HomeMy WebLinkAbout2024-02-06 Work Session Meridian City Council Work Session February 6, 2024.
A Meeting of the Meridian City Council was called to order at 4:30 p.m. Tuesday,
February 6, 2023, by Mayor Robert Simison.
Members Present: Robert Simison, Joe Borton, Luke Cavener, Liz Strader, John
Overton, Anne Little Roberts and Doug Taylor.
Others Present: Chris Johnson, Bill Nary, Todd Lavoie, Dave Tiede, Laurelei McVey,
Scott Colaianni, Joe Bongiono and Dean Willis.
ROLL-CALL ATTENDANCE
X Liz Strader X Joe Borton
Anne Little Roberts _X_ John Overton
_X_ Doug Taylor _X_Luke Cavener
X Mayor Robert E. Simison
Simison: Council, for the record it is February 6, 2024, at 4:30 p.m. We will begin this
evening's City Council work session with roll call. Mr. Clerk.
ADOPTION OF AGENDA
Simison: Next item up is adoption of the agenda.
Borton: Mr. Mayor?
Simison: Councilman Borton.
Borton: The agenda looks fantastic. There are no changes to it. I move that we adopt
it as published.
Strader: Second.
Simison: Have a motion and a second to adopt the agenda as published. Is there any
discussion? If not, all in favor signify by saying aye. Opposed nay? The ayes have it
and the agenda is adopted.
MOTION CARRIED: ALLAYES.
CONSENT AGENDA [Action Item]
1. Approve Minutes of the January 16, 2024 City Council Work Session
2. Approve Minutes of the January 23, 2024 City Council Work Session
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February 6,2024
Page 2 of 36
3. Graycliff Subdivision No. 4 Temporary Construction Easements A
and B (ESMT-2023-0174)
4. Foundation Support Works Water Main Easement No. 1 (ESMT-2024-
0006)
5. Vertex Subdivision No. 1 Water Main Easement No. 1 (ESMT-2024-
0007)
6. Sagarra Subdivision No. 2 Sanitary Sewer and Water Main Easement
No. 1 (ESMT-2024-0009)
7. Sagarra Subdivision No. 2 Sanitary Sewer and Water Main Easement
No. 2 (ESMT-2024-0010)
8. Lost Rapids Lot 8 Water Main Easement (ESMT-2024-0011)
9. Lost Rapids Lot 8 Full Release of Water Main Easement (ESMT-2024-
0012)
10. Movado Multi-Family Sanitary Sewer and Water Main Easement No.
1(ESMT-2024-0013)
11. Final Plat for Graycliff Estates Subdivision No, 5 (FP-2023-0029), by
KB Home, generally located south of W. Harris St. and west of S.
Meridian Rd.
12. Final Order for Matador Estates (FP-2023-0024) by Marty
Camberlango, Quantum Ltd., Inc., located at 1235 E. McMillan Rd.
13. Final Order for Newkirk Subdivision No.1 (FP-2023-0020) by Laren
Bailey, Conger Group, located at 4250 W. Franklin Rd.
14. Development Agreement (Compass Pointe Subdivision H-2023-0004)
Between City of Meridian and Butler Realty, LLC (Owner) and A-Team
Land Consultants (Developer) for Property Located at 3245 and 3247
S. Locust Grove Rd.
15. Development Agreement (1-84 + Meridian Road H-2023-0099) Between
City of Meridian and GRH Meridian 1-84, LLC for Property Generally
Located at the Northwest Corner of S. Meridian Rd. and 1-84 on the
South Side of W. Waltman Ln.
16. Development Agreement (Julia Subdivision H-2023-0003) Between
City of Meridian and Marquita M. Flansburg and Theresa Charlayne
Call for Property Located at 2435 N. Black Cat Rd.
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February 6,2024
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17. Development Agreement (Tanner Creek H-2022-0048) Between City of
Meridian and Corey D. Barton (Owner) and Challenger Development,
Inc. (Developer) for Property Located at 675 W. Waltman Ln.
18. Reimbursement Agreement Between City of Meridian and Meridian
Development Corporation for the Hunter Lateral Relocation
19. Termination and Release of Impact Fee Deferral Agreement Between
City of Meridian, Ada County Highway District, and Kam Realty LLC
dba Kiddie Academy of Meridian
20. Lease Agreement between the City of Meridian and Double Tapp, LLC
for use of Shooting Range Facilities
21. Resolution No. 24-2437: A Resolution of the Mayor and City Council
of the City of Meridian to Amend the Future Land Use Map of the
2019 Comprehensive Plan for 70.4 acres, Generally Located at the
Northwest Corner of S. Meridian Rd. and 1-84, on the South Side of W.
Waltman Ln., in the Southeast Quarter of Section 13, Township 3
North, Range 1 West, Meridian, Idaho, Ada County; and Providing an
Effective Date
Simison: Next up is the Consent Agenda.
Borton: Mr. Mayor?
Simison: Councilman Borton.
Borton: The Consent Agenda, it's appropriate as well. There is no changes to it. So, I
will move that we approve the Consent Agenda as published. For the Mayor to sign and
Clerk to attest.
Strader: Second.
Simison: Have a motion and a second to approve the Consent Agenda. Is there any
discussion? If not, all in favor signify by saying aye. Opposed nay? The ayes have it
and the Consent Agenda is agreed to.
MOTION CARRIED: ALLAYES.
ITEMS MOVED FROM THE CONSENT AGENDA [Action Item]
Simison: There were no items removed from the Consent Agenda.
DEPARTMENT / COMMISSION REPORTS [Action Item]
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February 6,2024
Page 4 of 36
22. Resolution No. 24-2435: A Resolution Establishing the Appointment
of Bethany Guajardo to Seat 6 of the Meridian Solid Waste Advisory
Commission; and Providing an Effective Date
Simison: So, we will move on to Department/Commission Reports. First item up is Item
22, which is Resolution No. 24-2435, the resolution establishing the appointment of
Bethany -- I -- I'm going to -- I'm not going to try to say the last name, because I know I
will just butcher it -- to Seat 6 of the Meridian Solid Waste Advisory Commission and
providing an effective date. So, Council, I was able to sit down with our SWAC
President Steve Cory and interview -- interview Bethany. Bethany had originally applied
for some other positions within the city that we had open, but after conversations with
her, looking at where -- how she was looking to get involved in some of her expertise in
marketing, we felt that having her voice on SWAC, as well as somebody that if there are
future larger changes in SWAC, which, you know, that could involve the recycling
program expanding and ramping up or could involve composting, to having someone
with their professional skills to help us in how we communicate with the community
might be good and, then, just her overall wanting to get engaged with the city. But she's
three years into the city. Small business owner that does marketing and she is ready to
get involved. So, I'm happy to answer any questions you have regarding Bethany. If
not, do I have a motion?
Borton: Mr. Mayor?
Simison: Councilman Borton.
Borton: I appreciate Bethany stepping up to the plate. I will say that. The Solid Waste
Advisory Commission does good work and provides some pretty good granular direction
and advice at least to this Council to make some decisions for our community that are
really important. So, it's a -- it's a big lift, so I appreciate her participation and
willingness to serve. So, I will make a motion that we approve Resolution 24-2435
appointing Bethany Guajardo to Seat No. 6 of the Meridian Solid Waste Advisory
Commission.
Cavener: Second.
Simison: Have a motion and a second. Do I have any discussion? If not, all in favor
signify by saying aye. Opposed nay? The ayes have it and the resolution is agreed to.
Thank you, Council.
MOTION CARRIED: ALLAYES.
23. Resolution No. 24-2436: A Resolution Establishing the Appointment
of Brian Garrett to Seat 1 and Matthew Sandoval to Seat 4 of the
Meridian Planning and Zoning Commission; and Providing an
Effective Date
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Simison: Next up is Resolution No. 24-2436, A resolution establishing the appointment
of Brian Garrett to Seat 1 and Matthew Sandoval to Seat 4 of the Meridian Planning and
Zoning Commission and providing an effective date. In a similar fashion we have quite
a few candidates who were interested in serving on Planning and Zoning and, you
know, part of it we also have a unique situation where the person who rolled off was --
was the only person that lived south of the interstate, so that was an important
consideration was trying to make sure we had a voice in south Meridian and when we
are going through the process we also had another one of our Commissioners Mandi
Stoddard, step off. She has been -- you know, she recognizes she had some
challenges with attending and she was hoping that her personal and professional
obligations weren't going to -- were going to get better, but she didn't see that and she
understood the need for the city to have people actively engaged, which led us with two
opportunities for this position. So, Andy Seal and I interviewed folks and the two that
seemed to meet our preferences were Brian Garrett, who lives in south Meridian. Brian
is a retired bank -- banker -- and I use banker liberally. He used to go into -- when
banks were failing and be part of the turnaround team to help them do that. That was --
he has been a community banker for many years and, then, that became kind of his
second career. So, he's very familiar with regulations. He's also familiar with the
development process through his community banking elements. He lives in south
Meridian, so he's right down there -- not in the area of impact, but as far south as you
can get on the very edge and so he can help us as someone being familiar with what is
coming through and -- and knows -- knows that part of the community. Actively
engaged otherwise around the community. More so him and his wife together. And I
think that he will bring a different perspective than a lot of other people currently on
there, whether it's, you know, his life experience or other things. Conversely, on the
other individual, Matthew Sandoval -- and I didn't bring my notes. I grabbed the wrong
notes. But I remember Matthew well enough -- got a very different background. He
was with the -- I know I'm going to -- I guess the Idaho Division of Public Works. So,
he's kind of in a different role within the -- the own development world and, you know,
sees it from the state's perspective and how they go about doing their projects. But just
-- younger family definitely has a desire to get involved and get engaged, but also has a
background -- military background and others to, you know, understand the processes
and take a look at it from a -- a professional side of it, as well as a personal and
community member. So, those were our recommendations for Planning and Zoning.
Happy to answer any questions. If I need to run up and grab my notes I will, but that's
our Planning and Zoning recommendations to you.
Cavener: Mr. Mayor?
Simison: Councilman Cavener.
Cavener: Appreciate giving us a little bit of flavor for these two appointees. Planning
and Zoning Commission is such an important -- almost a critical partner of our work and
so appreciate the time and attention that you got to bring these two names before us.
So, I would move that we approve Resolution No. 24-2436 appointing Brian Garrett to
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February 6,2024
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Seat 1 and Matthew Sandoval to Seat 4 of the Meridian Planning and Zoning
Commission.
Strader: Second.
Simison: Have a motion and a second to approve Resolution No. 24-2436. Is there any
discussion?
Cavener: Mr. Mayor?
Simison: Councilman Cavener.
