment. So, in front of Blue Cross up to Krispy Kreme, Fairview and Eagle,
that one I believe was the number one highest priority scoring ranking on the criteria .
Segment ten is the segment just north of that. So, this is the vacant field in front of
Kleiner, but it provides the connectivity between some of the other -- you know, make
the connections work. This would be a big gap. And, then, finally segment 12, is by
River Valley. So, the River Valley Drive up to Ustick. So, those four segments scored
the highest when going through all those criteria and I'm not going to go through all of
my list with you. And so what they will do is they will take the -- the next step is to take
those four segments and develop pre-concept designs and I was just going to read to
you some of that work, so consultant will prepare a schematic -- sketches and other
documentation needed for construction cost estimating and programming purposes .
So, planning level opinions of probable construction cost for each segment. Cost
estimates will have the detail for programming purposes, including individual bid items,
quantities, unit cost for inclusion -- for inclusion in each segment and ITD Form 1150.
So, essentially, what this does is they are getting to go out to bid and look for g rants.
So, this is great in that. They are going to put that all in a report, basically have it
ready for application looking for funding sources. So, this is -- this is good news. It
doesn't -- you know, there is 18 different segments. It's just a quarter of those,
basically, in this first chunk, but that's based on how much money COMPASS has
budgeted to do this type of work. We fully expect to go after the next two, three, four,
five segments after these four are prepared for -- for grants. We will keep our eyes
peeled for other funding sources. May come back to you with some local match in the
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future, I imagine, if we find that great an opportunity that seems like it's a good fit. So,
I should have started with this. I'm sorry, but I'm going to insert it now. The idea here -
- and this is part of our -- our master pathway plan -- is that this is a ten foot wide
detached attached that is part of the city's, again, master pathways plans. So, that's
what we are trying to do here is a continuous ten foot wide detached pathway for
bikes, rollerblades, walkers, everyone can use there, since there aren't going to be any
bike lanes on the state highway. So, just want to provide you that update on that
project. That's kind of exciting that that's moving forward as well. So, I believe with
that, Madam Mayor, that is -- those are the projects I wanted to highlight for you and if
there is any questions on any of the projects listed or not listed in -- in my memo, I
would stand for those questions now.
De Weerd: Thank you, Caleb. Council, any questions?
Bird: I have none.
De Weerd: Thank you.
Hood: Thank.
B. Fire Department: Budget Amendment for Fire Public
Education in the Notto-Exceed Amount of $21,837.00
De Weerd: Item 7-B is under Fire Department. I will turn this over to our Deputy Chief
Jones.
Jones: Madam Mayor, Members of the Council, good afternoon. I hope everybody is
well. The Fire Department Prevention and Public Education Division is requesting an
amendment to the FY-16 budget in the amount of 21,837 dollars. These funds will be
used for the purchase of car seats, fire prevention educational materials, and training
for car seat installation technicians. The cost of this budget -- excuse me -- the cost of
this amendment will be partially offset by donations that we have already received from
Light My Fire, Incorporated; Family Advocacy Program, and Meridian residents. The
remainder of this amendment will be funded by a grant the department has received
from the ITD Office of Highway Safety in the amount of 13,000 dollars and the way that
works is once we purchase the equipment, we submit receipts to ITD and, then, they
will refund or reimburse us for that. So, with that it's pretty simple, we have done this
before, and I will be glad to answer any questions you have.
De Weerd: Okay. And note that it is 21,837 --
Jones: Yes, ma'am.
De Weerd: Not the 27,837. Any questions from Council?
Bird: I have none.
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Borton: Madam Mayor?
De Weerd: Mr. Borton.
Borton: I would move that we approve the budget amendment request ed on Item 7-B
for fire public education in an amount not to exceed 21,837 dollars.
Cavener: Second.
De Weerd: I have a motion and a second. Any discussion? Madam Clerk, will you
call roll.
Roll Call: Bird, yea; Borton, yea; Milam, absent; Cavener, yea; Palmer, yea; Little
Robert, yea.
De Weerd: All ayes. Motion carried. Thank you.
MOTION CARRIED: FIVE AYES. ONE ABSENT.
Jones: Thank you.
De Weerd: And thank you, Pam. You do such a good job with this program.
C. Public Works: Budget Amendment for Public Works Salary
Adjustments in the Not-To-Exceed Amount of
$29,924.00
De Weerd: Item 7-C is under our Public Works Department and our HR.
Barry: Good afternoon, Madam Mayor, Members of the Council. Crystal and I are
here representing this issue. I wanted to bring forward some background information
before we presented the amendment to you. In late 2015 the Public Works
Department had noticed that -- or had become concerned that some of our technical
and professional positions didn't appear to be competitive in the market. This was
realized from a number of different observations. First vacant-to-fill times. Jobs that
we have made -- or position offers that we had given to folks that have been turned
down. And, then, looking at generally spot checking some of the different market data
that we had evaluated on -- in and around the local market. We tested that market, as
I mentioned, and brought forward these concerns to the Mayor and the Council -- our
Council liaison, who encouraged us to talk with the HR Department to have a closer
look at this. So, I communicated these observations to our Human Resources
professionals and they helped us develop a market analysis. We worked together to
develop an approach, identify the market analysis tool that was going to be utilized and
a total of 16 positions were identified for market review under this work . Job
descriptions were updated in our department. They were revised and sent to the
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Human Resources staff, who reviewed those job descriptions and, then, also sent
them off to BVPA, which is a private human resources consulting firm that evaluated
them against the market equity and classification -- mostly classification and equity.
We worked with a market tool called Pay Scale, which is actually quite a phenomenal
tool. The Human Resources Department had actually already begun vetting out and
selected Pay Scale as a tool of choice for reviewing market position -- or the market of
positions throughout the city and we happened to be the first department I think to
utilize Pay Scale and I have to tell you that I was quite impressed with the data --
excuse me -- data, the integrity and the results of the -- of the product. Just so you
know, Pay Scale -- and I'm sure Crystal and HR can expand on its validity, but Pay
Scale has job matches for over 54 million different profiles throughout the United
States. Pay Scale recommends a 75 percent job match in order to make valid the
results. I'm very pleased to say that our job match results were 95 percent for the city,
which shows a very strong correlation in regards to the results that were produced.
