HomeMy WebLinkAbout2006 02-16 Special
Meridian City Council Special MeetinalWorkshop
February 16. 2006
The Meridian City Council special meeting/workshop was called to order at 8:20
A.M. on Thursday, February 16, 2006 at the Meridian Police Department by
-'-Pn~sident Councilman Shaun Wardle.
Me,!!_bflrsPr~sent: Mayor Tammy de Weerd, Keith Bird, Shaun Wardle and Joe
Borton. - -- -~~
-----
--
'--~.,---- .~.........
Members Absent: Charlie Rountree~----- -- __
__ --Staff Present: Bill Nary and Will Berg.
Others Present: Phil Stiffler and Josh Grant.
Item 1.
RolI~call Attendance:
Roll call.
X Shaun Wardle
o Charlie Rountree
X
X Joe Borton
X Keith Bird
Mayor Tammy de Weerd
Item 2.
Adoption of the Agenda:
Item 3.
Discuss focus areas, initiatives and strategic planning:
Stiffler: Actually just as a reminder, I know in case some of you didn't bring some
packets, I just brought these. We are not going to spend a bunch of time going
through these. It is a little bit of a reminder. Probably the top page and the last
page are going to be the ones that we are - just to familiarize you in your mind.
Staff has gone through and talked a little bit about what we talked about back in
December. The other one is Josh just wants to shoot that other one-page one
around. Remind you a little bit about the focus areas that you have defined in
looking at it for the city - overall as far as organizational excellence for the future_
Again I just remind you - first of all on the sheet that Josh just passed out, I
pulled the sheet out of the strategic planning section of all the performance
catalysts areas that we have done with all of the leadership and management
and actually (inaudible) ask us when new managers come into the city they get a
short orientation program to make sure that they are aware that this is just one
page out of it on the strategic management side. If you go down there - because
when we talked in December we kept talking about alignment and I still say what
are we aligning? You know we are aligning where the city is at, where you are
going and how you get there, but it gets back down to that whole box building off
that box of vision, mission, strategic values, and the focus areas. As we showed
you back December of each department pulled out their strategic maps and
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where they need to go and tie into that positioning. That all follows through into
this page that we talked about on actual position accountabilities. In December-
actually Shaun you are the one that brought it up and said hey you know is the
Council going to get PAD's? Are they going to get position accountabilities, so
there is a common understanding? So, what the purpose for part of the meeting
today is to go through and discuss that because I have to tell you that with other
cities that we have worked with people always talk about it, it's kind of like we are
talking about those accountabilities and everybody goes oh I know what I am
supposed to do. I know what my expectations are, but yet reality is sometimes
everybody is so busy everybody is so busy, they don't get around to actually
communicating that. I think Bill sitting here - Will can tell you when you meet
with the directors later on today you will find out that that process has kind of
reached the point where it isn't saying you don't get a little pushback because
people go uh, oh, accountability, but right now they are finding out that it does let
them know what is expected, what is going on and managers are finding out that
they have got a tool to communicate that expectation_ So, in a way, we even
shared and we shared with the directors and you will notice that the Council is
looking at the drafts of accountabilities and that gets back to some of the
discussion that we talked about in December is where is that alignment in that
direction from the Council to leadership and they align with regards to
strategically planning and positioning where the city is going for the future. So, I
have given you this packet back in December so I am not going to repeat through
that. I will say that if you look at the very last page of that, though, it's got a page
seven because we pulled it out of your packet, but if you look at that very last
page it kind of gives a little bit of defining a culture of accountability and I believe
you as Councilman under the stewardship side of what your responsibilities, we
find when we look at this is that is the kind of culture that you want to have, I
would assume under your responsibility stewardship you would want to have it.
So, the culture is not a negative culture it is a culture that people view that cross
as cross functional lines and we see that everyday now in the departments;
where a department understands how they need to work with each other and
they have an accountability also that follows you right back up to the stewardship
of the citizens' dollars and falls right up to you. That is just kind of an overview of
it, which is not - this is not textbook, I have to tell you this has come from actually
working with the city, working with the employees and working with clients and
they say look we want to have accountability within our organization. So, with
that we actually worked with Bill, had some discussions with Tammy; we went
through from kind of listening to what you had said back in December, we have
drafted. I would emphasize it is a draft of a position accountability or
quote a City Councilman and we view you and the terminology of this form, if you
remember you saw these on all the different directors - the difference is in the
director's PAD's, the only thing you saw was there was another column that had
milestones and those were specific milestones that Tammy from the leadership
on down drives through those milestones for those success expectations. We
felt it appropriate to really sit and say okay let's sit down and talk about what's
actually that functional accountability, strategic, leadership and even the change
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Februa.ry 16, 2006
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side or the City Council. So, with that we tried to put up there at the very - where
you see that zone results charter, the same as if you looked at the Police Chiefs
or if you looked at the Fire Department, we then said okay what is that charter?
Provide stewardship where the public trust will maintain open and collaborative
communication with city leadership; provide clear direction; support working
together to help achieve the city's vision, mission and values.
De Weerd: Phil?
Stiffler: Yes.
De Weerd: Just also to talk about the initiatives came from many of them that
are in the directors PAD's, but the success expectations are also generated with
- Phil had his one on ones with you all and when he got with Bill it was more on
the statutory-type of responsibilities as well. So, he tried to mesh the two
together. I would like to claim any responsibility but I didn't (inaudible) out so if
you like them I did, if you don't Phil did it.
Stiffler: Well, actually I am going to come back. Actually what Tammy said is
that actually I don't - when I sat down back in December and met with each of
you individually, I think you were pretty clear. I think Joe was saying I am little bit
new yet, but I still feel where I know where that accountability responsibility really
is and if Charlie was here I know Charlie was very adamant about kind of going
through the things and also I did meet with Christine. I met everybody at that
time, but to me - and that is why when we tried to draft these, this is very much
open and I don't think the goal here is to finalize this today. The goal would be
for us to discuss it and for you to have input in how you think that really does
apply based on my best attempt at trying to outline those accountabilities as we
see them. The very first one is the stewardship of the public trust and I did go
over here and Bill helped me with this one and I might ask him to kind of - you
know we went through the statutes and everything and basically tried to put
those success expectations in three components out of there and if you would
obviously demonstrate fiscal responsibility through involvement, engagement and
the budging process and the appropriate adjustment of the appropriation
ordinance over the course of the full fiscal year. I don't know Bill I might defer to
you to kind of explain how -
Nary: Well, I think as Phil has stated and the Mayor has stated that part of,
obviously, what you folks know is that your responsibility comes from the State
Code and most of everything in the State Code regarding responsibility with the
Council members really deals with the fiscal portion of the city. So, we tried to
identify at least those three, initially is I guess different facets of what that fiscal
responsibility is. So, that is why the first one is really just the initial engagement
of the budget process and what the appropriations are and how that is done and
all of that. The next section is the follow up on the audit and the oversight
(inaudible) required through the audit process and then the longer term issue is
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that bottom line of money that we put for capital improvement and the money we
put towards City Hall and those projects engaging that long term financial
planning for the city. Those are probably from a State Code perspective,
capsulated a couple of different sections in the State Code in those three areas
that really sort of defines what the State had determined council member goals
are and everything else after that are individual city choices.
Bird: Bill isn't policy making in the State Code too?
Nary: In relation to --?
Bird: If Council makes a policy on policies within the city-
Nary: Within fiscal responsibilities -
Bird: Within fiscal responsibility like spending, buying and all that kind of stuff.
Isn't policy making part of the Council's deal?
Nary: Right and that is what the (inaudible) fiscal responsibility within the budget,
process of appropriate adjustments - all of that is done from a policy. You may
want more wording to indicate that, but policy in general, like policies for -
operational policies aren't necessarily a State Code (inaudible). Just for fiscal
responsibility.
Bird: No, those are ordinances from the City of Meridian, right?
Nary: Fiscal responsibilities, right. How you do that, how you carry out these
functions is through policy. Like your guys discussion that is how you carry them
out (inaudible~--).
De Weerd: Yeah, we could add the third column like we do on all of ours
(inaudible) how you get there, but these are the success expectations.
Stiffler: The other one that Keith brought up - if you go down there, Keith, I think
that - because I think it is clarity in the statute and the city leadership has clear
understanding - I put that in because they have to have that and that is part of
that to provide clear direction and guidance to city leadership. So, one thing
don't take anyone of these isolated by itself. If they are really a position
accountability, they are all integrated. We just define them in those four
functional ones. (Inaudible-~-) those main - like you said policies and those
things and then one of the things you look at strategically from your leadership
and your alignment, then you as individuals as a leadership standpoint and then
also particularly in your city, grown as it is, how do you look at those
transformational change things to keep up with all of the things that you are trying
to look at with regard to that whole growth and that change and what's
happening? So-
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Wardle: Phil one of the things that I - and I think that I understand what you are
saying - the third section here. I read city leadership has a clear understanding
of general policies. The city leadership has a clear understanding of that
direction. I think that is one thing that should say is city leadership sets a clear
understanding of general policy and city leadership sets a direction - what I am
looking for is a more - I think direction comes from the Council and moves
through to leadership of the directors -
Stiffler: Can I ask one thing, Shaun, because I hear what you are saying. If you
went over here functionally for describing kind of on the description of the issues
that you would say instead of provide, you would say provides a - (inaudible---)
access expectation is they do have it. It has that. So, I kind of like your idea, but
I think the set - I would move it over into the description of the initiative and then
the success of it is they are, you know, has that - I think sets that or establishes
or sets something rather than just provide.
Wardle: That is, in my understanding, the Council's role is to make policy after
deliberation and move through that process to set the course of the city in
respect to especially fiscal policy.
Stiffler: The other thing I want to come back to is we found this even throughout
the - this needs to be - I am going to be very crass back to myself. This needs
to be in language of what you know and that it has your meaning. This is not text
book here. It is not some consultants or something else; it should be what has
meaning to you. Otherwise, you have defeated the whole purpose of even
having it. We found that - if you talked to Bill Musser and we got into the Police
Department, part of the language - we got down to the sergeants when they are
doing their position accountabilities, you know, the words change_ They still have
to get the negotiated meaning about the expectations of the success. Same
thing in other departments - found out wastewater when they do their PAD's, it
may not be the same kind of - you know it has to be in words that make sense.
So, that is really where we need your input if you really want to have this to be
something that should be something that is a common ground for you as a
Council and a team. So, any clarification - or any rewording is more than
appropriate.
Bird: Yeah, but you have to make the language simple.
Stiffler: Maybe if we could, I think as long as it is -
(Inaudible discussion)
Stiffler: Well, I think that that has a lot of meaning. I think of the Council as
setting direction. I think that.
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Wardle: Well, let's discuss it. The word "establish" would be a little more
(inaudible) but when we talk about direction we talk about setting. I think that is
something (inaudible---).
De Weerd: Well, it's (inaudible---) and that is what it needs to be.
Stiffler: I guess one thing Josh is going to do is he is going to make sure we
make notes on anything we have to give you guys back another draft so we
make sure you have got it and you can look at it and say -
Borton: As we go through here, all the times that we refer to city leadership is
like the directors, the Mayor and (inaudible---).
Wardle: Yeah, and I think that that is a good distinction to make is city leadership
- when you are talking management team that is the directors, Mayor and the
people that are the political type -
Borton: -- also Council leadership.
Wardle: Yeah, then there is Council leadership, which is in my mind really all
(inaudible).
(Inaudible discussion)
Stiffler: Well, I think that it does - well go ahead Shaun.
Wardle: Well, I think when - if you are going to fold the PAD down to all the
(inaudible---) then the term city leadership should encompass City Council,
directors, Mayor but if you are going to separate directors, the Council and the
Mayor, I think that is the point to make the differentiation, not all the way down
the line.
Stiffler: Actually, that is a very good point because you will find out right now in
any of the workshops with Bill or Will or anybody, when we talk down the line that
employee who is sitting out in wastewater and when they think of city leadership
and the direction, the mission and everything else that is coming from the
broader picture of Council. When it comes down to distinction and when you are
saying roles and responsibilities for the City Council verses the directors or
leadership then there is that distinction and we are trying to say how does that
role and responsibilities and how do they fit? And if we are saying sets direction
and guidance of city leadership then that is in that same light of what you are
actually saying. So, in any case where there is not clarification, I guess - I saw
Joe you had made some circles - is that I would like to - I will say this - I don't
know I guess your feeling on this, I hope - this is an exercise that I will say to you
that private enterprises and sometimes organizations between directors and
those kinds of boards of directors it is interesting because I have done one on all
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governing and looking at it is something that they are finally getting down and
really looking at it. (Inaudible---) kind of went into all of those things, but it's also
how they define where that board is given that direction. I think that you are a
little bit ahead of the game, I have some cities that kind of nod and say they are
doing it, but they really don't sit down and get the clarity of it. I think it helps to
flow it all the way through the organization. I guess on the ones just going down
on the first one - does anybody have any suggestions on anything? Does that
success expectation seem to cover what you had talked about? I think
(inaudible) is coming down as long as we have the other policy that is part of it.
But, does that seem to cover the statute and those things as you perceive it with
regard to -
Bird: Fiscal?
Stiffler: Yeah.
Bird: The other thing that I can think of is as we get larger that we as
Councilmen need to really, really look at our (inaudible). Regardless of what
some people think, when we set a fiscal budget, the under aligned item
(inaudible---) from line to line without the Council's approval.
Borton: Is there part of this process that there is the next box over that the Mayor
in which the steps that you described (inaudible---) fiscal responsibility is to
(inaudible---) liability?
Stiffler: Actually, the ones that you saw that we did throughout the city there is
another whole column that is milestones and measurements and we have no
aversion - you know we were trying to introduce this to you. That is what
Tammy was asking - you know, in the third column over here that is a self-
imposing issue to you on the how. I mean on that milestone, is measurement
saying are we really doing what we should be doing? Because you should be
self reviewing that on a quarterly basis.
(Inaudible discussion)
Stiffler: Yeah, in that three ringed binder I gave you in December, you had them
for - and what it is is that - and I tell you that that's from your - you guys should
know this is Councilman and that if you outline this and it goes to Bill Nary and
you have outlined it and he has got his direction policy, his has to do with regard
to - everyone of the directors has a budget and they all have one and it has to do
with their stewardship and it flows down from that.
Wardle: I think one of the - I guess my (inaudible---) I don't think we need to add
that to the box and to be honest with you, from an elected official standpoint I am
not sure that there should ever be a third box or one that we would create
ourselves. However-
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De Weerd: I am getting rid of my third box.
Stiffler: Honestly, I don't think you should.
Wardle: I would say with Keith's comments that if you move to the next portion to
that - rule as a liaison, the one thing that I do think that we need to add to that
function is individual review of the departmental budget. I think that is a liaison -
(Inaudible discussion)
Wardle: Even more specific than just demonstrate fiscal responsibility, I think
add that to the liaison as an expectation.
Bird: To be truthful that helps the directors to (inaudible---).
De Weerd: Well and it helps the Council during election functions (inaudible---)
Council, the board members and what the perspective was.
Borton: The only question that I have got on the liaison role even as another
success expectation that is the role of mere conduit of information between the
Council and the department verses someone (inaudible---) liaisons so you are
there and you help them out, speak for them - you should advocate for their
positions (inaudible---). You see down at the bottom it talks about other goals
and a different category - I can't speak for the Council members (inaudible---)
speaking for yourself, listening solely for yourself - (inaudible---)_
Wardle: I think certainly there (inaudible---) the one thing that I personally have
done is tried to, for example, if I had a director that needs something that I
disagree with, I will allow the director to present my discussion of what we had a
conversation about and then I will give my opinion. I think you have heard me do
that and so I think it is fair to say that a liaison role is one that you should let the
rest of the Council know that you have those conversations, that you understand
the issue, but you can take a different position.
Stiffler: That is really a good dialogue that we have had and I guess that in
number two, Joe, what we are trying to say is and I think this came a little bit
when asking leadership (inaudible) liaison a commitment to understanding the
department's goals and needs and therefore, you could still say through your
liaison activity that this is how you understand the department. You are
reviewing their - however, that doesn't necessarily mean you have to agree with
it because you still have your voice. So, number two is how we were trying to
cover that so we felt this liaison still had to have a commitment to understanding
it, but we weren't trying to put in position that you have to advocate it if you don't
believe in it because I don't think that's -
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Nary: Some cities -- if you talk to other cities they are much more rigid in that. I
mean, if they have a relationship with a council member and if the council
member doesn't agree with whatever their department wants then they can't
really bring that forward and I think here I guess the culture and the dynamic that
we have created here is exactly what Shaun is saying. The role of the council
liaison on that particular type of issue is - I mean you are that sounding board
(inaudible---) and you are that sounding board for that department for the director
to say you know this is kind of what I am saying and this is why, but if you
disagree, you certainly have every right and you should to make that known and
it's the same thing, obviously a council can't act officially if it requires all four of
you to make that decision and so at that level if it does come up to council again
you have the right to say I disagree with it and then have a discussion as to why
(inaudible---) create more of that dialogue and the ability to sort of gage from that
because it is something that (inaudible) you know I guess a smart director will
say what can I do to make it (inaudible) in support of it and make it fit with what
your vision is and try to do that and they really advocate (inaudible---) have that
discussion at a budget hearing or (inaudible---) and that is fine, too.
Wardle: Maybe I can give a specific example on this (inaudible) and most
recently, I think it was two meetings ago we had this and it was Anna (inaudible)
called and said this planner situation isn't quite working out, we are
overwhelmed, we this and that and my first reaction to her was we got an
additional staff, reorganized your staff, you got a portion of the Clerk's Office,
why would you need an additional staff person? And after about 45 minutes, I
said well the one thing I need to see is a specific number and a specific workload
and I understand that your staff is overworked and you do a great job, but at what
point do you need another staff person? That is what she brought forward and I
hadn't made up my mind until we had a Pre-Council decision whether I was
going to support her issue or not and certainly I gave my opinion on what we had
discussed and after she presented her evidence, I agreed that she needed that
staff (inaudible---) and I guess that is kind of - something that I have done back
and forth on.
Stiffler: Well and I will add to that because I know when Anna - because actually
Josh has been working with the PAD's for the different functional responsibilities
for the positions over there. There is another benefit that all of you as Council
should be aware of when you start talking about staff increases; Bill and I talked
about it. We talked about it with the directors. One of the nice things that you
say is when I come to you Shaun and go I am going to need to add another
person and you say well wait a minute what is the person going to do and what
things are not being done - a justification and a rationality of an actual need that
is there. Well, in some cases for example even Tammy has done it right now
before you were looking at - she outlined a PAD of functionally what is this
person going to really be doing. So, one thing about staff wise, I will say there is
a mentally within some of the staff right now and the directors that they should be
looking at that full functional thing - what is that role really - just been what you
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said that helps them -I guess the methodology, the thinking it should be the real
true business rationalization justification for that position, which is a good
mechanism.
Wardle: This is maybe just a little off the topic, but one of the things that I see
some of the departments in the city doing it because they really have a need for it
and I see some benefit is to set symmetrics and drivers. For example, the Police
Department - the Chief and I discussed the national metric of "x" number of
officers per 1,000 individuals would not work in the City of Meridian because -
you know we are not the national average, so what the Chief has done is decided
that one of the metrics is going to be officers per square mile and it is a goal that
he has got and it is something that I can get behind. I know the Fire Department
has got a similar metric, but I don't see that in Planning and I don't see it in the
Building Department. I see it in Wastewater a little bit when we are talking about
(inaudible), but are there metrics that can be added to some of these?
Stiffler: Actually they have used it in your Public Works a little bit more than you
realize because actually Brad Watson right now and Charlie could tell you in
working with me, there has been a lot of discussion having to do - when you start
talking about metrics with regard to let's say processing permits - talking about
how many - there are and you are right and that is one of the reasons why on
that (inaudible) milestones measurements over here and Bill in particular
because we talked on the same base that you have because he has been doing
on the PAD's for their people and yet setting out the course for the Police
Department, the reality is they have to be real. They have got to make sense. It
isn't just a measurement that has no validity and more so, surprisingly, you can
even get them out at the Wastewater Treatment Plant because there is, there is
even some dynamics. Even John Shawcroft, we have talked to him about it - it
has to do with you start talking about how many - I can't think of the one position
- I can't think of the title or the position, but the guys that are out in the
wastewater treatment operators. There are some statistics related to what you
really need for operators on that coverage - reference the actual - those are
things that should be used. If you are going to be excellence like we talked about
right at the front, that is what you have got to do and when you get away from it
then you lose that So, actually that is why we get excited about this system
because I am saying to you as Councilmen, you get those things. They aren't
perfect to begin with. They have got to be worked through. Planning and Zoning
for Anna is probably one of the more difficult ones in some ways because you
are kind of predicting - I saw the paper today what the numbers were on the
permit and you are kind of going, whoa what are we going to get next month?
You know and they kind of run through that and it's even - it goes right into
Public Works. It is one of those things that - but Brad is actually very conscious
of that in trying to work that.
De Weerd: Well, and I think as Phil stated, you want to be (inaudible ---) too
because if you get to a certain number and say oh my goodness (inaudible) staff
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and you have one that isn't really overwhelmed or your work flow doesn't really
show (inaudible) but because your ratio is saying you can have one, I don't want
them to be saying, well we just hit that threshold and we need another position. I
still want them to go through them like she did the other day. It is more than just
numbers and it's may be some of the studies undertaken as well and there is
other factors, so we don't want to be on a straight ratio type of thing.
Wardle: Let me make a clarification between benchmarks and metrics.
Benchmarks I see as a governmental function - "Xli number of and when you
reach this size you get this, you get a new computer; you get a new staff
(inaudible). In the business world of metric is a changing entity. It is a goal, but
when that goal is met, unlike a benchmark in government, it does not
automatically disappear. A metric -
De Weerd: But you just need to make sure that is defined. I know what you are
saying, Shaun. That is kind of why we have a success expectation that
sometimes is not really specific, it is more of milestones and setting some broad
parameters in the evaluation so then they know these are the kind of things that I
need to answer to Council for their consideration to it and so it's a big picture.
Wardle: Let me back up - the business world, the metric that you have
(inaudible) and given a large organization, you have one metric - one high level
individual's job constantly watch that metric, constantly adjusting. So, that is the
difference that I see within - if it were just a set metric or set measurements with
staff members, we can only do that almost annually and just set it and they would
have expectations based on the culture shift and I don't know if we could ever get
to it in a governmental agency and I am going to ask Bill's opinion. But, if you go
to a metric system, if you go to a measurement system and you, for example,
(inaudible---) right on your screen and you (inaudible---) and watch them daily,
that is a complete culture shift. Is that what we are trying to -?
Stiffler: To be honest, that is one of the reasons that I am sitting here. I think
you have a unique situation and I - I think you have and you already have started
because that thought process even when you came into one of our classes and
were trying to talk to the people about thinking in that dynamic metric process,
but it is very typical of the corporate client I was at yesterday up in Washington, it
is kind of in the culture, but I will tell you that metric and the idea that it's dynamic
and they have to understand that dynamic and they are looking at it. Because
again, I go back to Public Works. The metric that could have been set a year
ago that said here is - and it could have been - if it's not, somebody is looking at
it overall, but going wait a minute we just annexed this land, five other
subdivisions just got approved and we got all these things that would be there,
would not be they would be stagnant, would be back to that benchmark and then
you are going well wait a minute because then you are not even doing what you
have the responsibility to of the city because the metric should be a tool for you
both from the standpoint of not only measurement, but the ability to scope out the
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future, the forward focus side. So, that futuristic thinking of it - yeah, I guess my
goal is I would like to think I am citizen here too and I would like to think that the
City of Meridian does do that. I think that the people sitting here in this room
have that opportunity of setting that direction, by setting that direction because
they make the mistake when they get arbitrary and they go into this benchmark
and somebody goes oh wait a minute "x, y, z" said this is why - and they don't
look at the rest of the world around it. I think the culture that is building and the
values and stuff of the city is I think one thing the employees from the - they are
starting in the accountabilities side because the accountabilities comes right back
into that metric, if you are not going to look at the accountability to look at it that
way. I am not going to sit here and tell you it's there today, but I have to tell you
that that is part of this whole process. This is the same process that we apply to
private sector business enterprise and it's not perfect. Boy, I tell you the people
that engage in it, take ownership in it that is the opportunity. I think you have a
lot of your people who have - some of them sitting in this room, I know that -
have actually taken - I guess they are engaged in looking at it that way.