Cavener: Two maybe quick points that I think is maybe important. We have seen a lot
of change in the Planning and Zoning Commission. We have seen some change on the
City Council as well. I can't remember the last time we have had a joint meeting with
that body and so that's something I would like to maybe ask you and your staff to work
with Planning and Zoning to see if we could get something scheduled between now and
maybe through budgets, so that we have an opportunity to meet them, make sure that
we are all on the same page and, then, along that line, Mayor, I would ask maybe you
and your staff to look into -- I have received some pretty consistent feedback from
Planning and Zoning Commissioners of the past asking for more training. They feel like
it takes them a long time to learn the role and that they often feel like -- unless they are
the chair that they are kind of building that ship as they are -- as they are flying it and
they would like to feel a little bit more empowered to know they are making the right
decision. So, I don't know what exists, but if we could have maybe our planning staff to
maybe put their heads together to find the best way to onboard these two new
commissioners, then, replicate that process so they are set up for success from day
one.
Simison: Thank you. I know they are on boarded, but I don't know if you can ever learn
until you learn. AIC is also rolling out a training on planning and zoning as well, so we
can see -- perhaps that will provide some additional perspective that is not currently
there, but we will continue to do that and get them educated as best we can. But I think
we are also probably dealing with some of the most complex issues and that's the
challenge I know that a lot of people face.
Cavener: Certainly.
Simison: Thank you. Any further discussion on the motion? If not, all in favor signify by
saying aye. Opposed nay? The ayes have it and the resolution is agreed to.
MOTION CARRIED: ALLAYES.
Simison: I do see Bethany just showed up. Bethany, we have already done your -- but
if you would like to come forward and make any comments to the Council and introduce
yourself, I'm sure they would appreciate that.
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Guajardo: Nice to meet you all. I am really excited to be a part of contributing to the
city. I have really loved living here. I feel like you guys have done an amazing job and I
saw this opportunity to get involved. I -- my background -- I work in marketing. I work
with a lot of different clients and I'm also passionate about being involved, you know,
and I really believe in that saying do what you can with what you have where you are
and so, you know, I wanted to throw my hat in and help contribute to this great city that
we call Meridian. So, I'm really excited to be involved in and try to make it even more
excellent than it already is. So, thank you for having me and I look forward to serving.
Simison: Thank you, Bethany. Welcome. And don't feel like you need to stay for the
meeting unless you just want to because you are interested, so --
24. Comprehensive Financial Plan Discussion
Simison: All right. Next item up is Item 24, which is Comprehensive Financial Plan
discussion. I have Mr. Lavoie's name on here. I don't know if this is Mr. Lavoie, Mr. --
our president. If it's myself. Who wants to kick off what conversation people would like
to have?
Borton: Sure. Mr. Mayor?
Simison: Councilman Borton.
Borton: Council Woman Strader is going to take the lead on this discussion, but I will --
I will frame it just briefly. At the start of the year there is -- there is opportunities to kind
of revisit or reacquaint ourselves with policies and practices that we follow, remind
ourselves the reason why we do them and give us a little roadmap of what we might be
seeing. This is the budget season. It's always budget season I guess; right? Just 12
months a year. But the big lift is in the works certainly and some of that includes to a
large degree the CFP and how it's utilized and about four or five years ago we made the
wise decision to document and memorialize a standard practice. Councilman Cavener
points out council members come and go and we change and one of the things that's
very dangerous or can be is if you don't have a consistent practice in the manner and
method of developing and creating a city budget and Meridian does it better than
anyone in the state. I have heard many other cities say that and describe it as such
and I think that's due in large part to our policies that we have adopted by ordinance and
that we abide by them. So, we rolled out recently the budget calendar that you have all
seen that -- that -- that denotes a lot of those activities, not necessarily impacting
Council directly, but the budget development and the CFP, how its utilized -- the
Comprehensive Financial Plan utilized as a tool to help build and create the budget that
we are going to see is an important part of that policy. In prep for today everyone was
provided another copy of what they have seen before, the Financial Stability Policy and
the Fund Balance Policy, among others, that gave you a little background of that
consistent practice we are trying to develop. So, what we thought in some discussions
with Council Members -- and Council Woman Strader's really on top of this discussion
and the need for us to collectively share how we think this could and should be used
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and also make sure we ask questions of each other or the Mayor so we are on the
same page and understand what the next three months are going to be providing us.
So, June is, then, productive. So, that's what launched the discussion, the desire to use
this workshop seemed to be appropriate to kick off discussion amongst all of us.
Simison: Okay.
Strader: Mr. Mayor?
Simison: Council Woman Strader.
Strader: Thank you. I appreciate it. Yeah. I -- you know, starting in last year's budget
process I started to take a keen interest in the CFP and -- to try to understand how --
you know, how we can use that tool for long-term planning as we are supposed to as
outlined in our policies and, then, I -- you know, I have been kind of digging into it. I
think what would be great to get out of this meeting, I think, would be to hear from a few
different people. I would like -- I think we could hear from Director Lavoie regarding the
background and -- I think that might be a good place to start. How the CFP was
created. What its purpose was at that time. I think that would be really interesting for
us to hear. And perhaps we could hear from some department directors or if Mr. Lavoie
has had -- if Todd has had feedback from people regarding the CFP. I think it would be
interesting to hear that. I think what we could do is walk through the CFP and I actually
started from the place of wanting to see enhancements. Not necessarily changes to our
policy, but actually see more engagement by the Council in the CFP process. So,
think we could have a discussion there. But I think ultimately it would be helpful to hear
from you, Mr. Mayor, your views on the CFP and your role in that process and, then,
hear from the individual Council Members what their opinions are and if we should --
you know, maybe we can get some consensus on whether we would like to make
changes to our policies, if we would like to adhere to our policies, if we would like to
keep the policies the way they are, but see some enhancements in our processes and
so forth. So, that's just kind of an overview in terms of maybe a rough agenda for -- for
this evening.
Simison: Okay. Mr. Lavoie, I will turn this over to you then.
Lavoie: Thank you, Mr. Mayor. I'm happy to address the history. That was the question
that we have. So, this started back in 2015 with the previous mayor, Mayor Tammy,
during the annual budget process. No different than what the current mayor does right
now. He asked the fellow directors to submit their needs for the upcoming budget year.
So, she did the same thing back then. We just didn't have -- we did not have a
consolidated collection of requests. So, at times Mayor Tammy would be presented
with new things at that moment in time and she didn't like that, so she goes could we
maybe work with the directors to collect this data so that she could read what they want
for the next five to ten years before this meeting occurs? I go task accepted. Let me go
work on this. So, starting in November 2016 we put together a group to build a
centralized database called the CFP that we would be able to work with the fellow
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directors and subject matter experts and managers to be able to request from them
what they need from the citizens and Council to approve over the next ten years to meet
the city's strategic plan. So, we built this database to collect this information, so we can
share it with the Mayor, so that once you would see what's coming down the road you
wouldn't be caught off guard on what is coming down the road and we would also share
it with the fellow directors, so that more in line with the support staff. If police wants to
add 45 people or fire wants to add 12 or IT wants to add six, we know that we have a
support request so, then, we can adjust our needs in this same form or fashion. Hey, if
we are adding this many people we need to add this. So, it was primarily set up to be a
communication tool from the directors to the Mayor and, then, from the Mayor to the
fellow directors to each other and, then, it would get to the -- also the Council Members,
say this is where we are going, take a look at it, what do you think. This is our time to
start communicating. If you see something you don't like or do like, please, work with
us. That was the intent of it back in the day was just a communication tool, so everyone
can see where people are going in the next five to ten years. She also, then, asked me,
hey, if we know what we are going to need, could you put in a revenue or expense
guesstimate together. I go I have the revenue forecasts for ten years, I can easily do
that, with the assumption that I'm taking the three percent every single year in this
modeling and using other little forecasts. So, every -- every year I would put this
together for her, say, hey, this is what your five and ten year forecast looks like. If you
did everything that's in the plan could you fund it and as we all know the answer is
always going to be no to that. There is always more requests than resources. So, I
said, well, what if we just looked at the five years, could we maybe balance that, start --
allow the Mayor to talk to the directors today, I understand this is what you want, but
need to start having these conversations with you guys, that this isn't probably going to
be able to be funded, so let's just start the conversation and move things around, so that
we can kind of balance this item, as opposed to just waiting to the end -- every fiscal
year. So, we, then, put in the policy and approach that we would try to create a
balanced budget for five years, knowing that the second five we have enough time to
turn the ship if we need to, because that's five years out and every year we do a budget,
we can say, okay, let's adjust. That was the intent of the conversations I had back with
Mayor Tammy back with the directors and that's why we created -- it's a communication
tool. It was a guiding document that allows the Mayor, Council, directors, managers, all
just to kind of communicate and see where we are going and, then, I added a financial
component to it. Is it fundable? I will do the best I can with some assumptions, i.e., the
three percent taken every single year. So, that's the history of the item. It started in
2015 with the -- with the request of Tammy and, then, we moved forward in 2016 with a
committee or a group to build the software solution. So, hopefully, that answers the
question, Council Member Strader.
Strader: Mr. Mayor?
Simison: Council Woman Strader.
Strader: Yeah. That's really helpful. You know, I would like to just ask you your opinion.
Do you feel that following this process has contributed to our success? Do you think
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that it has been a useful tool? Do you think it's used to its full capability? Have you
heard from directors? You know, do they like using it? I mean, obviously, it's better than
-- you know, I don't think we ever want a director just scratching their wish list of a
forthcoming item on a napkin. God forbid they leave and, then, no one knows where we
need to go. So, yeah, just what feedback you had and -- and what's your opinion.
Lavoie: Council Member Strader, so with this plan in place I believe it has been a
success for the City of Meridian. The amount of growth that we have had -- I don't think
we are in this financial position just by luck. We have been great for the interest of this
valley that people want to develop and move here. Again, that's been a great benefit for
us. But to be where we are at today I don't think it's just by luck. We created two fire
stations in one year. I don't know how many other districts, agencies, valleys, areas
would open up two stations at one time. We luckily had the foresight that they wanted
to do this. So, we started multiple years ahead putting funds away, so that when the
two stations opened up we had the revenue sources in place. Without this planning tool
we would not have been able to set aside a million here, five hundred thousand here,
two hundred and fifty thousand here, so when the key is turned on I had the revenue
sources to open up two stations at one time. So, again, I believe two examples like that
have assisted us to manage our revenue streams, our expenses. Again, Robert's had
many different -- or difficult discussions with his fellow directors going, hey, we have two
stations opening up. I know, Steve, you want this. I know, David, you want this, but,
fortunately, we need to make sure we save, because we committed to these two
stations. So, again, I think it's helped Robert, again, have discussions with his directors.