So, we are utilizing the updated job descriptions. The BVPA reclassification and equity
reviews and the pay scale market analysis reports , Human Resources staff applied the
city Salary Administration Guidelines and identified eight positions of the 16 that were
requested for review that require salary adjustments due to job reclassifications, the
market analysis data, or internal equity alignments. The impact of the budget
amendment that's been presented to you is not -- is 29,924 dollars for the remainder of
this fiscal year. That gets us through the next three pay periods in fiscal year '16. But
I wanted to point out that the ongoing costs are 119,694 dollars. Both those numbers
include insurance, benefits, as well as taxes. So, they are what we call fully loaded.
So, the joint recommendation for Human Resources and Public Works is to,
essentially, request approval of the budget amendment for 29,924 dollars and the
ongoing expensive 119,694 thereafter to bring these positions in alignment with the
market, as well as our compensation guidelines and policies. If the Council does
approve this budget amendment, the Public Works Department will remove the
225,000 dollar enhancement placeholder for market analysis, which is included in the
budget for fiscal year '17. You might recall when we spoke with you last month about
that, that that was merely a placeholder. We had no idea what the data was going to
show. Fortunately it's much less and more positions are actually in alignment than we
had initially thought. So, that's the good news. The better news is, again, it's going to
cost us less than we had anticipated . Also your favorable consideration of this
amendment will allow us -- or the Human Resources Department to make a slight
modification in its reclassification requests and financial impacts associated with them
for the Public Works Department, since two of the positions that were recommended
for reclassification that they have identified are already included in this budget
amendment. So, no additional monies would need to be moved in -- or utilized for that
purpose. So, you will see two slight budget adjustments and we will present that to
you next -- well, actually, a couple weeks. Maybe one.
Ritchie: One.
Barry: Great. So, with that we would stand for any questions and ask for your
favorable consideration of the amendment as proposed.
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De Weerd: So, Crystal, I think you like these kind of presentations where you don't
have to say anything; right?
Ritchie: I love them. But I'm here to answer any questions that you may have.
De Weerd: Council, any questions for either Tom or Crystal?
Borton: Madam Mayor?
De Weerd: Mr. Borton.
Borton: Just real quick to either who can describe -- when you make reference to a 95
percent match, what matrix from a particular job is matching to what Pay Scale has?
Ritchie: It's actually based on the actual job description and job summary with the
essential job duties and tasks. That's what we look for and match in when you come
up with a 95 -- or a 75 percent higher -- in this case 95 percent job match.
Borton: In the -- Madam Mayor, in the description of what their primary duties are, it
matches that closely?
Barry: Yeah. I think it's that, as well as education, experience, licenses, credentials --
all of that. So, that was what's so impressive about this particular tool. It -- I mean we
were pretty well blown away and I'm -- we were fortunate, I mean we happen to be the
first department, so we were a little bit nervous about using the tool, but after reviewing
its methodology and all of the -- you know, integrity and method -- or process used
behind the scenes, we became very comfortable very quickly and, quite frankly, just to
let you know, we -- we validated against three -- or two other data sources. So, we
used the Northwest Data Exchange numbers, as well as the American Water W orks
Association salary surveys that were just released for the Pacific Northwes t and Rocky
Mountain sections and I mean it's -- it's almost a perfect match. So, it was actually -- it
was actually really well supported and we found it to be -- I mean quite accurate.
De Weerd: And have -- did I remember this in terms of other cities have been looking
at these same categories as well?
Barry: Yes, Madam Mayor. This has been a struggle regionally for us and I think
Human Resources said -- I mean we kind of have been talking with colleagues who
found that to be the case, so that was corroborated by Crystal and her staff work in
talking directly with HR personnel at the other cities locally and -- and they have been
making -- as a matter of fact, they have been making adjustments a bit ahead of us
and that put even more pressure on us to have a much closer look at what was going
on and -- and I'm pleased that we were able to -- to find what we did and to get in
alignment those positions that were out of alignment in this job -- in this project.
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De Weerd: Any other questions from Council?
Cavener: Madam Mayor?
De Weerd: Mr. Cavener.
Cavener: Tom and maybe even Crystal, I recognize that this is only one piece of an
overall puzzle. So, how confident are we that by making sure that our salaries are
more in alignment where they need to be, that that's going to close that gap, Tom, that
I know that your department experiences on a -- on a fairly regular basis -- a challenge.
Barry: Well, I will speak as a director of the department and, then, if there is a Human
Resources angle I'm sure Crystal will follow up. I would say I'm very confident with the
positions that have been evaluated is that they are to market now with this -- with this
project. The reality is, however, we have a lot more jobs in Public Works than the 16
that have been evaluated. So, our challenge is to try to identify are there any other
positions that may have a similar -- we might have similar concerns with. These are
the ones where the biggest pressure in the department are currently. There is some
pressure in other areas of the organization, particularly down in operations, that I have
concerns about. It wasn't part of this project. We -- we bit off what we could -- we
could reasonably chew in this. I think to the larger question, you know, kind of going
forward, we have to be diligent as a department and even as a city with regard to our
pay administration policies, because what happens is when we -- when we -- when we
are not, we might fall behind the market in certain positions or in certain job families
and when that happens that -- or happens that exacerbates the difference between
those -- those later numbers that you find in the numbers that you're paying now.
Different markets pay different and fluctuate differently. If you look at, for example,
Public Works engineering and you liken that to IT, those two industries tend to -- tend
to rebound from market situations much more quickly and in some cases actually
regress much more quickly as well. Whereas in other positions you might have police
officers and parks and -- and I'm not going -- I'm kind of speaking out of element here -
- but may not fluctuate quite so much and the reason that is is because there is a large
private sector influence on the IT and the engineering worlds than there is say in parks
and police. So, without misstepping, you know, on that, maybe I will turn it over to
Crystal.
Ritchie: Actually, Tom did a real nice job explaining that as well, so thank you very
much for that. Obviously, from an HR perspective, to answer your question, Luke,
about moving forward and looking at citywide, we would want to make sure that we
have a planned approach to look at that and that we are using a consistent method
approach and application that is in alignment with our salary administration guidelines
and I know that we have efforts for that next year.
