HomeMy WebLinkAbout2002-01-18
BEFORE THE MERIDIAN CITY COUNCIL
IN THE MATTER OF THE REQUEST )
FOR CONDITIONAL USE PERMIT FOR )
A PLANNED UNIT DEVELOPMENT FOR)
A PRIVATE RV STORAGE AND )
REDUCED LOT SIZES IN A )
RESIDENTIAL SUBDIVISION, IN A R-8 )
FOR PROPOSED KODIAK, LOCATED )
AT 2435 S. MERIDIAN ROAD, )
MERIDIAN, IDAHO )
)
BY KODW( DEVELOPMENT, LLC )
)
02-1 9~02
CUP-OI-016
ORDER OF DISMISSAL
OF APPLICATION FOR
CONDITIONAL USE
PERMIT
The above entitled conditional use permit application having come before the
City Council on the 19th day of FebrualY, 2002, at the Meridian City Hall, 33 East
Idaho Street, Meridian, Idaho, at the hour of 6:30 o'clock p.rn., and the Council
having received the record of this matter from the Planning and Zoning Commission
including the Planning and Zoning Commission's Recommendation to City Council,
and the City Council taking judicial notice in Case No. PP-O 1-0 16, and Shari Stiles,
Planning and Zoning Administrator, Jim Jewett and Matt Schultz, appeared and
testified, and the Council having duly considered the matter makes the following
Findings of Fact and Conclusions of Law and Decision and Order.
ORDER OF DISMISSAL OF APPLICATION FOR
CONDITIONAL USE PERMIT / BY KODW( DEVELOPMENT, LLC
(CUP-OI-029) - 1
FINDINGS OF FACT AND CONCLUSIONS OF LAW
1. The City Council takes judicial notice of its Zoning, Subdivisions and
Development Ordinances codified at Title II Municipal Code of the City of
Meridian and all current zoning maps thereof and the Comprehensive Plan of the
City of Meridian adopted December 21, 1993, Ordinance #629 - JanualY 4, 1994
and Maps.
2. Staff has complied with the requirements ofI.C. S 67-6509 and 67-
6512 and SS 11-2-416 E and 11-2-418 E.
3. The Council does for purposes of this dismissal Order and adopt the
Findings of Fact "and Conclusions of Law in Case No. pp.O 1-0 16, which is the
preliminary plat application for the subject property.
ORDER OF DISMISSAL OF APPLICATION
NOW, THEREFORE, BASED UPON THE ABOVE AND FOREGOING
FINDINGS OF FACT AND CONCLUSIONS OF LAW, AND GOOD CAUSE
APPEARING, and specifically due to the fact that the project does not meet either
past or current ordinances for the planned development, 'alld there is only one single
access into the proposed project, and the proposed project is not very. compati~le
with the adjacent Bear Creek Subdivision, and based upon the City Council action of
denial of the application for the preliminary plat, CASE NO. PP-OI-016, this
ORDER OF DISMISSAL OF APPLICATION FOR
CONDITIONAL USE PERMIT / BY KODIAK DEVELOPMENT, LLC
(CUP-OI-029) . 2
application is therefore dismissed.
The City Council of the City of Meridian hereby adopts and approves this
Decision and Order of Denial.
DECISION OF DENIAL
ROLL CALL:
COUNCILMAN BIRD
VOTED ~t/L.-
COUNCILWOMAN deWEERD
VOTED *t...-
COUNCILWOMAN McCANDLESS
VOTED *v..-
COUNCIUvlAN NARY
VOTED ~l---
MAYOR ROB1T,D. CORRIE (TIE BREAKER)
DATED: --/6-02-
VOTED
.-
MOTION: ~
APPROVED: '
DISAPPROVED:
Copy served upon Applicant, the Planning and Zoning Depart111ent, Public W orlS~~'!W~_
D -~~
epartment and the City Attorney. . . .