De Weerd: I guess the first two years of this process and now we are in year
three has been positioning and aligning and integrating a lot of different things
into one document that you can look off of and so this is the direction (inaudible)
because believe it or not, metrics are used in small business, but if you are small
or big you do realize in a highly technology driven world, it is changing every
single day and every single minute. So, they are moving in that direction and
they do realize it is dynamic and that is what really you will see when the
directors (inaudible) they are wanting to use some of that - the fluid, you know,
the ever changing parameters and what are some of those expectations to start
anticipating and being able to shift, not at the speed of government of the past,
but in a more reactive or in a more fluid way. Not even a reactive way. Making a
(inaudible) or something; so that is the goal this year is to start shifting more in
that direction as well.
Stiffler: Your example Shaun as you said when Anna first called - you know you
look at it from responsibility standpoint and that is the way you would like to see
that flow, I would assume. Again, and remember and I should mention to you
that I stuck this back in here in that bigger packet. We didn't get a chance in that
December meeting to go through some of that input from leadership, but I need
to let you know that this is part of the input that came out of here, too, based on
the one~on-one discussions, we tried to at least get a draft down of what we were
hearing from the leadership, what we were hearing from you and looking at the
meeting to kind of get that in alignment.
De Weerd: I am glad you (inaudible) back into that role as liaison - when I was
on Council, I guess when I met with the department's (inaudible) liaison too, you
know I was (inaudible-~-) or what have you - you guys meet once a week and
you talk amongst the elected officials. You have a good gage of what the board
is looking for in terms of information needed, not just what you as an individual
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would look for in making a decision to support a direction or a new position or
what have you and also you know some of the questions. Those directors don't
have the benefit of sitting up there every week and hearing some of the
questions asked and maybe even some of the things that you said on the way
out the doors (inaudible---). You could bring that into these discussions that you
have with your department in saying these are the kinds of things that I look for
as an individual when I listen to your department's request or what I expect is
pieces of a (inaudible), but this has come up from other Council members so you
can bring a perspective there that I try and give them when they meet with me.
That is the really nice thing and I know that Keith and I have talked with Mike
Wetherall and some of the old Council members of Boise trying to get a better
understanding of how they acted as Council members. What we found was a
great benefit and strength in Meridian is that we have those Council liaisons. We
had a more direct hands-on interaction that we weren't in touch with what is
going on and that's huge. That is very important. It is being that sounding board
and it is like Shaun raised these are the kind of things that I am going to expect
as a Council member to be answered and to bring this to Council. Those are the
strengths of having that relationship is you as a board maybe can't bring in
individual decisions, but you add great depth into a project that the departments
(inaudible) that is well-rounded so maybe you can make a decision and it's not
yours (inaudible---).
Bird: Another thing we used to do my first two years on the Council is every
meeting and we only met twice a month, so every meeting each Council member
if there was any problems within their (inaudible---). Tammy is right, I talked to
Mike Wetherall (inaudible---) and I never want to see this city get in the condition
that Boise is in or has been in. I think we can sit here and take all the credit we
want and we should take the credit, but you want to remember - I know that
since 1965 this city has been run very (inaudible) sound by the ordinance that
they are running under right now. There is people as we get bigger that would
like to change it. Just because you get bigger doesn't mean that you have to
change management. One of these days - the thing that I don't want to be in
and I am sure I will never see it in my life, but these two young guys right here
might. I don't want to have to go out and lead people on. One of these days the
building is going to shut down and we are going to be built out or our building is
going to fall on it's face and then Council you are going to have to go out and say
this guy stays and this guy goes. I caution on (inaudible) loading our
departments. So far (inaudible---) and I appreciate what you did with Anna's
deal. I understand she needed it. I think our responsibility - I know as we get
larger (inaudible---) but a Council we need to stay really on top of that so we
don't have - mistakes made by other cities should be a good benchmark for us to
watch out for.
Stiffler: I guess one thing that is tied into that is - I know I said this to you in
December when we were in the middle of talking about the PAD's and stuff, I do
think you have - nobody wants to be (inaudible). I worked with one city that is
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trying to cut their budget by "x" amount because of what's going on. I would say
this though, right now in benchmarking and looking at those other cities, you still
have that same metrics of who you are and what's going on and keep that in
context, too, because I believe that third piece we put up there in stewardship,
engagement and commitment to long-term financial planning and the word
healthy is in there for a reason - (inaudible) fiscal position for the city. Right now
I would still say as you talk about metrics nationwide and you might say in the
city, you still as a city are way below and I will go to bat on this with anybody and
I am talking about practical ones working with it, you say - you know (inaudible)
management things about efficiency and productivity, but you talk about
effectiveness just being another piece of that, which goes back to an old school
thought - well it's not an old school thought, it is kind of down to earth. I think
you have the opportunity and I will say that even the nature of this where your
leadership has taken hold of this is to ensure that you are providing the services,
you are doing those on the most efficient, effective productive, affected manner if
you can for today and for in the future and you do have the opportunity to drive
that direction and you will grow. I can make my own prediction in the number of
employees you will have, but that has got to be in looking at where that is
happening. That is why you will see pieces even such as you might say - if I am
going down to - we did add, I want to make sure we are adding an individual
review at departmental budget as a success expectation after the liaison, but
going (inaudible) sets direction and guidance to city leadership. That is why you
will see a number two point in there; city leadership has a clear understanding of
direction provided by Council on comprehensive planning. You might say why is
that up there in that one -?
(Tape turned over)
Stiffler - away from that liaison one - one that Joe brought up and you guys have
kind of banded around it is the most - I don't know how - anybody on some
wording - but, I understand that this came up with the leaders too. They look at
the liaison - Anna wants Shaun to understand what's going on. The better the
communication and as you said - advocate - advocate is more that you could
still say well if you had to add clarification and Shaun was explaining that position
to Joe or Keith, he could still explain this is where they are coming from - this is
what it is, but Shaun should still be able to say even though - here is what they
are saying, you still have your decision. That is why we just said that
commitment to understanding -
Borton: It's just an internal conflict. It's okay because if I believe "x" is necessary
and I am telling Shaun I want you to understand this, we disagree it's because he
doesn't understand it and that is my belief.
Stiffler: I hear you. That is fine.
Borton: It's justified. It's necessary.
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Stiffler: But it's a great point because it's a major issue.
Nary: I think the key too, Phil (inaudible---) it really is communication between
the Council, the Mayor, the city because you know even like what Keith is saying
that the bloated type of thing, you know the Council has that concern and
dialogue and communication with departments. Department directors have the
same concern and issue. As a director, I (inaudible) willing to add staff to the
workforce without the Council's approval. At the City of Boise, they grew not
because records (inaudible) through the city, but because Council wanted to
change those services and other things. So, I think Shaun's example is exactly
on point. The Council needs to figure out what levels of service and metrics are
necessary to perform the functions of the city as necessary, give that direction,
and staff needs to meet those needs. Those are exactly the types of dialogue
that should always be occurring - you know not everything - I guess the other
side, coming from the department that doesn't have the same ability to measure
(inaudible) at one per square mile and I couldn't tell you I need an attorney -
every hundred contracts we need to review, I have to get another attorney, but
we also need to figure out from the liaison with Joe verses the Council's
(inaudible), what are the measurements that we need to do that. I think at the
end of the day it always is communication and that's really critical. We need to
make sure that we as the directors of the city, the Mayor and the Council are on
the same page and have the ability to have the very frank and open dialogues
about what the needs are and the services that are to be provided. I had the
same conversation with Anna from the HR side on the planner and me telling her
similar to Shaun that you need to give the Council some expectation that, you
know, if I am going to grant this, well how do I know (inaudible) the next one?
You know, you can't just come in every time and say it feels busy, let's just ask
somebody. You really have to have a measurement tool so that they could feel
comfortable that they are. managing the city's financial picture properly and you
know some, I guess, objective sense to it all. But, I think at the end of the day it
is always communication that is going to matter, that really makes the big
difference there - just making sure that that (inaudible) is always open.
De Weerd: I appreciate, too, what Joe is saying it's for Shaun's very example of
bring the numbers to me. I am not sure myself, but you have Challenge them and
you have to say what you need to do to help Council understand. Those
perspectives are helpful because sometimes as (inaudible) every day we see the
reasons for it and you have to help extract the elements, the pieces that
sometimes we take for granted because we are immersed in it and we take for
granted that you already understand the situations and so you being at some
board and asking those questions helps define the type of information that the
director needs to bring to you in giving you good information to make decisions
on. So, I agree exactly what you are saying, if you don't understand or if you
don't agree with what I am bringing to you, apparently I am not being able to
communicate to you the reason why it is important. So, your liaison role is so
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critical to it because apparently there is a disconnect that I am not giving you the
right information to understand why I am saying what I am saying. So, I
understand what your comment is because we have been there and Shaun's
challenge to his department that he is liaison to helps say these are pieces that
not only I need, but Council needs because I tell you what if he needs it, I am
sure Keith is going to need it and vice-a-versa. It helps that those people that
aren't in there everyday, you know, fighting the battle it helps us to bring a more
comprehensive (inaudible) when we are trying to request something or seeking
input and directions. I don't want to beat a dead horse.
Bird: No and I don't think you are Tammy. I agree with you 100 percent because
we are not there day to day and I have always told (inaudible---) say prove it and
I will be behind you, but if you can't prove it to me then I won't be behind you.
But, I think we have done a very good job in getting our message across to our
departments and we have got some surprises. A good example to be out front is
Charlie three weeks ago coming through the consent agenda is a whole bunch of
contracts for Public Works. I said Charlie you know about these? He said no.
(Inaudible---). So that is (inaudible---) management we don't have (inaudible---)
micromanaging and I don't want to.
Wardle: One of the things about that that I am starting to feel from the directors
as a whole and even some staff members underneath them that have been in
management and that is something to memorialize the communication between
liaisons and I, in my personal opinion, don't feel that that would be beneficial for
those departments. For example, I have heard how about a monthly meeting,
quarterly meeting, annually meeting or whatever with me and my staff and you.
And the way I manage my time with those departments is much different than the
way Joe or Keith would and so I don't think that we -
De Weerd: -- or Charlie.
Wardle: So, I think those liaisons understand or those directors need to
understand at the same time that even though it would be, I think, easier for them
to maybe in my mind put things off until next Wednesday when I meet with my
person that I think it makes us more responsible if we have our own system of
communication with them.
De Weerd: I think they understand that, Shaun. You know how - actually all four
of you do it different and the directors, I can say they have struggled with that,
but I also can say in that same statement they have recognized that they have to
find the best way to do it and they also realize too, you don't always have to
come to their department, they can come and meet with you on your terms as
well. So, it has been an evolution and I think they are finding that it is just trying
to find - they know you guys are busy and how best can it fit in your world and
they know they need to find that way. Certainly, Public Works has done it with
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Charlie and he has been the greatest challenge especially during legislative
sessions.
Bird: Public Works had to change since I have been on it - (inaudible---). I do it
a lot different. Now that I am retired, but I did when I worked and I certainly didn't
want them coming out to my office because when I am in my office, I am
answering the phone and I am one of those people that I don't believe in an
answering service. If the phone rings I am going to answer it.
Stiffler: I think I think what Shaun said. I don't think the directors and my
discussions with them, I think that they appreciate and understand that I think to
do this. You don't want to memorialize some methodology and practice that
there has to be a way to do it. What you do want to do is that you do want to
have communication and whatever that format, whether I work for Shaun and
there is a form of communication and understand how he is going to
communicate - so it works. So, you are accomplishing what needs to get done
and I think the directors feel the same - that is why these things here were just
more - there were not - these are only in identifying the success expectations so
that you do have that communication.
De Weerd: Yeah and how you do it-
Stiffler: And I think they would buy into that. I do want to come back to this and I
will move ahead, I don't want to digress either. On this staffing thing, which is
really good too, I will say this to you - is one of the reactions which I appreciate
and this is part of your setting direction guidance and monitoring what is going on
is that I am just busier than heck - I am going to use Anna's example because
this is one that we said - Anna is just buried and all these things are happening
and the first reaction is I have got to have more people. Sometimes as we try to
teach them in the management class is that you have got to sit back and take a
look and say - you need to ask yourself first, have I got so much going on that I
have forgot in ability and prioritize in time management? There is a section
where we work with the people because as you are growing, the natural reaction
is wait a minute - how many times have you had somebody in your end come to
you and go, oh, we have got to get more people for that --? Well, one of the
things by you posing and asking that question as part of your responsibility in
direction - it isn't that the person has missed it, there is just so many things going
on they haven't had a chance to sit back and in some cases you are providing
that - no different than Bill even talked to Anna and Shaun talked to Anna, well
Anna then has to sit back and take a look and go really let's make sure of what I
do have. So, you are actually improving the decision-making process because
that balance is how you get that communication, so the same individual is having
to face that is making a good decision, making a good recommendation. So, I
think it works in that same way.
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Bird: Well, you know in that role of liaison - if I am out of town or something or
Joe or whatever and (inaudible---) I would expect him to answer it too as a
Council, if they can't get a hold of me. I mean I have signed some purchase
orders for Public Works because Charlie has said that I can't get there, if you
need it done get a hold of someone that can sign it. As long as I know that he is
okay with it or that he is okay on a contract like that, but I would hope that if Joe
is over there and Stacy or Will has a problem, they ask him a question that he
would help them if I were out of town or not available. Isn't that right? I think that
is what we all need to - that is why I used to like the idea of these Councilmen
reporting on a bi-weekly or once a month or something to tell about our
departments, if there is anything coming up or anything like that (inaudible---). I
hate to read the Statesman's (inaudible---).
Stiffler: I am down to number three - sets clear direction and guidance, we use
that term and then you can look over there on the success expectations for that -
sets direction and guidance to city leadership then you are thinking leadership
has a clear understanding - has a clear understanding of direction provided by
Council and comprehensive planning and then the third piece and I don't know if
the wording of it is right and it's not meant to be - everyone of the directors
understands that all of you have your own personal malpractice businesses,
retirement planning, but the reality is that that gets back to that communication.
It is that communication, meaning rather than the set meeting, but if they need to
have that direction or they want to make sure of that discussion, it's that
engagement in sharing communication's happening and so, therefore, that is
even an idea of making sure that those people know agendas for the meeting or
anything that is important that is identified as such so if there is a situation as
such. So, I don't know if that is how you look at it, but commit of a time to attend
meetings over responsibility - maybe our wording there of responsibility or of -
the one that I got out of leadership, I am not picking anybody out of this room, but
last year's budget hearings. You know here is the budget hearings and you guys
help correct me, but I heard this from the leadership that at the time because of
conflicts and everything, I believe that there were two Councilmen there?
De Weerd: No, that was a workshop.
Stiffler: A budget workshop?
De Weerd: No, our annual workshop. No, during budget session we had a date
set and it wasn't until we got clear up to it then so and so wasn't going to be
there, then another person said I won't be there at the next one-
Stiffler: Well, I guess when it came up and I asked that question that is the one
that came back to me was they just - they wanted better to make sure that
wasn't happening.
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Borton: One of the things that - no relation with the example that you just
described, but my brief tenure that these were concerns - that the way this was
read (inaudible) attend meetings and responsibility and the converse of that
meeting is at least with me is as soon it becomes (inaudible--~) and no
responsibility and meeting and talking - I am done. If it is a responsible meeting,
let's get it done and when it's over, it is over.
De Weerd: No, there is no social - it was probably more - Keith and I - our
perspective is - I can say, you know, Christine's attendance was not stealth and
there were a couple of times that we were left with a quorum and it wasn't
because of like what already has been done on March 28th, we knew well in
advance and we could respond accordingly. What Will has to do to redo a
meeting, especially when they have already set specific dates for some of these
applications, a lot of what we had over the last year we have never had
(inaudible~--) -
Borton: Well, I am not talking about Council meetings -
(Inaudible discussion)
De Weerd: But this is a reflection of concern because of the conflicts that one of
the Council members had and a lot of times it was a last minute thing that they
couldn't make it.
Nary: I think it might even go - a little bit more even, though Joe is you know
there are certain things that from a city's perspective that the Council members
need to be able to be engaged and obviously there are conflicts and I think the
Mayor has brought up where the concerns have been - it's different, I think -
everyone of you sitting here ran for the job knowing there is some responsibilities
(inaudible---) have to make. Christine happen to be in a unique situation and
kind of got thrust into that But. (inaudible--) with the County Commissioners,
with ACHD and those kinds of things and you know as a city to be able to put the
best face forward it's tough when you have a meeting with ACHD and you have
the Mayor and maybe one of the Council members to be there and again, you
know, it's - you are all busy - I think all this was to just make sure that - that's
just part of the expectation is that even though you all know it and most of these
things you guys already know it, but there are things that are going to be
reflected on the city if you can't participate. You know for somebody coming into
a position that maybe doesn't know as much about how it is done. I think the
intent of this is to give them that understanding that this is kind of what the job
entails.
Stiffler: Well, I think Joe's comment - I kind of liked it - you set the initiatives, set
direction and guidance to city leadership - number three just say commitment of
time to attend meetings. I don't think you want to say - you are implying -
because if you are going to set direction that means you have a commitment to
Meridian City Council Special Meeting/Workshop
February 16, 2006
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be at those meetings. Rather than clarifying that - the reverse of that you are
saying we don't have a commitment to attend what you think is responsibility
necessary, unnecessary? The expectation is you attend those ones which
facilitate setting the direction and the guidance - is that to take out --? I mean, I
am open, but it seems to me - it makes the opposite -
De Weerd: Well, his expectation of us is to utilize this (inaudible-~-).
Borton: Well, I am not the best example because I have -
Stiffler: What do you think Shaun about the wording on that?
Wardle: Well, I think you are catching the jest of what we (inaudible). It's going
to be - I am the kind of individual that I will just tell you that if I can't be there, I
am not going be there and if I don't see the value in a meeting I am not going to
show up. I don't think of it as a minority for the City Council in that respect. One
thing that I can say and I am the last person in this room to expand government
in anyway, shape or form, but eventually if we ever get a new, larger City Hall
Chambers we need to, one day think about the fact that the community where we
still rely on volunteer, essentially volunteer City Council is that one person can be
out of town and the other person could have some sort of a family commitment or
emergency come up that would negatively affect a packed room of 150 people is
something that we should look at just in the sense that the reality of that as a
business, we couldn't hold a meeting because of unforeseen circumstances, not
only does it look bad, but it is going to affect and it is going to escalate down lines
to the citizenry and to those people that are spending money in our community.
Bird: Do I hear a sixth Council member?
Wardle: I said we need to look -
Bird: Well, I am not disagreeing-
De Weerd: Well, I am -
Bird: Well, I have got another deal on these meetings because I know what it is
like to have to work and to do this too. Anytime it's between a meeting and your
business, you had better take your business. Tammy brought this up, like with
Christine. I mean she was like me she was retired and then she gets a job. She
would put other meetings over our Council meetings and our budget meetings or
something like that. Well, I don't think that -
Borton: Well, (inaudible---) none of us would be available to (inaudible---).
Wardle: Well, and let me say this from the meeting standpoint. The one thing
that I have noticed in the last year as we grow and as our department directors
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become more involved, they set more daily meetings. Daily meetings meaning
from 8-5 or even earlier and the expectations are changing that you need to be in
certain locations and that is more of a concern for me in the sense that some of
those come with four or five days' notice. Now, the statutory meetings with the
County Highway District, City Council meetings and all those sorts of things are
set far enough in advance that you either make arrangements or you just say that
I can't move that, that is fine. It's the ones that come up with three or four days'
notice and you really feel like you need to be there and it would be a meeting of
responsibility, but you didn't have the time to make it or for me to leave - you
know unfortunately I had to move my office out of the City of Meridian (inaudible).
We will get back here one of these days, but it used to be for me to come from
my office to Meridian, 15 minutes, now at 9:30 in the morning it is 45 to 50
minutes one way. So, that is just something to be cognizant of from all levels, all
staff levels. I am guilty of calling some of those meetings, too. So, I am not
saying -
De Weerd: But, I guess, Shaun, again I go back to we have (inaudible) numbers
on the board. If you can't do it then you are called because you are Council
President. You are the lucky one. You are the golden boy and if you can't be
there, then you need to find someone who can. If you can't then there is not a
Council representative there and it will still go, but a lot of that is often times
courtesy, a preference for Council to be there, but certainly not an expectation -
Wardle: I just want to put that out that I feel that as an expectation for me. I feel
the expectation that I need to be there. It's the fact that I just can't,
De Weerd: Those are not the merits (inaudible) heaven. We are not keeping
track.
Wardle: Good.
Stiffler: I guess Shaun, that is why we try - and again, the wording of that -
when we try to say that commitment of time of attending meetings of
responsibility, the reason we try to say that was from what I heard from you folks,
too and I heard from Charlie and I was hearing from both directions. We didn't
know how to word it. Trying to say - because I think there is a good mutual
understanding of it, but it was trying to balance something that we heard from
everybody.
De Weerd: But also ask it and this one (inaudible---) or the last minute, better
call you and we are just meeting here because things are out of control type of
thing, but if you ever had a question Shaun on a call you got and it's five days
away and say what is the urgency level to have a Council member there? And if
you can't do it, you have a commitment to finding a Council member who has or
taking (inaudible) down the line and starts calling everyone else. Please ask, any
of you guys, what is the necessity that we have a Council member there? We
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will give you that background. There is a difference. Some of them, yes, we
really would like a Council member there. Some of them, it would be nice, but it
is not mandatory. We can start doing that in our phone calls that it would be nice
if one of you were there, it's not absolutely necessary. What would you want us
to distinguish?
Bird: I think a meeting like that, where the Council has got necessary (inaudible-~
-) -
(Inaudible discussion)
Bird: You know sometimes, we get a (inaudible) and they can say this and there
is certain land use meetings that we shouldn't probably be at. There have been
a couple that I -
De Weerd: Well if you can't be, then I can't be there.
Bird: Well, yeah, you shouldn't be at either. There have been a couple of
meetings that I have gotten up and walked out because it was something that
(inaudible) has been after so long down the road and I just didn't feel comfortable
with it.
Nary: Well and I think that those types of things have changed over the last
couple of years. I think having a really engaged planning director really helps for
she really helps to phrase some of those things so that they don't end up on your
guy's plate - some developer doesn't want to be with you directly on some kind
of project because they know (inaudible---) and having a Legal Department on
staff helps because they know that's an avenue that they can go talk to that they
again don't have to engage (inaudible~--). I mean, you are absolutely right there
are certain ones that I really would prefer not to be there and - or it's okay if the
Mayor is there because depending on where the level of the discussion goes, but
many times it really is more for staff that if they can get that information - now I
may be able to after that meeting transmit that information back to you folks and
say here is kind of where this was at and this is so you know when you get this in
front of you that this is what we are talking about. But, that has changed some
just, I think, because of the staffing that we had.
Wardle: I think I - I understand why now we are getting more of these requests.
I think it is an (inaudible) to City Council and that is that these directors, these
people in the community want us there because we bring value and because in
the past have offered great service to them. I know some other communities
where certain department directors would prefer never to have their City Council
representative in any of their meetings so that they could get business done and
that doesn't happen in Meridian. I think we do great value to it.
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Stiffler; I will say this and round that word "meetings" because it comes back to
what we are talking about. We talked with Bill and I think actually Shaun you and
I talked about - Charlie and I talked about it I think and Keith, but the other issue
it even comes to presentation and being able to establish the nature of a meeting
because one of the things - citizen, they will say bureaucracy, oh the city has got
all those employees and all they are doing is having a bunch of meetings. You
know, we talk about it from this metric and efficient and go back to this whole
thing - one of the other elements is that Bill is including in part of his is that
directors have asked for it. It is more related to that - you know it's kind of like if
you are going to have the meeting you had first better decide what is the
objective? Why is the meeting ~-? We could go through that methodology and
that is an important issue of it and that same thing that if you come to the
meeting and there is no agenda, why are they wanting you there? You sit there
and go wait a minute, why did you --? So, there is another responsibility is they
are getting busy (inaudible) the answer is to always call a meeting. So, that is
something that is also being kind of, I will say, I know from a development
standpoint we have had discussions with the directors because that is when you
get into it and pretty soon four people are sitting at the meeting and going why
am I at it? Why was I supposed to be here when they could be out doing other
things? On the fourth element under the functional one ensure alignment and
support to the Mayor through direction and govern-ship as a Council is
(inaudible) and authorized under the state statutes. What we are really getting in
there is as Keith said, I don't want to be known as a micro manager, but it is also
and as (inaudible) but it is also those elements of making sure that
communication flows through as you just said, Council to the Mayor to the city-
that distinction that you made earlier on and that is all that was to imply. I will say
that one of the reasons we ensure communication (inaudible) through chain of
command - one of the things I have found is I have not seen that, seen it to an
extent - maybe it's happened and I haven't seen it, but I have watched it in other
cities and all of a sudden I have watched the situation and they are doing some
traffic study and somebody says they want to study on something and I watch the
way directors responded and the next thing you know they have got this big task
list because one Councilman wants them to find out more information about that
so they go out and they have got people spending time doing that - the Mayor
says well I want to find out more information - well, as it happens if it is not
officially within the format of what is going on, all of a sudden you have got
people spending time, resources and everything else and you are saying wait a
minute, somebody has to be - she has the responsibility in making sure that it
isn't just being tasked out there because that is the same stewardship that is
responsible for that direction.