Not good -- I mean sometimes they are bad, sometimes it's good, because it's
frustrating, because we have to do some prioritization. So, to answer the question
director's input, good and bad. Obviously, if you put it in, you hope that you get it, but
sometimes we have to say -- we have to push it out, because we have other priorities in
line because of X, Y and Z. So, I mean I think at the end of the day, my conversations
with directors, it's a tool that is supported by them, because it gives them a centralized
location to submit their requests, don't lose sight of it, communicates to anybody who
reads the document, say this is where we need to go. We believe we need to go -- we
need to go to meet the city's strategic plan for the City of Meridian for the next five to ten
years. We had -- do have some directors here if you want to hear from them directly,
but that's my engagement with them. I met with all the council members last calendar
year and asked those questions and most of all of them were supportive of some
planning tool in place, so that we could communicate with you and the Council and the
citizens that this is what the city is planning to spend their money on. Obviously, we do
an annual budget because we have to figure out what that year needs. But those are
the, you know, actions that I have had with the CFP and the needs of the CFP. I know
you had a few questions in there. I apologize if I didn't get them all.
Strader: Mr. Mayor?
Simison: Council Woman Strader.
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Strader: That's okay. I think we are getting there. I do think it might be valuable to hear
from individual directors at some point in the meeting, you know. So, reading through
the national structure policy and process document and just to share a little bit my own
view and I -- you know, I want to let everyone share their opinion. So, I will kind of start
off and, then, I will let everyone else ask questions and share opinions. But I think that
having a long-term planning process is really important. Having everybody on the same
page. I believe that -- I don't think we need changes to our policies, but I actually think
an enhancement to our process might be worth considering. In the second to the last
paragraph on the first page it discusses that the CFP will begin in August and will
conclude in January with a final report submitted to Council. I took a look at the 2024 to
2020 -- well, it would be all the way to 2034, technically, ten year financial plan. I think
that one of the biggest challenges we have is this is a moving target and it's always
changing. But I do think it's important to pick a point in time during the year when we
say, okay, we are closing our report for submission to Council, that that's submitted to
the Council and I think it would be valuable to hear from each department director some
highlights on material items that are coming in the next five years. I actually think that
that -- I don't think that requires a change in our policy, but I think that could require just
a change in our practice. I think that would help us to understand the long-term needs
of the city and ensure that we are all on the same page for funding those items going
forward. So, that's one thing I wanted to mention. And, then, in addition to that, you
know, I think each Council liaison during the base budget process could certainly -- if
there are detailed questions in the CFP could -- could go into those, but I think it's just
helpful best practice for us to all get on the same page early, because the CFP in theory
should be informing the budgeting process. So, anyway, that was the piece that I
wanted to say. So, I'm in the camp of I like our existing policy. I think it's very valuable.
I think we should follow it. And I actually think that we should enhance our processes
around it from a Council perspective. So, I have talked a lot. I will let other people ask
questions and chime in.
Borton: Mr. Mayor?
Simison: Councilman Borton.
Borton: I will go next briefly and while Council Members think about any questions or
comments they have got. Todd, the discussion also from 2016 is the genesis of this tool
to, then, the 2019, which I have referenced the ordinance passed by the city to
memorialize the process you have described. Your analogy of turning the ship, it's -- if I
seem to recall, the purpose behind us adopting that policy that we have shared is to
ensure we are utilizing this tool relatively consistently. Is that a -- is that a correct
summary?
Lavoie: Council Member Borton, correct. It was to establish the consistency, so when
you did have change of the seven, you would have a policy that we would still -- have a
financial stability policy that we would still adhere to regardless of the seven sitting in
your seats at the moment. That is the reason we put that in there.
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Borton: Okay. Mr. Mayor?
Simison: Councilman Borton.
Borton: I think the -- the policy as it -- as it exists just needs to be adhered to and
followed, even though we may be behind. It's a critical tool for what we are going to see
in June and I have talked to the Mayor about it and probably a lot of Council Members
about -- about it. So, my hope is that we continue to adhere to it. I have raised
concerns on -- in other matters when we don't adhere to policy. If we don't follow it it
scares the heck out of me. I think it's irresponsible, to be blunt. So, I recall the 2019 --
the decision to enact this is so -- pivots are very gradual and they do not turn abruptly
when Council Members change and we are all not part of this process and someone
else is up here and we are utilizing the same structure and that's -- that is what creates
a long-term success for the city. So, the five year kind of running, balancing that you
have got as a tool, a guide, illustrative guide, utilizing the revenue assumptions that you
have been doing has been fruitful. It also helps answer the very difficult questions --
and as a Council Member I think of, you know, most recently it came up with -- with, you
know, the SAFER grant and fire personnel and you have got a bubbled labor cost that's
coming within those five years. So, it's the elephant in the room. Let's talk about it. It
impacts every single department. So, drop that in and I want to see in 2028 how we are
going to facilitate onboarding labor costs and who amongst -- you know, how do we
make that work? Let's see that before 2028. So, that's just one small example of how
the tool is probably more necessary now than ever before and that's true regardless of
who is sitting up here. So, I'm hopeful that when I see the budget calendar that you
have -- that you have displayed, you have got current present -- correct me if I'm wrong
-- discussions with directors right now to -- to update -- not starting from scratch, but
kind of update the existing CFP, move things around the years and, then, these -- these
next five years appear to be balanced based on your revenue assumptions and make
all the pieces and parts fit. That, then, come into the Mayor and, then, being presented
to us. So, I think Council Woman Strader's idea of -- of having directors, you know,
describe how things fit over the next five years is a good one. I agree, I don't think it's a
policy change, but maybe a practice, how we can help educate Council better to see
how it all fits. So, I love the policy. I just want to have us follow it and enhance some
practice with it, so --
Overton: Mr. Mayor?
Simison: Councilman Overton.
Overton: Todd, I recall a tool that was used well before this and I don't remember the
name, but before this we used to submit -- I know we did for the police department. I'm
sure everyone in the city did. Our best prediction for the five, ten, 15 year mark of
where our needs are going to be. Personnel. Equipment. Replacements. But it wasn't
as formalized as what this became. At the time we were doing that it was a guideline. It
was -- it was not a strict adherence, because we knew things were going to happen
during that time period which were going to drastically change what reality was versus
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what we were putting on those lists, whether it's technology changes, vehicle changes,
personnel requests would go up or go down. We would have to shuffle them and we
didn't set priorities on those. Those were just what our department thought we needed.
And at that time it was just so that it could all go to Finance and you could gather all this
data and look at this and determine, oh, my gosh are we going to be able to fund this.
And that was before this tool ever came about. Where I see this as a five year tool now,
how often during the year does it get modified? Is the input from directors still once a
year or is there a different time in the year where they give mid-year updates because of
things that might have happened or changed? For example, the grant coming in.
Lavoie: So, Councilman Overton, the CIP is updated once a year for the detailed
timeline that Council Member Strader pointed out to August to January. Then once we
have that we submit that as our official document. This is just a roadmap, our guide of
what's going to drive most likely to next fiscal year's budget and, then, in the month of
February -- or in the month of March with that document, the Mayor will start working
with the directors, go, all right, let's put the '25 -- in this case we are going to say fiscal
'25, because that's the process we are in, let's build the '25 budget. The Mayor has
asked us to submit to him what are all the requests in the CFP for fiscal '25 and I submit
it to him so we can start balancing it. At that moment we will, then, start making
changes, because if there is 37 requests in there, but only 18 can be funded, the Mayor
needs to, then, start working, looking at these 38, 1 need to get it down to 18, because I
can't fund it. We need to make more changes and we are not going to leave them all in
'25, we are going to start moving what we believe will represent the fiscal '25 budget
and, then, just push out the items to a year at some point in time. We just need to get it
out of the '25, so that when we have the '25 budget balanced, the CFP is representing
what we believe is '25, so when I put it in -- when I run the report for your budget '25
should be pretty darn close to what's inside the budget in detail. So, we do update it
twice a year. The August that Council Member Strader referenced for that time when
we were building it, we were updating the data and, then, one more time in March and
April when Robert and the directors we do the balancing act for the one fiscal year at
that moment in time. So, those are the two edits that we normally do. Again, the five
year balancing act, that is kind of intermingled within the first process. I will start
working with the Mayor and try to balance it. But only really two times a year do we
update that document with one official publication sent to you and, then, the second
official publication in our budget book document for the citizens to read.
Overton: Mayor, follow up.
Simison: Councilman Overton.
Overton: And maybe I missed this and correct me if I'm wrong. Is there a -- as I see us
doing a five year plan, we are really not putting priorities on those items. You are listing
the items requested by the different directors throughout the city.
Lavoie: Councilman Overton, we actually do request the directors to prioritize their
requests, so that when we present it to the Mayor, the Mayor has an idea of -- if there is
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17 requests, he has an idea of what Chief Blume would like prioritized. So, when we
are doing the balancing act we don't grab number 17, put that number one, we hold on,
try to get his number one first and, then, work down the list. You know, Laurelei McVey
may have 27, we will try to get her top 15 first. So, we do ask our directors to prioritize
so that there is some kind of direction for Robert, the Mayor, to work off of and, then, we
have a funding prioritization after that as well. But the directors do submit a
prioritization to us for their items.
Taylor: Mr. Mayor?
Simison: Councilman Taylor.
Taylor: Thank you, Todd. I appreciate the presentation. I have enjoyed kind of learning
a bit more about how this tool has been working and it's been -- it's been very
fascinating and interesting. But I do have a question. We have talked a little bit and
Council Woman Strader mentioned sort of enhancing the process and use -- utilizing it
as a tool, which I -- I fully agree with. Can you tell me do the directors have a
formalized process that's consistent across departments by which they identify what
they want to put on the CFP or is it sort of like whatever -- whatever process works for
them and however they identify it, they will kind of park it there and say these -- we
know these are the needs we anticipate, because I would like to know if -- if we are
going to sort of enhance this process of using this tool to be a really effective tool, for
me I would like to know when these items are being developed is there consistency by
which they are being developed across departments?
Lavoie: Council Member Taylor, from an internal process in each division -- I won't be
able to step into that shoe. I apologize. I know that we give direction to the directors to
start working with their subject matter experts to build what they need as it pertains to
meeting the city's strategic plan and whether or not there is any specific direction that
maybe Chief Blume does, compared to our CIO or our, you know, city attorney. Again,
think those are internal practices and processes that they developed for what works
best for their team. I don't step into those shoes. But I would say the Mayor and I, we
both give direction. Please present to us what you believe you need that meets the
city's needs over the next five to ten years.
Taylor: Mr. Mayor?
Simison: Councilman Taylor.
Taylor: Just another question and maybe because I'm still learning some of the
processes, but how binding is -- are the decisions that we make? I understand that we
can't anticipate two, three, four years down the road that well. I know that when we are
looking at setting the budget it's a -- it's that year and we look at what the circumstances
are that year to balance the budget, but when we -- you know, you have the date in
August and, then, in February when we are going through that balancing process, how
binding are we -- is the CFP in terms of identifying the priorities we are going to fund?