Cavener: Thank you.
De Weerd: Okay. Any further discussion?
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Bird: Madam Mayor?
De Weerd: Mr. Bird.
Bird: I move we approve the budget amendment for Public Works salary adjustments
not to exceed 29,924 dollars.
Cavener: Second.
De Weerd: I have a motion and a second. Any discussion? Madam Clerk, will you
call roll.
Roll Call: Bird, yea; Borton, yea; Milam, absent; Cavener, yea; Palmer, yea; Little
Robert, yea.
De Weerd: All ayes.
MOTION CARRIED: FIVE AYES. ONE ABSENT.
De Weerd: Thank you.
Barry: Thank you, Madam Mayor and Members of the Council. I know my staff are
very grateful and our very appreciative as well. So, thank you.
D. Public Works: Recommendation for Water Service
Connection for Mary McPherson Elementary
De Weerd: Thank you. Item 7-D is also under Public Works and I imagine that
Warren is taking this one.
Stewart: Yes. Excuse me. Madam Mayor, Members of the Council. I will be
addressing this one. So, you may remember that we had some discussion here in the
past year or so about the water and sewer main extensions in south Meridian and we
have a project that is a capital project for this year that's going to extend a water main
down Amity Road from Locust Grove out to Meridian and, then, from Meridian down to,
essentially, the Meridian Heights and Kentucky Ridge development down there. We
are going to go right by Mary McPherson Elementary School and they would very
much like to have city services -- at least water at this point, because that's all that will
be going by there. So, we are actually before you tonight seeking your permission to
go ahead and develop, essentially, an agreement with Mary McPherson to extend
water service to them outside of city limits. They are not currently contiguous with the
city limits, they are not far from it, but they are not contiguous, but they would like
service. We do think it's the right thing to do and so we're here to get your
concurrence to move forward with the agreement and make that happen.
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De Weerd: Thank you, Warren. Any questions, discussion?
Bird: Madam Mayor?
De Weerd: Mr. Bird.
Bird: Seeing no question or discussion, I move that we allow the Public Works
Department to reach an agreement with Mary McPherson Elementary or West Ada
School District for service of water to their building.
Cavener: Second.
De Weerd: I have a motion and a second to approve the request from Public Works
on Item 7-D. Any discussion by Council? Madam Clerk.
Roll Call: Bird, yea; Borton, yea; Milam, absent; Cavener, yea; Palmer, yea; Little
Robert, yea.
De Weerd: All ayes. Motion carried.
MOTION CARRIED: FIVE AYES. ONE ABSENT.
E. Purchasing and Parks Departments Joint Report: Discussion
and Approval of a Construction Management at Risk
Agreement in the Amount of 5¼% of the Project Construction
Costs and Preconstruction Services fee of a Not-To-Exceed
Amount of $17,350.00 for the Hillsdale Park Project
De Weerd: Thank you, Warren. Item 7-E is under our Purchasing and Parks
Department and I see I'm turning this over to Keith Watts.
Watts: Thank you, Madam Mayor and Council Members. We are here tonight to ask
for approval of a AIA construction management at risk agreement for the Hillsdale Park
project, which we brought before you in the past and had discussions on . I just wanted
to do a report on this, because this is the city's first construction management at risk
agreement. In the past we have done just the standard construction manager as an
advisor and the benefits of the CMR agreement is that once we bid our trades and
subs, the construction manager locks in his price and guarantees us a maximum
-- a guaranteed maximum price and the ownership or the risk then transfers from the
city to the construction manager as he manages the project. There is four documents
that are included in the CMR agreement. It's the A-133 base agreement. That sets
the percentage for the CM fee and we have agreed to five and a quarter percent on
this project. That will be five and a quarter percent of the general conditions and, then,
the bids that are received once we open it. The A-142, Exhibit B agreement, which is -
- which sets the construction -- or preconstruction services at a fixed fee of 17,350
dollars, that will take us all the way from assistance during design and all the way
Meridian City Council Workshop
July 12, 2016
Page 20 of 34
through the bid opening. They actually prepare the bids and open the bids and the
only city involvement at that point it's just we -- we attended the bid opening and
witness the bid opening. With that, then, they do a -- we will set the -- the fee at that
point, the guaranteed maximum price, which is the Exhibit A to the A-133 document
and A-201 is also another AIA document, which has the general conditions and the D's
and C's. With that I will stand for any questions.
De Weerd: Thank you, Keith. Council, any questions?
Bird: Madam Mayor?
De Weerd: Mr. Bird.
Bird: Excuse me. Not a question, just a statement. I think this is about time that we
get in line with the construction management at risk deal. This is -- I mean I have -- I
have been surprised that it's the public that has been doing it the other way. The
private has been at this forever and now I see the public is starting and I think it's a
very good -- very good movement on our part. Thank you, Keith.
Watts: Thank you, Mr. Bird.
De Weerd: Okay. Any other questions?
Little Roberts: Madam Mayor?
De Weerd: Mr. Little Roberts.
Little Roberts: I move we approve the construction management at risk agreement,
excuse me, for Hillsdale Park project not to exceed 17,350 dollars as stated in 7-E.
Bird: Second.
De Weerd: I have a motion and a second to approve this request on Item 7 -E. Any
discussion from Council?
Watts: Madam Mayor, if I may. The five and a quarter percent is also stated in the A -
133 document, so it sets that 133. We will -- I assume we are going to bring the -- the
fee -- the fixed fee back when we -- after we have opened bids. Okay.
De Weerd: Thank you, Keith. If there is no discussion, Madam Clerk.
Roll Call: Bird, yea; Borton, yea; Milam, absent; Cavener, yea; Palmer, yea; Little
Robert, yea.
De Weerd: All ayes. Motion carries. Thank you.
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Page 21 of 34
MOTION CARRIED: FIVE AYES. ONE ABSENT.
F. Clerk's Office: Presentation on the Updated City of Meridian
Records Retention Schedule
De Weerd: Item 7-F is under our Clerks Department. So, I'm going to turn this over to
Jacy Jones.