-
1',
BJ~~~~
City Clerk
Dated:
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Z:\Work\M\Mcridian\Mcridian 15360M\Kodiok Sub PPO] -0 16 CUQO 1-029 V ARO 1-0 19\FFCLOrdCUPDcnioI02
ORDER OF DISMISSAL OF APPLICATION FOR
CONDITIONAL USE PERMIT / BY KODIAK DEVELOPMENT, LLC
(CUP-O 1-029) - 3
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HUB OF TREASURE VALLEY
7 It ~;[J
MAYOR
Robert D. Corrie
CITY COUNCIL MEMBERS
William L. M. Nary
Keith Bird
Tammy de Weerd
Cherie McCandless
33 EAST IDAHO
MERIDIAN, IDAHO 83642
(208) 888-4433 . Fax (208) 887-4813
City Clerk Office Fax (208) 888-4218
LEGAL DEPARTMENT
(208) 288-2499 . Fax 288-2501
PUBLIC WORKS
(208) 898-5500 . Fax 887.1297
BUILDING DEPARTMENT
(208) 887-2211 . Fax 887-1297
PLANNING AND ZONING
(208) 884-5533 . Fax 888-6854
A Good Place to Li ve
CITY OF MERIDIAN
NOTICE OF SPECIAL WORKSHOP
MERIDIAN CITY COUNCIL
NOTICE IS HEREBY GIVEN that the City Council of the City of Meridian
will hold a Special Workshop at SpurWing Country Club, 6800 North SpurWing
Way, Meridian, Idaho, on Friday, January 18th, 2002 at 7:30 am. The Meridian
City Council will be discussing procedures and process for strategic planning as
well as missions, visions, goals, objectives, issues and actions for the City of
Meridian with John Luthy of The Futures Corporation.
The public is welcome to attend.
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Meridian City Council Special Workshop - January 18,2002
AU materials presented at publiC meetings shall become property of the City of Meridian.
Anyone desiring accommodation for disabilities related to documents and I or hearing, please
contact the City Clerk's Office at 888-4433 at least 72 hours prior to the public meeting.
The Futures . <: orp oration "
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RECEIVED
JAN 1 8 2002
City of MS1'idiaLc
City Clelrk Office
To: Mayor, City Council, & Department Directors
From: John Luthy, Strategic Planning Consultant
Date: 1/10/2002
Re: Strategic Planning -Joint Full-Day Meeting Preparation
BY E~MAIL
Our full day joint planning session is scheduled for next Friday, January 18, from 7:30 AM to 5 PM in
the Spur Wing clubhouse. I understand we will convene for coffee and Danish at 7:30 and be ready to
begin our planning work by around 8 o'clock.
The agenda is fairly straightforward. We have a lot to do but, if we work hard, we will accomplish
much during this one day. In the morning, we will identify and agree on the content for the City's
Mission, long range Vision, and its Operating Values. As we have done with the departments, the
group will develop content, then I will work with volunteers from the group to provide drafts back
within a few days for review and edits. Normally, it takes about an hour to complete each of these
elements. We should easily be done prior to lunch.
IF we have time, we will begin before lunch to identify the City's major long-term Goals. PLEASE
REMEMBER, goals are stated as To increase.. .or To reduce... some measurable situation. Of course,
a goal could also be To maintain.. . if there are some areas where you are doing a great job and wish to
continue. Please see the handout pertaining to the relationships that exist among goals, objectives,
actions and strategies. Departments received this two months ago; the Mayor and City Council
received it this week. It is critical that the group understand the difference between goals and strategies.
The fOlmer is a desired outcome/ accomplishment; the latter is an activity expressing HOW you \Vill
achieve the goal. There are normally many strategies for accomplishing a goal.
After lunch we will continue identifying Goals until we have listed the ten to fifteen that seem most
essential. The normal number for a city or municipality is ten to twelve, due to their being very broad
and encompassing, and relating to major areas of emphasis. Goals also establish the City's direction-
telling people where you generally intend to direct your efforts.
Once we have a good listing of goals, we will begin dealing with Major Challenge Areas. 'This, as
noted before, is the most essential "showcase" section of the plan, because it reveals to the public the
most important challenges you see facing this City, critical goals associated \Vith each challenge, and
some key strategies that will be undertaken.
This section will take the remainder of the day. During their meeting on January 8, the Mayor and City
Council identified the following categories of major challenges. Please note that these were
"brainstormed" and some are sub-sets of others, and some might be seen more as solutions. We will
decipher them when we meet on Friday. Please feel free to do some homework prior to Friday and
have some that may be more department- or problem- specific. PLEASE realize major challenge areas
are BIG, BROAD challenges that are considered very important to the City and its citizens. These are
not prioritized.
. Customer service
. Image/reputation
. Communication- internal and external
. Gro\Vth-land use & controlled land management
. Fiscal management! accountability
· City government efficiency/ avoiding waste
· Employee retention
· Achieving! maintaining! promoting regional cooperation
. Infonnation technology
. Public apathy
. Crime/ law enforcement
. Public safety
. Transportation
. GreenJpark space and recreation
. Economic development! community prosperity
. Environmental quality/ health & safety
. Service demand VS. need - how provide and balance effectively
. Partnerships (more of a solution or strategy)
During the afternoon, our work will be to agree on the major challenge categories THEN on the
specific Challenge Areas that the group wants to address in this very important plan section. Once we
do this, they will be assigned to the most relevant department, and proper drafts prepared. 'This work
will take considerable time, and I will ask up-front that we stick to our "knitting" and not get off on too
many long vents and rambles.