Borton: Phil, I am looking on the bottom of this page, second from the bottom it
says upon approval of items Council (inaudible---). Is that also an item that might
be pasted in up here in this category as well where they are talking about
communication to the chain of command to the extent of a disagreement and the
Meridian City Council Special MeetinglWorkshop
February 16, 2006
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Council approves it then there is that unified message that run it through Council
or by the Mayor (inaudible---) -
Stiffler: Actually that is your - we put it on an apologized page break. We just
put it - maybe that was a consultant that you were looking at - that wasn't a
leadership side of a Councilman and looking at that on a leadership component.
I could sit and argue with Joe - I mean, argue for your side to say it could fall
right up into functional, so I think it does apply and maybe that is why they
together - I mean, they are all part of the overall - position, accountability for the
Councilman.
Wardle: Let me address the communication just for a quick minute. I think we
are talking kind of high level communication and direction and leadership. One
of the things that I think that we need to do is get our functional communication in
order. I will give an example of not the last Friday, but the Friday before the
Mayor was out of town, we had a situation in our community that affected some
residents where they had a waterline break, the street feel in and it seemed to
me it was probably one of the larger sort of disaster sorts of things to happen in
Meridian and I just happen to come in for an agenda meeting and I think we all
found out right there at 9:30 an event that happened at 8:00_ Staff had
responded accordingly and did a fantastic job. We got a lot of great response
from the community about that, it was just one of those things that an email went
out - but, a situation like that I would have expected maybe a higher level of
communication to some of the leadership at the city. Does that make sense?
That hasn't been memorialized in who's responsibility that may be and obviously,
if the Mayor had been in town and gotten that first thing in the morning, I know
she would have called to let us know, but she wasn't. So, who takes the
responsibility next? I mean, does that make sense? I would assume that it goes
to me, but if I don't know then I can't distribute the information.
Stiffler: From a staff level in other cities and I think functionally with regard to
your communication position with Shelly right now is basically you want to have
the methodology so that it knows in case it - I don't want to call it disaster
planning, but it's a little bit of what that really is. It is kind of like, what is the
communication chain or link with regard to that information that is appropriate? I
think that is one of the things you haven't defined as part of the definition in her
pad_ You haven't got it finalized yet, she is new, but that is where you would
want to have that. That falls within that whole communication thing.
De Weerd: Well, Shelly is not a director. I think Shelly has to be out on scene.
We haven't even (inaudible) the management team. Maybe Will can answer that
in terms that - I guess it is more seen on an emergency level at - they get out
the email and that is kind of the first level of communication because I was out of
town that second in command was at a loss.
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Wardle: Well, even if you are in town, the one thing is that I would rather get a
phone call at 3:30 in the morning telling me that we had this major something
happen than wake up and go about my day and flip the news on -- I guess that
is, you know, whatever it is as we grow, some of that stuff is going to happen. As
a city leader, for example in my company we have a standing policy that if
anything happens that negatively affect any situation with the company; I get 10
phone calls because the tree just flows down. So, I guess I am asking to let us in
with no surprises.
Bird: I don't know who got the first phone call-I don't know how-
Nary: I think that is going to be a good discussion, like the Mayor said for our
emergency management team because most of the staff issues (inaudible---). I
mean, they were out on the scene. They were doing all of the stuff that they
need to do. It was helpful having Shaun there that morning. Shaun, Will and I
were there anyway when the (inaudible) came in to brief the Mayor in person and
he didn't know she was gone and we were all there and were able to say and
Shaun was able to say you know what if you need to do "x, y and z" and so we
will take care of those things and make sure - if we have to go out and rent some
vans or whatever we have got to do to help these folks with the situation and let's
get this taken care of. That was helpful and it just happens, like I say, and we
were there. So, it will be a good discussion for emergency management. I
mean, I agree with Keith and Shaun that there were times a few years ago that
was the same kind of thing (inaudible---) that we found out when it was on the
news or it was in the paper and you went, oh, it would have been nice if
somebody had told us that. So, those are things as we grow, you are exactly
right, we need to do a better job in getting that communication. Email is a great
first step because it is fast, but then you have to follow up, like I said for example
in that situation with the water, Rick did the exact right thing he needed to do -
send it out by email so the directors and the Mayor knew and he didn't realize
that the Mayor wasn't in town so he didn't know until he came in after addressing
the problem that she wasn't there and there needed to be some steps taken.
Wardle: I just wanted to say that in that specific instance our staff members did
their job and did a great job fixing the problem, being in the community and so
from that respect - I want this to be a learning experience in not what we can do
better, but just how to communicate. Because they did a great job and took it
upon themselves and so they are to be commended for that, but-
Bird: Bill, I don't know about email because sometimes I will go two or three
days without looking at mine. I am not on my computer all day like you guys are.
Nary: I was just thinking that for being in a crisis, it is usually - I mean, it is just
that one, I mean, you can't end with email it is just that it is fast. It is a fast way to
get the information out. But trying to find whether it is a (inaudible) or some other
communication tool, obviously you can't (inaudible---) know about it, so we have
Meridian City Council Special MeetingNVorkshop
February 16, 2006
Page 26 of 94
to go beyond just that. I think just initially it is sometimes a fast way to get things
out.
Bird: I think Shaun is right, we got a nice report on the staff and they did a great
job. It would have been embarrassing for Shaun that if at 8:00 he got a call from
the Statesman or one of the radio stations saying what is going on with your leak
in Meridian? Tammy when she was President and when I was President we
know what it was like to have to get up in the morning to read something that was
going on -
Berg: Just a comment, I think this was a learning situation for us, but I have got
to tell you that email is not the urgent communication and unfortunately a few
people have different perspectives, but in this incident I think it was an elected
official emergency of this too and you need to be called to let you know
something is happening and we need to react. I think that if that step was taken
and you couldn't get a hold of the Mayor or you get a hold of the person that can
contact all of those people because I think the elected official has that
responsibility of knowing what is happening in the city so they can relate it to the
people that they are in touch with and that everything is under control and we are
taking care of the situation. It gives the calmness, under control and the situation
is here, but we are dealing with it. I think that is just one of those growing things,
but the thing you have to understand is if you do your part on communicating to
whatever people you need to and then they can determine what really is - how
severe it is, whether to stay back and let them take care of it or you need help,
you need to be there situation and that could be addressed too because it is a
situation that may involve more than one department and it would have been
important to have traffic control, the fire concern (inaudible) fire flow now
because we have the water turned off - you know more and more situations and
I think Brad is going to analyze that with Rick and get back to us as far as our
emergency (inaudible). Sorry, there is still a telephone and that is how you get a
hold of people right away, I still believe that and they could get a hold of the
Mayor and there is another one to get a hold of and there was quite a time of
delay - that incident happened, I think, at 6:00 or 6:30 and people were
(inaudible) and I think it was 9:00 when I got the email and passed it on to the
City Council and (inaudible) by 9:30.
Stiffler: When Shaun brought it up, I think as the city grows I think that functional
communication in that (inaudible) of that emergency was a very important one
because I think it is credibility and it is all the things you are talking about and you
said there is a decision tree in your - I think the same practical - the reason I
was mentioning Shelly was not the issue that she is a director and part of the
emergency, but you may be part of the communication and those surprises and
functionally how does that take place? That may dictate that decision tree of
phone calls or the issues that come out of it or whatever it may be. I think that -
Meridian City Council Special Meeting/Workshop
February 16, 2006
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Wardle: I can say that there isn't anything that can destroy my trust in the
communication faster than had a department director had an emergency that I
thought should have been notified to me immediately and I find out about let's
say - for example we have a major crime or fire structure severe circumstance or
something like that and I read about it two days later, my trust in the
communication from one of those chiefs is going to be less than it was ~
Bird: Let me stand up for the emergency management team - in 2001 when 9-
11 hit I happened to be president - in fact I watched I think it was the second
plane on our T.V. there because I didn't even know what was going on
(inaudible) and I had a phone call and Mayor Corrie was in Mexico when it
happened and so I had a phone call from my emergency management team and
they had started their meeting already - so if you get it to the right people it will
get taken care of and that is just a matter of, Shaun like you said,
communication.
Stiffler: Just for the sake of time - I guess I am a little concerned - the
discussion is a really good discussion and that was the intent of this kind of
clarity, but I want to mention and go down to the one that Joe brought up. I just
want to clarify because we have put on upon approval of items Council
communicate unified support. This was under this leadership side for Council
and this is how Council as a team and how you look at things. That is not to say
if I am a Councilman and somebody, a citizen comes to me and goes hey what
the heck is the deal? That doesn't mean that I can sit and say, yes the Council
did approve this_ If I voted against it, it doesn't say you can't say I can't say - but
the idea is that you are still sending the reality of the indecision and that's all that
was meant by that. Secondarily don't speak for other Council members. I am
only relating this to what I heard from other Council people or Councilmen in
other cities. I shouldn't be saying, well this is what Joe thinks anymore than -
you know, I don't think that Joe would want me speaking for him and I guess he
might say, geese that is pretty basic, Phil. Sometimes what it is is that
discussion and so those were put there from an experienced side that we have
seen with other boards or Councils in working on the whole governing aspects of
it and so that is why they are there_
De Weerd: I do want to get to the incident verses event You know an event is
like a major main water break - it's one of those things that all elected officials
need to be notified. An incident will most likely be dealt with by email as an FYI
so that when you read about it in the paper you know. But, the emergency
management team and their meeting I think is next week can help distinguish
those things as well so it will help Rick or John if it had been out at the Sewer
Treatment Plant or what have you to be able to know because you don't need to
know about every bar fight that happens and someone happens to die, but we
will forward those to you so that you are aware that there is a potential article in
the paper or what have you.
Meridian City Council Special MeetinglWorkshop
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Wardle: I think (inaudible-~-) tends to do a very good job (inaudible---)
communications and that is on incident level they have a pretty good handle on
it.
(Tape turned over - Tape 3)
Stiffler: -- I guess one of the things that we will bring up kind of prior to that you
will see that under strategic it says the support of strategic position process for
ongoing alignment and that is what we started talking about in December and the
first one says their commitment to understanding strategic initiatives and provide
active support to overall process - provide appropriate input and feedback to the
draft of city-wide issues and ensure the process plan and (inaudible) positioning
process is dynamic. Well, that is part of the next discussion to have with the
directors because you go back to the focus areas and what were the initiatives -
why those need to be updated? Is that something that (inaudible) alignment on
in both the idea of that they are both functionally overall strategically for the city
and then down into the department side_
Bird: City~wide initiatives - isn't Council the ones that (inaudible~--)?
Stiffler: Well, I guess I might ask you this, Keith. I think that the Council should
be setting the direction for those, but I think you should be looking to leadership
to recommend to bring those to you.
Bird: Well, I agree, we will still be setting.
Stiffler: That is why I say commitment. I think that that is in that overview where
you are setting them above and this is in that strategically. That is kind of what
you should be doing like we are talking about doing today. But, you want them
being accountable and responsible for identifying those like you are talking
about.
Bird: I don't think there is any Council; I mean planning or anything that don't
want input - the directors or anyone. I mean, I will take input from any employee.
Stiffler: I guess I just come up under that we added under Council leadership, we
had improve efficiency, but I was hearing too that that two-way communication
on those issues that are more functionally more and not the major (inaudible) that
could be there, but I guess I will ask you how would you like to - if we sent the
rest of this to each one of you on a digital format and you had some other
suggestions or changes would you like to do that or would you like to finish it up
in a meeting where you go through the rest of it? I guess - tell me. I am asking.
Wardle: (Inaudible--~) digitally.
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February 16, 2006
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Stiffler: If we send it to you digitally, the nice part about it is we will synthesize
what you give us and if you are able to shoot it back and look at it and finalize it
on the spars of what you feel kind of that wording and if there is some discussion
that comes out of that then you can deal with it. But, I don't think that if you go
through these real quick, I know some of you are reading them as you are going
through you will see a lot of things about that over on communication, you are
going to see a lot of things about making sure of that alignment and that process.
Wardle: This is maybe just from a personal preference, but if you can send it to
me digitally and any other down line stuff - we are talking Excel? I will pull it up
in Excel and I'll view it side by side and I will scroll it up and down so that I can
see how those - does that make sense?
Stiffler: That is how the directors are doing it. We give it to them and that is how
they did it.
Wardle: I can see where maybe this attaches to here -
(Inaudible discussion)
Stiffler: Yeah but if you can still take it digitally and gives us any input directly-
Bird: I know how to do that.
Stiffler: The only other one that I want to make sure that I bring up into the
discussion -
De Weerd: You can write it on paper and give it to Peggy; she will type it up and
send it out to the other Councils.
Stiffler: The only other one that I want to bring up is on the transformation ones
and it says promote and reinforce city values. The reason that I want to bring
that up is - this one to me in alignment where I don't want it - somebody once
said to me - someone at another city said oh those are the employees' values,
they are not the Councils. I hope that is not where you guys look at it. If not,
those same values that have, yes, we have had them be defined within the
people is that you want to have it so there is not doubt that the city is
approaching those same values and the employees even to the point that even
the new managers that we had the orientation with, they have their own card and
they were going well this is kind of interesting. We did have some discussion
with the firemen at the time, but they weren't quite aligned the same as us. I had
an interesting discussion over that, but-
Borton: It is kind of a sticky situation - I guess as an elected official, but I don't
see any reference in here to your promote / reinforce basically the values and
goals of those that have elected you to the extent you can be elected to the City
Meridian City Council Special MeetingNVorkshop
February 16,2006
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Council, dissipate with all or certain city values (inaudible--~) run on that and be
elected in on that and say yes, I don't (inaudible) city values on these areas and
be elected and that is your goal and then as a City Council member you would be
in disagreement with this one that you just described. When you come into
office, you don't forfeit, you don't (inaudible) beliefs or the basis on why you are
in the first place to the city values. You don't necessarily (inaudible---).
Stiffler: Let me see if I can try and restate your comment It's kind of like I could
still have somebody as an employee in the city and somebody says wait a
minute, Phil, I have got my own values. I bring my own values to the table.
Shaun has his, you have yours. I am not saying you are taking - that is why the
(inaudible) was promote and reinforce. If you know what the city values of the
employees and you are still from a board, Council standpoint and those are
values that are inherent related to how you wanted to see behaviors,
responsibility, respect, honesty, integrity it is not an Enron, it's not a City of Boise
you can promote and reinforce them. That does not take away from your own
individual. So, maybe that is kind of how -
Borton: Well, I was thinking values in a different way.
De Weerd: Our values are customer service, accountability, respect and
excellence, but no there are accountabilities too.
Borton: I am thinking values of so many police officers per mile_
Stiffler: Oh, okay. That is-
Wardle: It's more of a - values are derived from our mission statement, which is
(inaudible-~-) and if you disagree with that statement, you probably shouldn't run
for City Council.
Stiffler: But, I guess, Joe and I do want you to understand and Bill can speak to
this is that - the employees, bottom up will help you find what are the behaviors
for accountability? So, when it comes to a performance review, those are
behaviors that are expectations set and actually they define those behaviors in
support of those values that go right down, like Shaun said, mission values and it
is not just corny, they see it as being this is the expectation.
Nary: That is a good example of communication. like Joe was saying, he was
thinking of in a different context just like we had talked about city leadership or
staff (inaudible~--) but I think the intent of at least that section and maybe that is
just (inaudible -~-) about the values that have been defined by the city as the
behavioral (inaudible) that we want to be resembled by and I think all we are
really trying to capture on that is to again establish that connection that that isn't
just the employees' values that is the city as a whole (inaudible--~) as well as the
employees.
Meridian City Council Special MeetinglWorkshop
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Stiffler: I will digress and I will share this with you. I had another city that had a
similar of accountability and respect and I was sitting in the negotiation filHn and
heard this. I had to sit in and was helping with some union negotiations with the
Fire Department and the representative to the Fire Department was saying if you
really respect me, you will pay me whatever I want. I guess that this had to do
with - we reminded him of a couple of other values that they all were tied in
together.
Bird: When you are in negotiations with unions, your values just kind of leave
once in a while.
Stiffler: I know I just had to say -
De Weerd: Accountability to a bucket is-
Stiffler: We will digitally send these to you and any input then if you send them
back to us direct then we will collate it -
Berg: Shaun can we take a five minute break?
Wardle: Five minute break.
(Recess)
Wardle: All right we are going to reconvene after our five minute break and we
would now like to welcome the directors for all of the city departments. Would
you want roll attendance, Mr. Berg? No. Okay, then Phil I am going to turn it
back over to you.
Stiffler: Good morning everybody.
De Weerd: Good morning, Phil.
Stiffler: I want to recap a little bit - I guess I will put up here this alignment for
city excellence and the directors have all heard this and the Councilmen and we
have had meetings, we had meetings back in December and all of the directors
want you to feel really good about the fact that we just spent two hours working
on PAD's for the Councilmen and so all of you as your understand how - the
right thing in that discussion of looking at - what it looks at is each one of the
Councilmen looks at the kind of role from their direction and alignment and
looking at how they provide that same direction to you. So, the purpose of
today's meeting to kind of set the agenda is to kind of look at the dynamics side
of that positioning process is to sit back - I hope everybody understands we have
gone through this whole idea of alignment and I will say to you also that you all
gave input to me back in December and I had individual meetings with the
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February 16, 2006
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Councilmen and part of those PAD's are reflected with some of the things that
you asked for. I will use an example. We had part of that discussion about kind
of the roles and responsibilities as it relates to Council as a liaison. We have had
those same kinds of discussions. The Council is going to finish those up and
what they view - we have put together that draft based upon that collaborative
information and (inaudible) it does cover all the issues that have been discussed
both from Council and from you. So, the intent of that is to have this kind of
alignment for the ongoing success of the city. So, the discussion today and I did
hand out - I kind of presumed that the directors would have those, but if
somebody doesn't have, I have a few extra copies of you know, the whole
original mission, vision, the focus areas, (inaudible) and your individual
department ones. I gave each one of the Councilmen so you have yours. I am
not going to give up and give a speech, instead what I am gOing to try and do is -
I won't tell any sports stories today. What I would like to have us do is I am not
going to spend any time on the first page here, but I want to go to the focus areas
and those focus areas that were defined, that you defined last year and the
initiatives that were there, so what I would ask is that what I did hand out and
everybody should get one - I did hand out some potential, initiative updates that
basic under derived with discussions and some of them came from groups of you
and your input and also from Tammy and those are just potential ones. I believe
the directors and Keith asked the question earlier, he said well - he asked the
question at an earlier meeting, he said well how do we look at that and I said
directors have to be able to provide that input and recommendations with regards
to that initiatives to support those focus areas. Then there is that alignment to
the Council, buy into that? Does that make sense? You have a clearer direction.
So, I just handed out those four potential ones, but they are only potential and I
am hoping that the directors - if you see first of all we are going to talk of the city-
wide ones. So, with that does anybody have any input as you would look down I
would just take them one by one on ~-? Well, I guess I am not going to make this
presumption. Do you feel that there is a need to change those focus areas? I
take that as a "no"? I am hoping. I will say this I would hope that you don't want
to change them. I think that the dynamics is what - or the initiatives that need to
be there that you are keeping current with and the dynamics that help you to get
there. So, talking about the planning for community growth do any of the
directors feel that there are any changes to what is said there or anything that
you think that you would want to add?
De Weerd: Yeah, they are looking to add. Phil and I have talked about what my
potential additions would be so he already has that -
Stiffler: Based on what I have - actually it comes from Tammy and a little bit that
I heard from Keith, but actually Shaun came a little bit when we had the
discussion - I asked each one of the directors about economic development and
I have heard it from enough of the people and again, I just said commitment to
plan economic development positioning and execution. Not just saying economic
development -
Meridian City Council Special MeetinglWorkshop
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De Weerd: Deliver.
Stiffler: Yeah and so I guess to me for planning for community growth, even the
stakeholders and the citizens go are you really --? Are you just out there growing
or are you actually - have you actually made a commitment to the plan of
economic development? That is the reason and Tammy brought that one up and
so I - do you think that that is something that should be added into that focus
area? Bill?
Nary: I am wondering - I guess part of the focus that we talked about this last
year of each one of these focus areas was to be able to say from each of these
departments respective that they have ownerShip of that. We wanted to get
away from the old strategic plan that had lots of - specifically defined ones that
did this universally to all the departments of the city. I guess - I think economic
development is important, but it is different than the already initiative that says
follow up with an appropriate program policy (inaudible) this revolution is a
different animal. I know it is a different animal, but it is different than what we
already defined as there are various types of programs?
(Inaudible discussion)
Nary: Pardon me?
De Weerd: No, I was asking Shaun if he wanted to respond.
Nary: I mean I think it is important, but what I am just saying is can everybody
around this table in these departments say I have a role and responsibility and
ownership of that initiative and we separate it from the other two that is there. I
am not saying it is important. I am just saying that is this becoming more defined
and I guess just for discussion purposes are we getting back to more of where
we were which we felt didn't think (inaudible)?
De Weerd: I will address that in the sense that we have resolved over this last
year and probably since that discussion, economic development has I think
transcends all the departments and in service areas and in particular this year
with the discussion that the legislature about mill levies and budgets and how it
effects - certainly economic development helps diversify our tax base and it
becomes important to all of us and in a real stable economic base. So, for that
reason, but also as we started to more focus our efforts to an economic
development and we are getting more selective in what we want to be as a
community and (inaudible---) and those kinds of things and we have special
services and we have special marketing type of ramifications. It does transcend
and brings together ordinances or overlays and we have seen that at some of the
meetings that we have had at this point.
Meridian City Council Special Meeting/Workshop
February 16, 2006
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Nary: But again, I am not saying it's not important I am just saying why don't we
just add it to the one that is already defined, rather than separating it out as a
separate issue? Why don't we just add it?
De Weerd: I guess, Bill, my answer to that is that it is important (inaudible-~-) and
that is certainly an individual perspective.
Wardle: I would say that one of the things about economic development and it is
very esotery, it is this kind of a pie in the sky and from a management standpoint
it would drive me crazy to try and put a specific goal and task to that. If and I
guess I am asking more of a question about the entire process - if where the
initiatives are, if that outlines the focus for each director and each employee to
begin thinking about and planning for their activities within the city and how to
meet the mission and I think it belongs in the initiative. You can ask ten different
people at economic development and get ten different answers. The one thing I
think Meridian has the opportunity to do that I don't see anyone else in the state
or even in the country doing and that is to define what economic development is
to pinpoint industries, growth opportunities, job opportunities that we would like
and to go after them. So, I think we need to ask our employees and have them
ask themselves what they think economic development is. (Inaudible---).
Canning: One of the things I heard (inaudible---) is not just at Planning and
Zoning, it's the time that also (inaudible---) services (inaudible---) community
centers, more cultural arts and more job opportunities. Those are kind of also
not just (inaudible-~-) and I think that does (inaudible-~-) but -
Wardle: Let me just make a comment on that. I think community development
certainly (inaudible), but to make a statement to really define economic
development I think says something differently. I think people assume that - we
talked about things for the arts and open space and I think that people feel that
Parks Department (inaudible) for open space and that that is being done. I would
prefer to keep a narrow focus (inaudible-~-), but it says something different to me.
Stiffler: I guess what I am saying is when Tammy first brought this up in the
discussion and when the suggestion was to flip this economic development
initiative within planning for community growth, I think you have a chance to
stand out and I would agree with you, Shaun, you could stand out across the
country because people talk it and it does - if you read your initiatives that you
already have and I will appreciate Bill bringing it up, I think it does apply
throughout all departments and it transcends. If you are doing it in the way and
you have, you are not just going to be that city that said oh, we have an
Economic Development Department and it is the same 101 Economic
Development one and it is not (inaudible), but I think this and I think what Anna is
saying - I think I am saying it in the same thing - you can be different, be that
excellence by understanding that you put that initiative in there on Economic
Development and I believe it does impact fire, it impacts Parks and Recreation
Meridian City Council Special MeetingJWOrkshop
February 16, 2006
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and I don't know of a department in here that it doesn't impact. I think it should,
in the context that may not come out as a specific in your departmental plan, but
when you are doing anything within your departmental plan and then you are still
meeting the demands for services and follow up with the appropriate programs,
policies. Your initiatives that you already have there, you are blending in that
economic development right into it because it is under community growth. I look
at it as a citizen and I put my citizen hat on and I like to think that Meridian is
taking this kind of role and taking it into consideration with those other ones you
already identified.
De Weerd: So, it has to be (inaudible---).