Jones: Thank you, Madam Mayor, Members of Council. I'm here today to talk to you
about our updated records retention schedule that you have on for approval today for
Resolution 16-1149. So, history of record retention for Meridian. The Idaho state
legislature mandated that cities adopt a record retention schedule in 2007. At this
point AIC provided a generic schedule to all of the cities, which we, in turn, adopted to
be compliant with that requirement. We updated and customized the schedule in
2012, '14 and '15. The benefits of this is, obviously, it improves our internal
efficiencies, compliance, and, then, transparency for our Public Records Request Act.
There were some changes with the legislature this year. Most notably for records
requests -- or, excuse me, for records retention. It's House Bill 443. Some main
changes for House Bill 443 is that it provides a definition for what historic records are.
It's a phrase that was used a lot with previous legislations that the definition was really
broad and left a lot of kind of gray area for each -- each city to interpret differently. So,
House Bill 443 narrows that scope for us. The other main change is that it allows cities
to maintain and retain permanent records electronically, instead of hard copy. So, all
of the records that we have in the clerk's office is a really good example of that.
Minute books, land use, those files that we do retain permanently, once we verify that
they are scanned in and we have them electronically, we have the ability to destroy the
paper copy, which is pretty huge, I think, for transparency and for ease of access with
those records. Another -- another change is that it no longer requires that cities
provide a list of records to destroy for semi-permanent records. You guys all have
seen those -- we approved those resolutions at City Council and anytime that you're
approving a resolution to destroy records, we, then, in turn, are going to the State
Historical Society, we are providing the list to them and offering them the opportunity to
maintain the records themselves, which they don't want to. They want to keep historic
records, but they don't want the small things that we are hoping to destroy. They don't
our five years worth of e-mails, that type of thing. So, it allows us to cut the Historical
Society out of that process and allows them the ability to streamline their internal
operations as well. And, then, obviously, they did some language cleanup just to
match current laws, so that the terms that are used in all sections of the law regarding
record retention is consistent and the bill takes -- takes effect July 1st, which is why we
have this update on today. So, as far as specific to what we have got going on here
with the city, I like to call it the ripple effect. When we make organizational changes at
City Council those happen instantly here. It's one motion and -- well, theoretically it
shouldn't be a huge issue operationally, it really is. It's -- specifically this year we had
Information Services, the division of that, and, then, the creation of Support Services a
few years ago. We had Public Works, so we split off the building department as part of
Public Works and created Community Development. Each time that that happens
there is operational processes that take place on the department level, specifically with
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July 12, 2016
Page 22 of 34
where records live and who maintains those records and these are updates that are
fairly large organizational changes that are not reflected under our current record
retention policy. The other hold out we saw with our current record retention policy is
when it came to committees and commissions and boards. There is a lot of -- you
know, we have our main commissions, Historic Preservation, Art, Parks, those type of
things, but, then, there is other committees like the Impact Fee Advisory Committee
and other ad hoc boards where internal staff are maintaining records -- some internal
staff are maintaining a lot of records in their support of these commissions or
committees and there was real no clear definition in our current policy as to what to do
with those records or even how to instruct commissioners or members on committees
how to maintain their records and we noticed some inconsistencies across all the
departments in their retention schedule was being applied, how it was drafted,
language that was used, those types of changes. We also added administrative
sections. The reality is that everything a city employee creates is a record . The Post-it
note that you create, the scratch piece of paper that you had. You take a note pad to a
meeting and you jot notes down -- if you keep it in the building it's a record and what
we did by adding the administrative section is we have called out those records, those
very simple, everyday part of business type records and we have provided a retention
period that is actually operationally appropriate. So, it allows staff to bring that Post-It
note back to their desk, cross it off, and, then, throw it away without having to go to
Council and get the approval or needing anymore of a formal process for that. So, like
any policy changes, management is the key to our success. Anytime that we are
talking about creating a policy change at this level, getting upper management into that
conversation is crucial and you have to do that early on . The other thing is that this
type of project can be very time-consuming and difficult to quantify. It's one of those
things that when you have an admin in the basement for a couple of hours sorting
through boxes of records, until that project is done there is really no measurables. So,
at a time where we are really focusing on trending and being able to -- to quantify
products, you know, how many records requests we are processing or how many
development applications we are processes or permits are being issued, that type of
thing, this is one of those projects that until it's done and it's very difficult to even see
the effort there. So, we decided to have the conversation at the director level and
make sure that directors all the way -- you know, management from the very top to the
bottom knew what was happening, so that the admins were able to get the support that
they needed to perform this task and part of the benefit of that is like we talked about is
compliance, it's transparency. Specifically we have talked about effective public record
request responses. So, when we receive a record request in our office or police does
or fire does, we have three business days to respond to that citizen. Well, if you're
digging through a sea full of paper files in the basement , three days goes by really,
really fast and not knowing who owns the record or what we are supposed to do with
the record makes the whole process really clunky and just not effective. So, then,
that's the big sell is that our goal is always that customer service. And, then, it's
important that our management also be trained on record retention. It's not helpful for
us to have a policy if -- if staff at all levels aren't trained on it the same way. So, that
was one of the things as we are having those conversations with our management is
that they also understand what your role as Council, what their role as managers are
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as far as retaining records and, then, helping get staff all on board with that. So, what
we went ahead and did with this large change is we pulled together what I like to call
our record management expert team . We worked with the department heads to select
a record expert from each department. The reality is is that I don't speak Public
Works. I don't speak Police. I don't speak Fire. I talk clerky really well and I like to
leverage the expertise of the team that we have. So, by pulling an expert from each
department we were able to leverage all of our compiled knowledge. We started
meeting monthly and what that not only did -- that built camaraderie and an ownership
to this process, but it helped with consistent distribution of information. When you
have a meeting where you come in and you have a very set agenda with a specific
goal in mind and each member of that committee is charged with implementing the
policy in their department, you can help to ensure that information makes its way all
the way through an organization. One thing that we have learned with e-mails
especially, is they seem to die on people's desks and not always getting implemented .