. Page 2
Department directors, please review your Issues & Challenges, and be prepared to share with the group
any challenge area you feel should be included in this important section. I have provided examples of
typical vcite-ups that may be helpful in your preparation, if you have some you have already identified.
Once we leave on Friday, you should know the most critical challenge categories, and the specific
challenges that vvilI be drafted for the group's review, according to the format provided.
I assume we can get through all this in one day. It normally takes two, but we have done a lot to
prepare, and may be efficient enough to get it done.
I What To Be Thinking About I
MISSION- Are there pre-existing City Mission statements that we can use? I have one from the
Chamber that seems a good place to start. Remember that a broad City mission is somewhat different
fi:om a subject-specific mission for a department. Be thinking about why this city exists and what its
mission should be.
VISION- What do you see coming at you in the future, and what will you do to meet the challenges?
Given the best possible outcome, how would you characterize the City if it fulfills its promise?
OPERATING V ALUES- If you were to list the most essential characteristics you would use to
describe this City, what would they be? What are your guiding principles? What 'descriptors' would
you like others to use to describe your city?
GOALS- Long-term, what is too high that you want to reduce? What is too low that you feel needs to
be increased? What is just right that you want "To maintain?" Goals will be To increase...; To
reduce. . .; or To maintain.., The key is to know what problems exist and to be able to state them in
measurable terms.
Major Challenge Areas- Are there any other categories for Major Challenges in the City? Think
Internal and External. Have you identified specific challenges you feel should be introduced and
reviewed in the plan? If so, draft them and present them, Rarely does a department have more than
two, by the way.
That's about all for now. I look fonvard to a great day on Friday the 18th.
. Page 3
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City ot IVieridiar..
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City of Meridiax,
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Organization Improvement Series City Clerk Office
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City of Meridian
STRATEGIC PLANNING & PLAN
DEVELOPMENT
External Issues & Challenges
II
From All City Departments
~ .
(Uneditedl Not- Prioritized)
January 17, 2002
The Futures Corporation
1109 Main, Ste 299A
Boise, Idaho 83702
Tel. 208-345-5995 Fax 208--345-6083
futurescorp@aol.com
D)
External Issues & Challenges- Master List
External Issues and Challenges
Master List by Department
City Clerk
o There are too many risks and places within the City where significant
exposure exists. The City has increased its risk of liability at a time
when it should be reducing it and has not emphasized risk analysis and
safety adequately.
o City departments are too spread out, contributing to insufficient
comm1Jnication and collaboration, lost effectiveness, and confusion for
the public. The public also complains about the lack of a "one stop"
service center, which could offer more services/ information in less
time.
o Community growth may at some point create concern about the lack of
broad representation on the City Council. The addition of another
Council member may allow greater community cOlmectivity and
provide more involvement with operating departments.
o Too many City ordinances need review and analysis to determine
efficacy and relevance to current circumstances. Some are out of date,
inaccurate, or inconsistent with current procedures, which may place
the City in an exposed position, promote confusion, and reduce
departmental effectiveness.
o The existing Web page is inadequate for all City department needs. It
is inefficient, hard to follow, and has limitations to what it allows the
public or employees to access. Overall, it contributes to image
problems, creates more phone calls than it deflects, and is ineffective in
meeting growing City needs.
o Interdepartmental communications is at times ineffective and
confusing. While overall it is healthy, the occasional lack of clarity and
rapid pace tends to cause disconnects and frustrations that could be
avoided.
External Issues & Challenges- Master List
o Clear, consistent communication with the public and other institutions
is insufficient and has become more apparent as the City has grown.
This has added to image problems, reduced citizen support in some
areas, increased complaints, and reduced the effectiveness of some
programs.
Finance Department
o Governmental Accounting Standard #34 is mandated to be
implemented by 2003 and will then be subject to audit. This new rule
mandates that all government entities will use accepted accrual basis
accounting rather than a cash basis, and, as such, will mean significant
alterations of Meridian's accounting processes. This poses a major
challenge in that the system must be in place and fully tested by
December 2002.
o Growth continues to drive Meridian and will essentially double many of
the internal processes that flow through this department. Historically,
operating and support departments have not planned deeply enough for
growth and provided long- range scenarios that can be evaluated by
decision makers. The strategic planning process is remedying this.
o The City has neither a vision! plan for IT, nor an information
teclmology staff, which has created inefficiencies, disruptions, and
inconsistencies in computer systems, wasted limited resources, and not
produced a system that meets City requirements.
o The City lacks a centralized, compiled version of a comprehensive
capital improvement pan, distilled from the plans submitted by
operating departments. This fragments the capital planning process,
hinders prioritization, and reduces cooperation among departments, and
often places important projects at odds, when they should be cohesive.
o Finance and accounting systems are fragmented among departments,
which has let to inconsistent or poor infonnation, lost efficiency, too
many errors, and lowered trust in numeric data within the City. There
is also poor communication flow among key departments, which
reduces the Finance department's ability to respond with accurate data,
conduct analysis, and keep pace with data requests.