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Lavoie: Councilman Taylor, great question. I appreciate it. The CFP is supposed to be
-- I think someone says it's a -- it's a liquid document. It's a -- it's a tool. It's a guide. At
no time in the development of this document was it or is it to imply guaranteed funding
or imply to you that we expect you to fund this or imply that if it gets in the CFP that's
guaranteed. It is a moving document. It's fluid. Things change. Couple of budgets -- a
couple of years ago we had an incident in the news and Mayor stepped up to me the
next day and said, Todd, I need six SROs tomorrow and we are on -- I think we are on
budget workshop number two. So, we need to be fluid. So, no, there is never an intent
of any expectations that these are guaranteed funded or guaranteed funding dollars to
any of these projects. It is a tool to give guidance and let's work off of that. I guess the
follow up are just guarantees when we do the annual budget, that is when you know if
something gets funded.
Little Roberts: Mr. Mayor?
Simison: Council Woman Little Roberts.
Little Roberts: Mr. Mayor, Todd, thank you for you and your team and all the hard work
that goes into all of this, since our budget is, in my view, probably the biggest thing we
do every year. Sorry. I -- having been on the Council, been off for four years and, then,
back, it was really nice to be able to see the policy in place and that we are still -- may
have some tweaks, but are very much tracking on what was seemed to be a very
efficient way of doing the budget. So, I'm just glad that our policy is still in place, even if
we do some tweaks to it that -- it's great to be looked at as one of the examples of how
to handle a city budget and I think we should be very proud of that as we continue
always to work on it and -- and do better, so -- so thank you.
Cavener: Mr. Mayor?
Simison: Councilman Cavener.
Cavener: I don't have a whole lot more to add, except for maybe two points that I think
that are really important for me to share and it first goes back to Todd's comment about
nothing being certain until we approve the budget and I will be honest, I don't think that
was always the case and I really want to commend our directors and our employees
and our Mayor for being disciplined to say these are the things that we as leaders think
that we need, but it's not an expectation, that just because it has landed in the CFP that
it will, then, translate to the budget. I think that's an important piece. And the other
piece -- and I -- I commend -- I think IT has developed this -- this tool for staff directors
and counsel. Now, I look at it as a place of we are informed; right? We are being
informed what Council or what staff needs, what directors need and Council Member
Strader, you hit the nail on the head, we as liaisons should be spending more time in
this and talking with our directors about their CFP requests. We need to level up our
professionalism in being better informed about what the department has, not just for
their budget request for this year, but thinking forward and so I just -- I appreciate that
recommendation. I made a note for myself to -- when I meet with the chief down the
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road that we are talking about the CFP, because when you go in and you look, there are
items that are in there that were supposed to be funded in years past that are still on
there. I want to understand why are they still on there? Why -- why weren't they
funded? Why were they moved? And so I think that's an important place for us to all
spend a little more time in the CFP, particularly we are meeting with our department
directors.
Overton: Mr. Mayor?
Simison: Councilman Overton.
Overton: Just a last comment at Finance. I couldn't tell you how much I appreciate you
and your team and everything you have done and how you crunch all the numbers and
put everything together from all the different directors and divisions within the city.
Would it be correct when we are looking at a budget and we see things that keep
showing up that, well, sometimes what we are seeing is items that were on the previous
years and keep getting pushed. If it was on '24's it got pushed to '25. If it was on '25's,
it might get pushed to '26 as departments are continuing to set and reset their priorities
and sometimes it does cause a little bit of confusion, but it's because directors are
having to look at, well, my priorities may have changed because of certain
circumstances that have gone on and that's what causes some of that change and you
see the same thing looking at it. I know when I looked at it there is certain big ticket
items on there in FY '28 and '29 and the first thing I do is I think those might get pushed;
right? I know I see them there. There is no obligation by Council that we have got to
fund that. The first thing I look is I go, oh, I remember some of these things. I'm going
to bet that's going to get pushed, just because that's the way things go. It's the needs.
But, in reality, when we get down to brass tacks, some of those big items are going to
get pushed, because they won't be a high enough need to be a high enough priority
overall for the city. It's a fair statement.
Lavoie: Councilman Overton, extremely fair. The political -- and that's why we do an
annual budget. Many other agency -- agencies do an every other year budget. We
have dynamic changes. We are a growing community. We don't have the luxury of
waiting every two years to have these discussions. A couple of weeks ago or a month
ago Jenny Fields sent you an e-mail about the state decided to increase the PERCI
contributions 600,000 dollars. That changes Robert's CFP dramatically. That's 600,000
dollars that I do not get to give to him to work with with his fellow directors. So, yeah,
just like that. So, we have things like that we have to be able to pivot, things may get
pushed back from '25 to '26, now '26 to '27, because it wasn't under our control,
somebody else decided on a rate increase. So, you know, things influence, we will
adjust and prioritize based on that year's needs and sometimes things do bump.
Simison: And, Mr. Lavoie, I'm just going -- we are going to be following the policy and
updating the words. It's the Finance Department's CFP, just so we are -- we can get the
terminology correct moving forward. But the question came up, you know, my thoughts
on it and whatnot and, really, since I became Mayor, I was told to make it balance.
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That's it. That's 95 percent of what I'm asked to do each year is to balance the CFP.
You know, not talk to the -- you know, yeah, I can talk about inputs, but really we leave it
to the directors to put in the things that they think that they need and I'm totally well
balanced, which the only way to balance it is to move things from one year to the next
and so on. And are there some value judgments in there? There might be some from
the director, from myself, from the team. That's kind of how about that -- that process
works in a lot of ways and that that's -- that's been my role. In some of the cases I was
to not put things in the -- you know, before the chief got here there was a thing in the
CFP to go rebuild Fire Station 1. Yeah. I didn't see that as a priority and I said I don't
see how that makes sense based on the other needs of the department that we are
going to go rebuild a functioning building, especially when we are talking about building
like two blocks away from its current location on another road. So, yes, there were
some things in there. From my perspective the conversations over the last couple years
it's not about what's in there, is what's not -- it's what moved. Those are the bigger
questions that I'm hearing and you are still going to have those questions under this
policy. That's still going to be the primary driver. I don't think it's going to -- I don't think
you are going to have too many questions or complaints about what you see in a
balance CFP. You are always going to have questions about, you know, well, this
department asked for these positions that they are not in there, why are they not in
there? Why are they here? Then ten years down the road is -- the answer is this just
going to get -- that's what we did to balance it. You know, that will be the response,
because that's the reality. It's not because I don't like the positions that are being asked
for, it's not that, you know, the position that Dave wants is any less important than the
position that Bill wants, it is -- you know, there are some value conversations. Some of
those are had with Council and some of them are not before the budget time, you know,
to be realistic about it. So, some of the proposed changes that I made was not to make
it be balanced, let the department's put in there all the things that they want every given
year, so that you see the full gamut, so, you -- you can make those value judgments to
say, well, that's what they asked for and this is what the Mayor put in the budget, so
what gives from that standpoint? Yeah. That way it's not, well, what I heard about this
and I don't even see it in the next five years, you know, from that standpoint. So,
making it functional versus not. If you want it to be the same way, I -- again, I have read
the policy. I have the policy. Todd's going to make those decisions. He is going to
balance it. I'm going to confirm that it's financially balanced. But it's not going to be
reflected necessarily of what gets brought into the budget if you are asking for my
priorities in a given year or my conversation with the Council on your priorities. It will be
Todd during a process with the directors to create a balanced five year CFP per this. I
don't know how valuable that is to everyone, but that's the way the policy reads. That's
what it is. It says it very clearly. It says the Mayor is responsible for approving the
annual CFP. They are responsible for developing it. Very clear in policy. So, we can
follow the policy and we are fine with that. Just be -- just know that what you see may
or may not work like what comes forward in terms of the budget when we -- when we
bring forward enhancements, at least from my perspective. But you will see it, you will
have what they said. I personally think it's a better tool to say that you see everything
that the departments are asking for, to be honest with you. I think that has more -- more
value for you in that confines. It doesn't mean that, you know, we are never going to get
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away from a five year process and you can look forward three years and see what's on
the horizon, but there -- as Todd mentioned, there are things in this that have
assumptions about a three percent annually. I know several Council Members up here
don't necessarily agree with that philosophy. But you are asking for your CFP to be
approved with that input. I don't think it's part of your policy that directed in this policy
that that's what it needs to be. So, yeah, if you look back over the last four years I think
we are at a 2.1 percent, roughly, over the last -- each year over the last -- in the last four
years, 2.1 average out. One year zero, one year three, you know, the numbers kind of
come in to that. But you are still creating a -- a CFP that's not based upon financial
realities of what the city has done over the last 15 years historically, just like you may
question the revenue assumptions, you know, in terms of maybe they are not enough in
that and that's part of the give and take in it. So, I will do whatever Council wants in
terms of -- if you want to just follow this policy we will follow the policies and you will you
will get it and if you want to enhance that policy and come forward and hear from the
directors on it, that is great. I think it works better as a communication tool and let you
see -- again, I would love you all to see everything I see all the time with all the
requests. I think -- I think that would be so beneficial, more so than -- than seeing a
balanced five year CFP, to be honest with you. I really do. Because I think that you will,
then, have -- understand what the departments are truly wanting and asking for, but I'm
-- I'm told to go balance and go -- and go make it -- make it work on paper, which just
means, well, we got to move these four things that this department asked for and this
year out five years to make it balance and that -- does that help you when that
happens? I don't know. Each one of you probably have a different viewpoint on that.
But that is the challenge of what it is. But, again, I will -- I will make sure the executive
branch delivers whatever is required on your policy to the legislative branch, so that you
guys can do whatever work you would like with it at that point in time, which, you know if
you want to do more you may have to change the policy. If there is more that you want
to do to approve it yourselves or to dive deeper. But we will come and people can
present pre-budget stuff. We used to do that all the time. That Council used to say take
it away. We can bring it back and have the directors all come in and give an overview
about what's in -- you know, yeah, maybe they give an overview about what Todd
moved from their CFP that they asked for in this next year or their next five years and
you can hear that from them themselves at that time, so it's not the budget conversation
about what changed in the CFP. So, I'm happy to provide a crash answer to any
questions you may have about my comments, but I just -- you know, I don't want to get
stuck up in like, well, why is this not in here and why -- or where did this go if you are
not willing to let it be in there for people to see it. You know, if you are putting on -- on
myself or Todd to move it, then, I -- part of it should be you need to understand it's been
move to make it balance and that should be -- be sufficed for that standpoint, not
because it's just a whim that I don't think that the police department knows what they
are talking about when it comes to the things they are asking for. Happy to answer any
questions.