(Speaker unknown): What it states now is a commitment to plan and why don't
we do some of what I have heard here - and there are issues (inaudible) define
economic development positioning (inaudible) in relation to our services provided
or the services provided because it becomes department specific. That is an
easy enough addition for us to basically look at their position on it because I kind
of go back to what we also had in terms of defining the statements that we had
and in the defining statement we had for planning for community growth was a
that a vibrant community accommodates and encourages growth, which leaves
economic vitality and sustainability. So, we made a reference there without really
going into economic planning, but if we define it then it helps us point towards
that other statement in terms of how we defined planning for community growth.
I know not everybody has it because it is not on the agenda, but I brought myoid
focus area and we spent a lot of time defining those focus areas and we put the
initiatives to them. So, I think it blends, but I think if we narrow where our focus
needs to be by defining that it might be more functional.
Stiffler: . I think also the definition that you actually set right underneath the
purpose of the focus areas and the initiatives and as Bill Nary said that you were
trying to get away from this whole hodge~podge of all the - you were trying to get
it down to that level - but you said working together as a department that you
guys did define that common goal and guiding road to provide, you know, the
whole entrance into it. So, anybody else want to comment on that? What I hear
Bill say rather than commitment, you are saying actually defining that?
Canning: Or maybe economic development plans within - city-wide or
(inaudible) department and then it doesn't feel like it's mostly just (inaudible----~-).
I think that is what we all -
De Weerd: That is what we are saying - it's not-
Wardle: Well, then let's - let me make a statement that maybe - I don't know
how you would fit it into the initiative - essentially the goal of this initiative would
be to take the department out of Economic Development, meaning that it isn't
Meridian City Council Special MeetingNVorkshop
February 16, 2006
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just one department's job to do this and how to structure that in the initiative and
planning for (inaudible-~~) -
Stiffler: Well, Shaun I guess what you are saying though is - well, go ahead Bill.
Musser: I think by putting (inaudible-~-) you need to define and not work with the
development of it. I see it from my end of it. In terms of my economic
development and whatnot, one of the key issues I have contributing to economic
developments, making sure that we have a relatively safe, crime free
environment, which encourages people to want to move in, build residences or
put business in place here and then we have an infrastructure to continue that
process. That is my key contribution and I can define that one out and now what
I do in terms of it? It's an excellent tie to where I am already at and keep up with
budget cuts that eventually are coming in terms of general funds or what am I
doing in terms of staff allocation to meet the growth that we already have so that I
have some planning in conjunction with that because people are going to ask as
they come into this town what do you have available and what are you looking at
down the road? I can give that. The Fire Department can give it. Parks can give
it. Planning can do it and I think it helps us define it more globally.
Wardle: Trying to take that just a step further, Chief. Your department is doing
some things that I consider more economic development and maybe you do too
and some of those (inaudible) classes for small business. The inventory
(inaudible-~~), your department is already doing a lot of things that we are not
telling people about. Not every Police Department in America does the things
that your department does. We can put those out so that when a business
community comes in and says you bet, Meridian has got low crime, a good place
to live, it is attractive, and in addition to that they are also progressive in this
area.
Musser: I would agree that the crime (inaudible---) last couple of years
(inaudible~~-) is close to (inaudible) and is our way of also saying here is the
town, here is what is going on in various sections because a lot of people want to
know that.
Stiffler: Well, when you said take it away from an individual - make it a city-wide
focus area as a city-wide (inaudible~-~) as you define as an initiative for the city~
wide under the economic development one, you are saying that it had - it covers
- each department then can respond to how they look at it and what their role
and what they are doing in support of that initiative. I think the one thing that has
been a mistake and again, I will put it on the citizen where the issue could come
that if they saw that the city says - somebody out here isolated is doing, you
know is looking at doing economic development and it is not, it is this little
department specific and it is not understanding the impact of the overall, you are
not doing the aligned position we are talking about. That has been a problem
with a lot of other cities.
Meridian City Council Special Meeting/Workshop
February 16.2006
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Wardle: I can give a specific example in this Valley of something that I know this
Council (inaudible--~) drives them crazy and that is there is a large economic
development organization that is supposed to be value wide and I think for a
number of years it was assumed that there was one organization that really one
individual is going to do everything and that was what we were doing as
economic development. It is currently being changed to planning - what I am
saying from an organizational perspective and it came out of Boise Chamber was
they created an agency that was going to do economic development and every
time they talked about it, they talked about one individual or a staff member that
was going to do everything and I think that if we put this into a perspective, the
City of Meridian has a potential to let that happen if we don't (inaudible) and say
it is not going to be one contracted employee doing everything and is not just
their responsibility.
Canning: I just have some suggestion for (inaudible-~-). How about make
economic development that opens to all city functions. Does that sound like what
you guys want?
Wardle: Yeah. Yeah.
(Inaudible discussion)
Canning: (Inaudible ---) development for all the city functions.
(Inaudible discussion)
Wardle: This is a working document, correct? I think one of the things that we
need to do is to (inaudible) to this. I agree with the Chiefs recommendation that
we define it. We take the opportunity for the department's to define what that
means and then in the next round of this, we define it. After we have defined it,
we then look at what -
Stiffler: I guess what I (inaudible) Shaun is that the first question would be is -
are these the four focus areas that you want to maintain (inaudible-~-)? Yes, city
wide. Then I go to the next segment is do we believe what needs to be inclusion
of for the reasons the discussion we just had an economic development
initiative? What I would suggest is that - that is why Josh is kind of taking notes
we can put down the thoughts with regard to that additional initiative. The same
thing we talked about, Council, we can then send these back out for the people
that actually take look to fine tune and finalize that as you did that says okay if
you really want an economic development initiative in there. That wording
because I heard define, I heard make, not all or those things that at least we look
at that to serve that purpose and I guess that is kind of on track and that is how I
look at it. But, I would like to get as much discussion as we could - I mean is
..~ ._.
Meridian City Council Special MeetinglWorkshop
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there anybody that has a dissension that thinks that economic development
should not be in that? I mean, Bill brought this up.
Borton: I could be in the center along the same lines as some of Bill's initial
concerns.
De Weerd: Birds of a feather, attorneys flock together.
Borton: It seems that and again (inaudible---) before, but each department _
initiative (inaudible~--) the services of the city playing for folks in economic
development it seems to be a natural by product of (inaudible) initiative whether
it's Parks, Fire or Police fighting the (inaudible) of certain services for the
department - that there being no services (inaudible) the natural by product is
economic development.
Kilchenmann: I hate to say it, but I agree with the attorneys.
Bird: I agree with the attorneys, too and write that down.
Stiffler: I am only a consultant, but I am going to disagree with you. Because the
only thing is that as long as everybody meets the current demands, does that
mean are you anticipating, are you position for the future or are you only saying
you are going to react to economic development or are you going to be proactive.
Again, it is a matter of - as long as you understand it, I view that if you want to be
different than the other cities, no different than you talked about earlier, are you
actually defining and positioning for that or are you being reactionary to it by
meeting current demands?
Borton: That could be changed; I mean your categories (inaudible) and use the
word planning instead of an initiative planning or something more fuller looking
before current (inaudible).
Nary: (Inaudible) coming back around, I think having an initiative is really the
focus of this, too, even though it says planning, but really what they are talking
about meeting current needs. There maybe needs to be an initiative that talks
about looking in that future and looking ahead and economic development is
certainly the engine that is going to make that happen, but I mean I like the
Chiefs definition or at least that discussion (inaudible) defining our roles and
carrying out the initiatives with economic development verses thinking a part of
all our functions. I mean, I don't know how Will makes some of functions you do
hit all of economic development. Our department is predominantly, at least from
a legal side, I can make that fit pretty easily. I can make IT fit pretty easy. HR
may be a little different, but I can say all functions of what you do, but I think if
you are looking at defining it - when Shaun said I think I could find a way to
make that work into "our" should be (inaudible) on (inaudible), more than just
saying (inaudible) on everything.
Meridian City Council Special MeetinglWorkshop
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Stiffler: Anna.
Canning: The only thing I don't like about define and just leaving it as define is it
is a very passive thing it doesn't define (inaudible~~~).
Wardle: (Inaudible) because if we are going to put an action as to what is
economic development (inaudible) that could change every day. (Inaudible) me
offering a cup of coffee to some one that may want to do business in Meridian,
yeah that is probably economic development, but we need to do more.
Canning: But the (inaudible) making it a two part one (inaudible) - this one here
and the next one being with the next year (inaudible)-
(Speaker unknown): I would intend to agree with you in parts on that Anna, but
defining something only remains as passing (inaudible) put the action in to it and
if you take on and know there is some additional responsibilities that you have in
order to move this forward and it asks as a tie to move us towards providing
services, moving on an organizational excellence and everything else. I think it
allows you that springboard, but we have to take it upon ourselves, number one
as we get that definition in and find that you apply it back in. Yet, we may not
always have the nice action when they are with it, but I think we really do after
what I heard Shaun say, we definitely need to define what it is that we do that we
can add to that because we are not going to slow down. We had that discussion
Tuesday. It is not slowing down for us. What could we do to help it in terms of
what is continued. That would be my (inaudible).
Canning: That sounds fine and it should be defined and take responsibility.
(Speaker unknown): I like that because it is our responsibility and it's our
responsibility to go past them, too, in terms of our Position Accountability
Statements. (Inaudible-~-).
Stiffler: Well, I guess what I would suggest is that we, I guess the (inaudible) - I
think the term that Shaun was saying and I think I talked with all of you is that you
want to be a city that is actually integrating economic development and the
planning you are doing, the planning for public - if you are looking at wanting that
to be integrated, part of the overall thing. As a citizen again, I would say, I want
that. I want that. I have sat in a couple of meetings on the economic
development side where Anna sat there and talked about - Brad was gone and
he had his representative talking, well what would be the impact if you did this
with regard to the infrastructure? At the same token, the chief over here is
saying are we going to look at - we are going to go out here north and we need
another fire station here and what we need to do. So, I guess that what I suggest
is that we will note this as - I propose that this wording that would make sense to
you with regard to understanding, I would be disappointed and this is a personal
Meridian City Council Special MeetinglWorkshop
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opinion. If you did not - I don't know that what was said there today really
implies what you would like to think, which I believe all of you talked about
integrating economic development as an actual part of what I believe this to me
is a little bit more reactionary. You are talking about being more proactive about
it and everything you do in your departments and your plan. I think that needs to
be there, otherwise I think you are missing the boat. You are like everybody else
then. I think you are. Yeah, but I guess if you continue to be reactionary, you will
be disappointed. I mean that If you are dis-reactionary, you become
disappointed I think.
Wardle: Here is the difference and I just think of a few scenarios of (inaudible-~-),
having (inaudible) business it certainly has. One of those areas that may be
overlooked is the Fire Department. You put large structures in the place and the
Fire Department is responsible for those structures (inaudible~--) inspections and
facilities and walk through to make sure they know what is going to happen. A
step further from economic development and made to make that connection
(inaudible) an individual manager or owner of that business, establish a
relationship so that they feel that Meridian, which you are not going to get in
other cities is a very safe place to be and make a connection with those
employees of ours and that is just one more step in the right direction.
(Inaudible discussion)
Borton: That is a natural by~product of providing service.
Wardle: Right.
Borton: The fire, for example is doing this as a means of doing his job and
providing service to the fire protection, if that then also has a consequence of
securing economic development. I think that would be a reason to have that
conversation in the first place.
Wardle: The difference is going to be in other communities where I have
(inaudible) is a truck pulls up, check the (inaudible) box, walk through the door,
we are here and then look around and then out the door and say is something
wrong? Is there a fire in the building, I don't know? It's more of a function of
having the (inaudible) - just using your department as an example.
(Inaudible discussion)
(Speaker unknown): I would add to it because it has happened - when St.
Luke's first came in here and the first time we saw the plans and saw that it was
going to be over six feet, I remember Kenny's reaction at that time.
(Speaker unknown): The first reaction is that if you have six stories or go higher
on this, we don't have a fire apparatus (inaudible) to be able to safely put out a
Meridian City Council Special MeetingiWorkshop
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fire on something that high, so they immediately starting working on seeing what
they could do with Boise and working on doing some, I guess, development
guidelines that keep things from being over that six foot structure until we can get
the big ladder truck (inaudible---). That is a perfect example because when St.
Luke's came in with a lot of plans and they move forward a lot faster, although
we (inaudible) and then everything continues to grow out there. It does have fire.
Strong: I guess I am going to look at this a little differently. It sounds like some
of the examples we are using is foundational and (inaudible) communities should
expect fire service. It should expect the sewer system and water to your house.
I would like to think it's sustainable to having a (inaudible) and really (inaudible---)
that cause people to want to move there, to start their business there and bring
their families there and live there. So, it is kind of a sequential thing_ It all
contributes to economic vitality because I look at this (inaudible) and we really
can address all those (inaudible) and basic foundations to choices that we can
make beyond as provided a standard service that everybody - I pay taxes and I
expect (inaudible---) 911 (inaudible) directly to my house. I want to be able to
take a shower (inaudible), but also I want to walk down the street and (inaudible)
Farmer's Market (inaudible) something for (inaudible) and things that (inaudible~-)
and describe that and the basics of those (inaudible--~).
Stiffler: Well, I guess to me, that is part of another (inaudible) as to why the
same area of functioning within your role should be with regards to vitality for
retaining, keeping businesses here and looking at other entities or economic
development is going to be because of all those dynamics you said and I think
that is why I come back to the idea that it is - however the wording gets defined
and it is understanding that economic development does impact everyone of
them. It is part of what - it's why businesses don't move out.
Stiffler: Well, I guess, again starting from the initiatives here, that would be how
you would modify or think you need to make changes in your department once
you make -
Strong: Well, because it trickles down to what we say about each of our
departments and we see that described and what we say to our departments.
Nary: Isn't part of what we are talking about around this table is the economic
development and it contributes to the city's long term vitality and sustainability
and I am not trying to say that we shouldn't have some focus of that - it shouldn't
be in other (inaudible) growth, but the community growth initiative should also
have some language or wording about you know instead of just saying meeting
current demands, but also anticipate (inaudible---) - more of anticipating planning
and aligning itself for those changes. The economic development piece of that is
given more with the city services (inaudible-~-) or available resources. Like the
Chief said, if we have a shrink in the general fund and if we don't enhance the
growth or the economic face of our city, we won't have very many of those
Meridian City Council Special MeetinglWorkshop
February 16, 2006
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resources. Is that a better location for the sake of trying to make sure that we
meet the future needs of the city, anticipate what they might be and try and plan
for that, but also make sure we focus on maintaining some economic base and
sustainability for our city?
De Weerd: Not necessarily, I think that is where you see Boise freaking out
about some of the trends they see happening is as they see their people moving
out they will see their business moving out and so community growth, a lot of it is
centered around your economic vitality (inaudible) and your economic
development and you know maybe development is the hang word here. I don't
know, I do like the clause that (inaudible) out of (inaudible) program. It is just the
challenge that Public Works and the Building Department, they had a large focus
on that this last year and they really embraced that aspect of how they are
(inaudible-~-) of (inaudible---). For different reasons other than service, for
different reasons other than resources - I don't know.
Nary: I guess from my perspective that this is diluted because the model we use
to create this initiatives and focus area was an integrated model that they all had
equal footing amongst each other. It isn't - (inaudible--~). Like I said (inaudible)
it is just a definition thing. Which one we put it in doesn't make it less important
or different. I guess what I am saying - I guess for me and for my department, I
don't have a problem putting it the page. I (inaudible) talk about where it would
go and if I put it in city services and available resources, it doesn't make it less of
importance or less of a responsibility on my part that it is there and not
(inaudible), it is just a different location. Like you said all of these were equally
important anyway.
Anderson: Yeah, I guess I have to go along the same lines as Bill is thinking. To
me we are splitting hairs. I mean whether we add the language in there or not,
everybody around this table is saying the same thing, you know economic
development is important, for some of our departments it is more of a livelihood.
(Tape turned over)
Anderson: -- let's get to the important things that we are here today and that is
talk about strategic planning in the future and not (inaudible~--) what works or
(inaudible).
Nary: I agree with Ron.
Kilchenmann: Me, too.
Canning: But it is not (inaudible). I think it is important to understanding exactly
what you mean by it economic development. (Inaudib'e-~).
Meridian City Council Special Meeting/Workshop
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Wardle: I don't think we are going to define that. My charge, I guess would be
my charge to the departments and to the employees to define what it means to
do your job. Then obviously, take action on what we can and help the city
develop additional resources.
De Weerd: Yeah, maybe then the discussion is just to acknowledge that it's not
a (inaudible).
Stiffler: I guess I also heard, too, and I am just trying to skip through it and I am
kind of like with Ron. I agree with that, but if you guys had identified that focus
area and planning for community growth and economic development and the
same things were underneath it to me, no matter whose terminology you would
have been saying community growth and economic development and you just
had your same statements. Then when it says meeting the current needs and
doing it, so be it. That in itself to me almost provides a clarification, but we could
sit here and (inaudible) length that community growth means economic
development, does it? In some ways.
De Weerd: No.
Stiffler: Well, see that is what I am saying. Tammy says no. What I guess is it is
inclusive of that. I think Shaun's point was like - the point I hear what is saying is
that's what you guys look at or is that part of your responsibility? So, I guess the
question is do you want to make any changes to that? Because that is part of
the strategic plan, you (inaudible) define the focus areas and you say well that is
part of the process. Brad, you haven't had a chance to say anything.
Watson: No, like the Mayor said this is such a focus of what our department
does and I don't object to it being in there because sometimes I do (inaudible~-~)
and they don't think about where that road is and what type of road, but as soon
as they (inaudible--~) is great, but they don't understand how that got all the
(inaudible--- ).
Kilchenmann: I think (inaudible--.) to remember that sometime we need to be
going for quality, not quantity. (Inaudible---) kind of quantity and build our city full
of junk and call it growth, but that focus on quality. I like that concept, but maybe
just changing that overall, the subtitle of the focus area, planning for community
growth and economic development and leaving the bullet points the same. That
might be a compromise.
(Speaker unknown): That sounds good. Let's move on.
(Speaker unknown): Okay, let's move on to number two.
Canning: I like that idea. I always thought (inaudible) too much like (inaudible)
by department.
Meridian City Council Special MeetinglWorkshop
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(Inaudible discussion)
Stiffler: Okay, number two, providing city services with available resources.
Again, that may be already said - that whole process that was put in here, but
that was only related to understand ~- actually Council's got part of their PAD's
and talk about the same strategic positioning that you have in your PAD with
regard to mine. So, I guess to the directors or any of the Council should see if
there should be any changes to that. I am not suggesting that it has to - it may
be part of the whole process, I am just saying that - anybody?
(Inaudible discussion)
Stiffler: I am going to assume on the second one there is no change, okay? On
the third one, I know that I had heard from some of the Council and he is sitting
here, too and I also heard from Charlie - I have also heard it from part of - we
talked about having to do with kind of that management succession as the city
grows. If that is already covered in your view and you understand that, when you
do it you are doing it in your departmental. Right now on the PAD's for the
directors, I think all of you have a succession issue in there. So, if that is - just in
sharing that - that is part of why I am in the discussion - the Council whether
they now realize and understand how that too fits into that. But, I guess this just
in issue that the city is going forward, so the view is covered by that.
Kilchenmann: (Inaudible) of talent development to me is just a fancy way to say
(inaudible--- ).
Stiffler: Okay. Does it cover the succession issue? Let's go to the last one that
Stacy is going to be positive about this one - so if Stacy can speak to it -- it
actually comes from one of the ones I have discussion that I have had with you.
Kilchenmann: Maybe that's why I like it.
Stiffler: That is why you like it.
Kilchenmann: No, actually what it does is it puts more of the planning in this one.
I don't think it's in here. We have financial responsibility and we have - having a
sound accounting system and a partnership.
Stiffler: Any comment? It actually goes a little bit Shaun this even went to a little
bit of something that we talked to earlier, a little bit about symmetric, but also in a
more longer term basis because Stacy in discussion we had, we need to look at
some of the issues sometimes it is just strictly to annualize, there is not that real
forecasting.
Meridian City Council Special MeetingNVorkshop
February 16, 2006
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Kilchenmann: Well, actually doing it -- we are just not - I think we are spending
enough time talking about it.
Wardle: Let me ask this. If we are going to talk about forecasting, then I think
we need to (inaudible--~) in a assertive and accurate manner. I know that Stacy
and what she does will forecast (inaudible---) to someone say like me and my
business model. I am not a very conservative forecast. I forecast very, very
aggressively so maybe set a stage and say if we are going to do this function,
which we are, we are going to do it in the manner the city does all (inaudible-~);
be conservative, be accurate and get the best (inaudible).
Stiffler: Well, I think the reason and actually this wasn't exactly or what was part
of the discussion we had and actually Tammy and I had - the reason we put that
forecasting model through this (inaudible) contingency planning and decision
making that that would have to include those models if you have that
conservative or contingency issues, those all came from elements that -
Bird: Shaun, you are right you need to be more aggressive, but you are playing
with your money, not with the tax payers.
Wardle: Well, that is what I am saying we are going to forecast in a conservative
manner and because I know some government agencies that forecast enough
non-conservative or even an non-conforming manner (inaudible-~-). Drives them
crazy.
De Weerd: That is in private business.
Wardle: I have seen it in government. You see some federal program
(inaudible) -
(Inaudible discussion)
Kilchenmann: (Inaudible--~) numbers come from everywhere, like Brad and it's
something that we all do and the information is (inaudible)-
Borton: Just one question on the wording - is there such a thing as finance
forecasting that is not (inaudible)? I know the answer to that.
Stiffler: No, that is a good point.
Stiffler: I guess what I - can I say that to you, though? I will say this and Shaun
you might relate to it in the business you have, you'll have a financial forecast
that is done because it is based upon historical data of growth and not related to
the reality of the growth and forecasting -
Meridian City Council Special MeetinglWorkshop
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Kilchenmann: Well, I think they are (inaudible). I mean ours is a lot just
(inaudible).
Stiffler: Sometimes businesses or departments might be able to forecast based
upon a historical side. To me as long as you know what it means when you are
looking at it, you take the (inaudible) - so it's development review ongoing
financial forecasting (inaudible)_ Is that okay then, everybody?
(Speaker unknown): I am a little hung up on it in that I am not an accountant or a
marketer, I am a (inaudible) cop and you tell me how much money I have got to
spend and what we are potentially looking at and my job is to try and provide you
some resource management in terms of being able to apply that or bring it in.
But, I will be the first one to say I don't know how to do a financial forecast model
and I don't want to learn at this stage in my life. I rely upon finance to provide
that for me on it, but I will take the information and I have got access to be able to
do other studies and that is one of the things that is already in my PAD to do
some stuff.
Kilchenmann: It's like do you tell because like when you tell them what your
(inaudible) management plan is that is part of it. That is part of it.
(Speaker unknown): Right, but I provide all of that to you, but I guess I am
getting kind of hung up on decisions in terms of what you are saying to me that I
need to do in terms of financial forecasting. I can give you the (inaudible--~).
Stiffler: Let's just make sure we are still consistent with - this was an initiative
city-wide, which - that when it turns around to Stacy she has got a responsibility
to having role up all that data. Each individual department has a responsibility for
providing part of that and the soul it takes to do that.
Wardle: I guess one of the things that is the total responsibility (inaudible), which
it will. It should be city wide.
De Weent Yeah, maybe it's already under a (inaudible---) financially
responsibility.
(Speaker unknown): Yeah, and that is kind of the way I took that when we put
that one in last year. That's when my job is to make sure that I am in line with
what Stacy has available, what she is forecasting now and in the parameters of
what the Council and the Mayor has said on where need to go. (Inaudible---)
anticipated (inaudible) planning and (inaudible) because she provides part of this
discussion you said about being is not the issue to try and put words or change
as long as you are on the same page with it, the discussion goes on so nobody is
misreading what it is. So, my view is given that discussion right there. I don't
think you need to add anything to it.
Meridian City Council Special MeetinglWorkshop
February 16, 2006
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(Inaudible)
Stiffler: Well, you actually have it in your PAD. It is in your PAD. You have a
thing on financial forecast. It's actually what you guys discussed originally.
Strong: Is it a public trust that if your paying taxes and you are providing service,
it is like you trust the local government to provide that (inaudible) that is a public
trust and that is public trust, so (inaudible) effectively, so as a financial
responsibility and making a good decision - it is more than just financial
responsibility, it kind of comes back to that. Really what we are protecting with
the stewards is the service that that community expects, continuing year after
year. We manage it in such a way that we can do that. Actually, last year in your
first initiative, I think you very much covered that.
De Weerd: Phil, the only thing that I have in this one is in the first initiative. I
would like to add three words. It says participate in public involvement. My
recommendation is participate in accountability to public involvement outreach
(inaudible). So, it is not only participate, but you are also accountable. I think
that is kind of one of those things that we have all worked through in the past and
one of the discussions almost impeach meeting that PAD at our quarterly review,
it is really what is this and it is accountability, not just this (inaudible), but to the
process of communications to a number of different things as it evolves
individually, but I guess by adding these three more words, participate and
accountable to or whatever helps to clarify some of that.