2
External Issues & Challenges- Master List
o Insufficient communication and collaboration exists among City
departments in the area of financial affairs and some operating
departments do not get their financial work accomplished in a timely or
accurate fashion. These circumstances reduce the accuracy of financial
data, limit fiscal efficiency, build in additional work that should be
avoided, and keep departments from acting as one efficient, seamless
team. They also create more work for Finance, reduce data available to
the mayor and City Council, increase backlog, and generally decrease
the City's operating efficiency.
o Security is a continuing critical problem within the City. Currently,
some confidential records can be accessed, and computer viruses could
be introduced that would effectively destroy the City's system. While
noted in the past, this has NOT been remedied, and poses a huge
liability and potential cost problem for the City. Back up by the current
vendor is wholly inadequate for this City.
o The City has no purchasing coordinator, which contributes to poor
financial oversight of the thousands of dollars spent each year by City
departments. There are no established purchasing guidelines and no
single person who is an expert in achieving the best value for dollars
spent. This possibly costs the City thousands each year that could be
saved.
o The City has an inadequate policy and procedure framework to guide
follow-up on various financial transactions. This costs additional
money, reduces the ability to audit expenditures, and limits fmancial
analysis to determine where the City could be more efficient in
handling financial affairs.
o The Internet Web site is down too much, is poorly constructed, and is
not as functional as most cities. This has reduced efficiency, kept
citizens from obtaining information, hurt the City's image, and
generally frustrated departments.
o There has still been no formal or decent training on how to use the Web
site, nor to amend it as things evolve within the City. There is lack of
clarity regarding how to use the site, what passwords are necessary, and
3
External Issues & Challenges- Master List
what it will do in the future. This has reduced its value, lowered its
effectiveness, and not allowed the efficiency first envisioned.
o Communication flow from the City Clerk's office is insufficient for the
Finance department to maintain the necessary flow of data, reports, and
analysis. This has increased backlog, reduced internal efficiency, and
added days or weeks to required work output.
Fire Department
o Based on even the lowest recommended service levels in local
jurisdictions, there are not enough fire stations to deploy adequate
personnel and equipment during emergencies and maintain sufficient
backup, as required by fire safety standards. This also compounds the
City's liability in emergency situations, jeopardizes emergency
personnel, and places citizens and property at avoidable risk.
Simultaneous calls for even basic services immediately overtax the
current system, potentially leading to a serious situation given two or
more emergency calls. (One residential fire call immediately overtaxes
the current system, breaking OSHA and NFP A guidelines and adding to
the City's legal liability and exposure.)
o As referenced above, an area the size of the Meridian service area
should have four firehouses with sufficient apparatus and specialized
equipment to meet any emergency. Presently, there are only two fire
stations and not enough equipment to responsibly meet the growing
demand throughout the service area.
o Due to past Fire Department effectiveness, the public has grown
complacent about the need to keep services current. This has resulted
in reduced and unbalanced financial support and a declining emphasis
on maintaining essential emergency response capability while economic
growth and prosperity receives greater attention.
o A growing gap exists between the current level of fire service and the
community's growing demand. Insufficient manpower, equipment, and
substations have resulted in longer response times, reduced
effectiveness, reduced efficiency, and an growing inability to properly
cover service needs in a significant emergency. A corollary is the
4
External Issues & Challenges- Master List
growing potential for a smaller emergency situation to escalate into a
major event due to insufficient response capacity.
o Ongoing urban redesign and evolution! aging of existing structures will
alter the pattern of demand and how service is rendered. This is not
controlled by fire services, but the department must prepare for and
respond to it. There is no accepted community-wide plan for
continuous emergency services upgrading and restructuring to allow the
department to keep abreast of community evolution. This will result in
'knee jerk' reactions, higher ultimate costs, more interagency conflict,
and continual community frustrations as demand grows and structures
age.
o Insufficient funding has curtailed training for fire services personnel.
While integrating fire and medical emergency skills and capabilities is
the local and national trend, Meridian has not kept current with
financial support for training, resulting in reduced response capacity
and increased risk to victims.