Strader: Mr. Mayor?
Simison: Council Woman Strader.
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Strader: Yeah. I hear two different pieces. So, kind of reflect on both pieces that I'm
hearing. So, the first piece I'm hearing is a piece regarding -- it -- it's because of the
nature of the report. So, the report changes, but we have CFP requests that go in and,
then, there is a balancing process and I agree that when it was created it was meant to
be a communication tool and so I think -- I guess I'm a little confused as to why when
we received the balanced CFP there could not be a description or a discussion of, for
example, we were presented with these 25 items, here are the material items that got
moved. I don't -- I guess I am confused as to why that could not be part of the CFP
presentation in February. I think it would be very educational for all of us, thinking that
would save me time, because every year I have to go through my own process to do it
in comparison of what things get moved out of the CFP. So, I think there could be an
enhancement there. But I guess more concerning is, you know, I hear there is a
frustration a little bit. I don't want to put words in your mouth. But, you know, this is
Finance's CFP and that you will follow the policy. You know, I -- I am concerned about
that. I think it's important that you go through that process of prioritization with the
department directors. I think we have ended up in a successful place because we have
followed that policy. I think adding additional information to Council to give us context of
here were the things that didn't make it in the CFP and here is why, I think that could
only help all of us. But I'm a little bit worried that we have opened up this conversation
and it's frustrating. So, there is this question of who owns the CFP and ultimately we all
own the CFP. We all own the success of the city. If you know for some reason you are
unwilling to use the process, I'm certainly willing and I'm sure everyone would be to step
up to use the process that we need to use to help meet the needs of the city from a
long-term planning perspective. But I just -- I think I would encourage maybe us to give
it some more thought, because I feel like we could have the balanced CFP presented
with information about here were all the requests and here is how they were prioritized
and here is what we have moved out and I think having that context could only help
everybody. I mean maybe I'm not hearing you correctly. I don't -- I don't want to put
words in your mouth, so --
Cavener: Mr. Mayor?
Simison: Councilman Cavener.
Cavener: I appreciate I think what you are trying to do is also create good lanes for
executive branch and legislative branch and I'm one that always really appreciates that
and so that's where at least maybe for some of my questions are coming from is our
goal is -- well, you bring a budget, ultimately, we own it together as a team and so you --
your budget includes ten apples and I think we don't need ten apples, we need five
oranges. When we struggle to do our process, how do you want Council to operate,
then, if -- if five apples -- or if ten apples and five oranges are in the CFP, in order to
make it balanced, you pick the ten, but Council thinks differently, how would you like that
process to play out, because we want to be efficient, but I also want to be respectful of -
- of your role in bringing forth a budget that takes all the input from the directors in and I
want to make sure that we are doing our part as well and not just -- and I think I have
been guilty of this of just reacting to a budget that a Mayor has brought, as opposed to
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working collaboratively to develop a budget. So, I don't know if you have got any
thought around that or recommendations for us, so we can bring a budget that is
collaborative in nature.
Simison: I think bringing a budget is different than balancing the CFP.
Cavener: Agreed.
Simison: And I think that, you know, just being focused on the -- the CFP component is
-- you know, if I hadn't been speaking with Council throughout the budget process, I
talked about the priorities, then I haven't done my job and if I -- and if you have priorities
and you haven't shared them with me, you haven't done your job. I would say it goes
that direction in that context. Now, ultimately, you know, am I responsible for delivering
a budget? Yes. Do you have to approve what's in that budget? No, you don't. But,
hopefully, I have done enough of my engagement with Council to help put together
something that people want and are willing to be supportive of. I think that's been kind
of the conversation over the last few years on what percent do we take? You know,
that's part of the conversation. We are -- does Council feel like the community is where
they are and what did they want to do and, then, what do you find with that? That's all
part of that conversation, that dialogue. Sometimes it may be different, it may be just,
nope, I'm going to get -- deliver a three percent and it is what it is and we will -- we will
go through as much as we want and there is not a lot of questions in that context. But,
you know, is the CFP the defining place for that conversation? Again, not according to
policy, so we are not -- you know, this is not a document that Council adopts. This is not
a document that -- you know, it's just transmitted. It is what it is when it comes to you in
that context. And, again, I have been asked to like good Council President to follow the
policy. I will follow the policy as it's written if we are happy with it. If you want to make it
be something more or better or different, then, we can have a conversation about
changing the policy to reflect what people want and I'm fine with that. But if I'm going to
be held accountable to moving things in or out or why is this not here -- I'm willing to
stand behind my budget that's delivered to you on what's in there every time. Balancing
the CFP is just an academic process in a lot of ways. Yes, it can help present long big
things, but it's not, in my opinion, the end all be all, because as mentioned things
change. You know, it is an academic process. So, that's where we are from my
perspective. I would change this personally, but it's an adopted Council policy and what
I have heard from Council is they like the policy. So, we will follow the policy. If there is
more that we want to enhance to it, we can do that.
Taylor: Mr. Mayor?
Simison: Councilman Taylor.
Taylor: Quick question. Have you -- have you found any value in balancing the CFP in
those first five years as you have kind of gone through the exercise of what you think
are priorities as you work with the directors? Because this is kind of an interesting
discussion for me in determining when the budget is submitted and I hear what has
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been said, but is this -- these are your priorities that you have kind of worked with the
departments to identify or is this the budget that's presented has more Council input in
identifying the budget? So, maybe a couple of questions there and you kind of already
spoken to it a little bit, but I kind of would like to hear your response a little bit. Maybe
you kind of already did, but do you find value in the policy of balancing the CFP when
determining city priorities?
Simison: I find the value in sometimes having the conversations with some of the
directors about what they are asking for as being unreasonable based upon the full
evaluation of our situation. The one-offs and do I find value in saying we got to take this
position from here to two years down the road? No, that's not valuable, because I know
they need it now and they want it now, but the only way that based one where you can
fund it you have got to do that and I also understand that the revenue that we are
basing that on is not necessarily realistic or real, because there is so many other inputs
which are not really there. So, again, is it some -- is it a conflict conversation with the
director when you are balancing the CFP and pushing out their priorities to make that
and, then, you go through the process again in the budget and we have pulled stuff
forward when we proved it out in the CFP and brought it back in, you know, when you
have the revenue to make that happen. So, conversations maybe have some value.
The balancing process -- I don't know that I have -- see the value in that. You know,
Todd, sure. Now, I understand why he sees value in -- especially in looking at some of
these larger things and really I'm talking about personnel. The capital side of this
conversation is not really even something that is generally discussed with the directors,
because as replacements, you know, first and foremost, it's stuff that's already been put
into your work collecting impact fees for a facility or a station or a park. So, they are the
ones that are projecting out when the impact fee is going to come online. They are
trying to guess when development is going to occur in that context, then, they will look
at the person that comes in in that context, you know, and a park is a great example,
you know. Okay. When is all those things going to line up and you need the person
that year if you are going to bring the park on. So, that's going to maybe trump
everything else or you don't build the park, as you can't necessarily bring it on and don't
have an ongoing operational -- so, there are points in times where it makes sense.
There is other points in times where, you know, I don't know that the value is truly there
when you are just moving people around to a year. It doesn't really truly reflect when
you might need them.
Strader: Mr. Mayor?
Simison: Council Woman Strader.
Strader: You know, you are saying that it's academic and I kind of look at it -- just to
offer a different perspective -- sort of like sailing a ship; right? Unfortunately, if you are
sailing a ship now, you know, a ship with a sail, ships tack and so part of the problem is,
you know, you are going to deviate and you need to steer your ship back on track and
so you have to have that kind of ultimate long-term goal to sail your ship. I don't think
that a large corporation or a city is much different. I think having a long-term financial
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plan is critical, because that is, in fact, the basis upon which the next budget is created.
Todd is not going to invent the next budget from the ground floor. He is not going to
invent it; right? I could be wrong, but he is not going to make it up himself from year to
year, he is -- he is going to use the CFP as a basis upon which to create the next
budget, because if we don't do that and if we don't feel that you have buy in in that
process, I think the danger is that from year to year I will not have that trust that we are
adhering to a long-term vision and it could just be simple stability in terms of the
balancing and the priorities, but if we don't have that, then I -- then I become concerned
about why we are making decisions from year to year. This year is going to be a great
example, because we had an opportunity and a problem come up with a SAFER grant.
We took advantage of that opportunity slash problem and now the CFP is more
important than ever, because I want to see how we are going to get to a normalized
level where we are able to fund those positions on an ongoing basis and I don't think it's
like we are -- we are moving headcount out a couple of years, I think it's that we should
collectively be thoughtful about what year we move that headcount out to and I don't
think it hurts to -- to have that back and forth and have that communication and if you,
you know, want more involvement from the Council to support you in that process, you
know, I am willing to do that with you. I think we could take as much time as we need to
go through the CFP together and ensure that it's balanced. If -- if you view that your
role is a perfunctory approval, I disagree, but -- and I'm just speaking for myself, but I
think I'm very willing to roll up my sleeves and get into the details and understand the
priorities and make that happen. So, we have a different perspective I guess on the
importance of the CFP. But I think it's very important that we have a long-term plan and
that the Mayor has buy in on that process and, if not, I'm willing to -- certainly to have
lots of buy in.
Borton: Mr. Mayor?
Simison: Councilman Borton.
Borton: Fruitful discussion. I think we will -- we will kind of bring this to a conclusion.
This didn't come up on the agenda to make ultimate decisions, but to try and highlight I
guess people's perspectives and give everyone a voice to collectively share their
thoughts of how this budget building process works and how this policy works.
Certainly disagreements are present on how this is or isn't utilized as a tool, but we
appreciate Finance and all the directors doing what they are in the midst of doing. I
guess, Mr. Mayor, if it's okay I would -- we have got some directors here. Did anybody
want to share an example or anecdote while they are here about the CFP? Okay.
Simison: Absolutely.
Borton: That would be great. Thanks. We appreciate you coming and you are all doing
the laboring work to update it.
Tiede: Mr. Mayor, Members of the Council, happy to be here in front of you talking
about the Comprehensive Financial Plan today. So, from the IT Department standpoint
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we use this as a planning tool for various technology needs, planning needs,
replacement needs. But on the flip side we also have an opportunity to see what other
departments are planning for over their next five to ten years from a personnel
standpoint, from a technology standpoint, if they are adding computers, all those types
of things, which helps us understand better where we need to be to support them and
help them. So, very valuable tool. Also helps us with planning for personnel needs, so
that we understand where we need to be at, because as you all know, we are a growing
community and our staff, our technology, our facilities they have all changed a lot over
the last ten years. So, it has been super helpful for us to be able to project out and
know where we need to be. As you know, technology changes a lot and so it's -- it is a
moving target for us. We are always making adjustments and changing, because that's
the nature of technology and that's the nature of what we do, but has been a very
valuable tool for us. So, just want to give my two cents.