Musser: Well, I know where you are going here, but when I read the definition of
stewardship, (inaudible---) it doesn't have these unnecessary (inaudible) but
(inaudible) and stewardship of trust which it states right there, we are
accountable with public trust.
De Weerd: But, Bill I have gone through these quarterly, I have seen that that
needs to be defined every time. So, if we can define it in an anticipatory way of
even a public looking at this, it just helps to define it. I don't mean just add words
because it has come up more than once.
Stiffler: Anybody?
Nary: Can I back up for just a second on the session on the proposed for an
organizational (inaudible)? Does mentoring mean that for everybody because it
doesn't necessarily mean (inaudible---). Is succession planning is different to me
than mentoring. Mentoring to me is being a good leader and sometimes being a
good boss or coaching and guiding and those types of things. But, succession
planning is a little different to me anyway and I don't know, it seems like we went
by that fairly quickly, but I think succession planning because of city sustainability
and long term totality is important. Now, we don't necessarily want to always
have to go out in the world and look for every job that we have or every record
Meridian City Council Special MeetinglWorkshop
February 16, 2006
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that we need, every time. I think it's positive reinforcement to try and to think that
part of our focus and whether it is just adding in for that line or making (inaudible)
or something it doesn't matter to me, but I guess I just didn't see training and
coaching a (inaudible) the same as a succession of planning or (inaudible---). I
don't know, maybe everybody else does.
Bird: (Inaudible---) is that guys (inaudible---).
Nary: It may not always fit and you may not always have the personnel that is
necessary to do that, but I guess I just think they are different concepts.
De Weerd: And different levels, too. It is not just you, its (inaudible---) someone
that is being trained and -
(Inaudible discussion)
Wardle: When you talk succession planning, that to me doesn't always mean a
term, for example you have an employee who is a great employee and you can
bring that person up and you don't have anywhere for them to succeed and so
you help them find another position out in the world. However, if you ever leave
your position, that is the first person you are going to call is that individual to
come back and step into that role. So, it doesn't always have to be the only
availability we have.
Kilchenmann: (Inaudible---).
Canning: I kind of like the idea of maybe adding a little bit of that into that
sentence where it talked about positive reinforcement (inaudible--)_ Maybe you
could put it in the (inaudible) work environment and that makes employees make
(inaudible--) and success (inaudible) and it proVides opportunities for (inaudible),
not that you have to have it, but it provides those opportunities.
(Speaker unknown): I like that.
Stiffler: I will tell you that you need to recognize it because when you have a
small department - like the guy that goes into Parks - if so and so leaves, we are
out of luck then your job as a management leader (inaudible) that is part of the
responsibility (inaudible--). I think the (inaudible---), I think that addition is a good
one.
Canning: -- and proVides opportunities for management (inaudible--)_
Stiffler: I think it might work (inaudible) within the sentencing (inaudible) but I
think the intent is there (inaudible--).
(Inaudible discussion)
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Canning: Well, I can't think of -
(Inaudible discussion)
Stiffler: It is in your category of your focus area of organizational excellence. I
think it's already in that category and you are talking about that ongoing in your
focus area and it has that opportunity (inaudible) the growth and that succession
to meet those needs so it does fall in there.
(Inaudible discussion)
Stiffler: The thing is there still are changes that I need into words - I guess kind
of pushing through this because we do get a chance now to talk about each one
of your departmental updates is that you could still, the final words and that word-
smything a little bit, you are not changing that much, you can end up doing.
Because I think the work that you did last year on defining these focus areas, I
think are very good and the idea of laying them out and keeping the consistency
of the city-wide and then drawing it down, it does allow that to make sure that you
are doing an execute and get it done. So, I don't want to get away from that.
Musser: Being my usual (inaudible) I appreciate where Anna was headed with
hers and going from there, but based on what Bill kind of said, I kind of took it as
an enhanced employees skills potential session (inaudible--). As managers
primarily the main things we have impact on is ability, not much desire, but we
have a good workplace where they are stakeholders then the desire will come
(inaudible), but it will provide the training, the coaching and then mentoring and it
makes that potential (inaudible) then - that is just-
Stiffler: Actually for what it is worth, I think that is saying what you were saying -
enhance an employee, opportunities for success and through that training
(inaudible) that seems to cover the whole thing. Okay, moving on_ Since the
Mayor is gone we are skipping - oh, she is back. This is - given those retention
and I think Stacy and Ron said let's get forward and talk about what has to be
done or planning or having it done in discussion, is that that is kind of an
opportunity based on (inaudible) but here is a chance for Council and leadership
for you to talk through those areas within your actual departments as you
identified those in order to be needing those overall, at least your department
initiatives. So, Tammy, I don't know if you want to go first, since you are the first
one? (Inaudible--) update from the Mayor's Office with regard to --?
De Weerd: No, I don't need to anything else.
Stiffler: Well, we are talking about all the things you have to do - you are set?
Meridian City Council Special MeetingNVorkshop
February 16. 2006
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De Weerd: I am more than set. I know that is not what you were looking for, but
it is all that I can give you right now. That is all.
Stiffler: I like the answer.
Kilchenmann: I do too.
Stiffler: I only want to make one statement. I do want to make one statement. I
have heard from all of you of leadership and I have to say after talking with the
Council, I would hope that if there are any concerns that you think that is Council
on the same page we are? Are we looking at it - this is part of this alignment
thing so here is your opportunity to have that discussion, so whether it may not
be written here, now is the time to have that discussion. I am looking at the
Council President. That is part of the reason you are here today, rather than to
go back and leave and say oh well, I am not sure we are on the same page.
De Weerd: Well, Phil, mine are pretty extensive and they flow into many of the
others. I could spend time on this, but really I think it - I have more opportunity
at least in reading with Shaun, reading with the other Council members and I
have that dialogue, so I would like to confirm my plan to you (inaudible---).
Wardle: And another thing I am going to say about the Mayor's Office is that I
know personally and I know the other Council members utilize the Mayor's Office
as to staff to ask (inaudible~-~) as communication director and I have (inaudible)
would like to begin to do that economic development director so in that sense I
think the Council will be working hand in hand as we do with other departments,
but just to (inaudible---O.
).
Stiffler: Well, it sort of is, though even though in the communication internal!
external because it is in her pack and even in Tammy's pack, she has done that,
just what you just said and Shelly's role, it is time (inaudible). Does anybody
want or need to take a five minute break? Anybody?
Anderson: I have a question. Are we on these departmental initiatives, are we
covering the things that are here because a number of these things that are like
on the Fire Department, we accomplished now, we are ready to move on to new
things. So, are we here to talk about the stuff that is on here or talk about new
directions?
Stiffler: I think that the new directions, Ron, you said this is gone, this is gone,
this is gone and this is where you are headed and you want to get that kind of
discussion - that is the whole purpose of it.
Kilchenmann: Yeah, and you inherit this.
Meridian City Council Special MeetingNVorkshop
February 16. 2006
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Stiffler: So, Aspire On wanted to be first. In the expeditious nature of the Fire
Department let's get the fire out and let's get going.
Anderson: Well, I guess on the first initiative that maintain and enhance current
service levels. I mean that could involve hours of discussion in itself. We just
completed Station 4 out there, moved into it last Saturday, but Meridian is
continuing to grow in all directions. So now the dilemma that we are faced with
at this point are where do we head next? Do we build another fire station? If we
do build another fire station, do we build it in the north planning area? We have a
piece of ground that has been donated up there on Linder Road, (inaudible) on
Chinden, about halfway between Chinden and Ustick or do we go to the south
west corner of the Rural Fire District because the Rural Fire District has been the
one who has been fronting the money for the city to build a fire station. The last
two fire stations have been paid for by the Rural Fire District. Their desire is to
go into the south west corner of their district because that would help their
patrons a little bit more (inaudible). The city is also faced with an issue that
because of the size of the building and the size of our community, at some point
here in the not too distant future, we need to start looking at a big (inaudible) of
things (inaudible---). Because that makes a big difference when it comes to our
insurance of ratings and where the City of Meridian is a Class 4 in the Fire
Department right now and the areas where we are taking the biggest hit in that
rating process is the fact that we don't have a ladder (inaudible) and so that
needs to come into discussion at some point here in the not too distant future.
The other, I guess, issues where we are lacking is in training facilities here in
Meridian. We have done the last recruit test over in Nampa, but the fact that we
don't have any training facilities in Meridian itself that also gets taken into
consideration in our rating process, so we (inaudible) because of that. So,
knowing that we only have "x" amount of dollars to work at, we have to figure out
okay what is the next logical step? Where do we go? Is a station? Is it a ladder
truck or is it a training facility or if it's a station, where do we go? How much
money do we have? How do we address those other concerns? So, do we
layout a long term strategic plan that says we will do this in two or three years
and this in another four and five and fifteen years we will build into these things?
Those are the kinds of issues, I guess that we need to talk about and I wish that
we had more time. I mean, I could provide charts, graphs and all those kind of
things, but we really need to have those in depth discussion between the Mayor,
the Council and our partners in the Fire Department and that's the Rural District
Commissioner. So, at some point I would like to maybe set a meeting with you
guys where we can talk about those things in depth and maybe we can
(inaudible) where they want to go and what they are willing to (inaudible) about
what the city wants to do also.
Bird: (Inaudible---) and that meeting (inaudible---) that does need to be done
before we start (inaudible---) and see which direction the Fire Department
recommend (inaudible---) -
Meridian City Council Special MeetingNVorkshop
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Anderson: Yeah, we would love to do that before we jump into the city
(inaudible ).
Wardle: Let me ask you this and I understand essentially where (inaudible---)
service in two stations and so we have to make some choices. Do we currently
have the facility of (inaudible)? So, we don't have to recreate something?
Anderson: No, we did put a little bit of thought into the stations, the ones as we
have been building.
Wardle: I am just making sure (inaudible---).
De Weerd: You know, I guess, this goes back to a discussion that we had earlier
amongst elected officials and the matrix verses visualizing and you know the fire
rating is (inaudible) rate, but as we had the discussions on the ladder (inaudible)
or the training facilities in the past and then recently you and Keith had a
discussion with the issue and it's how we can best partner and maximize the
current assets that (inaudible) this as well and maybe it is how we can integrate
that into a rating system in showing how through partnering or (inaudible) or
collaborations, partnerships we are meeting it, we don't have to own the ladder
truck, but we have a give and take with other departments or through really
(inaudible) partnerships so those are the kind of things also we try and take care
some of this through the Capital Improvement Plan and that's that forecasting
that talked about earlier as well. So, as we approach that partnership meeting
with the Rural District, it's also taking all of those different pieces and parts in
consideration as well. Is it necessary because of the community that we are and
what we have right now to have a ladder truck? I don't know. (Inaudible--) for a
fire rate. If in the fire rating we can show that because of collaborative efforts
that we have made that we don't need it - we actually have it even though we
don't own it because of a partnership. It is looking at it in terms of different types
of (inaudible) and not necessarily all ownerShip. I guess the best way to really
emphasize that is we don't own those fire stations, well -
Bird: We own two of them.
De Weerd: Well, we should somehow - that's by paper, but it is through a
partnership that we are able to even do that. So, that (inaudible--) discussions
(inaudible--) need to also capture.
Anderson: And I think those are all good discussion points if you would like to
throw all that out on the table and try and figure out priorities. The other thing
that I think is going to come into play and not just with the Fire, but also with the
Parks and Police also, but I think we are missing out on a great opportunity right
now with impact fees. I think we have drug our feet on that for years and there
has been a good solid few years of (inaudible) down in Meridian and we could
have been capturing impact fees on new development and we are behind the
Meridian City Council Special MeetingNVorkshop
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boat considerably and we have all this need now for capital and yet, we haven't
put those in place and we have some Park impact fees, those are probably low
compared to other cities, but we can use impact fees for other things, not just
public safety and building police stations and fire stations and purchasing fire
trucks, we are missing out on that everyday that goes by. I know there has been
an effort to really get RFP's here recently on a consultant, but we are losing out
everyday that goes by.
(Inaudible discussion)
Wardle: One of the things that I look at through - from the Fire Department is
that - we talked about this and I have got two economic development impacts
and I think at that without a ladder truck we are limiting the height of the buildings
that could be built and in a consideration that I don't know if we thought about
yet, but how tall is City Hall going to be? Man, are we going to limit the height of
our building because of the restrictions that the Fire Department has?
(Inaudible discussion)
Bird: Well, you know Shaun the thing is in (inaudible), sure we want to have the
(inaudible) rating we can. I have called five insurance companies and four of
them look at your rates, the other one could care a less. I want to have that
number to rate - my insurance company has to be one of the (inaudible).
Stiffler: I guess one of the things that I appreciate with Ron's discussion and this
comes back again from talking to all of you is I heard from Council (inaudible)
said look we don't want to just go have a workshop or sit in a session and just
recording on here is what happen in the Fire Department. I hear from the
directors and Ron is saying, look have the kind of meetings and you know the
strategic direction and what are those impacts, whether it's impact fees, the
ladder truck, the capital improvements and to have that kind of discussion so you
have an idea of direction and consistency and I think that is why some of the
topics that you bring up today, the intent and purpose on that would be to have
that meeting before you are meeting with the Rural so that you have got a fairly
good common ground that impacts all of them? Am I incorrect? I mean that is
kind of what I heard?
Anderson: Yeah, and I mean it could be a meeting a head of the time or it could
be a meeting that we just go in there - I mean I am not opposed to - I am going
to layout the options. I am going to tell you as a Fire Chief what my
recommendation is, but then I do need the direction from you as yes, we want
you to head this way because that also tells me that you are behind the
commitment and you are going to tell me (inaudible) direction that you are
probably going to support that financially and (inaudible--) but without that I could
head all the direction I want, but without you guys saying yeah that is what I want
you to do, it's pointless.
Meridian City Council Special MeetingNVorkshop
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Stiffler: I mean that is why I am bringing that up is that I felt from each one of the
directors and it's kind of like how do you facilitate? I think the idea is that I saw
some of the Councilmen shaking their head. Charlie here today said the same
thing and I know can talk (inaudible) Brad is if you come in as you just said, look
Council I want to sit down with you, here is how I see the lay of the land, here is
my recommendation based upon this, here is going to be the things then you
have a feel for that and everyone of you on that. I guess that is kind of why we
are here today about that alignment is that if everybody is on the page and say
okay then you are calendaring and scheduling that from the right use of time to
accomplish that so you have to have that direction and know where you are
going.
Strong: Well and I think we are all here, too, so that particularly as we moved
forward to budget, as we make decisions I think we all have to agree kind of with
the priority of those decisions because I could sit here and say that the cost of
the ladder truck (inaudible) neighborhood park and we could go back and forth
on that. But, if we all agree on the priority that the ladder truck needs to come
first or the park needs to come first then we (inaudible---) and it's all heading
down the same path and nobody is in opposition. So, the big part of what we are
doing is all understanding what our priorities are as a city, not just as individual
departments.
(Inaudible discussion)
Anderson: I think it is a multi-step process. I mean first we have to be able to as
individual departments express the needs to Mayor and Council then we do have
to do a prioritization city-wide. You know, is the priority this year going to building
a new fire station or doing a park and weigh all those things out or adding a
Police Officers or whatever it is because otherwise we get into this (inaudible)
one another interdepartmental wise and that is not (inaudible---). I don't know
what the Park's needs are. I don't know what the Police Departments are. I do
know what the Fire Departments are, so (inaudible---).
Stiffler: I think that is the benefit right now, you get out on the table what you are
doing, Ron - here are some of the issues and if everyone in the department, the
people go through this and lays out and gets some of those things that are out
there on the table then that needs to lead to it and it should be preliminary, too
and that final decision is allocation and resources.
De Weerd: Well, I guess it's to allocation and resources, but I guess the stresses
the importance and priority of getting that impact fee evaluated and done, but it
also again underscores the importance of priorities. Doug stated it will buy a
neighborhood park. It wilt buy a neighborhood park every single year, but you
have to remember the ongoing costs associated with that. So, if we only have
ten buildings that you realty need a ladder truck for or (inaudible) it links with City
Meridian City Council Special MeetingNVorkshop
February 16, 2006
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Hall. If the partnership qualified for the Meridian purposes and those are the kind
of things that need to be evaluated. If eventually because of changes in design,
expectations and standards we will eventually have 20 buildings and that makes
sense and that Capital Improvement Plan and that impact fee is going to be
extremely important and it is something like that today if we implement that safety
impact fee, that is something that definitely will be (inaudible) capital wise, but not
ongoing expense wise. That is yet another long term -
Bird: You know when you said (inaudible) Mayor Tammy, we not only need that
as long as we are letting these houses get so close, the two-story houses and
stuff, there is no way where you have a four foot setback on each house, but you
would expect that you could get a ladder up to it. So, you have got to have
somebody up on the roof fighting. Same way with these long buildings. I mean, I
don't know how many people have worked off of an extension ladder, I have
worked off of them for years - eight feet and you when you are trying to go up 36
feet doesn't (inaudible--). So, there is not only - and I agree with you, you have
got to (inaudible) what we need within a whole city, not just (inaudible---).
Stiffler: Ron is there other issues - are you going to be able to kind of do that
summary right now, kind of where you look?
Anderson: Yeah, I mean I can finish going through these things - the implement
of the event's life support and into the Fire Department, I think that is pretty much
completed at this point. We had the paramedics recruited, hired with protocol
(inaudible) state (inaudible---) and got all that equipment purchased and ready to
operate as (inaudible---) right now. I tried to keep you guys pretty much informed
through the monthly reports as the progress happens on that so I (inaudible---).
That one I would consider we could put to bid. The only thing that I would like to
mention there is there will be ongoing training expenses for the paramedics as
well as ongoing ALS supplies that will then (inaudible) and we will see those
things in the budget (inaudible--) Stacy and those things were listed in our capital
this year (inaudibleh) that will roll over into the ongoing operational part of the
(inaudible) department too. Improvements in our training program - this I guess
is an area that it would kind of roll into some of that same discussion, but not only
trainings - training programs, but we have to look at facilities and where we do
training at and things like that. There are things that we have to provide ongoing
training that we are required by law and some of our Police Officers have to have
proficiency in firearms and things like that. We have to provide ongoing
(inaudible) training so there is material, supplies, facilities and all those kind of
things. We are trying to work through partnerships, elaborations, like through
BSU, for example trying to get a fire science program at this BSU West Campus.
One of the things that we are talking about with BSU and with the other Fire
Departments within the Valley is putting in basically a virtual classroom in the fire
stations and that way they could have an instructor who might be teaching at
Boise State and that could be telecast throughout the entire Treasure Valley or
even the State of Idaho for that matter. They could be in an interactive
Meridian City Council Special MeetingNVorkshop
February 16, 2006
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discussion with their instructor. Another thing that that will allow us to do is keep
the crews in service in their area in case there is a call, instead of taking them out
of service to do the training. That could be expanded, I would think (inaudible---)
training and maybe even some city-wide training stuff. Provide coordination and
innovative public education programs. You guys hunted a part-time public
education specialist for us last year and we got that individual hired in about May
of this year. She has just been a novel job for us. She is going gangbusters.
She has creative partnerships with the Meridian School District, with the local
hospitals, with the assisted living facilities, nursing homes, senior centers and we
are doing more public education in the Meridian Fire Department within the last
seven months than what we probably had done in the last five years. The more
contact she makes, the more work load is putting on the department, but it is a
good kind of work load. It is the kind of stuff that we are talking about, getting out
and reaching the community. So, we want to continue to expand that program,
so we are going to be asking you on that position as a full-time position, not a
part-time position because the gal that we have that is working there now is great
and she just doesn't enough hours in the day. She is constantly saying do you
mind if I put in more hours? I say, I can't pay you more hours. I don't have it in
my budget and she says well do you mind if I volunteer? I say you can't
volunteer (inaudible---). So, I am in a catch 22 situation. She certainly has the
ambition and the desire to want to work more. There is more work there to be
done, but we can't do it without (inaudible) time for the position. Then improve
the departmental communications. I think we have made some tremendous
strides in doing that, but we have got a long ways to. We do monthly staff
meetings. We put out minutes within 48 hours of those staff meetings.
(Tape turned over)
Anderson: We have reformatted the monthly reports instead of just a one page
that has had a bunch of numbers on it. We tried to make that read more like a
news letter for you so that you could understand the events that are going on in
the Fire Department and then we put out a quarterly news letter that we send to
you guys also. We also send that home to all the spouses, too, because a lot of
times the spouses don't get the word about what is going on at work and all the
activities that are being conducted by the department so we are trying to make
some strides there. Those are also posted on our website (inaudible---). So, that
is kind of a review of our initiatives.
(Inaudible discussion)
Wardle: Well, just one thing here real quick. Ron, if you could just also send us
those cost estimates. They are great reports and (inaudible---). If we want to
take a break here real quick, Will has got lunch ready so we are going to work
through lunch, I assume? If everybody wants to line up, get some food and then
we will get back to work.
Meridian City Council Special MeetingNVorkshop
February 16, 2006
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Stiffler: Excuse me, the next director that has finished their food who wants to
follow Ron, I guess go for it.
Wardle: Just a qUick announcement also, both Joe and I have some meetings
and so our timelines are going to be (inaudible) so if we could (inaudible).
Stiffler: Ron, did you have anymore?
Anderson: Oh, yeah, I will go ahead and do some more. No, I won't.
Stiffler: So any volunteers for the next - Bill is going to go.
Musser: I can go ahead if you want me to. In terms of where we are at with
growth participation, which was our first one we are tracking and looking some
things right now to finish up on that in terms of staffing, our capital that we are
going to be looking for replacements on it in terms of vehicles and that type of
stuff. We are hoping to get some information in from our records management
system, be able to dump it into our study that we have ongoing at this time. So,
we can finish that. However, I have got three other new little curves that have
come in since then and I will address those as we get into some of the other
stuff. We do (inaudible) non-patrol staffing needs is in process now and we are
going to have non-patrol staffing that we need to address in this upcoming fiscal
year, so that will be part of our enhancements that will be coming forth as well.
The contingency plan is limited to no staffing increases. It is in progress and I
am waiting to see what comes out of the legislature and hopefully we will have a
better idea as we work through March is that we are going to have to adjust in
terms of - as I work through property tax issues down here. Tracking for
alternative funding in progress as well - I know we have got at least two grants
identified at this point and each one of the lieutenants have been asked to have
at least two apiece, so we are continuing to look on the funding sources. Some
of that may take us a little bit of time because we are just now getting in the
funding cycle where the state is receiving information (inaudible---) available to
us so we are still waiting to see what else we can pull up on that. We have an
issue (inaudible) for all personnel at this point and kicked in and we have the
PAD's completed down to the (inaudible) level and they are getting ready to
initiate from (inaudible) on down into the regular staff members so we can keep
moving fOlWard on our coaching for performance. Providing mechanisms to help
ensure fiscal accountability remains ongoing and that one specifically addressed
some things that were included in (inaudible) PAD's in terms of how they report
back, where they are responsible for on their budget lines and that type of thing.
So, we are looking at well ahead on that one and then ensuring the open
communication of the public, other agencies and other departments has been a
big ongoing one that we are continuing with in terms of just meeting with other
departments, my activities as a Chief with the city has expanded out and I will be
the President of the Idaho Chiefs Association in - well, basically I take over in
2006, but mostly for 2007. So, that will keep me busy there and I am relatively
Meridian City Council Special MeetinglWorkshop
February 16, 2006
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active at this point with a lot of legislative stuff that has been going on through
that association, working with the Sheriff's Association as well and then passing
that onto the lieutenants too. John remains real active still in things related to
traffic issues. Bob has been doing a pretty good job for our public information
officer; Shelly hasn't had to slap him too many times at this point.
(Inaudible discussion)
Musser: Then with Gene Treckle we have got a real good working relationship
still with the other departments in the Valley and then over in Nampa in terms of
our investigating division communications remain open there and a lot of the
things that we are sharing with and working on in terms of cases throughout the
Valley, with the exception of white pick-up trucks, which still remain (inaudible).
So, I think we are pretty much on track with most everything we had in terms of
initiatives. Some of these will remain ongoing (inaudible) over the next couple of
years, but I plan on having stages that we are going to be looking at so I could
report back when I have that information available for Council with the budgetary
process (inaudible). Now, as far as new things that tie in, growth anticipation
number one for us - I am tracking what probably is going to be three significant
capital expenditures that we may have to face over the next couple of years.