Human Resources Department
o Rapid growth of the City's employee base has created enormous
demand on services provided by Human Resources for recruitment,
benefits, compensation administration, workers compensation,
employee relations, training, policies and procedures, adding to
increasi:q.g response times for these services.
o There has been a continuing growth in workers comp claims, adding to
inefficiency within many departments which also creates additional
paperwork and follow up for HR., as well as coordinating benefits with
FMLA and increasing avoidable costs.
o Departments tend to not coordinate human resource activities,
especially benefit renewal, policy briefings, and general training. This
has wasted valuable time and resources, furthered poor coordination,
and added to service responsiveness.
o Throughout the City there is insufficient accountability, consistency,
and follow through in human resource activities. Policies aren't
5
External Issues & ChaIlenges- Master List
followed, forms are not completed, and training is left undone, all of
which add to under-preparation, miscommunication, growing exposure,
and inefficiently used resources.
o There is inconsistent and insufficient lmowledge ofHR rules, policies,
and theory at the department level. This slows recruiting and hiring,
disciplinary procedures and processes and promotes inefficiency, which
increases the City's exposure to liability.
o There seems to be an inherent resistance to change, manifested in the
length of time it takes to get things approved and decisions made.
While in other jurisdictions similar decisions are considered common,
Meridian has yet to streamline efforts to build a strong HR program that
can handle continued growth.
o Too often, "mandatory" meetings to explain benefits or some other key
policy are not well attended, causing many to not hear, and doubling or
tripling the work HR has to do to catch up. HR is central to the City's
development and must be supported.
o There is no citywide training and development program or process that
coordinates employee development. Lack of a standard training and
development process and program wastes departmental resources,
reduces training efficiency, reduces employee effectiveness, promotes
frustration among employees (dead end job feelings), and reduces the
City's ability to provide continuous and improving services.
Parks and Recreation
o There is insufficient funding to complete projects the department is
expected to complete, which reduces overall park quality, makes fewer
public parks available to the community, causes anticipation for the
projected parks without timely completion, and increases inflationary
costs for completed projects.
o The City does not own enough land to build future parks to provide at
least 4 acres of park space per thousand residents (eight acres per
thousand is the national average). Without the land there will continue
to be insufficient developed park space to keep pace with the growing
6
External Issues & Challenges- Master List
community and demand for playgrounds, youth and adult sports fields,
picnicking areas, and pathways. Residents do not have adequate places
in Meridian to recreate, which causes them to travel to other cities.
This reduces potential dollars spent in the community, hinders building
strong community spirit, and indirectly impacts the quality of life in
Meridian.
o There is insufficient park and City-owned outdoor recreational space to
keep pace with growing demand for organized and informal activities.
This means that neither causal users nor recreating adults and youth
involved in organized sports have adequate space to participate in
organized games or informal activities. Young people are therefore
turned away because parks and programs caooot support more teams,
plus teams practice on poorly maintained, non-City-owned sites where
potential safety issues exist. All of thisilUpacts the City's image.
o The City does not have enough indoor facilities to accommodate public
recreational needs or growing sport team demand; this results in the
community seeking to fulfill recreation needs in available programs
outside the City, causes a public outcry for more opportunities within
this community, reduces revenue to the City, and limits the City's
ability to offer more than a few indoor programs.
o There is a lack of public awareness and community understanding of
the City's parks and recreational services. This causes a lack of
understanding during the budget process during which approval and
support of prudent programs and park projects is not apparent. This has
impacted the City's ability to provide adequate parks and programs that
are actually desired throughout the community.
o There is no clearly stated and defined policy relative to who is
responsible for maintaining street trees on major thoroughfares or
ACHD rights of way in Meridian. This has led to confusion and poor
maintenance, plus is a drain on departmental budgets, due to having to
maintain trees so they do not die or become eyesores.
o There is a lack of responsibility for the maintenance and upkeep of the
downtown trees. Because there is no shared responsibility nor any
formal agreement among landowners, the City, and ACHD, there is an
additional cost to the City, and the Parks staff has to schedule the
7
External Issues & Challenges- Master List
maintenance into their daily routine when the time could be spent
elsewhere on something requested by the Mayor and City Council.
o There is no central community recreation center for the community's
use. This causes the public to complain about the lack of activities for
children, people has to go outside of the City for extracurricular
activities, and children end up not participating in a variety of activities
since it's not conveniently available to them.
o There has been a 300% increase in parks responsibilities and service
requests from 1998 to the present. An example oftrus is the new
police station, which has landscaping that will be assigned to the Parks
staff with neither pre-planning nor additional budget. This type of
situation adds uncontrollable costs to the Department's budget, puts a
higher demand on Parks Department staff and reduces the ability to
spend time on issues when they have to repair parks and equipment.