Borton: Thanks, Dave.
McVey: Mayor and Council, so from Public Works' perspective very important planning
tool. If we choose not to use a balanced, you know, CFP, we still have to do that in
Public Works for our rate collecting. Generally, the -- the Public Works side of the CFP
has not usually discussed too much. It's usually the General Fund side, but I do have
some inputs in that. But I think you guys hit on some really good points that we need to
have common consensus of the items in the CFP are not a guarantee. They are not a
guarantee for the year you put them in. They are not a guarantee to even ever happen.
But it's our best guess, our best placeholder. I think us as a director's team and working
with the Mayor, we do have those discussions about when things move. The Mayor
doesn't do that in a vacuum, because we all know that if you add something or you
change the price of something, other things have to give and so I think the really
important part is that we don't do that without everybody understanding. So, you know,
one of the ideas -- and I think it's very important that it's flexible. Things change. It's
our best guess. The only year that's really really nailed down, as you know, the
upcoming year. The rest there is a lot of guessing and the further out it gets the fuzzier
that gets. But I think, you know, maybe a couple of things that could help from my
perspective is -- and I don't know if the tool is able to do this, but a way to track those
changes when things move. Away to put in notes. You know, if you are going to move
something a note gets attached to it as to why it was moved or, you know, is there a
way to put the first year it was put in and the original budget and, then, how those
change over time, just so people understand why it moves over time, because usually
it's for a good reason. It's usually not just on a whim or -- there is usually valid reasons
that it comes in. I do think also important that everybody understands the assumptions
that go into it, that it is built on that three percent increase and when that doesn't
happen there is resulting impacts, things have to be reduced and moved out and
pushed out. So, those are just I guess my opinions from Public Works. It's a very
important tool for us. We utilize it for a lot of things and would definitely advocate for it
needing to be balanced and be a collaborative process.
Cavener: Mr. Mayor?
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Simison: Councilman Cavener.
Cavener: I know we are trying to wrap up, but Laurelei brings up -- and you have
brought up as well -- I think at least it's perked my interest and so maybe it's a question
for Todd. The driving force behind the three -- factoring in the three percent as an
assumption when balancing the CFP, when to the Mayor's point the city hasn't, on
average, taken three percent. Are we creating added challenges for us as a city and as
a department when there are differing financial decisions that are being made about
what percentage increase to take. It is contrary to what you were using to balance the
CFP.
Lavoie: Councilman Cavener, like the Mayor said over the last five years we have not
taken the three percent other than one time. So, again, I would agree that if we are
going to utilize this tool as a balancing act, could we adjust it? If you look at the
previous ten years we took three percent all but two years. So, again, it all depends
which timeline we want to refer to. Again, I'm always going to stand on any soapbox
and say take the three percent every year. That is what's needed for the city to continue
to meet our employees' needs. I guess if that's my way of advertising or marketing to
that, I believe that the financial management tool is in the best interest to be forecasted
with the three percent. That's one avenue I have. But if we wanted to make it 2.1, 1 can
adjust it 2.1, 1.3 -- any document -- or any number that you ask me to. I still believe that
three percent is the right decision for the city going forward based on our growth
projections. So, again, the document is a financial representation of my opinion.
Cavener: Yeah.
Lavoie: And I can change it to an opinion of someone else if you wish to, but it does
come from our office and the office does have a three percent. So, the answer really is
just, I guess, my opinion to you and my suggestion to you what I believe the business
district -- or business decision should be for the city. But I can adjust it, yes.
Cavener: Mr. Mayor?
Simison: Councilman Cavener.
Cavener: I think this may be even be a part two conversation. While our good CFO
and I have had -- went rounds and rounds in our different philosophies around this
issue, I do place a high value as a subject matter expert when Mr. Lavoie continually
recommends a three percent. But I also think building a CFP, assuming zero percent,
gives us more flexibility, particularly for some of these challenges. Now, if -- if the CFP
is, again, academic, then, we could do all sorts of different numbers and it would be a
fun conversation, maybe around adult beverages and snacks, that we could talk through
all of this. But up here I think that we have got to at least continue to follow some
consistency and if it is going to be three percent, that's fine, but I do think that could
create more opportunities for challenging conversations down the way, so --
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Simison: Councilman Cavener, I just -- zero percent CFP means no positions in the
CFP whatsoever.
Cavener: Yep.
Simison: Very easy to balance that CFP in five years. So, somewhere within there is
the -- maybe the answer to your discussion is maybe we just balance go to zero, we can
-- can be balanced and you just list out all the personnel needs by department thereafter
each year and you can see that way it's balanced and you can see everything that's
being asked. But that's what a zero percent would deliver I think pretty close. You are
never going to know like the one year -- the one year outlier where we got all that
additional revenue, never would have been projecting the CFP to begin with in that
context. But, yes, you are one hundred percent right, you change that number you
dramatically change what the CFP looks like and includes.
Taylor: Mr. Mayor?
Simison: Councilman Taylor.
Taylor: Don't mean to belabor the conversation, but I will just make this observation that
it would be interesting to that point as we are looking at the last three years of the
budget and averaging a number out, I would be curious if we would look at what the city
took in terms of the three percent or 2.1 or 1.6, whatever we took, and average that out
over to give us a number -- might be an interesting exercise in terms of understanding
that. That way you are taking kind of actions we have taken, sort of the temperament of
the Council and factoring in those numbers. It would -- I would be curious how that
would inform that process instead of a default always three percent when we haven't
always done that recently. I think that might be informative. I just put that out there as a
consideration.
Borton: Mr. Mayor?
Simison: Councilman Cavener.
Borton: Certainly a good follow up kind of next discussion on -- on that and, then, we
have got strategic planning coming next. This is planning workshops. So, more
conversation on this. Mayor, I appreciate you providing your input. Some difficult
conversations on how to use the tool. I will tell you I think -- I think when -- when the
policy says it's five years balanced and we are following policy, that's great to hear.
That's going to be the expectation that we will see that. When it does say the Mayor
approves the CFP, I think that means you are on board. So, as much collaboration and
your agreement with it, that's how I read the word approving of it, and I hope that's the
case. That's what takes place. So, with that more conversation I guess coming. CFPs
underway. Thank you, Dave and Laurelei, for providing that input. I hadn't thought
about the way the directors and departments look at each other's CFPs. That's also
another added benefit to anticipate what's coming down the road. So, as to the three
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percent, the second conversation that's going to be an interesting one. That die is cast
for many many years. The money's been spent. I mean your labor cost as a
percentage -- percentage of recurring revenues, that ship has sailed. Die is cast. So,
that will be part two for this conversation. Anything further, Mayor, on this topic?
Simison: No.
Borton: Council? Okay. To be continued. Thank you.
25. Strategic Plan Update
Simison: Next up is Item 25, Strategic Plan update. Turn this over to Mr. Koontz.
Borton: In person is always better. Just is.
Koontz: It is. I love it. Good evening. My name is Vincent Koontz. I know some of
you. I don't know others of you. But I hope to deliver a presentation on our 2021 to
2025 strategic plan tonight and I administer -- I helped create with City Council and our
citizens, our 2021 to 2025 Strategic Plan. I'm also in charge of our Process
Improvement Program for the city and I also work on special projects at the Mayor's
office. So, I'm happy to be in front of you tonight. So, on the agenda I got a couple
updates for some new council members. Some of us that have been on here before,
some of us have not. I want to make sure and kind of give a refresh on how the plan
was created. Also an update by our focus areas and on some of the work that was
created in that plan and, then, answering any questions you might have. So, brief
history lesson. Our first strategic plan was created in 2016 and through 2020, which
was a step in the right direction for a growing city. We learned a lot through the
process. I came on in 2017 and part of my job was to move that plan forward and take
some of those lessons learned into the new plan. We kind of learned about what works,
what didn't, and what the philosophy should be in a plan going forward, with the ultimate
goal of achieving our vision, which is to being the west's premier community to live,
work and raise a family by 2035. Our strategic plan, which actions and deliverables to
our vision and provides the community with a sense of direction and provides our
leadership and staff with guiding principles to achieve their jobs and achieve results.
Over the course of 2020 during COVID we held meetings with our city council. We took
input from our community partners. Also got information from our citizen survey, which
greatly informed what our priorities were in the strategic plan. We also took input from
our partner agencies and to determine what kind of framework we should pursue in
order to achieve that vision. We additionally took some insight and -- from our staff and
our leadership in the city and we wanted to also provide a plan that was flexible. We
talked about flexibility here in the previous conversation. We wanted to make sure our
new plan was flexible so that they could achieve and we could achieve our community's
vision. These themes that are on our slide represent what our community told us in
2020 that would be priorities. What they cared about through our citizen survey and
also what we heard from the newly elected officials and were some of the key building
blocks that allowed our departments to create and execute the strategic plan and I'm
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happy to answer any questions beforehand or after, just depending on how -- how you
want to roll with it. Some of those top -- top concerns, which you see reflected in our
current strategic plan, are public safety, transportation, growing responsibly. In addition,
we also heard concerns in our citizen survey about a sense of community, economic
growth, clean water, park services and efficient use of tax dollars and those were all
represented in our five year strategic plan. Our Council in 2020 was involved in --
during the approval and adoption process and they set and helped set the focus areas
which are the broad statements about what we would like to achieve and the direction of
the city and the work that we do. We also set goals, which outline the work we look to
achieve over the next five years and during that time period we set that framework.
Council adopted it in December of 2020 and set forth a framework in order for our
departments to create strategies and tactics, which represent a lot of the work in the
plan. Over the past three years they have been working tirelessly on that plan. Now,
some of the things that we do as departments and responsibilities we have -- so, the
departments and the Mayor are responsible for the day-to-day execution of the plan. I
work with departments to review updates with the Mayor and also ensure execution
and, then, report back to our citizens and also City Council on the progress of the plan.