So, having a member of each department on this team was really helpful in getting the
information around and, then, also having that buy in and when you have a staff
member who is attending a monthly meeting and having those dialogues , they feel like
they own a piece of the pie and they feel responsible for the policy and how it's applied
and their departments and, then, they also become the advocates for the policy on the
ground. The reality is is that record management is kind of exhausting. It's a lot of
work. It's time-consuming and it's on top of all of the other tasks that our staff are
doing all of the time, but it's -- I like to think that record management is something that
should happen easily. Just like breathing. We shouldn't be thinking about it, it should
just be inherent to our culture, and so having these record experts in that committee
and, then, hopefully, back on their teams they are advocating for that and -- and
advocating that record management just be part of how we do business and I'm also
leveraging the talents of people more skilled than I am. So, like we talked about, why
does record retention matter? It's something that -- the fact that we've had a policy in
place for over ten years and that question still comes up , it's -- it's a very abstract
concept and because record retention is so large to wrap your brain around it, a lot of
people -- our current staff have a really hard time understanding the why there. So, we
remind them. It's the law. We don't have a choice. It's compliance where we are
required to respond to records request within three days and we can ask for additional
time, but we try to meet that three-day benchmark as customer service, so -- and with
public record requests we all have an ownership of -- of knowing where the records are
for our department and for our position. So, it's the law. That's a big one. It also helps
for clarity and understanding throughout the organization . The reality is is that -- like I
said, even though we have had this for ten years, when I've gone to different
departments I still get kind of that confused glazed-over look in everybody's eyes. I
don't know if it's because record retention is not exciting or whether people don't
understand, but having a record expert team who can go back and speak the language
of their teammates and help distribute information has been very successful and what
we have also done is created what we like to call a ghost fifth column. So, in the
version that you are seeing in your packets you will notice that it's four columns. We
have developed what we like to call the ghost fifth column. Basically because we
wanted to create a schedule that was based around our operations and not change our
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operations based around our schedule. It's not -- so, anytime that you have -- I think
it's 93 pages long -- a schedule that is that detailed, if you have to change how you do
business to make it effective if it's -- it's not working. So, we tried to do it the other way
and created what we have, but like to call this ghost fifth column. So, what you don't
see is this really nice fifth column that we like to call operations and column specifically
helps departments apply the schedule in their own department. So, if there is a form
or a template -- for example, in this case this is right out of Community Development --
it explains where that record is kept and by doing this this also helps consistency if
staff changes. So, as our admins maybe move onto other projects or we have
management changes, this operations column lets the next city staff step in and
continue the project and know kind of what the goal is. So, we have advocated that
each department create this. The other benefit of this is because it's an operations
only column, we can update that as we need to and as business changes , without
having to come back to Council and get your approval every time. You don't need to
know when we've moved a file from one department to another and we don't need to
waste your time with that, but the reality is is that we have to know, those of us that
manage the records. So, we have this ghost fifth column, which is also new and
specific to this update and it's been very helpful . So, like I said, the big change with
House Bill 443 was that we can start working towards moving documents -- nonhistoric
paper records to digital medium. This means that our basements and filing cabinets
that are full of records can be changed to something as small as a thumb drive , which
will increase our efficiency and public transparency. I would recommend that the
record management team work towards drafting an internal SOP or desk manual on
how to name electronic records and how to apply the schedule . I think that we need a
handbook that can be applied at all levels to help standardize information and I would
recommend that the team continue to work on this over the next year. So, now we are
talking electronic records. I always tell the team -- and I did a training at ICU recently
and said the same thing. You have to consider your audience. Anytime that you're
dealing in an electronic world -- whereas I might call a pound sign a hash tag,
somebody in another department might call it -- might call it a pound sign. So, when I
use phrases like TIFs or JPEGs or a GIF or OCR, a tag, meta data, those are all
phrases that are language that can be challenging t o all audiences so anytime that
you're going electronic records you have to really slow down and make sure that you're
talking for all of your audience and because we have different g enerations at work and
so you have to be sensitive to that audience and it's important to apply consistent
naming. The reason that I'm bringing this up is -- is part of that training, more than
anything else, because while you all don't necessarily name our files very often, you do
meet with directors and the dialogue needs to happen. Whenever we are talking about
implementing a citywide policy we have to be consistent and things like consistent
naming when you're naming your records, as far as how you go back and access them
later, really does matter and so on the training side that's important for a larger
conversation and making sure that that dialogue continues and the reality is we just
have to start somewhere. It's something that I'm going to have Barb in our office start
working on, looking and checking page by page of our hard copies to make sure they
are scanned in and, then, hopefully, working towards the goal of getting rid of the
paper copy and having it stored electronically. And, then, the goal would be,
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obviously, at some point we destroy the paper records. The other thing that there has
been talk about whenever you're changing a schedule like this is the thought that if we
don't get the schedule right this time we will just change it next year. I don't want to do
that. Part of what we have run into about updating the schedule annually is that you
got somewhat lax in your updates because you think, hey, we will just fix it next year
and I also don't think it would hold up very well in the instance that we were calle d to
court over a public record request if we are amending our public or -- excuse me -- our
record retention schedule every year as we see fit , it doesn't make it really a concrete
document and it's really hard to say that we are abiding by our schedule when we're
responding to those public record requests. So, our goal with this update is that it be
the update. I would say we want to look at it -- look at it annually and prepare for an
update probably every five years, as opposed to these annual updates. So, I don't
think I ever have gotten in front of you without giving a shout out to the team, because
we work with some really amazing people. So, today is no different. Now I'm going to
go onto the Kudos section of this, because that's always my favorite part of the se. So,
on our record management team we have some just really phenomenal employees
that are awesome all the time. So, we were led by Andrea Pogue in our legal
department. She is a record guru. She knows everything about this record retention
law. She has received a lot of help from Emily Kane, who actually wrote House Bill
443, which was a wonderful representation of the City of Meridian's skills at the state
level. But Andrea spent countless hours coaching me , members of my team,
members of our record retention team as a whole, so I definitely did want to one pause
and just give a shout out. She's amazing. Other members of our team -- maybe. But
Machelle Hill and I worked on that. She's going to continue with Jaycee Holman in my
absence. Beth Ericsson and Kelly Hurd from PD. They had a wonderful success
during this process in that one of their light duty officers received the okay to work on
records in his light duty, so they actually were able to destroy 20 years worth of
records, which was a wonderful cleanup for them. So, they worked really hard on this
project as well getting everything updated . Bruce Freckleton and Kim Tatarini -- I'm
going to put a pin in that one for a second, because I have to rave about them. Laura
Lee and Crystal in HR. Danyel Jansen Van Beek. She was with the Mayor's Office
and I'm sad that we lost her, because she was very energetic about learning record
retention and I think was a wonderful asset . Emily Stroud in our fire department.