o The 20-year-old 8th Street Park sprinkling system is antiquated and
insufficient for the park. Because the system was installed improperly
and doesn't operate, there is inadequate water coverage as well as
wasted man- hours with constant repairs, which can cause deterioration
in the grounds and decreased attraction to the public.
o The Parks Department doesn't have an efficient way to remove snow or
gravel from the pathways. lfthe snow is left on the pathway, we have
safety issues for users such as icy or slick pathways, users falling and
injuring themselves, opening the City up for liability. If gravel is left
on the pathway, it can cause injury to roller blade users, skateboards
and bicycles if they fall.
o Drainage problems in Tully Park and Generations Plaza are causing
standing water in the parks. This creates unsafe areas and equipment
then gets stuck and damages the landscape and turf as well as
unproductive hours spent of the employees.
Planning & Zoning
o Too many ordinances are outdated, providing inadequate policy
direction and clarity to staff and the community. This also causes
8
External Issues & Challenges- Master List
frustration among customers and staff, creating the potential for
conflict, as well as reducing program efficiency and effectiveness.
Q In addition to the above, there are no ordinances addressing
neighborhood design standards, dust control, adequate public facilities,
or wireless communication tower standards. This has and will continue
to lead to confusion, potential conflict, and additional hours dealing
with frustrated citizens.
o There are too many requests for "special" approvals or expedited
processes from applicants who have not complied with regulations and
have not followed standard procedures. This adds to staff backlog,
creates conflict, and wastes limited resources.
o Growth continues at a rapid pace, placing increasing demands on staff
resources. This has drastically increased staff workloads, extended
project backlog, reduced responsiveness, and impeded the departmenfs
overall effectiveness.
o Code enforcement has minimal internal accountability and has not met
expectations. This has reduced enforcement effectiveness, reduced the
value of allocated resources, and exposed the City to greater risk.
o There is a continuing lack of proper training and orientation of new
City Council and P&Z Commission members, which increases
confusion, breeds conflict, and drains resources as new members
proceed through a learning curve.
o Staff reports from ACHD are too often late and not within expected
timelines, which reduces time P&Z staffhas available to conduct their
work. This results in rushed work, constant priority shuffling,
frustrations with ACHD and other agencies, and the potential that less
than quality work may have to suffice to meet established deadlines.
o There is insufficient support! understanding of the value and purpose of
land plalll1ing and zoning within the community. This has increased
frustration with and within segments of the development community
and others whose vision for "development" differs with this
community's long- term vision.
9
External Issues & Challenges- Master List
o Ordinances are occasionally ignored by decision makers, which places
staff in the awkward position of enforcing established policy or
allowing projects to proceed improperly. Such conflicts place the City
at risk, waste valuable time, and increase the potential for conflicts as
the City continues to grow.
o In dealings with the ACHD, there are often such disparity of opinions
regarding how projects should proceed, what should! could be done,
timeframes, and priorities, that an inordinate amount of time is spent
trying to work within guidelines and parameters that are often in
conflict with the City's desires. This wastes time, compounds
confusion, and reduces the level of collaboration that is greatly needed
in Ada County.
o The Findings of Fact, Conclusions of Law and Decision and Order
document and the P&Z Commission Recommendation to City Council
document as initially drafted by the Legal Department for P&Z
Department review are often inaccurate and do not reflect the public
testimony or final motions of the Commission or Council. Staff spends
an inordinate amount of time reviewing and preparing Position
Statements to correct these documents. This time could be spent on
other projects if the Findings, Conclusions of Law, Decision and Order
and Recommendations were more accurately prepared.
o Internally, inadequate enforcement of adopted conditions has been
recognized as a continuing problem because tracking compliance of
Adopted conditions of approval is difficult. This has created
enforcement inconsistency, angry comparisons among property owners,
promoted more complaints to the mayor, and has reduced confidence in
both Planning and Zoning and Code Enforcement.
o Annexation ordinances are not adequately recorded in the Clerk's
office, which leads to conflicting data, frustrations among staff and
customers who need clear policy direction, and occasionally placing the
City at risk.
o Inaccurate and inconsistent data comes from both the County Assessor
and COMPASS regarding changes in city limits, addressing, new land
use maps, etc. This wastes time to make conections, causes further
10
Extemallssues & Challenges- Master List
inaccuracies, frustrates customers, and generally bums valuable
resources.