As a Council body your role is -- as a policy and budget maker is to ensure the direction
of our city is furthering the goals of our strategic plan and that was also part of the
conversation we were just having about the CFP. The CFP is informed by the strategic
plan. That should be and mostly is the things that we look to achieve in our CFP. The
CFP confirms the goals in the strategic plan. And, if needed, as a Council body, you
would update or approve any changes to the focus areas or goals if so desired and as
of right now you haven't -- haven't chose to do that. And, hopefully, we don't have to
again. But our citizens were also involved in the strategic plan through the ongoing
citizen survey in 2022 and will be again this year in 2024. They help us show that
direction and see how we are doing as -- as an approve -- in achieving our outcomes for
the plan. We report progress and updates to City Council on a quarterly basis. I send
you a memo and also provide you a presentation. The Mayor is also committed to
updating our community through his blogs, as well as our recently published annual
report, which is structured around the focus areas of our strategic plan. It also provides
an update to our community on some of the key achievements by focus areas and that
was just released recently, so that should be familiar with our strategic plan. Also
wanted to highlight some of the key achievements that have happened over the past
two years. Each one of these items represents some of the key achievements that
have occurred since 2021 and represent one item at least from one of the six focus
areas of the plan. In our Parks Department they were hard at work this past year on the
parks master plan, urban forestry plan and Lakeview -- Lakeview golf course. In
addition, the parks down in south Meridian and, then, that's -- those are important in
outlining the future of our vibrant community and the Police and Fire you have obviously
heard about -- have achieved opening their fire stations and the northwest police
precinct. Our staff and partners have taken action to prioritize Linder Road overpass
and Council approved dollars to -- to that end. Our commitment to transparency and
improvement has taken shape with our commitment to the city website redesign and our
Mymeridan podcast, as well as some city code updates. We are emphasizing growing
responsibly through our streetlight master plan, as well as our solid waste master plan.
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The Meridian pedestrian taskforce also was important this past year and we also did
updates to our open space segment as an amenities package for development and I
can confidently say that our departments have been working and on the outlined goals
to achieve and support our vision. This is not cooperating and typically what I do in this
part is highlight some of the things that have happened in the past six months from July
to January of this year. So, as mentioned, as part of our commitment to keep the City
Council up to date, we regularly update you on the status of the plan and if there are
any major updates to the plan this bi-annual execution update is that time to do so. So,
we take key actions that have occurred from each focus area, responsible growth,
transportation infrastructure, business and economic vitality, public health and safety,
vibrant sustainable community and government excellence. So, I will take you through
a brief story of the past six months. So, responsible growth. You recently saw the
mixed use Comprehensive Plan changes. Staff brought some of those to you. You also
wanted to get a little bit more information from our public on that, so we are currently
collecting some information from the public via social media. Under transportation
infrastructure, in order to promote efficient movement through Meridian we spent the
last two years closely working with ACHD, ITD and the development community to
move construction forward on Linder Road overpass. We dedicated city funds.
Recently heard we had the ITD strategic initiatives grant approved, which will provide
4.3 million dollars for the project. On pathways in south Meridian near my house we
have also completed the Mary McPherson pathway, which you approved a budget
amendment for, which I'm happy, because we can actually get to that school. It's also
an important connection point, because some of those sidewalks don't exist and it's
going to improve a lot of great safety for our children in that area. In addition, several
other projects on Five Mile pathway and segments on Locust Grove are also in
progress. The Meridian Intersection and Pedestrian Safety Task Force was created in
the past six months to analyze sidewalk and intersections in Meridian. They identified
over a hundred opportunities. A final report was delivered -- delivered to City Council in
October. The streetlight portion was submitted to bid and city staff are currently working
to discuss development -- development projects for the FY-25 budget in coordination
with ACHD, West Ada and others. Under business and economic vitality and public
health and safety, City Council recently approved a budget amendment and we started
construction. I know you guys can see that out there on the Hunter Lateral relocation
project. This was originally going to be completed by River Caddis for the Civic Block,
but that project was recently terminated, but we are moving forward on that project. And
that will help greatly with development in downtown. Under public health and safety,
obviously, one of our largest commitments to public safety was building, staffing Fire
Stations 7 and 8, along with the northwest police precinct. These investments brought
on new facilities equipment and more importantly the personnel that will provide safety
services to the community. These facilities also enable us to keep our officers and
firefighters in that area of town, potentially reducing drive times and faster responses
and use of their resources. Under vibrant sustainable community and government
excellence, Discovery Park Phase Two was another huge project and was a major part
of the strategic plan. We enjoy it currently. My daughters enjoy it. And we were really
anxious to use the bike park. South Meridian's regional park took a huge leap forward
with the three new softball fields, tennis courts, pickle ball and a large teen area. We
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also have that bike park and pump track and all of this came in ahead of schedule and
on budget. Work's continuing with the connections to Discovery Park, which is originally
part of that with Eagle Road and Lake Hazel's intersection just now starting. The golf
course also saw some renovations and upgrades to continue to provide a premier
resource for our community. The clubhouse upgrades are currently working -- being
worked on and, then, Council approved upgrades for the restroom facilities this year,
which I hope to enjoy soon. So, the first action plan also for Meridian under the age
friendly AARP program was one of those partnerships we had. It was completed and
staff's going to be working on implementing some of the goals from that AARP age
friendly community. In government excellence, Mayor Simison has been working
through on the Mymeridian podcast, which is important engaging with the community.
We have spent the past two seasons focusing on officials and agencies and we are
recently moving into our community partners, which include the Meridian Chamber, the
Senior Center, and others are now in progress. So, in our Innovation Academy, which
hold near and dear to my heart, we have been working on continuous improvement
projects, teaching our employees how to implement and reduce waste in the workplace.
Over the past year we completed seven projects totaling over a thousand hours of work.
Finance, building human resources and one other, did a project and we also trained 37
employees during the year on process improvement techniques. We look to build on
that success this year and throughout 2024 and that's my summary. If you have any
questions, happy to answer them.
Simison: Thank you, Vincent. Council, any questions? All right.
Cavener: Mr. Mayor?
Simison: Councilman Cavener.
Cavener: It goes through the end of 2025, you don't strike me as a guy that waits until,
you know, January 1 of 2026 to start thinking about the next iteration. So, I'm not asking
you to forecast or, you know, give us a big presentation, but maybe give Council a little
flavor -- what are the things that you are thinking about as you are talking to
stakeholders, directors, employees, what are the things that are starting to percolate
that you are thinking about that we should also be thinking about as we look to the
future?
Koontz: Members of Council and Councilman Cavener, one thing that I think we have
learned as this plan has gone forward is, you know, obviously, there is some flexibility
needed with the plan and we continue to need that, but I think aligning the priorities. I
think you guys mentioned it earlier, making sure that our priorities are aligned, you
know, making -- those -- there is a component in the CFP that talks about, you know,
which focus area does this -- this priority align with? So, making sure that as we are
moving forward that we utilize that opportunity and, hey, we are going to need resources
for this. We are going to need budget items for this. We are going to need to look
forward five years and I think the other thing we -- also that connection piece, making
sure that in the next plan -- in this current plan, we have those connection pieces to the
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Comprehensive Plan and to all of our other documents that are associated with the
things we do and the priorities we put forward and same thing with Mayor Simison and
as a council body, you know, what are your priorities as elected officials to inform this
new plan? What are you hearing from our citizens? So, in some ways I want to say
that, you know, I want to come to you with those priorities, but as elected officials as
well, I want to hear and know what are your priorities, where do you think we should be
going, where does Mayor Simison think we should be going and, you know, putting
those priorities to -- down to paper and having those collaborative -- collaborative
sessions I think are very important. Speaking to when we might start kind of thinking
about what that next plan iteration is, I anticipate towards the end of this year we will
start evaluating how did we do. We have got a year left. What's going to probably be
done in this current plan and what is likely going to move into the next one. We did that
with the previous strategic plan, too. So, for the most part we are meeting the goals.
We are meeting the focus areas of the plan, but there are some items that may not --
may not make it to the next plan, maybe shifts some priorities, but, again, some of that
is going to come from our citizens. What does our 2024 citizen survey say? Do our --
do our citizens care about something different? Are they saying like, hey, let's shift
something as well. If that answers your question. But that's -- that's -- that's what I plan
to do at the end of this year and, then, 2025 we will be more involved in learning what
other cities are doing or is anyone else doing it better or different than us? What
strategies are there out in strategic planning, you know. So -- and partnering with, you
know, to me the business community, the -- our partners. Did that work really well with
the current strategic plan, but I think doing more of that outreach. We have our priorities
as a city. It doesn't mean we are going to adopt their priorities. But, you know, having
that conversation about what -- where our priorities lie as a city, where we are going to
go, how we are going to continue to meet that vision in 2035, how are we going to be
the west's premier city to live, work and raise family. We got a lot of accolades and we
are doing really well and our citizen survey says we are doing really well comparatively
to other cities. But how can we continue to raise that bar, so --
Cavener: Mr. Mayor, a follow up.
Simison: Councilman Cavener.
Cavener: I appreciate so much of that and, you know, we have had really robust
conversations. Previous iterations strategic plan I really really struggled with, because I
felt it was an operational plan for City Hall and the City of Meridian is more than just
what the City of Meridian City Hall touches and I applaud that you are reaching out and
touching other facets of our community and thinking about how that can intertwine with
our work and I appreciate, too, that you are open to feedback and suggestions from the
six Council Members as well. I think you are doing a really really great job and really
getting to the strategic plan to the place that I have always hoped it could be and I just --
I want to commend you. I know you have driven a lot of that. I just wanted to say
thanks.
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ORDINANCES [Action Item]
26. Ordinance No. 24-2043: An ordinance (Compass Pointe Subdivision —
H-2023-0004) annexing the northeast quarter of the northeast quarter
of Section 30, Township 3 North, Range 1 East, Boise Meridian, City
of Meridian, Ada County, Idaho, more particularly described in
Exhibit "A"; rezoning 7.69 acres of such real property from RUT
(Rural Urban Transition) to R-8 (Medium-Density Residential) zoning
district; directing city staff to alter all applicable use and area maps
as well as the official zoning maps and all official maps depicting the
boundaries and the zoning districts of the City of Meridian in
accordance with this ordinance; providing that copies of this
ordinance shall be filed with the Ada County Assessor, the Ada
County Treasurer, the Ada County Recorder, and the Idaho State Tax
Commission, as required by law; repealing conflicting ordinances;
and providing an effective date.
Simison: All right. Thank you very much. Okay. Next item up is Item 26, Ordinance
No. 24-2043. 1 will ask the clerk to read this ordinance by title.
Johnson: Thank you, Mr. Mayor. It's an ordinance related to Compass Pointe
Subdivision, H-2023-0004, annexing the northeast quarter of the northeast quarter of
Section 30, Township 3 North, Range 1 East, Boise Meridian, City of Meridian, Ada
County, Idaho, more particularly described in Exhibit "A"; rezoning 7.69 acres of such
real property from RUT to R-8, zoning district; directing city staff to alter all applicable
use and area maps as well as the official zoning maps and all official maps depicting the
boundaries and the zoning districts of the City of Meridian in accordance with this
ordinance; providing that copies of this ordinance shall be filed with the Ada County
Assessor, the Ada County Treasurer, the Ada County Recorder, and the Idaho State Tax
Commission, as required by law; repealing conflicting ordinances; and providing an
effective date.
Simison: Thank you. Council, you have heard this ordinance read by title. Is there
anybody that would like it read in its entirety? If not, do I have a motion?
Overton: Mr. Mayor?