Rachel Myers in Parks and Rec. Hillary Bodnar in Finance. So, this member -- had
one more. Maybe. There we go. And, then, Melanie Hoyt in Public Works. So, this is
our record management team. This is the -- these are the employees that met with me
every month as we started working through this process. This is the group that I would
advocate continues to have the conversation and these were advocates on the ground
really fighting this battle and took this project on in and above their current workload. It
was -- it's time consuming, it's a lot of work, and they generously gifted their time to me
and where my resources. So, I very much appreciate them. So, our big -- our big
update that we did with this -- with this group was the Community Development
Department and, like I mentioned on one of my very first slides, is that ripple effect.
So, even though Community Development isn't new, when they -- when the building
department separated from Public Works and created Community Development, when
they joined with planning, there is still a lot of records that have yet to move or be
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updated or be reviewed following that , then that splits and, then, the formation of that
new department. So, we actually -- I attended 26 meetings with Community
Development specifically to talk about this project from April to the end of June, led by
Kim Tatarini. If you haven't met Kim, she works in the Community Development
Department, pop over and meet Kim. She's wonderful and she's new to the city. Is
she here? Oh, Kim is here. Kim, you should -- yeah. Kim is amazing. She's new to
the city and she has an energy that that department desperately needed . Kim has no
trouble telling you exactly the way that it needs to happen , which is perfect. Anytime
that you are dealing with employees who speak more than one language over a
different -- I mean a varied employment culture, Kim did a really wonderful job and she
was able to bring her team into compliance and got the buy-in from even some of our
most skeptical employees, which I appreciate. And, then, I know that beyond the 26
that I attended they had dozens more -- many meetings with other members of their
team and she was absolutely committed to this project. So, their group was led by Kim
Tatarini. Steve O'Brien attended those meetings. Bruce Freckleton, he absolutely
backed Kim up on whatever it is that she needed. Brent Bjornson was a wonderful
advocate. Bill Parsons was our planning representative. Mindy Smith, she knows
everything about everything by the way. If you need help in Community Development
she's amazing. And, then, Bruce Chatterton, I have to give a shout out to Bruce
Chatterton, because of his leadership in that department . Like I have said with this,
policy change starts at the top and having Bruce go to every single staff meeting to
advocate for the record retention policy, advocate for his staffing, allow the time that
they needed to make these changes and I think it really speaks volumes about his
management style and, then, the fact that he was able to attend those larger meetings
with -- with my team as well, let us know that we have support coming from the
directors. So, it was very appreciative. And, then, the other all star that I would like to
call out in this project is Melanie Hoyt and these photos are actually a couple of years
old, but they are photos that I have used when we talk to our record management team
about the goal of where we should all be going. So, a few years ago the left-hand
photo is what the Public Works basement looked like. Mel and a contract employee
spent about two and a half years and cataloged every single record that they have .
Was able to get them organized. She developed a consistent naming program and is
working towards electronic records and it's one of those things that when we have a
public records request that goes to Public Works, Melanie responds within the hour
and it's because her records are organized and she knows what's in it . So, this is
always kind of like if -- in a perfect world if all of our basements could look like, that
would be a really wonderful goal for us. So -- maybe. There we go. The bottom line is
that this was a huge project. We started working on it in January. It's not done. I
would hope that the record management team would continue to work on it. But the
policy that you have in front of you is comprehensive, it's -- it's a compilation of months
worth of work and multiple staff members committing hours to get that as detailed as it
possibly can and it should -- it should function the way that we want the record
retention schedule to. It will be a guide for how to move forward and how to move into
more of an electronic era. So, hopefully, it's the last schedule that you see for a while.
And I'm available for questions.
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Page 27 of 34
De Weerd: Thank you, Jacy. Council, any questions? Or is your head spinning?
Jones: Did you notice I picked a spinning slide for the end?
De Weerd: Because after she gave this and we had a discussion at the directors '
meeting, eyes were glazed over, heads are spinning and I think we all had a little bit of
seasickness or something. Any questions? Very comprehensive.
Chatterton: Madam Mayor?
De Weerd: Mr. Chatterton.
Chatterton: Really want to recognize Jacy's leadership and, frankly, grit on this
project. A lot of hard work, but she works at all levels. If you can imagine cueing up
records retention in front of say a room full of planners or folks in the building group,
virtually think it's maybe some of the ones that run from the room, but she kept at it,
made it relevant to what they did. She stuck with it. She showed a lot of leadership
and we really appreciate it.
Jones: Thank you.
Chatterton: We are in a better place now.
Jones: Thank you.
De Weerd: Yeah. This was not for the weak at heart.
Jones: Definitely a team effort, but what I think that, really, we have gained from that is
we do have a record expert in every department and I think that that is a valued
position and knowing that we have the directors' support to continue to train and hone
those skills, it's really important. There is a lot of classes you can take on record
management and electronic document management and I would advocate that we
keep up on that, because it's a beast. But we have -- we have employees that are
trained and energetic and really committed to see it be successful . So, we should use
the resources and -- good people, so --
Nary: Madam Mayor?
De Weerd: Thank you, Jacy. Yes, Mr. Nary.