Police Department
ICrime Ratesl
o The primary challenge involves growth; as the population of the City of
Meridian has grown so have demands on police services. The
department must continue meet those demands without jeopardizing the
safety of citizens or officers and with only minimum inconvenience to
the public. Reported offenses for year 2000 totaled 2,076. This is an
increase of over 35% for the last five years and an increase of over 16%
in just the last year.
o The major types of criminal offenses reported in Meridian include theft,
vandalism and burglary. These are property crimes. In 2000 there were
a combined total of 1429 property type crimes, almost 70% of the total
reported offenses. This is a trend which has been statistically evident
for the last five years, as over 2/3's of Meridian's reported offenses
involve property crimes. These types of offenses are the primary type
patrol officers respond to daily for reports and initial investigations. As
the numbers of these types of offenses have increased over time, they
have produced a case backlog placing additional demands on patrol and
investigative resources. This has reduced the time spent on each case,
which has the corollary impact of reducing the potential for case
solvability and property recovery.
o Of the 2076 total offenses reported in year 2000 just under 30% were
cleared by arrest or other identification of the suspect. A majority of
those cleared were offenses like simple assault, drug related crimes, and
some property related offenses. Some significant reasons why the
clearance rates are low are: the time needed to adequately investigate,
limited manpower resources, and the shear volume of property crime
cases. Property crime offenses are the most preventable of the crimes
reported to the department. Prevention, however, requires dedicated
resources and problem solving from a proactive enforcement standpoint
- rather than a reactive one in which reports are taken well after the
fact.
11
External Issues & Challenges- Master List
!Traffic Con~estion and Collisionsl
o Another challenge wrought by growth and development has to do with
the safety of the motoring public. The amount of traffic in the City of
Meridian has significantly increased with growth, creating constant
congestion along the major traffic arteries, and severe congestion
during peak travel hours. For example, on Eagle Road south of
Fairview, traffic increased over 41 % in the last five years, and on
Fairview east of Locust Grove there has been over a 10% increase in
traffic for year 2000 alone.
o Given the growth and development in Meridian, the vehicular collision
rate has increased, as well. Over the last five years the' number of
collisions has increased more than 90%. A proportional increase would
be expected but a 90% increase in reported collisions is more than
double the recorded traffic usage increase noted above. There is a
specific need for traffic enforcement, proactive public safety oriented
traffic programs, and collaborative partnerships oriented at reducing the
risk to the motoring public. Again, the critical issue is resources, from
manpower to equipment.
Public Works
o Providing and accurately locating an adequate potable water supply as
the City continues to grow presents a significant challenge. Without
safe and ample water, growth will be restricted, public health and fire
protection may be compromised, and economic development could be
curtailed.
o Providing a balance between sewerable area and providing essential
wastewater treatment capacity will be a continuing challenge. Failure to
have wastewater treatment keep pace with sewerable area could deter
growth and have profound impact on economic and community
development.
o Key City ordinances are out of date and do not properly relate to the
City's current status. These include ordinances dealing with sewer,
water, and subdivision development, and all have negative impact on
12
External Issues & Challenges- Master List
community development, inter-agency relationships, and departmental
effectiveness during a time of considerable growth.
o Another challenge associated with growth is the difficulty in predicting
where growth will occur with the City. This makes planning more
difficult, wastes resources, and makes informing developers and the
general public of future growth areas difficult, all of which could be
avoided by better, more predictable planning.
o Demand for better and more accessible data is stressing current systems
and processes. Data acquisition, storage, and retrieval are more
difficult due to lack of one comprehensive system and medium that
facilitates work with data. This has led to service delays, lack of good
data, lost information, and irritation among many who seek assistance
from the City.
o Ever- increasing environmental requirements and regulations pertaining
to potable water supply and wastewater treatment will require upgrade
of existing systems and stress the City's ability to fund the required
facilities. Again, this will impact growth, economic development,
public health, and the City's ability to meet service demands.
Wastewater Department
o Growth will cause demand on the system to triple within ten to fifteen
years, adding enormous cost associated with new system requirements,
testing, documentation, etc. Requirements will not be voluntary, but
will be mandated, which means the City must plan now for this growth.
o There are seven to ten miles of new sewer line installed per year within
the City's sewer system without commensurate addition of manpower,
equipment, inventory, etc. This will continue to expose the City to
potentially severe liability as the maintenance process becomes
overtaxed and PM work falls behind.
o The City has no business-licensing ordinance, which allows businesses
to open without the express knowledge of city departments. Code
enforcement is therefore a hit and miss affair and the City's liability and
exposure to regulatory requirements is greatly increased.