First and foremost being is trying to figure out what we are going to do in terms of
fire arms for (inaudible) for the City of Meridian - where Boise City, they typically
don't have one we are just finding that they have some access to it, but it only
may be available for about a year and one half on the old association (inaudible-)
purchased by individual officers from Boise City. The county range is closed as
of February 28th so we won't have that available and we are looking at some
alternatives for firearm restraint. The other one is as we grow and then looking at
where we are potentially heading with staff meetings and looking at the
expansion both through the northwest and potentially the south, depending on
whether or not Kuna starts firing cannons at us - it is going to continue to have
me come forth with increases of patrol staffing and looking at the space we have
right now on the lower floor of this department. We are potentially looking at
doing an expansion just the patrol section of the building here. So, I would like to
have something for down the road, probably get by for the next couple of years,
but something that I think we are going to have to look at and start the planning
and set in sight whatever ideas we have for that. The third one in front of you in
form of enhancement for this year is that we need to make an expansion on the
animal or the dog pound that we have currently because we are already at
capacity at most instances, we don't have a whole lot of room for dogs if they
come in especially as we get our second (inaudible---) process and just trying to
get that (inaudible--) done. That one is going to be a significant need. However,
because of the building construction out there with (inaudible--) ours will be
(inaudible--) down a little bit, but we will probably need a little bit of some
expansion there and also seeing (inaudible) we might be able to utilize that one if
it is existing. The old concrete building isn't the worlds best, but it has some
Meridian City Council Special Meeting/Workshop
February 16, 2006
Page 59 of 94
(inaudible) right now. Additional things that I was looking at, if we could get
ladder trucks here, I would like a couple of helicopters.
Kilchenmann: I knew that. I was just saying that the next thing you know you will
want a helicopter.
Musser: It would make it easier to get to one side of the county to the other. But,
that is not actually (inaudible--).
(Inaudible discussion)
Musser: We are looking right now potentially where we might be able to set a
couple of satellite offices. I still need to get with Ron after they get in and at
home down there and see what we can work out in terms of agreement and set
some guidelines for the patrol and going to go ahead and set up a section down
there by (inaudible) firefighters and get in and get established first before we
(inaudible). Also, looking at the Bridgetower area. Right now we have got some
business ads that are starting to come in and looking at that and see if we might
be able to angle something with that without a whole lot of expenditure coming
out. Hopefully we will have a little more (inaudible---) coming in for enhancement
(inaudible). Staffing will continue to remain a priority for both patrol and CID and
we are looking at community services this year and maybe some other items that
the (inaudible) do that as we expand our outreach into the community and then
on the planning side of it and I am glad we talked about the economic
development stuff today, but I feel like I have been a little bit on the outside of
what our major commercial pursuits are at this point, especially along the 1-84
corridor, the Ten Mile corridor, anything that we are looking at there and
potentially that we are already (inaudible) could have a significant impact on how
our police response is and the type of policing is what we are looking at. But,
(inaudible) predominantly geared towards a smaller community and with
subdivisions and major commercial (inaudible--) housing response, so I would
like to be part of whatever we are looking at there, just so I have an idea of what
people are looking at, potential infrastructure or (inaudible). That is pretty much
ours summed up. Anybody have questions?
Bird: I have a question, Bill; regarding the firing range (inaudible---). Have you
been in contact with the (inaudible--)? I know you have been talking about going
outside.
Musser: The one that was potentially geared for (inaudible--) properties?
Bird: Yeah.
Musser: We were involved with a committee with that of which I was a member
of (inaudible) our firearms range master there as well. My last discussion with
Chief Masterson, which was last week at our Chief Association meeting, he
Meridian City Council Special MeetingNVorkshop
February 16. 2006
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basically dropped the news to me that it didn't look like the airport was going to
be too willing to work with that situation, they didn't want other agencies
(inaudible) on the airport property and being involved with it. Somebody had the
attorney's mix onto it and that really confused the issue there. But, it doesn't look
like it is going to be as viable for other agencies coming in, but they may develop
a smaller concept for (inaudible) for the airport police and let Boise police use it.
At least that is what I understand at this point.
Bird: So, it is out in the cold.
Musser: Yeah, they weren't really going to enter into a full-blown partnership and
instead of looking at a year and a half to two years to have something in place, in
may take as long as three to five years.
Bird: The existing Boise Police range that they sold to the (inaudible) officers;
would that be a conflict for us? Even though I know it will cost you a small
fortune (inaudible--). Did that conflict, Bill (inaudible--) for us to use it?
Nary: I wouldn't think so. I think we can contract with anybody. I think the issue
that Boise made (inaudible--). Yeah, depends on the cost and such and it is not
like there is a lot of options out there, so (inaudible--).
Bird: That is straight across through Idaho, regardless of what they charge - for
him he has to pay overtime to send (inaudible).
(Inaudible discussion)
Musser: Based price right now is going to cost us about $600 per day. We
usually do at least a minimum of three day shooting when we are on the range
and assign the officers in at least limit overtime, primarily to our ranging
personnel. We have the occasional officer maybe on duty who has to try to
(inaudible--) by assigning training dates. So, on the outset we are looking at
probably (inaudible) dollars or $1,000 for this next shoot in March and (inaudible)
looking at alternative or (inaudible--). We are considering (inaudible) in Caldwell
(inaudible---) shoot at their facility. The range with the Department of Corrections
out on (inaudible). It usually is so full from everybody else using it it's just hard
for us to schedule in (inaudible) as well, but it is kind of availability issue. I am
going to bring the issue up, but it is not something that Meridian hasn't faced for
years, but our availability to get something else is significantly impacted now.
Sheriff Rainey is going to continue to work on both his range, but he is at least
considering a year and a half out having (inaudible---). Their new site will be
down near the old airport facility out there -
Bird: (Inaudible--)?
Meridian City Council Special MeetingNVorkshop
February 16. 2006
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Musser: Um, I think that was the old (inaudible). The Bradley Field out there off
of-
Bird: -- off of Chinden and Lynwood?
Musser: No, no. Not that one. Turtling used to have some property that was
private (inaudible) -
Bird: Cartwright Road?
Musser: It is on back further back behind - it is off the old Highway 55 access
and there is the Old Tavern up there and you head back in that direction-
Bird: (Inaudible-~-).
Musser: At one time it was considered the county airport until (inaudible-~). And
the county now has it. However most of that land, well I should say all of that
land out there has been deeded over the Ada County Landfill and the range that
they are going to build, they project only has about a ten year life on it (inaudible)
the landfill. That range area (inaudible---).
Stiffler: Any other questions for Bill? None. Okay, Stacy is next.
Kilchenmann: Well, I don't need a ladder truck or a helicopter, just a measly little
(inaudible).
Bird: You are going to have to get her a microphone or get me a hearing aid.
Kilchenmann: Okay, I will talk loud, can you hear me? I said what I am going to
be asking for is an accountant. I am starting with what I am going to ask for first.
Okay, they told me I need to go to initiatives. The purchasing function I haven't
hired that person yet. It is kind of space factor, but I probably will start that in
March and I am hoping to hear about a City Hall so I can tell the person that they
will eventually have more space and they won't always be in the closet. The long
term organizational alignment plan, I did that. I am working on the Capital
Improvement Plan, right now with my current project. One thing that is not on
here, but is going to be a big difference is we are looking at that I get a lot of
requests for people to do online payments for utility billing and we have looked at
that and actually budgeted that as an IT in~house development project and we
just talked to Farmer's & Merchants Bank and they are partnering with somebody
that does that on a contract basis. So, you just go to your site and it links to their
site and we have all the security (inaudible---) which is much cheaper. So, they
can enter any form of payment; where ours would be restricted and I guess
Credit Card Company require a really good security, which we might not be able
to pass that security (inaudible). That is our exciting project for this year. I also
wanted to ask if there is any kind of reports or financial information that you want
Meridian City Council Special MeetingNVorkshop
February 16, 2006
Page 62 of 94
to see and to be sure and tell me because we probably have a piece of data on
just about every management (inaudible).
Strong: Stocks.
Kilchenmann: No, I don't have the stocks.
Bird: Stacy the new printouts that you were doing (inaudible)-
Kilchenmann: No, they are going to change.
Bird: Are we still going to - I have got two questions (inaudible--~). Are we going
to stay at once a month pay? The reason I ask -
Kilchenmann: Well, there is two reasons. One thing we did an employee survey
and the vast of the majority of employees wanted to stay with once a month
because everybody has their payroll deductions set up and so forth and then the
second reason is it is so costly to switch. Right now payroll is in (inaudible)
realignment costs.
Bird: My next question is are you going to stay with the outsource?
Kilchenmann: No we already switched it back to in-house.
Bird: Thank you.
Kilchenmann: You are welcome.
Bird: I can hear you.
Stiffler: Anything you want to add there. Additionally what you started at we
interrupted so we are back to the initiatives. (Inaudible--) as a pointer you
wanted to address the issue regarding an accountant?
Kilchenmann: Yes. As we have two people that are doing the accounting right
now, that is Reta and myself and it doesn't leave a lot of time for the planning
projects and the projects like that so we really need an accounting person to take
over like those basic GL functions and doing adjusting entries and pulling the
financial statements and in cash (inaudible) and so that is what we would be
asking.
Stiffler: Well, I guess I just want to make sure is there any other questions for
Stacy? No, okay. Doug?
Strong: As you look at the Park's initiative those are all ongoing initiatives that
will continue this year as well. To build a community center an element is put in
Meridian City Council Special MeetingNVorkshop
February 16. 2006
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there and it is put in there because of our Capital Improvement Plan we have had
a community center (inaudible) for years and every year we do our ten year
update and it just keeps moving further down the road. So, just kind of to keep it
on the radar screen - actually recently there has been some increased activity
around in the community center committee (inaudible) where it will be and some
of the possibilities for the community center and that is that it is not likely going to
be (inaudible) partner (inaudible--~) partnerships anticipation, but it is still being
defined (inaudible--), so participating in the sense in trying to find direction
(inaudible--) city resources is part of that. Acquisition (inaudible) space has
gotten very difficult because of them, rather than increase the land values.
Somehow per acre costs have gone over $100,000 before they even realized
they passed $50,000.
Canning: It was about a two week process.
Bird: I was going to say it had been (inaudible).
Strong: Our plan a year ago was to get out ahead of development and buy some
open space before it got away and we are already behind. So, we still certainly
need to do that as the community grows and what it is forcing is for us to work
with developers rather than to go out and buy (inaudible--) so we - part of that
scenario is to recalculate our impact fees and we will start the process in March
and hope to have process completed through March, April in Council with
approval of a revised fee by sometime late April or early May and that will be
ahead if I think (inaudible.--). Kind of elected - in our park impact ordinance that
we recalculate fees annually and a consultant comes on board (inaudible---). It is
likely going to go up and I know that we have gone through that process in the
past where developers have said they like incremental increases rather than big
increases and I am expecting that this year that may not be the case because of
just the increase of land values, but I know that in other Idaho cities there are
impact fees and taken from adding (inaudible) this last yeaL (Inaudible---)
probably a lot more and more current. Collectively I would say (inaudible---).
Maintain developed park (inaudible---) and continue to maintain (inaudible---).
One of the things that the Council asked us to do last year was to look at
contracting the maintenance and some of the smaller park areas. (Inaudible---)
at that contract yesterday (inaudible---) seeing how that worked for the smaller
park areas like Generation Plaza, (inaudible), City Hall and (inaudible), the Fire
Department. If all the (inaudible) activities go as we are anticipating in
construction projects and by August we have 75 acres for (inaudible---) contract
and we will be able to evaluate in the coming year how that works.
Bird: How do the figures come in compared to what you (inaudible) in costs or
(inaudible-- )?
Meridian City Council Special MeetinglWorkshop
February 16. 2006
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Strong: It came in lower than we expected. We worry about contract amounts
being too high and some of these like (inaudible--) was actually (inaudible---) that
was just a very quick discussion this morning.
Bird: (Inaudible---) that is what I was hoping would come into (inaudible--).
Strong: Our worry with that with the budget process and if they are lower than
what actually costs to do it. If they come back and collect that next year what
you would be looking at is (inaudible) contract (inaudible---) and want to see if
that is (inaudible--).
Bird: You just remit it. I am glad to hear that Doug. I knew you were having a
bid opening and I was certainly interested in how (inaudible---) and I thought the
track record of Boise (inaudible) outsourcing a lot of their-
Strong: When we first started exploring, we asked for preliminary estimates
(inaudible) in light of the costs (inaudible--).
Bird: Let's hope it is successful.
Borton: As you go through these things, please remind me or clarify for me what
is an initiative because a lot of them seem like they are going to be on this list for
the next 20 years. Some of them seem to be (inaudible---) guaranteed
(inaudible----- ).
Stiffler: No because in the reality is that the first year that they went through this
there was identity to say that some things were consistent to report the overall
city-wide initiatives and like Bill some of those were ones that he was looking at
and some of those that Ron even eliminated went off and a new one would come
in, but they should be supporting in this same kind of context and so there is not
a rule that says this can't be on there because it is just a current six month one
and because it may be time related to achievement of what they want to do
overall. So, there is not a set rule, but while they are going through them the
intent was to say look it when you start going into budgeting, what are the things
that they want to add or the things that they feel are important that help with that
alignment so you as Council are looking and understanding the direction and
what are the resources that are going to be required there, where some of those
issues that need to be resolved, so let's say that Ron or anybody that has a
direction that they are getting aligns the best they can to I would say prioritize or
make those decisions. So, to answer your question it was not a set rule that said
you can't put down, like for example, you know building a community center as I
think Doug was explaining that is something that has been out there on the table
and he kind of explained the parameters for that. So, I think it is an evolving
process, also related to how communication
Meridian City Council Special Meeting/Workshop
February 16. 2006
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Strong: (inaudible--) initiative as (inaudible) identified those objectives that are
more short term that he wants to accomplish in order to achieve that, but it was
more (inaudible) on his own strategic map for that initiative and then he goes off
the new objectives and the (inaudible) updated and he said what the committee
was going to put together and I will talk about some other things and as far as
objectives and those new accomplishments and kind of like what the next step is
to get this accomplished. (Inaudible--) stay on track to getting these and have to
be on there for several years.
Borton: (Inaudible) that is on there at the last -
Strong: It is just the objectives that might change (inaudible---) is that being a
departmental initiative and the objectives annually probably will come and go in
order to achieve that objective, but to maintain (inaudible) of course that is the
(inaudible), too, but contracting out this year is the focus for that. Maybe some of
the focus kind of relates to a budget process, too, where you see an acquisition
of open space developing (inaudible--). All of those kind of relate to a priority
(inaudible--) to buy as much land as we can now because the price (inaudible---)
because we are going to have so much impact. We developed the open space
that we have (inaudible) so that - because we have so much (inaudible---). So,
the figures stay on there and the (inaudible--) -
De Weerd: And I guess just to further elaborate in December we gave you these
and each department's accountability descriptions. These are initiatives on their
work plan. They have success expectations define to them as well as action
items, so this is kind of a summary of their PAD's.
Stiffler: Actually, Joe, even just going back what -- kind of clarifying and
remembering back with the city wide - each one of them - like for example, Bill
and his department for positioning plan, Bill could say he went down there when
it had to do with - you heard him say like each one of the lieutenants is assigned
whatever he is talking about establishing a contingency plan or non-patrolling
staff needs. He is putting that in the real world dynamics and what he needs to
do within his resources and staff, which sure some of this might be more
maintenance of an issue or maintenance of an ongoing program, but it still
requires execution or action on people in this area of (inaudible). I think that is
part of the nature of the city, too.
De Weerd: Or you see the (inaudible) in a park plan, it is (inaudible---) through
contract labor, it is through the irrigation system as a city wide system of turning it
off fees or off and on and water (inaudible) having, using technology. There is a
lot of different things in this service.
Borton: The only thing that I was confused on was the distinction between those
items, which are (inaudible) completed, which are improvement of the items that
(inaudible-- ).
Meridian City Council Special MeetingNVorkshop
February 16. 2006
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Stiffler: The dynamics of it - your question, the dynamics, it is like Ron said -
implemented then it is life support - they had the implement, they still have the
training issue, but now becomes ongoing and even the one - if you look at
Doug's it had to do with maintenance and develop parts. He was also tasked to
look at the outsourcing opportunity and how that financially could be feasible to
accomplish that for the city. So, that is why I said, there is a mix. I guess that is
the best way to say it.
Strong: Part of this relates to Meridian's growth, too. I. was (inaudible--) to Boise.
I might put the following in (inaudible--). I think that just defies (inaudible--). So,
here we are going to be developing parks every year until we get some level of
(inaudible) so some of it is the (inaudible--). I could continue on through these or
just answer questions you might have.
Stiffler: I would say why don't you just finish, you were down to (inaudible) -
finish at your comments on those.
Strong: Our recreation program expansion relates to community growth and
some connection with applying facilities and how we expand whether or we have
a community and what our involvement is going to be (inaudible) more staffing -
our relationship with the school district for programs that we can establish or just
adding software programs about (inaudible) just draw a line (inaudible~--) with
recreation initiatives that attempt to address (inaudible~---) be updating the
Comprehensive Plan and part of the plan is the master pathway plan (inaudible-~)
which is one of the things that probably would drop off (inaudible--) and that is a
partnership effort with planning and a sub committee of Parks and Recreation,
which is made up of (inaudible--).
Wardle: Just a comment on your last item here, Doug and that is from my
perspective and my initiative and something that personally I have been talking
about and other Council have been talking about, but I haven't a game plan
movement or even action for a pathway development. We are - that is one of
the areas that as new developments come through, we missed that opportunity
and we are never going to get it back. You can't, in my opinion in the pathway is
not a stripe on a road, so again, if that is all we are going to go back and get we
are never going to get ahead. So, we have got to, in my mind, there has to be a
critical focus of your department. I guess, I have just been a little frustrated as
that is a component of the Park's system that is important to us and you talk
about focusing on and acquiring land acquisitioning. Well, that is important, we
have the opportunity as we sit in our four chairs to work with the people that are
in front of us asking to bring this development to the community and we need to
be asking for different things. We have got to have that information or we are
going to lose the opportunity.
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Bird: I agree with you 100 percent. I also think that we should be asking, while
Doug is looking over these plans and stuff (inaudible--).
Wardle: That is what I am saying.
Bird: By the time the preliminary plat gets to us, it can be too late.
Wardle: Well, it is too late.
Bird: (Inaudible--).
Wardle: We don't have the (inaudible--).
De Weerd: You did a study for this year and (inaudible).
Wardle: Just to make my point, I mean, this is more of an action. I understand
(inaudible) the study, let's get something done. Go on with it, let's review it and
get the plan and get an action on it and (inaudible---). I am getting to the point,
Keith, where we fund a lot of studies and then we fund a lot more studies. We
study and study. (Inaudible---). I mean we have standards and we need to build
to them. I mean, asphalt, how wide it is? Where does it go?
Strong: Actually it is more complicated than (inaudible---).
(Inaudible discussion)
Stiffler: Anna, you don't have anything to say about that?
Canning: I don't.
(Inaudible discussion)
Anderson: When (inaudible) the Council, we approved some map (inaudible)
and later on found out that they kind of scammed us a little bit because you think
you are going to get a nice improved (inaudible) and all we got was a strip of
asphalt with weeds on both sides of it. Has there been something down now with
city ordinances or something that when somebody presents a pathway in a
project that that does include landscaping? Because ultimately the city is going
to spend a lot of money landscaping those things and (inaudible) and maintaining
them, unless they could be a part of the city ordinance, but do they have to green
them up and make it part of the common lot for the homeowner's? Does that
ever take place?
De Weerd: Well, just one of the criteria is to have a big irrigation box created
right in the middle - to say that this is where it begins.
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Anderson: So, that is a recent one, so I am assuming that nobody has ever done
anything (inaudible) ordinances to -
Bird: The ideal pathway to look at is right across the street over here (inaudible)
they have been to the developer (inaudible---).
Strong: We have recent correspondence (inaudible--) they didn't want to go
(inaudiblew-). There is a lot of pathway issues -
(Inaudible discussion)
Stiffler: I have maybe a question or a comment; I guess (inaudible) what I heard
Shaun say is get ahead of the curve instead of being behind it. I understand that
there is a study done, but I understand there is more to it. But, I guess I am
questioning now - Ron's question is that - I will ask specifically is there a plan
though that the development next to me goes in, did they have to (inaudible--) as
part of that?
Canning: It is actually the City Comprehensive Plan does have a number of
multiwpathways (inaudible). The issue is ground (inaudible). It is much easier for
(inaudible--) which side is usually (inaudible--) irrigation. How do you get the
(inaudible--)? At what point do you take it to the street and how do you get
people across the street?
Strong: Or across the canal.
Canning: Yeah, or across the canal. But, when they don't follow the (inaudible)
Nampa Irrigation District then (inaudible). Those are the ones where the
(inaudible--~) an extra wide sidewalk, which is very frustrating for everybody. We
don't want that.
Wardle: The ones that I have seen where those questions come up - what I
have seen is not a decision that says it is going to go here; it is going to be
improved today. What I hear is we wilt put an easement in and sometime later
when you are ready we will let you improve it as you go along when part of the
development agreement and you know where it is going to go. They have to
gain access (inaudible) irrigation district - that's it - they have to landscape it and
we make a part of (inaudible). We are not doing that on a consistent basis.
Does that make sense?
Canning: Yeah, in most of them, we actually do. I think that some of these the
wording is a little awkward on your conditions of approval because they can't
dedicate it to us until it's ready - we haven't been willing to accept responsibility
of it until connects from one road to another. So, that is why the wording is just
easement. They have already agreed that those were (inaudible--).
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Nary: And yet, we do see the occasion where the developer is asking to not
approve it until we (inaudible) and I can think of when in the last year that that
has come up we have always said no. You have to approve it now because we
are not going to ring the bell in three and go back and approve it. So, if you need
to approve it now, we won't take ownership but we will (inaudible--).
Canning: The times that we (inaudible--) telling us we are not sure that we really
want it, like the one behind EI Gato the other day was a perfect example of
(inaudible). We are not sure this is really what we want because we couldn't
make that decision at that time and so it is that we - staff has walked from those.
Wardle: I guess and I will say in that respect (inaudible--). There are so many
pathways in Meridian, Idaho that we need to be either turning them down, not
connecting them or doing something that we do not have a (inaudible) for kids to
ride bikes safely or people to walk from one house to another. (Inaudible-.) in my
opinion.
Strong: We don't have (inaudible) across the school. There are a lot of issues
beyond just pathways and sidewalks (inaudible).
Nary: Well, pathways and sidewalks are residential (inaudible---).
De Weerd: I think Doug is (inaudible).
Stiffler: Any other questions for Doug?
Nary: An at interesting time (inaudible--) and I looked at all of these initiatives
and I really, you know the focus of all of them are ongoing. They are not really
things that you can cross off the list this year or (inaudible) in the near future. All
of them surround really the concepts of communication, collaboration,
cooperation involved internally and externally. Lots of times internally and in our
department we talk about us being a support service for all the other departments
and really the functions that we do predominantly really support the needs and
goals and initiatives of all the other departments. I can talk about the individual
ones very briefly and quickly. To providing time with response and support with
internal and external customers. I think we have improved significantly in the last
year on that and continue to do that, which is a very people driven type of
initiative. It does allow for (inaudible--). Some of it can be technology base and
we will talk about that in a second. Creating new and innovative methods of
efficiency with minimum fiscal impact. That is a technology type of an initiative
that can provide better access, better communication, qUicker response to
providing, I guess, more support to the other departments and what they want to
accomplish. Some of that is (inaudible--), Council (inaudible--) subject matter in
the IT division of our department, trying to make sure we can respond quickly.
Everyone knows we have had some issues with some of our changes and
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services this year in IT that without the internal IT function going on that the
computer access, the internet access, the Outlook email access. We-
(Tape turned over)
Nary: -- that again is an ongoing task and always at the very people oriented
type of task. I think again we would establish a much better responsive and
cooperative nature in our department - we don't spend a whole lot of time from
our department dictating to others this is how you have to do it. It really is more
of a focus of how do we accomplish - with what we can do, how can we help you
accomplish what your goals and objectives are? I think we have been doing a
pretty good job with that and I think we will have to work on those issues daily.
Aggressively anticipate the (inaudible--) internal customers and address the
issues before they arrive. Some of that (inaudible) comes right now as we are
seeing that in the department, sometimes it is a reminder and learning process to
look at all the functions that we do and we still have even in the short time period
(inaudible) have to go back and say you know we need to review those contract
employees right now. If you want to sign a contract for personnel, for example,
on a Tuesday night and we have never seen it before, we kind of need to see
that before Tuesday night. Or if we want to purchase I don't know, Blackberries
and we didn't ask IT if that would fit in the system that we have and how long it
would it take to make some. Those are the things that are a little things, little
glitches that we are getting better at to make sure that we integrate with all the
departments the little things that -
De Weerd: Ron that was in response to your RFP for impact - that (inaudible)
has been going on for a year now.