Nary: And I was just going to emphasize I guess the legal piece that Jacy talked about
is that records -- records litigation is very time consuming and can get very expensive
and -- because most of that is driven by your policy and how you retain things and it's
really easy, as she said, for a place to say, well, we will just keep it all. Well, that's
fine, you will probably never have enough room to keep everything that you have to
keep, but, then, you have to find it and that's the problem and so having a clear and
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concise -- even if it's 92 pages, clarity on how our records are maintained gives us the
ability to defend ourselves in those types of cases that, like you said, can get very time
consuming and very expensive and so it really is a great effort by both Jacy and the
team in getting this put to a place, like she said, where we are not constantly having to
tweak it. That's where really errors occur or that's where problems occur and we don't
really want to be of that habit where simply we will just fix it next time and we will just
take it up again. So, it really is a great effort by all of the group to get this where it is
for the city. I think it's a good thing, so --
De Weerd: Thanks.
Jones: Okay.
G. Clerk’s Office: Approval of Resolution No. 16-1149:
Adopting the Amended Record Retention Schedule of the
City of Meridian
De Weerd: Okay. If there is nothing further, we will go to item 7-G and look at
Resolution 16-1149 and ask for Council's action. Any discussion, questions on this?
Ty, do you have a motion?
Palmer: I guess I should, shouldn't I? Madam Mayor, I move we approve Resolution
16-1149.
Bird: Second.
De Weerd: I have a motion and a second. Any discussion? Madam Clerk, will you
call roll.
Roll Call: Bird, yea; Borton, yea; Milam, absent; Cavener, yea; Palmer, yea; Little
Robert, yea.
MOTION CARRIED: FIVE AYES. ONE ABSENT.
H. Mayor’s Office: Appointment of Interim City Clerk
De Weerd: Well, that was pretty monumentus and I guess a good action taken before
this next one. Jacy Jones is certainly someone that's not a stranger to Council. She's
given the strategic updates from the Clerk's Office and she's sat up here on occasion
with us before she was officially appointed as City Clerk, but you also saw the heart
that she has for the team that she worked with where she would come in and fill in. I
remember one particular night where Jaycee Holman I think was -- was going to slide
underneath the counter and Jacy Jones came from home and filled in for Jaycee, so
she could go home. But certainly we will miss Jacy Jones. She has an opportunity to
pay attention to her first priority, which is her daughter and her husband and family first
and she's always practiced that, which we can always appreciate, but the little things
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always mattered to Jacy. She showed us how -- how to really treat others, so -- I am
horrible at this stuff. She had maintained a folder on each of her employees that when
they did something nice she always recognized it at the time, but also filed it away, so
during evaluations she could also recognize those things that do matter, because little
things did matter to Jacy. As you could see during the presentation, her attention to
detail is pretty amazing and her tenacity to carry a project through to completion is
admirable. She was certainly an example of the Meridian Way. She has -- some of
the comments from her staff is the Jacy was the reason they went the extra mile and
wanted to give their best, because she exampled that for them. Her customer service
was pretty awesome and she always seems to have a smile on your face , even though
her day might not be going the way that she wanted it to , both in how she felt and
maybe who walks through the door at the time and as you can see from this
presentation, she knows how to build teams and to stay focused until the -- the job was
done. But I think probably most noteworthy outside of the records management
program is how she works with our community. What she did with the Historical
Preservation Commission and taking an idea of the history walking tour and bringing it
to reality is -- is very noteworthy and has received the recognition from the Association
of Idaho Cities and from many other communities around the state. She does make
everyone feel appreciated for the role they play and , Jacy, you will be missed. But
once she is no longer an employee , we hope to have her as a volunteer and continue
to tap into her energy, her creativity and her passions. So, thank you for everything
you've done. So, Council, as we search for our City Clerk, who will have big shoes to
fill, as did Jacy Jones, we are giving it back to the master over there. Jaycee Holman
has agreed to fill the gap as we search for our next City Clerk. This is an appointed
position and so I would ask for your approval to appoint Jaycee Holman as the interim
City Clerk.
Cavener: Madam Mayor?
De Weerd: Mr. Cavener.
Cavener: If we vote no does Jacy Jones stay?
De Weerd: I tried that one. It doesn't work that way.
Palmer: Madam Mayor?
De Weerd: Yes, Mr. Palmer.
Palmer: Does that require a motion?
De Weerd: Yes, it does.
Palmer: I move we approve the interim appointment of Jaycee Holman as City Clerk.
Borton: Second.
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July 12, 2016
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De Weerd: I have a motion and a second to approve the appointment of Jaycee
Holman as interim City Clerk. Madam Clerk, will you call roll.
Roll Call: Bird, yea; Borton, yea; Milam, absent; Cavener, yea; Palmer, yea; Litt le
Robert, yea.
MOTION CARRIED: FIVE AYES. ONE ABSENT.
De Weerd: And just for the record, this would take effect July -- after July 15th at 5:00
o'clock p.m. Because we are not letting her out of the door until 5:00 p.m. on Friday,
the 15th.
Bird: Madam Mayor?
De Weerd: Mr. Bird.
Bird: Before we move on, Jacy, I can't add much more to what Mayor said, but your
work ethics are second to none and any -- we have never asked you to do a job that
you didn't do it very efficient and very fas t. I mean employees like you are hard to
come by. We are going to miss you big time. You can be very proud of your work
ethic. You will always be a top dog.
De Weerd: Top dog.
Cavener: Madam Mayor?
De Weerd: Mr. Cavener.
Cavener: If I could add to that. I'm kind of unique in that I got to work with -- with Jacy
in three different capacities. One as an employee, second as a volunteer on the
historical walking tour project, and, lastly, as a City Council member and, Mayor, to
your point, when I close my eyes and I think of the Meridian Way Jacy Jones has
always been the person that comes to mind . You're such an ambassador for our
community. You do such great work. You will be very, very missed and I am excited
to hear that just because maybe you're off the payroll that doesn't mean that you're no
longer working for the city. So, looking forward to having you back in some capacity.
Item 8: Future Meeting Topics
A. Discussion on Format of July 20, 2016 Budget Workshop
De Weerd: Thank you again. Okay. Item 8-A is -- is a discussion about next week's
budget workshop. It's not a hearing, it's a workshop. But we would love to tap into any
ideas or any -- identify any questions you might have that we can be pr epared for for
next week. I would invite Todd forward.
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Bird: Jenny.