13
Extemallssues & Challenges- Master List
o Too much untraceable illegal dumping of noxious substances, including
grease, occurs in the area, adding to sewer maintenance and treatment
plant load and operational difficulty. Certain substances, if introduced
into the sewer, could cause system failure, personnel injury, or both.
o Idaho is the ONLY state having voluntary wastewater certification.
This may change, and, if so, will add new costs, duties and
responsibilities to an already taxed staff.
o The EP A, DEQ, and the state legislature continue to tighten
requirements that impact wastewater treatment and disposal. As storm
water aJ).d TrvIDL regulations are refined and adopted, there will be
added cost, time requirements, training needs, and potential for non-
performance than ever.
o Complaints from the community about odor are growing as proximity
of subdivisions to the plant becomes closer. This adds time and effort
to public relations, frustrates department staff, and contributes to public
frustrations about government.
Water Department
o Residential and commercial growth will continue to place substantial
additional demands on the water distribution system. If not addressed
by adding new wells and storage facilities, insufficient capacity will
reduce options for new commercial and residential development,
thereby slowing economic development.
o Growing security concerns relating to potential terrorism will move to
the forefront of both planning and daily operations which could very
well create additional staff demands.
o Stricter state and federal water quality regulations from unfunded
mandates will require the implementation of a costly bade-flow
prevention program, additional water quality monitoring during new
well development, and additional sampling at the customer tap. These
additional activities pull staff from other essential tasks, slow
productivity, increase work backlog, and drain limited funds.
14
External Issues & Challenges- Master List
a "Turn-off' delinquent accounts continue to interrupt operations several
days each month. These delinquent accounts reduce City cash flow, add
to work backlog, and create additional "turn-off days" per month.
a Water use ordinances are out of date and do not properly relate to the
Water Department's current status. These outdated ordinances have
negative impact on community development, inter-agency relationships
and departmental effectiveness.
15
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RECEIVED
JAN 'j 8 2002
City of Meridian
City Clerk Officf.
RECEIVED
JAN 'I 8 2002"
.....' 'Of ... ",",~--"-~""J.___
Oity Clerk Offi ::
Recipe for Creating Policy
Start with a cage containing five chimpanzees. In the cage, hang a banana
on a string and put stairs under it. Before long, one of the chimps will go to
the stairs and start to climb towards the banana. As soon as he touches the
stairs~ spray him and all of the other chimps with cold water. After a while,
another makes an attempt with the same result - all the chimpanzees are
sprayed with cold water. This continues through several more attempts.
Pretty soon, when another chimpanzee tries to climb the stairs, the others
will make every effort to prevent it.
Now, eliminate the cold water. Remove one chimp from the cage and
replace it with a new one. The new chimpanzee sees the banana and wants
to climb the stairs. To his horror, all of the other chimps attack him. After
another attempt and attack, he knows that ifhe tries to climb the stairs, he
will be assaulted.
Next, remove another of the original five chimpanzees and replace it with a
new one. The newcomer goes to the stairs and is attacked. The previous
newcomer takes part in the punishment with enthusiasm.
Again, replace a third original chimp with a new one. The new one makes
it to the stairs and it is attacked as well. Two of the four chimps that
beat him have no idea why they were not permitted to climb the stairs,
or why they are participating in the beating of the newest member of the
group. However, they do so with great vigor.
After replacing the fourth and fifth original chimps, all the chimps that
have been sprayed with cold water have been replaced. Nevertheless, no
chimpanzee ever again approaches the stairs. Why not? Because that's the
way it's always been around here.
And that's how organization policy begins....
50 Reasons Not To ChangC8:i:
EI~lED r
I
f'rt1l.eridia"lJ.
Jerk OfficE'
1'm not sure
my boss would
like it.
I don't have
the authority.
It will take
too long.
It's too
complicated.
What's in it
for me?
It' 5 too
political.
They won't
fund it.
I'm not sure
my boss
would like it.
We're doing
OK as it is.
We don't have
consensus
yet.
We don't
have
the staff.
Another
department
tried that.
It's not our
problem.
I
I
J
I
I
I
I
I
I
,
I
I
i
I
,
J
I
I
!
There's too
much red tape.
Maybe.
Maybe not.
It needs
committee
study.
We've nev'er
done that
before.
I'm all for it,
but.. ,
How many times do we hear
these excuses? There are at least
50 reasons nOt to change. But
there is at least one good reason
to change - because it's the
right thing to do!
Stop.
Look inward.
listen.
To yourself.
To others.
We applaud the efforts to reo
invent government. Embracing
change is exciting. It can Cut
COSts and improve efficiency,
Nothing is mOre rewarding than
empowering people to turn red
tape into results.
Helping Government Help People
,
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