De Weerd: (Inaudible--) and you are fair game now.
Nary: I am just saying, that it's little bits like that and it is a good learning process
because part of the reason I think most of that wasn't always done is because
either we didn't have the function internally and now we do and so it is a learning
process or it wasn't very collaborative or cooperative in the past and so you know
people don't come and ask for assistance or work with departments who don't
really want to participate or assist very easily. So, I think because we have done
that more, now we are part of our responsibilities to make sure that all of the
departments know exactly what we can or can't do for you to help you, so that it
doesn't slow down your process. I mean I think that is really our objectives to
make sure -
Nary: Anyway, moving on. So, that is sort of a lot of what we are doing, planning
for future growth and expansion within your department (inaudible) the city and
again it is the same thing, it is an ongoing responsibility. Our budget process is a
lot of that, I mean I like what Ron said earlier is that one of the things that we do
here is when I talk to other cities it is not as common as you would think it should
Meridian City Council Special MeetingNVarkshap
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be is having that internal discussion of priorities, not just with the Council, but
with the departments. Lots of cities don't do it like that. I mean, everybody does
their own thing and they throw it in a big barrel and the past year it was sort of
done that way as well and it is better to work together and better to cooperate
internally to figure out what the priorities are and to focus on city-wide initiatives
and fit everyone's goals and objectives and figure out what they can do best to
derive a whole city, not just a department. That is true to the budgetary process
because as we see some of those things on the public (inaudible) and on Stacy's
report it gives them an opportunity to go back to the department saying we can
help you with this. There is a way that we can probably provide that to you so we
aren't just all (inaudible) either hiring a person or building something else or
buying something else - figuring out ways so we can begin (inaudible--) so all or
most of, like I say, a lot of it is just really service and not much else. It really is
provide better service. It really - most of the stuff we do isn't seen. I mean a
very small portion of what we do from our departments seen by the outside
world. Most of it is seen by all of you. So, it's all in my objective to make sure we
are providing a level of support to you and not being (inaudible--) and not being
people that say, we can't do it (inaudible--), but try to figure out how to we get it
done so that you can keep doing the things that you do so the public does see.
That really does make a difference.
(Speaker unknown): I would be interested and (inaudible) talked about exploring
the possibility of creating an intranet? A password protected section of a website
that would be used for a way to (inaudible--).
Nary: That was already an ongoing project that IT was working on before they
became a part of our department. Some of it is driven by programming needs
and time. One of the things and I guess this is the other side that maybe as we
develop the budget process, but we support the majority of what we do in the IT
function and I don't think anyone around this table would not say that the IT
function of what we do is important. We support a big majority of that on high
school intern and we have great high school interns. We have continually able to
define very good bright students and the cooperation with the Charter School that
we have, working together has been a great partnership (inaudible) so I am not
trying to dismiss that, but that makes it tough when you have got really two full-
time people and to meet all those needs and longer term planning needs and
longer term programming needs and not trying to outsource every single type of
programming function. So, we balance that pretty well. I don't use the term
(inaudible), really, but I do think we do it pretty lean. I think we always do need to
evaluate are we too lean and we are losing public service or customer service
and not helping get it done and really all we are dOing is -~ and what I want to
avoid is that the IT perception is all we ever think of is thinking of the box and
turning it on and fixing it when it is broke. It has to be more than that because
the longer term needs around this table are greater than just making sure the
computer is turned on. There is more to what we do than that function through
whether the internet and intranet, a wireless network service or something else
Meridian City Council Special MeetingNVorkShop
February 16, 2006
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and so looking at that I think is something that we have to do a little bit more
often.
(Inaudible discussion)
Wardle: I just need to (inaudible) that maybe the City Attorney's Office can do
this.
Stiffler: Any other questions for Bill? Brad, your turn?
Watson: These focus areas are really ongoing things (inaudible) and water and
sewer master planning and in segments (inaudible--). Number two is a kind of
change in direction (inaudible--) process. We asked for and received an
enhancement in this current fiscal year and $10,000 (inaudible--) is supposed to
be a (inaudible--). Long story short is that they have little interest in the
(inaudible) base, but a lot of interest in the (inaudible) base and what we are
discovering is that any system worth (inaudible--). You will be seeing that in the
enhancement. They are still researching.
Wardle: Brad, I know one of the options that we are looking at is to utilize the
current system that we have and take that and expand that function. Is that no
longer a possibility of (inaudible) not working well or ~-?
Watson: The research that we have done, I will even back up. I think the system
is (inaudible---). I don't know if it is just (inaudible--). There is no sense putting
(inaudible~-) and through next year. (Inaudible--). It is a lot easier to do it now
than two years from now (inaudible--). But, you will hear more about that.
Enhance number 10 water quality (inaudible) ongoing and catch all for water
supply in the wastewater treatment (inaudible--). Public education outreach and
information was (inaudible--). Public Works function (inaudible-~). That is kind of
one of the lines I inserted in there to tie into the overall focus areas - the
objective there was to get the employees a little more engaged (inaudible--)
professional organization and (inaudible). Departmental aspects is we really just
played here with focus areas and organizational (inaudible) and that is where we
get some (inaudible). (Inaudible).
Stiffler: I (inaudible) needed to be looked at was a set of a higher level of
expectations. (Inaudible--).
Watson: I said no fair helping. (Inaudible--).
Stiffler: But I heard you in the spirit of collaboration, communication, coordination
and your support area (inaudible).
Watson: A couple of things that I think that you may look at for future focus
areas are (inaudible) environmental advancements (inaudible) in terms of
Meridian City Council Special MeetingNVorkshop
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technology and programs they (inaudible). I don't want everyone to get to the
point where we are spending (inaudible--). There are some things (inaudible)
more confined and stricter and we can't just spend our way out of the hole
(inaudible--). As we learned recently, we have some (inaudible) infrastructure
that we are going to have to take a look at rephrasing (inaudible--) because of it's
old, (inaudible) and also the last (inaudible--). That's all I have for now.
Questions?
Wardle: Brad, just a couple of comments and I know that you are looking at
these areas, talking about aging infrastructure in downtown in the core of
Meridian - not just our utilities, but the opportunity to (inaudible--) issue. I think
from - even though it may not be only the requirements (inaudible). All are
looking at those and it makes sense to look at the bigger (inaudible) and if we are
going to be doing any downtown redevelopment, we need to look at what, you
know, where are the (inaudible), what are the contents of (inaudible) and how
much power we would have (inaudible)? I am not suggesting that we run out and
do a bunch of studies right now, but as you are looking and preparing some of
our infrastructure, at least have a staff to take notes as to (inaudible) because if
Idaho Power or any of those other utilities want to do something, they are going
to call us (inaudible--) say (inaudible--). I guess secondly from a perspective, I
had an issue come up during the north Meridian area planning and that is the
area around the wastewater treatment plant is (inaudible--) and it referred to a
number of requests tor community members to change that and in my personal
opinion is that we need to work and be the experts as to what (inaudible) and
asking how from? The people afterwards (inaudible) what would be acceptable
development surrounding (inaudible--)? So, I guess I am definitely leaning
towards your staff to help us (inaudible--).
Canning: It's not a -
Canning: I think really what every landowner in town has this sense of urgency
on the table (inaudible), but I think that the (inaudible--) residential and the hot
demand is for residential property that is gOing in the Meridian area and as the
Highway 16 (inaudible--) with the (inaudible) right there at Ustick that makes that
look much more suitable for the kinds of commercial, industrial and stored uses
that are holed out there, so I think that it is not (inaudible) the planning that we
have done so far, it is just that there is (inaudible) different directions right now,
but that over time goes (inaudible--).
Wardle: While I agree with you, I think one of the things that we need to do is if
that is no longer the case, let's remove that orange piece (inaudible--). We don't
need a specific (inaudible) the industrial land use around there or commercial is
what we need. Zone in (inaudible). Don't create a special area. Does that make
sense to you?
Wardle: Well, I know it is zoned what it is zoned, but we still have an overlay.
Meridian City Council Special MeetinglWorkshop
February 16. 2006
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Canning: It is just a Comprehensive Plan (inaudible) for a mixed use. The only
thing that we (inaudible) is residential (inaudible). So, some come in and request
any zone except residential.
(Inaudible discussion)
Canning: So, really the only use its need most wide open category (inaudible--).
(Inaudible discussion)
De Weerd: No, it it's really found lacking in imagination and it was kind of
crummy to hear the bucket demands and everything on the corner of Ustick and
Linder when Mark Bottles came and testified that there was too much of that stuff
that we needed to open up around the sewer treatment plant to residential with
Jake Centers, but you know that was really funny.
Bird: Need to figure out how to get in and out (inaudible).
Wardle: So, I guess Brad that it is still going to be - if I want to locate my
commercial and industrial business next to the wastewater treatment plant, I am
still going to have to rely on (inaudible--). Am I going to build my beauty salon
way back by the (inaudible)?
Berg: I am on. I just don't have flashy words because I can make my box a lot
bigger. I learned that from my attorney. The way he worded things is pretty
much (inaudible). But, I was going to tell you Joe that this positioning plan that
you have in your (inaudible) kind of explains the steps that we have to take and
the initiatives and that is why some of them are still on there because (inaudible).
I don't have anything to take off (inaudible) in the process and I don't know if you
find a complete success in trying to get information either internally or externally,
so access to information is still going to be a vital deal for our department. I think
we are improving on some of that stuff and providing different information with
the intra and that would be a very useful tool, which (inaudible) talking about to
have that (inaudible) all hooked up and being accessible - so everyone wouldn't
have to be calling us to get that so that would be a very good asset to accomplish
with some of these things. Relationships with other departments and
relationships with other agencies is kind of an ongoing thing - try to work with the
other departments and agencies on a day to day basis and getting information
back and forth and try to accomplish their projects and the work that they have
Stiffler: Any other comments for Brad? Okay, we have got Anna and Will left.
Canning: Brad said I should go last because I talk more than anybody else.
Stiffler: Okay, Will you are on.
Meridian City Council Special MeetingNVorkshop
February 16, 2006
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and meet those deadlines. Process and preparation of information in which is
becoming more increasing, so we are always looking for more efficient ways and
better efficiencies to do that. The more meetings that everybody has and the
more impact it has on our department. I will just say another planner in Anna's
department impacts a little bit in my department. When their workload increases,
everybody's will increase because the projects deal with so many aspects
(inaudible--) and they have to (inaudible) with that project. So, that is (inaudible).
The other thing is that some of the legislature is changing. Right now, just so you
know there are some election clause (inaudible) that we will probably start
elections in August in 2007. It used to be September. It starts your declaration
(inaudible--). If you remember the process usually starts in September and now
it will be in August. I wish it was just a two week process. Are there any
questions? Phil said these are ever changing and I would sure like input if you
think we need to go some other direction, emphasizing other things and put our
priorities (inaudible--). A cafeteria at City Hall was another thing. I wouldn't have
to go very far for getting food.
Bird: Sounds like a good idea.
Wardle: One of the things Will that I certainly think your department is in charge
of now, but will change as you mentioned the new City Hall and that is records
management and archiving in the long term. I will be honest with you it is
something I don't want to think about or deal with, but I think it is still very
important for us to make sure that when we design that that we do it correctly for
long periods of (inaudible).
Bird: I told Willi have the advantage of being (inaudible) and they have got the
ideal deal. (Inaudible---) that if we don't get something like that for our City Hall -
Canning: Like the file cabinets that roll together, is that what you mean?
Bird: Yeah, they roll in and out and you just walk down there and pick out what
you want and roll it back up. That one down there is probably about six feet wide
~- (inaudible--).
Canning: Well, the Ada County Development Services has one similar to that
and they added it to the County Courthouse. After the fact they had to go back in
and add additional (inaudible) so it is something that needs to be important.
Bird: That (inaudible--) Police Station. We figured out we would save enough
money (inaudible--), if I remember right (inaudible--).
Musser: It does, they lay it on those tracks and it's ready to go. (lnaudible--).
Stiffler: Anna?
Meridian City Council Special Mee!ingNVorkshop
February 16, 2006
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Canning: I am going to go ahead and apply this from the bottom; to me it would
make more sense. (Inaudible--) about Joe's initial comment about why some of
these are the way they are. I know when I did my first one it was very (inaudible)
specific. I (inaudible--) down to five. So, I think some of them - so the last one
that I have on my list is the developer will pioneer a training plan. That is an
ongoing one. Planners generally come to planning very late in life (inaudible).
Kilchenmann: Late in life?
Canning: Compared to engineers that know how to (inaudible). So, I don't
actually have anybody to train, educate those planners, so really I have to do a
lot of that training there and (inaudible--) and that will be ongoing. Improves on
implementation and consistency and processing - we have (inaudible--) Police
Department quite a bit on that and I think are really including a lot more efficiently
and some protocols going and who makes what decision and at what point and
time (inaudible--). The next one will work towards government planning functions
and this was kind of - someone had an ongoing one and I put this in here
because I recognized that Terry had a lot of ideas and this was before Terry went
over to HR, so you know maybe this is not appropriate (inaudible), but I noticed
that Terry was struggling with the IT Committee in providing some vision before
that. I thought this Planning Department would help with getting an IT through
strategic and you have heard several things today that should possibly go to
(inaudible). You heard Stacy talk about it. You heard Brad talk about it and you
heard Shelly talk about it and I think that everybody has some ideas of where to
take these (inaudible--).
(Inaudible discussion)
Canning: But, all of those things I think are IT connected, but they are only
(inaudible--) just probably a little overwhelming for Terry (inaudible).
Kilchenmann: (Inaudible--).
Canning: He did come up with the one for the (inaudible--). (Inaudible) didn't
participate in that and that is kind of where that was going on that one.
(Inaudible) transportation issues both internally and externally. I think Steve was
going to do a (inaudible--). (Inaudible) tools and studies for the Old Town area. I
guess I do see this as an ongoing one, although it kind of overlaps (inaudible). I
think because of the MDC and the relationship there (inaudible--) it will always be
important in doing something in that area. (Inaudible---).
Shelly Houston: Anna, you guys use the term "Old Town" and downtown, I mean
is that the same - when you say "Old Town" what does that --? Are you talking
about closer maybe to the railroad tracks and some of that stuff?
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February 16, 2006
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Canning: There is Old Town district (inaudible) that goes all the way up to
Fairview, so actually we were working on things for that whole "Old Town" area
and the downtown is where (inaudible--). Then there is the MDC, which actually
goes almost all the way to the freeway.
S. Houston: Okay.
Canning: I might refine this one to clarify that I will (inaudible--) have something
in the MDC area and I think Old Town thus far because that is kind of where the
design guidelines are being done down there, but (inaudible) MDC is now
working on the downtown master plans and things like that. So, really it is taking
advantage of that (inaudible--) always having some (inaudible) of plan for that
area. (Inaudible--) and get those (inaudible--).
Strong: (Inaudible) south bound?
Canning: Pardon?
Strong: The freeway?
Canning: The freeway.
Strong: The same as MDC?
Canning: Well, no MDC - okay, Old Town boundary is south of the river
(inaudible-~) -
(Inaudible discussion)
Canning: I am not sure. It could be. It is somewhere between the river and
Franklin -
Bird: No, it doesn't go all the way to Franklin.
(Inaudible discussion)
Bird: It is about that same area.
Wardle: And I guess to answer one of Shelly's questions is Old Town is actually
a zoning designation and before MDC and all those things, Meridian as I
understand wanted to have some revitalization. To do that, some of the Old
Town zones are a lot easier to take it home and turn it into a business. Twist the
lot lines up. So, it is more of a planning perspective as opposed to a - we don't
call them - when we talk about -revitalization and MDC we don't call it "Old
Town".
Meridian City Council Special Meeting/Workshop
February 16, 2006
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(Inaudible discussion)
Canning: Okay, the next one is prepare planning studies to those critical growth
areas and opportunities. Obviously, that has been ongoing (inaudible) with the
Planning Department. The ones that we are working on (inaudible). The ones
that are on track right now, well (inaudible). I feel that we are doing well in
accomplishing our goals for this fiscal year. There are a couple of things that
have come up, just getting the south Meridian north Kuna area study done is
probably taking more time than (inaudible) study or getting it started is taking
more time than getting it done. That is - we are still trying to get the work on that
(inaudible--) if things go well on the (inaudible).
De Weerd: That goal is still (inaudible).
Canning: I have selected a (inaudible), but they haven't signed a contract. We
are waiting on that. We don't have (inaudible).
Bird: (Inaudible).
Canning: That one is really up in the air. Ten Mile they have started working on
it and given what Council has expressed as a joint Council and Planning
Commission meeting, I wanted to run thing by you. The Ten Mile specific plan
was here for (inaudible) land use and transportation. If you want to think about
this as one of those districts, do you want us to expand that scope to include a
specific target in (inaudible) and provide some numbers? In honesty it is
probably going to double the cost of the study. Now, I do have some cost saving
designs just came into the studies (inaudible). I would request for this (inaudible)
- I didn't know that the Attorney's Office would be doing one as well. I don't see
a real need (inaudible--) other department (inaudible--) study. It is part of the
study. It is part of the follow up, but it seems like the city (inaudible--). South
Meridian, the way things are working right now, it looks like we will be partnering
with Kuna and Ada County. Right now, it probably flip flopped five times, but
right now it does look like we will be partnering and the opportunity there would
be that Ada County at staff level anyway concedes that it would be inappropriate
for Meridian to provide an (inaudible) once they have (inaudible) for us to do
$65,000 and for Ada County to do $30,000 and Kuna (inaudible) doesn't seem
right. So, they said that Ada County will match whatever we do. So, I anticipate
all of that (inaudible--). So, I did save a little money of those. If you want us to
change (inaudible) the Ten Mile one, now is the time because it is just getting up
and getting going. If you want those designs to stay as (inaudible) uses, Steve
estimated that it would take about another $60,000 (inaudible--). It is an
expensive study, I would think and we may be able to get away with (inaudible).
Yeah, I agree, (inaudible-~).
Wardle: Anna, I would say on that study that certainly the dollar amount
(inaudible) allows us to change gears right now. I know that given once we
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understand what kind of transportation the corridors (inaudible--) transit
infrastructure will be there where certain accesses are, I know I will just tell you
right now (inaudible) dictate almost to the square foot of that property (inaudible).
Canning: We anticipate it going all retail, so I don't know that we need to refine it
(inaudible). That is fine. Okay. Now what about design statements (inaudible--)
of that (inaudible--) generic ones that we were (inaudible--). Will the generic
design standards do you think be appropriate for that area or is there a special
look you want?
Wardle: I think when those things come in, especially class retail, let's be honest
with you, we are talking big bucks. So that is going to come in already cookie
cutter and (inaudible--).
Canning: Well, you don't have to let them.
Wardle: I understand that and I am personally okay with the (inaudible--). As
long as they try to match -
De Weerd: If we are going to do something, we should do it right and I know that
Councilman Rountree has cited a couple of studies that he has seen in other
metropolitan areas that - I think there is great benefit to do it right the first time
and some cost aids. If we want to take control of the division that we have in this
area and be more focused in who we want there and the type of jobs now is the
time to really do that. So, spend it now or you double it later. We have a blank
canvas to create a vision out there. I think it is going to be an exciting time to
really develop that area and addition for it that you want to see and that you want
public input on. We are the treasurers of the center of the Treasure Valley and
we have an opportunity to be something a little different than the rest of the
Valley is and a chance to identify ourselves and market ourselves differently and
this can be a cornerstone. I think people are actually looking at it (inaudible) as
well.
Canning: You know the Mayor asked us (inaudible). The kind of rapid growth
that we have (inaudible--) discover that we (inaudible--) suburban beginnings of
that and those blue birds that bear (inaudible--). The tragedy of that is that the
(inaudible) so high, so fast they are just the darling of everyone, but it doesn't
take long (inaudible--). The communities that seemed to have survived that initial
boom are the ones that really took control of what they wanted different. They
didn't let the 20 story office tower go in, but (inaudible--). They worked on it
(inaudible--) strategy (inaudible--). If you don't plan for it, the thing you will get is
a big (inaudible) and they are not bad, it's just that they become very generic and
it doesn't give a lasting (inaudible--).
Wardle: Maybe I need clarify because I am assuming you are talking setbacks
and things like that. If we can function within our current zone and add to that
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more of a for lack of a better term design review or some sort of standard for
actuality. We are really talking about building material and height of the sod -
Canning: (Inaudible) and massive and those types of things.
Wardle: Yeah, we are talking about those kinds of things in modulation. I could
see us looking more (inaudible). I was just - if we were trying to recreate some
sort of a renaissance -
Canning: Oh, no, no. No.
Wardle: Okay, I misunderstood. I don't want it to end up looking like (inaudible).
Canning: Right. Yeah, that is what I am saying. But, it does sound like you may
just want some generic -
De Weerd: You don't want a (inaudible) for that area.
(Inaudible discussion)
Canning: Okay, moving towards the enhancements, the big ones I have heard
from Council over the last year has been (inaudible). So what I would like to do
is work forward on having a presentation (inaudible--) do it before your budget or
at your budget or however you want. So, the direction we would take and what
kind of resources that it will take from staffing perspective and pUblic perspective
and try and get those to you. The other - kind of just a couple of qUick
(inaudible) other enhancement of - we are losing COMPASS support for some of
our mapping functions and so I would like to work with Public Works to try and
get maybe some more GIS capabilities just because the public presentations I
have to ask Robyn for a map and sometimes, quite honestly she has a little too
much to do so I don't ask her much. But, just from a public communication
standpoint maps are so much more effective and I just don't have that capability.
Nary: I was just going to say that we just had a discussion last month with Public
Works in removing some of those functions out of so that Robyn can really focus
on Public Works (inaudible) GIS. Again, because our GIS needs better city-wide
and moving it a different way, whether it is the right (inaudible) or doing
something else, but doing it differently than currently because it has come
(inaudible--). So, it really makes it (inaudible--).
Canning: So, there is another thing for that IT (inaudible--). Those are the big
ones. The south is still (inaudible). I already talked about the pathway plans and
certainly the (inaudible) responsibilities for (inaudible).
Stiffler: The other one with Anna is just one comment is just to share, I think with
the Council and I think to share in discussion with Anna (inaudible) is Tammy has
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interviewed some of the major developers around the area - continues to
(inaudible) from most developers about design standards. Not saying that they
want them down, but that they want quality. They view that as a feature of
Meridian for their investment - (inaudible) what that was that Joe was asking. I
am not talking not to anyone in particular; I am talking a group of them. It is
because the (inaudible) that one of the other things that you do (inaudible) read
and study is go back and get some information and went back with some other
cities that were going through that nature back in Minneapolis and St. Paul area
and go back to certain segments (inaudible). One of the things that happen
during the boom is they went out and there was just office buildings and medical
buildings and something built and then the design standard - watch a building
going in next door, once those people's booths ran out, those buildings ended up
empty buildings because the design standards and the quality there was not
maintained and the next thing you know we have the boom and you have that
growth. It would move out to the next area and this ended up being empty and
realistically it had to do with investment of that dollar and keeping that standard.
This is not my - I am repeating what I heard from people here. Keith, you have a
comment?
Bird: On the leasing out - (inaudible) because when you put up a new building,
the building (inaudible) the same developer is building. You might have one in
Boise that they have leased for years and then all of a sudden, it comes to
Meridian and it is $2 a square foot cheaper and you have got 3,000 or 4,000
square feet, where are you going to go? You are going to go to that big building
where it is cheaper, right?
Stiffler: Assuming it is cheaper.
Bird: Yes, assuming it is cheaper.
Stiffler: Yeah, I guess what I am saying to you is that there is other (inaudible) to
that -
Bird: Assuming it is cheaper, but (inaudible--).
Canning: The other enhancement that I actually (inaudible) dollar in the next
section, but wondering how much we will get done with that. But it is the idea of
districting and we talked about the medical district, kind of taking a fresh look at
Old Town as well, but it would be helpful to sit down with you all and see if there
were other areas of (inaudible).
Stiffler: Tammy since the (inaudible) talk in 20 minutes, I guess I am asking the
question. The two other agenda items you have on there had to do with that
budget side of discussion and them going into the -
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De Weerd: I think Stacy has a pretty short one and then Shelly and Anna can at
least introduce their information and (inaudible--).
Musser: I had one question with all the discussion that went down and
everything else, I was just trying to still get a feel for where the Council and you
were at in relation to the public records issue? There is a lot of time and energy
being expended on those and we really haven't been charging the public for
public record's copies and it is another area where we could get a little bit of
offset, not a whole lot, but, I was just curious what direction? It had been costing
us a bundle in regards to some big investigative cases that we had to make
copies for the media outlet and that type of thing. I have heard that we really
don't have an ordinance on it and there hasn't been a whole lot of support -
(Tape turned over)
Nary: -- for two hours of staff time to compile the records and put them together.