De Weerd: Maybe Todd can walk us through -- well, Jenny gets to inherit this, but
Todd has -- has walked us through this process over the last number of years and
maybe four or five new councils can -- can kind of give you the lowdown of how we
have done it in the past and see if you have any suggestions that you would like to see
incorporated in moving forward next week.
Lavoie: Thank you, Madam Mayor. Madam Mayor, Members of the Council, in the
years past the way we have run the third workshop is we, as Finance, would facilitate
the budget process for you. During that day we will start off with a presentation with an
update of where the budget stands since our last meeting, which was June 8th. A few
items have changed since then, so we will give you an update. Some of you may
recall the supplemental document. We will provide you with supplemental documents
to amend your current book that you have so we can bring you up to date. So, after
we get your guys -- the Council updated with the latest and greatest budget summary,
we will, then, discuss some of the revenues -- changes that have occurred and, then,
we will also look at some of the items that have occurred . We will go through the
supplementals with you and, then, at that point what we will do is most likely -- or not
most likely -- we will look for your guidance on this -- is discuss the -- kind of the three
topics that we discussed with you guys during our budget road show in April. We
discussed merit. We discuss benefits. And we discussed property taxes. We would
like to discuss those items and see if we can get a consensus or decision or direction
on where we are going to move with those three items. Those three items have an
impact on the overall budget discussions, so once we have those items determined,
those will help us determine the final outcomes of the enhancements , the
replacements, and so forth. So, I think with those three items agreed upon we can
finalize the enhancements and, then, at the end of July 20th we should be able -- we
will be able to present to the citizens the following week with a balanced budget for
fiscal year 2017. Again, as the Mayor stated, as that topic is here, we are looking for
items, thoughts, suggestions, concerns, questions that we can make sure that we have
are for you for the next meeting on July 20th for the budget discussions for fiscal '17.
So, what's that? That's the general overview of how we have run it. Again, I guess I
will add in another piece real quick. After we discuss those three topics of the road
show, the merit, the benefits, the three percent, we will go through each department's
enhancements and ask you for questions at that time . So, for an example, if the
Council had an enhancement, starting alphabetically, we would ask if you have any
questions for the enhancements proposed by the Council -- Council department and if
there are no questions at that moment, we will consider that a good approval for the
budget for the Council division at that time and we will move onto the next division.
Let's say the next division is Finance. Again, we will ask you, Council, at that time do
you have any outstanding questions or concerns for the enhancements propose d by
the Finance Department or any other portion of their budget. If no questions or
concerns are given at that time, we will consider that an approval of the budget
proposed to you by the executive branch. So, again, after we do that for every division
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and department, at the end of the day we should have a balanced budget . We should
be able to answer all the questions that you have -- or concerns that you have for the
departments and all departments will be present to answer any of those questions for
you. So, that's kind of a general overview of what we've done in the past . Again, we
are always looking to improve the process, we are always looking to change the
process for the betterment. So, again, we stand here or sit here to discuss this with
you, so next week's presentation is where we want to go.
De Weerd: I appreciated your correction on standing or sitting, so -- any questions,
comments for Todd?
Cavener: Madam Mayor?
De Weerd: Mr. Cavener.
Cavener: Todd, question for you. Appreciate your proposed agenda. I like that format
personally. I don't know what the rest of the Council feels. Question, though, related
to -- there were a significant amount of unfunded enhancements in the CIP and the
Public Safety Fund that are at the end of our budget book. Would you anticipate there
was unfunded enhancements also being discussed on each particular d epartments'
time table when we are talking about the current fund enhancements or were those
going to be discussed at a separate time?
Lavoie: Madam Mayor, Councilman Cavener, that's a great question. After we
discuss those three topics that we presented to you during our road show, the merit,
the three percent, and the benefits, at that moment in time, if we happen -- if we do go
the direction of -- the Council wishes to allow us to maximize the three percent
property tax with our calculation, then, we will go ahead and present that to you,
because those will be up for discussion. If the direction is -- of the Council not to allow
us to utilize the three percent, which that document refers to, then, there is not too
much discussion to be had, but we could always discuss those items for other
enhancements, but that is up to the Council's discussion. So, the discussion with the
three percent beginning with the presentation will really guide where we end up with
that unfunded list by the end of the meeting.
Cavener: Okay. Thank you.
Borton: Madam Mayor?
De Weerd: Mr. Borton.
Borton: And, then, the discussion isn't necessarily an all or nothing, a three or a zero;
right? It can be in between, which would be part of that discussion.
Lavoie: Madam Mayor, Councilman Borton, you're a hundred percent. We can go
from zero to a maximum of three percent, which is allowed by the county and state.
Meridian City Council Workshop
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De Weerd: You can't go more than that.
Borton: No. I was just making a point that you can go less. Will you provide to all of
us by Friday that information -- all of these updates you're referencing, so we can have
time -- at least a day before the meeting to digest them and if there is any follow-up
questions. Friday would be great. Good weekend reading.
Lavoie: Madam Mayor, Councilman Borton, we can definitely strive to make it by
Friday before we leave for the weekend, that you have all the updates that we will
present to you on July 20th.
Borton: I appreciate that guarantee.
Lavoie: I will definitely let Jenny know that there is a guarantee on the table.
Borton: Madam Mayor? One other question. As far as a format, if I recall in prior
years we had -- it might have been this one where we were -- you had your
spreadsheet up and as we talked about adding and subtracting, we could see you
manipulate the -- with the idea that we are going to be sitting up here --
Lavoie: Madam Mayor, Councilman Borton, yes, we were looking to utilize this setup
as we are right now and, then, we will have the Excel Spreadsheet, so we can make
changes on the fly, so you can see the changes and what the effects are.
Borton: Great.
De Weerd: Okay. Anything future?
Bird: I have none.
De Weerd: Okay. Any other topics for future meetings? If not I would entertain a
motion to adjourn.
Bird: So moved.
Borton: Second.
De Weerd: All those in favor say aye. All ayes.
MOTION CARRIED: FIVE AYES. ONE ABSENT.
MEETING ADJOURNED AT 4:47 P.M.
(AUDIO RECORDING ON FILE OF THESE PROCEEDINGS)