I would say a large majority of the records that we provide don't reach that
threshold. But, until you reach that threshold and once you reach that threshold,
you actually are charged and then have to implement that schedule and that has
never been done. Very few cities charge because, again, most of them don't
reach that. Like Chief was saying in some of our larger investigator cases, it can
be quite a bit of money lost when you have to provide those types of things. But,
we only have very limited opportunity to charge, we just have never (inaudible)
the process to actually charge for (inaudible). But we can bring that forward.
You only have a very little window to charge for those.
De Weerd: Would you like to see that Council?
(Inaudible discussion)
Musser: (Inaudible--) until I get ready to charge the Statesman for (inaudible) a
special bill. We don't have anything in place to do so and to carry forward. We
were talking and I think Will said (inaudible~~). Well, around $700 in terms of
copy and I (inaudible--).
Nary: And like I said a large majority, I mean a super majority of what we get
requests for are 25 pages or less. You can't charge for that. They don't take
items out; it is just a photo copy of a police report, an accident report and things
like that. Most of them we probably could charge, but we don't want to lose that
opportunity when it does arise. We had it happen in the reverse for us when we
asked for records in Kuna, they sent me a letter saying they were going to charge
me and I said show me where you did this right and then they said oh you are
right, we didn't. So, they didn't charge me their records either. So, like I said it's
not uncommon, not very many cities charge for copies because some of it is just
a hassle. I think it's worth the (inaudible) in the Police Department (inaudible--)
have got the right information retracted and we can get that done.
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De Weenj: Sounds like there is interest.
Kilchenmann: The one thing the Mayor did want to talk about was the budget; I
think is on the presentations. We used to do like a day and one half and the first
day would be presentation and people would kind of go over what they did with
the money that they did the prior year and then explain what they are asking for.
We shortened it up quite a bit and I think the theory was that we wanted to go
back and to having a day of presentations and then usually the actual budget
setting - it hasn't even been taking us half a day. So, we scheduled it that way. I
know you guys like to do it. I know you have take turns (inaudible--).
De Weerd: Until last year it has been a day and one half, actually I think the
(inaudible) is two days, but it is an opportunity for each department too. I like
what they have been doing, their accomplishments, where they have been and
setting the stage for where they are going. Last year in light of the time
constraints that was eliminated and I think it left it kind of flat and why their
budget request was really where they were at because you need to talk about
how they were (inaudible--) thought they wanted to go the next year and so we
would like to propose and make sure that (inaudible--) now in that schedule the
(inaudible) and we are recommending to do it as we had before this last year.
So, (inaudible) polling (inaudible) so we planned it to make sure we actually
specified.
De Weerd: They were just giving you their budget request.
Borton: It sounds like the situation was (inaudible--).
(Inaudible discussion)
Wardle: I guess the process that I feel important is the ability for the department
to make their presentation to City Council and at that time the City Council to
hear the request and not to then - and to discuss the merits of that request at the
time that that department director is there. I think splitting the process could lose
a little bit of that from what I have been (inaudible).
De Weerd: It doesn't split it (inaudible).
Wardle: So, why would we need a second day?
De Weerd: Because one day wasn't enough time for the departments to give the
overview of that entire department.
Kilchenmann: And then to go through-
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Anderson: So, just the presentations would be a little bit longer. It sounds like
within the last year or two, we just come in and primarily talk about it and what is
not necessarily what he did, their accomplishments because what we want to do
is kind of wrap those together so the presentations (inaudible) a little bit longer. It
is not just accomplishment; it's what has transpired over the last year. It's
(inaudible~- ).
(Inaudible discussion)
Anderson: I have to jump on my band wagon here because I have said this a
couple of times. I think it is kind of ironic, somebody could come in front of the
merit Council because we had a problem with the neighbor who built their fence
five feet too close to their house and they can get an hour's worth of your time to
talk about this fence and I am going to spend $5 billion worth of tax payers
money and it is hard for me to get 30 minutes' worth of your time to talk about
that. In comparison, I think that budgeting is very important and (inaudible).
Wardle: My opinion of the budget process was that the directors (inaudible--) so
we need to expand that service and take a look at that. I just assumed that
everything that you had presented to us at the budget hearing was everything
that you wanted us to know, either that or you would lobby beforehand or you
would lobby afterwards.
Bird: Why don't you want to go back to line items? If I had my way we would go
back to zero budget.
(Speaker unknown): Usually you have got 30 minutes.
Bird: But you know maybe we need to go back to - when I first got on, even I
helped our department set the budget. So, when we come in we had a
Councilman that a lot of this stuff that we thought was (inaudible) we already had
and (inaudible).
Kilchenmann: No, we already went through that whole thing with developing and
base budget. You don't want to go back to the line item budget and you are
supposed to talk about your enhancements.
Kilchenmann: That was a (inaudible) in the '60's, it was proven to be ineffective.
Borton: The 1860's?
Kilchenmann: The 1960's.
Bird: That is where I am coming from.
Kilchenmann: Tammy goes through everybody's base budget.
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De Weerd: The Council should be going through it.
Bird: I agree with you. Last year we told not to go do it.
Nary: I think what you have got to look at is the bigger picture and the idea I
think of what is wanting to be presented - a better presentation and also a
presentation for the public. Now, the public doesn't sit in those very much, but I
think everyone of you has to - you know has said many, many times you have
what your responsibilities (inaudible--). You don't have a very expansive
presentation because you have already talked about it; you are going to know
about it and all that. It is very hard to go back to somebody at the coffee shop or
somebody at the restaurant and why they do that. You can say - go look at -
you can sit there, but if you want to go look you can go pull up your minutes and
here is the presentation and here is the information that we received and here is
what they did in the budget before and here is why the needs are greater now
and here is why we chose to do this. I think that is all we are really talking about
in our process and is just making sure we can give you a fuller presentation of
what we did, why we need to some other things and all that. It just gives you
folks a much better (inaudible) response and ability to tell that story to folks
because I know that most of you know that and most of the you have already
heard it and most of the departments are going to meet with their liaison and
discuss their budgets and what they are going to need for in a (inaudible). That
has already been happening. But, that way and at that presentation and if you
want to sit there as a member of the public or you want to read it later, you are
going to know that is why they did it. I think that is really all we are (inaudible).
That is why it just may take longer.
Bird: I think that you are right on the head, Phil, that's our (inaudible) support this
job is the City Council (inaudible) and maintain a financial of the city and we
should take all the time that is needed to do it, you know whether that is three
Stiffler: I think also it may also enhance your ability (inaudible) all of them said
earlier about the fact that (inaudible--) look at this in each department, whether it
was a helicopter or - you as Council still have to say there is a prioritization, so
you (inaudible) be proposed and then you would have to look and say from the
overall view for all the information that has been on the table, there is more
communication and you at least feel like Ron said did I get (inaudible) time for
the guy that wants to move his fence. I don't think the Council said to me - is at
least I hear from all the Council members, they are more interested in what you
really see about enhancing your store and what you need to do to get that
accomplished and they are listening to you reiterate all the things you (inaudible)
just did. It is more related to that side of it, but yet that may mean that there is a
historical background that is important. It is part you telling your story. I think
Council is then in a better position to look at the whole thing on your stewardship,
under your PAD's (inaudible) talked about to make those decisions.
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and a half or two days, three days I guess we would need to sit down and do it,
we don't want to rush people through, but at the same time (inaudible) and bring
forward what is best for (inaudible) - accomplish in what we did last year and
accomplish what you are asking for this budget year. (Inaudible--).
Canning: Bill is passing out a (inaudible) sheets. What we have been introduced
provides a future between - and some of this is based on (inaudible) occurred
from Council and the Mayor and in all honesty as department directors we
haven't had an opportunity to talk about this and it seems to just kind of written
from the Planning perspective, but I think you heard there are a number of
people that say that what we do tends to drive them (inaudible) with something
else. I apologize for the Planning emphaSis (inaudible) and didn't know where
else to go right now, but none the less another thing that when the Mayor said
that (inaudible) I think that you will all receive (inaudible--) and in preparation for
this we talked about the target to be identified and the ideal community
(inaudible) form and feel with population and geographic area is needed to fund
sustainability - what support (inaudible--), quality of life issues, cultural arts
program, community civic center (inaudible--) water conservation and try to build
those environmental goals for housing through all levels and all of those things
that are (inaudible--) that are necessary to really make this a unified (inaudible--)
and (inaudible--).
Kilchenmann: Just don't show it to Clair Bowman.
De Weerd: Before Keith criticizes the typos or incomplete sentences, this was
just from my cell phone that I type and (inaudible-~) and I cut and paste never
thinking it was going to show up.
Canning: So, I looked at that and I panicked and had a mini heart attack, but I
started thinking about what was it that the Mayor was looking for and I think what
we are talking about is a transition from a Comprehensive Plan that is really land
use based and (inaudible) that talks about all services and incorporates all the
departments from the very (inaudible--). There is some overlap (inaudible), but it
really is a land use based Comprehensive Plan. I think we are really talking
about a city comprehensive plan that (inaudible) of a perhaps a more (inaudible)
city or certainly a more urban city. I think the last one realty focused on land use
as we are going through big changes (inaudible) - a small city (inaudible), but
now it is time to recognize we are a (inaudible) sized city (inaudible--) of services.
Then I started to think about that in relationship to some of the (inaudible) that I
heard from Council regarding (inaudible) and looking at some more specifics
there and the (inaudible). So, it is just kind of amassing the steps of the future.
What it seemed like to me what we did this year or doing last year and this year
is to take some of those mixed use designations on our Comp Plan and really
define that and just get the land use issues worked out and then what we are
looking for this fiscal year '07 is to kind of grill down into those use districts in
trying to come up with some visions for specific areas to get that synergy and to
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get the quality levels in there (inaudible--) and really a narrow type focus and
then maybe in fiscal year '08, '09 go back out to a more broad focus and
reevaluate the Comprehensive Plan to include, not just the land use public facility
issues, but also the (inaudible--) then focus on those things for more urban cities
(inaudible-- ).
Houston: Anna and I teamed up - like everybody else we kind of forgot to touch
bases until it was almost too late and we both came with this kind of a from a
different perspective or angle and Anna because of her position and knowledge,
interest she was thinking - I didn't even know exactly what the Comprehensive
Plan was and how sophisticated it was, how far along and so focused on that and
so we are not trying to (inaudible) and so I get something a little different that was
kind of pretending that we are starting totally from scratch and what would be the
areas that a city or town might look at. So, I guess part of what we need is
clarification or a discussion on what is it we want to focus on. like I said we
approached it from two different directions and didn't have time to clarify -
Canning: What happened with Shelly, given the statement from the Mayor
starting looking for things and what she found were Comprehensive Planning
(inaudible). I mean I think that what is clear is that there is (inaudible). What we
to know from Council is do you want to move onto that level of that kind of
Comprehensive Plan verses the one we have or do you want to do it through
programs and other types of community programs.
Wardle: Anna, I guess my preference is because having gone through just one
Comprehensive Plan amendment my personal feeling for that is that is a very,
very lengthy process that involves certainly a lot of public input, but it seems to
me it falls a lot on bureaucracy, so I think that the ideas that you bring forward to
get us a better vision of what we want to see and what this community is going to
be, I think those are important. I guess at this time, I am not sure that we need to
reopen the entire Comprehensive Plan and take it back to the drawing board.
(Inaudible--) programs, specific areas so that it (inaudible) take square miles or
districts or zones or whatever those types are and drill those down (inaudible).
That would be my preference.
Canning: Just a kind of take what we are kind of proposing for (inaudible--).
That is a lot of communities have a very general Comprehensive Plan and then
they have specific areas (inaudible). They just kind of go area by area, similar to
the Boise neighborhood communities, but they go area by area (inaudible) and
that is one way to do it.
Wardle: So, even to do that is (inaudible)? I don't keep (inaudible) studies
(inaudible-- ).
Canning: Comp Plans do need to be updated. Unfortunately, Comp Plans do
need to be updated and unfortunately they are very, very graphic and the idea is
Meridian City Council Special Meeting/Workshop
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to have a lot of public participation. I think it would be unfortunate to not provide
that opportunity, especially with regard to something (inaudible--).
Wardle: I guess one thing that I look at from public participation standpoint is the
entire community, if you open the whole thing up, just what we have seen in the
North Meridian area, people are focused on one specific area and it's usually the
one that is most (inaudible--).
(Inaudible discussion)
Wardle: I think it is okay if we are going to open those areas up, get real specific
because most people, in my mind, when they come forward they have a specific
idea in their mind anyway on even down to the square foot of what it should or
shouldn't be. So, I think it would be (inaudible) to help (inaudible).
De Weerd: I guess, Council, my challenge to you the leadership team is we have
been going through this (inaudible) rapid growth process for what seems like
ages, maybe it's only been a year and one half, but it seems like at least the last
20 and as we come hopefully to a close, we all have a piece of paper and now I
think it's the elected officials and senior managements responsibility to then take
that and develop a vision for it and it has to be beyond - the blue print has been
unique in it's not just been transportation, it has not just been land use, it's been
the quality of life aspects that Comprehensive Plans also get into circus level. I
think we are as a community are at a threshold where we can not only step and
raise the bar in planning expectations, but our citizens and what you have seen
in the paper questions that the Statesman seem to always nit pick on the letter to
the editor this last week on the strip malls and the ugly mess of Meridian and I
have heard it in a couple of different venues of design and whether we want to
look like, who are we as a community, what belief - that (inaudible) help a
statement for an integrated, self reliant community and what does that mean to
us? What does that mean to us as a city and what kind of vision do we want to
create for our citizens that we are hitting targets, we are hitting benchmarks of
this is the direction we are going and we are getting better along the way and this
is how they know we are. Do we want cultural centers and do we want to have
an identity or do we want to go and just develop our identity for us? Or do we
want to help guide that in a better way and help create a balance, instead of an
overload of one specific use in one area that will create a pocket for the Police
Department to focus on in the negative way or to balance it out and make it
synergistically work throughout the community. A lot of this has transpired in the
question that Joe Borton asked and some discussions that Shaun and I have had
with staff in looking at targeted recruitment for certain jobs we want for this area
or why we would want to expand an area of impact and what does that mean for
our community and what are we lacking? These kind of steps will start to
develop the vision that we have for a fully integrated community that we can tell
our citizens that this is who we are and this is what we are going to look and this
is how we are going to preserve the quality of life and everyone that is sitting
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around this room has a stake in it. It will be bringing back to you their pieces of
this picture, their long term and short term steps in getting to target that identity
and bringing new examples as to what has worked in other communities and why
in other communities it has failed so that we don't recreate a boil or what we are
creating has already been proven not to work, why would we go down that road?
So, this is the challenge that our leadership team has in front of them to bring
back to you and help set a more visionary direction as to how they are going to
take the plans from blue print and create that premiere place that showcase of
what Meridian is striving to be.
Strong: I have a question is there any timeframe that we need to work towards?
The city's comments (inaudible--) to (inaudible) to the (inaudible) funding - some
of the reasons (inaudible--). In some cases it is a requirement for compliance
(inaudible--) occurring, so what you are asking for (inaudible--).
(Inaudible discussion)
Canning: 1860, that's right. I think - I guess Mayor (inaudible) more confused
now than (inaudible--) this morning. Do you want them to be - do you want to
look at that in more narrow areas (inaudible) to begin with or do you want it city
wide or --? I am at a loss as how to do both (inaudible--) to look at the whole
setting (inaudible--) look for small areas at the same time? Is that what you - the
one thing I was hoping to get some direction on.
Wardle: If we are talking about catalyst (inaudible) being the Blue Print for Good
Growth, being one of catalyst, Communities in Motion (inaudible--), but if you
take and carve out of - you are going to see some very specific, in my opinion,
some very specific land use types (inaudible) or thing for you to be asked about
in good growth. They will very specifically address some areas in Meridian
(inaudible-- ).
Canning: They don't realize that though. They say things like set up transfer
(inaudible--). They say develop any (inaudible--).
Wardle: So, some of those things are - but, again at a majestic perspective, the
Comprehensive Plan also says that we want some transitional periods, so to take
50 acres in a square mile of our (inaudible) and develop it as an (inaudible) right
in the center isn't going to be (inaudible) without comment, so you are going to
have a limited area of opportunity where we could make changes to our current
policy. Does that make sense to you?
Canning: Yeah.
Wardle: Because I think those are going to be very specific. I mean, they will be
general, but you could limit them to (inaudible) or a major collector or a
(inaudible).
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February 16, 2006
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Canning: Yeah. There is (inaudible--).
Wardle: You are not going to make us (inaudible--)?
Canning: No, it is mostly the service stuff that is going to be the (inaudible).
Wardle: That will be a specific area of addresses - retail, here or here and
access and those are specific to not (inaudible--) -
De Weerd: Well, it also going to be your densities downtown and your densities
along the rail corridor and we don't want them up on the rail corridor, but how you
would connect them to the rail corridor because I heard yesterday them talking
about wanting (inaudible) development in the corridor (inaudible--). That is one
of the things that we could track.
(Inaudible discussion)
De Weerd: Yeah, except the chicken and the egg, they want a high density
downtown, yet you don't have a transportation system that will even
accommodate them right now. How do you transition? What is it going to look
like? You (inaudible--) gateway into your downtown area - what do you want
that to look like? You know, what do you want to be when you grow up?
De Weerd: We will do the areas specific and design standards.
Wardle: I guess the question that I heard was do we open the Comp Plan up or
do we not open the Comp Plan up? My preference is don't re-open.
(Inaudible discussion)
Canning: Do you have a minute to go through some of the possible specific
districts before you guys take off? I listed (inaudible), we talked about that one
already. Ten Mile Interchange, we already talked about. Downtown, I think we
already talked about that. I guess I am thinking there might be some (inaudible-).
I think we are all kind of talking about wireless downtown to begin with.
(Inaudible--- ).
Wardle: Let me ask about that. Talking about wireless downtown, talking about
(inaudible--). One of the things that I heard from is they under~serve so the
expectation is the use of travel and you can go in and utilize the connections to
do your business, however, (inaudible--) speed of dial up at (inaudible). So, that
is something to take into consideration (inaudible) to make that commitment I
would rather not just - I think it of it as some times you go to a hotel with a fitness
center and it is one room with a treadmill thing. Let's not do it - so let's not do it
to just say we have it. If we are going to do it, let's bring a (inaudible).
Meridian City Council Special MeetinglWorkshop
February 16, 2006
Page 91 of 94
(Inaudible discussion)
Canning: Start downtown and make it expand as time went on (inaudible).
Borton: That is also something that (inaudible--). As the downtown develops a
hotel is a good example of why it was (inaudible--) and that just seems to be
where that grows and the market and stride and the consumer and customer
wants that - a coffee shop has started and it is naturally evolving, whether or not
that is the function of the government to create that (inaudible--) -
Canning: Well, I think one of the reasons we look at starting it in the MDC is
what one of the things that working relationship has started with is providing
additional infrastructure in order to encourage development (inaudible--).
Wardle: One of the things that I would look at is instead of just saying
(inaudible), say broad band access throughout downtown. One of the reasons I
say that is they are a new - wireless is a new technology. (Inaudible) is new
technology that I think some of the industries are talking about tracking that we
absolutely have to have and you talk about speed in (inaudible) verses wireless,
there isn't a comparison.
(Inaudible discussion)
De Weerd: It is a combination thereof and actually (inaudible-~). He is doing that
in his development. He really has an interest in participating on that committee
and the dual or a complimentary system that would address future needs, current
needs and the research they have been doing (inaudible) developments and
(inaudible-- ).
Wardle: I guess I would say let's not just assume wireless is going to be the
technology that will always (inaudible), connectivity is probably the better.
Canning: The list I really wanted to get to now that we are there - the other
mixed use corridors or heights, activity center areas that I wanted to quickly look
at was Chinden, South Eagle, Overland, Lake Hazel (inaudible) and then the
Meridian Interchange and do any of these - do you feel that any of these --?
De Weerd: You think you are busy right now, just wait until the Public Works
gets sewer over there.
Canning: That is my nightmare.
De Weerd: That is (inaudible) and our parks and our fire-
(Inaudible discussion)
Meridian City Council Special MeetingNVorkshop
February 16, 2006
Page 92 of 94
Canning: Are there specific - will all of those remaining areas be served by a
single set of design guidelines (inaudible--) need special attention similar to the
(inaudible~-) or similar to Old Town or Ten Mile?
(Inaudible discussion)
De Weerd: You know I think, Anna, it's probably (inaudible--) because Lake
Hazel, you know I think sometimes there is different zones or (inaudible), but
Lake Hazel - the City of Boise has identified as a key east west corridor. Amity,
Nampa has identified as a primary east west corridor. So, those two roads there
are going to be really key including (inaudible) services, potential employment
center opportunities. Right now it's really hard to answer those -
Canning: And we can talk about that more (inaudible--)-
De Weerd: Well and even in north Meridian, we really touched on it in passing,
but (inaudible) employment corridor there is no major employers of HP and that
is pretty far down the road and (inaudible) population centers - you look at
McDermott as a restricted transportation corridor we might have an employment
center opportunity there and so maybe -
(Inaudible discussion)
Canning: Does anybody see anything special happening in south Eagle area or
Overland or do you feel that development pattern is appropriate to continue?
(Inaudible discussion)
Canning: What about this area? Do you see any need to work on this whole
Meridian Interchange area as (inaudible--)?
(Inaudible discussion)
Canning: Do you want it just to be - MDC should be planning for some
(inaudible~- ).
(Inaudible discussion)
Bird: I think that is pretty good, but I think this area right here (inaudible--). I
think once that overpass is (inaudible-~) you are going to see a (inaudible), but
what it is going to be I don't have the slightest clue and I (inaudible--).
(Speaker unknown): I haven't heard on (inaudible), but there is still that wide
open area back in there on (inaudible--) Waltman. (Inaudible--), but we don't
access to do anything until that overpass goes in and once it goes in (inaudible)
will take off and tie in with - one RV park on (inaudible--). More demands for
Meridian City Council Special MeetingNVorkshop
February 16, 2006
Page 93 of 94
some other stuff. I know that is - well if we are looking at the gated community
on it, we are going to have people coming in that they are going to be (inaudible).
Bird: That is one nice RV Park.
Canning: Sounds like just the standard design right-of-way - we talk about those
for arterials, collectors and gateway (inaudible--) and I will make an effort to
expand my sphere of influence with all of the departments (inaudible--).
(Speaker unknown): Can I ask a question about the corridors like Meridian Road
and Chinden? What are we doing, I guess to try to protect those to limit the
access because it is my understanding that state wants to use those as state
highways and be able to keep higher speed and be able to move larger volumes
of traffic, but yet when I was on the Council, I think we just made one mistake
after another because they just come in one at a time and chip away and we
created this mess on Eagle Road. What have we done differently to avoid
creating that mess on south Meridian and out on Chinden Boulevard? What are
we doing differently?
Canning: Well, the Unified Development Code says we can only take access to
half a mile, so anything other than that was required (inaudible--).
(Speaker unknown): But we already have one of those requests.
Canning: We have five. One is (inaudible--).
(Speaker unknown): It seems like we have set ourselves up to create those
kinds of requests. We set ourselves up to create those kinds of requests
because of how we are doing the land use and planning because we allow the
subdivision to fill up behind it and then they leave a few hundred feet left in the
front that borders those roads where they are going to build the commercial and
then there is no room for a frontage road to go in there, so you are going to get
this request after (inaudible--)-
Canning: We are also asking for a collector (inaudible--) separated (inaudible)
commercial or residential or interior (inaudible--). So, we did go the frontage
route. We talked to Council. I mean, there is that option to do frontage road, but
then we (inaudible--) worked out to be, what 300 feet or right-of-way or
something like that? So, we decided that we would incorporate that more in so
that you would have still that parallel road system, but you would have
(inaudible).
(Speaker unknown): Is there any place that that is happening at?
Canning: Actually Ustick and Eagle we are getting one of the north (inaudible)
roads (inaudible--). We are fighting for it.
Meridian City Council Special MeetingNVorkshop
February 16, 2006
Page 94 of 94
(Inaudible discussion)
Canning: Yeah, and the last piece is connecting over to the other mile. So, that
one would probably be one of the first ones -
(Inaudible discussion)
(Speaker unknown): Looks like a similar layout (inaudible) Chinden and a
section of Paramount, too, where they have got (inaudible--). Those are at least
kind of taking place and we should set the stage (inaudible--).
Canning: We are getting them. They are not built yet, but we are getting them.
(Speaker unknown): I have to ask this question because this has stirred my
curiosity more - (inaudible) Victory and Eagle (inaudible--)?
Wardle: Well, we are going to close up our meeting - it is 2:30 and we are out.
MEETING ADJOURNED AT 2:30 P.M.
(TAPE ON FILE OF THESE PROCEEDINGS)
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