Simison: Councilman Overton.
Overton: I move that we approve Ordinance No. 24-2043.
Cavener: Second.
Simison: Have a motion and a second to approve Ordinance No. 24-2043. Is there any
discussion? If not, Clerk will call the roll.
Meridian City Council Work Session
February 6,2024
Page 32 of 36
Roll Call: Borton, yea; Cavener, yea; Strader, yea; Overton, yea; Little Roberts, yea;
Taylor, yea.
Simison: All ayes. Motion carries and the item is agreed to.
MOTION CARRIED: ALLAYES.
27. Ordinance No. 24-2044: An ordinance (Julia Subdivision — H-2023-
0003) annexing the southeast quarter of the northeast quarter of
Section 4, Township 3 North, Range 1 West, Boise Meridian, Ada
County, Idaho, more particularly described in Exhibit "A"; rezoning
2.77 acres of such real property from RUT (Rural Urban Transition) to
R-8 (Medium-Density Residential) zoning district; directing city staff
to alter all applicable use and area maps as well as the official zoning
maps and all official maps depicting the boundaries and the zoning
districts of the City of Meridian in accordance with this ordinance;
providing that copies of this ordinance shall be filed with the Ada
County Assessor, the Ada County Treasurer, the Ada County
Recorder, and the Idaho State Tax Commission, as required by law;
repealing conflicting ordinances; and providing an effective date.
Simison: Next up is Ordinance No. 24-2044. Ask the Clerk to read this Ordinance by
title.
Johnson: Thank you, Mr. Mayor. It's an Ordinance related to Julius Subdivision, H-
2023-0003, annexing the southeast quarter of the northeast quarter of Section 4,
Township 3 North, Range 1 West, Boise Meridian, Ada County, Idaho, more particularly
described in Exhibit "A"; rezoning 2.77 acres of such real property from RUT to R-8
zoning district; directing city staff to alter all applicable use and area maps as well as the
official zoning maps and all official maps depicting the boundaries and the zoning
districts of the City of Meridian in accordance with this ordinance; providing that copies
of this ordinance shall be filed with the Ada County Assessor, the Ada County Treasurer,
the Ada County Recorder, and the Idaho State Tax Commission, as required by law;
repealing conflicting ordinances; and providing an effective date.
Simison: Thank you. Council, you have heard this ordinance read by title. Is there
anybody who would like it read in its entirety? If not, do I have a motion?
Overton: Mr. Mayor?
Simison: Councilman Overton.
Overton: I move that we approve Ordinance No. 24-2044.
Cavener: Second.
Meridian City Council Work Session
February 6,2024
Page 33 of 36
Simison: Have a motion and a second to approve Ordinance No. 24-2044. Is there any
discussion? If not, Clerk will call the roll.
Roll Call: Borton, yea; Cavener, yea; Strader, yea; Overton, yea; Little Roberts, yea;
Taylor, yea.
Simison: All ayes. Motion carries and the item is agreed to.
MOTION CARRIED: ALLAYES.
28. Ordinance No. 24-2045: An ordinance (1-84 + Meridian Road — H-2021-
0099) annexing the northeast quarter of the southeast quarter of
Section 13, Township 3 North, Range 1 West, Boise Meridian, Ada
County, Idaho, more particularly described in Exhibit "A"; rezoning
18.30 acres of such real property from RUT (Rural Urban Transition)
to C-G (General Retail and Service Commercial) zoning district;
directing city staff to alter all applicable use and area maps as well
as the official zoning maps and all official maps depicting the
boundaries and the zoning districts of the City of Meridian in
accordance with this ordinance; providing that copies of this
ordinance shall be filed with the Ada County Assessor, the Ada
County Treasurer, the Ada County Recorder, and the Idaho State Tax
Commission, as required by law; repealing conflicting ordinances;
and providing an effective date.
Simison: The next item up is Item 28, Ordinance No. 24-2045. Ask the Clerk to read
this ordinance by title.
Johnson: Thank you, Mr. Mayor. It's an ordinance related 1-84 and Meridian Road, H-
2021-0099, annexing the northeast quarter of the southeast quarter of Section 13,
Township 3 North, Range 1 West, Boise Meridian, Ada County, Idaho, more particularly
described in Exhibit "A"; rezoning 18.30 acres of such real property from RUT to C-G
zoning district; directing city staff to alter all applicable use and area maps as well as the
official zoning maps and all official maps depicting the boundaries and the zoning
districts of the City of Meridian in accordance with this ordinance; providing that copies
of this ordinance shall be filed with the Ada County Assessor, the Ada County Treasurer,
the Ada County Recorder, and the Idaho State Tax Commission, as required by law;
repealing conflicting ordinances; and providing an effective date.
Simison: Thank you. Council, you have heard this ordinance read by title. Is there
anybody that would like it read in its entirety? If not, Clerk will call the roll. Did we have
a motion? Okay.
Overton: Mr. Mayor?
Simison: Sorry about that. Councilman Overton.
Meridian City Council Work Session
February 6,2024
Page 34 of 36
Overton: I'd like to make a motion that we approve Ordinance No. 24-2045.
Cavener: Second.
Simison: Have a motion and a second to approve Ordinance No. 24-2045. Is there any
discussion? If not, Clerk will call the roll.
Roll Call: Borton, yea; Cavener, yea; Strader, yea; Overton, yea; Little Roberts, yea;
Taylor, yea.
Simison: All ayes. Motion carries and the item is agreed to.
MOTION CARRIED: ALLAYES.
29. Ordinance No. 24-2046: An ordinance (Tanner Creek H-2022-0048) for
rezone of a parcel of land located in the southeast quarter of Section
13, Township 3 North, Range 1 West, Boise Meridian, Ada County,
Idaho, more particularly described in Exhibit "A," rezoning 12.16
acres of land from C-G (General Retail and Service Commercial)
zoning district to R-8 (Medium-Density Residential) zoning district
and rezoning 17.46 acres of land from C-G (General Retail and
Service Commercial) zoning district to R-40 (High-Density
Residential) in the Meridian City Code; directing city staff to alter all
applicable use and area maps as well as the official zoning maps and
all applicable official maps depicting the boundaries and the zoning
districts of the City of Meridian in accordance with this ordinance;
providing that copies of this ordinance shall be filed with the Ada
County Assessor, the Ada County Treasurer, the Ada County
Recorder, and the Idaho State Tax Commission, as required by law;
and providing an effective date.
Simison: Next item up is Ordinance No. 24-2046. Ask the Clerk to read this ordinance
by title.
Johnson: Thank you, Mr. Mayor. It's an ordinance related to Tanner Creek, H-2022-
0048, for rezone of a parcel of land located in the southeast quarter of Section 13,
Township 3 North, Range 1 West, Boise Meridian, Ada County, Idaho, more particularly
described in Exhibit 'A," rezoning 12.16 acres of land from C-G zoning district to R-8
zoning district and rezoning 17.46 acres of land from C-G zoning district to R-40 zoning
district in the Meridian City Code; directing city staff to alter all applicable use and area
maps as well as the official zoning maps and all applicable official maps depicting the
boundaries and the zoning districts of the City of Meridian in accordance with this
ordinance; providing that copies of this ordinance shall be filed with the Ada County
Assessor, the Ada County Treasurer, the Ada County Recorder, and the Idaho State Tax
Commission, as required by law; and providing an effective date.
Meridian City Council Work Session
February 6,2024
Page 35 of 36
Simison: Thank you. Council, you have heard this ordinance read by title. Is there
anybody that would like it read in its entirety? If not, do I have a motion?
Overton: Mr. Mayor?
Simison: Councilman Overton.
Overton: I move that we approve Ordinance No. 24-2046.
Strader: Second.
Cavener: Second.
Simison: Have a motion and a second to approve Ordinance No. 24-2046. Is there any
discussion? If not, Clerk will call the roll.
Roll Call: Borton, yea; Cavener, yea; Strader, yea; Overton, yea; Little Roberts, yea;
Taylor, yea.
Simison: All ayes. Motion carries and the item is agreed to.
MOTION CARRIED: ALLAYES.
30. Ordinance No. 24-2047: An ordinance (Tanner Creek H-2022-0048) for
rezone of a parcel of land located in the northwest quarter of the
southeast quarter of Section 13, Township 3 North, Range 1 West,
Boise Meridian, Ada County, Idaho, more particularly described in
Exhibit "A," rezoning 12.27 acres of land from C-G (General Retail
and Service Commercial) zoning district to R-15 (Medium High-
Density Residential) zoning district in the Meridian City Code;
directing city staff to alter all applicable use and area maps as well
as the official zoning maps and all applicable official maps depicting
the boundaries and the zoning districts of the City of Meridian in
accordance with this ordinance; providing that copies of this
ordinance shall be filed with the Ada County Assessor, the Ada
County Treasurer, the Ada County Recorder, and the Idaho State Tax
Commission, as required by law; and providing an effective date.
Simison: Next item up as Item 30, which is Ordinance No. 24-2047. Ask the Clerk to
read this ordinance by title.
Johnson: Thank you, Mr. Mayor. It's an ordinance related to Tanner Creek, H-2022-
0048 for rezoning rezone of a parcel of land located in the northwest quarter of the
southeast quarter of Section 13, Township 3 North, Range 1 West, Boise Meridian, Ada
County, Idaho, more particularly described in Exhibit "A," rezoning 12.27 acres of land
from C-G zoning district to R-15 zoning district in the Meridian City Code; directing city
Meridian City Council Work Session
February 6,2024
Page 36 of 36
staff to alter all applicable use and area maps as well as the official zoning maps and all
applicable official maps depicting the boundaries and the zoning districts of the City of
Meridian in accordance with this ordinance; providing that copies of this ordinance shall
be filed with the Ada County Assessor, the Ada County Treasurer, the Ada County
Recorder, and the Idaho State Tax Commission, as required by law; and providing an
effective date.
Simison: Thank you. Council, you have heard this ordinance read by title. Is there
anybody that would like it read in its entirety? If not, do I have a motion?
Overton: Mr. Mayor?
Simison: Councilman Overton.
Overton: I move that we approve Ordinance No. 24-2047.
Cavener: Second.
Simison: Have a motion and a second to approve Ordinance No. 24-2047. Is there any
discussion? If not, Clerk will call the roll.
Roll Call: Borton, yea; Cavener, yea; Strader, yea; Overton, yea; Little Roberts, yea;
Taylor, yea.
Simison: All ayes. Motion carries and the item is agreed to.
MOTION CARRIED: ALLAYES.
Simison: We have reached the end of our agenda. Council, do I have a motion to
adjourn?
Borton: Mr. Mayor, I move we adjourn.
Simison: Motion to adjourn. All in favor signify by saying aye. Opposed nay? The
ayes have it. We are adjourned.
MOTION CARRIED: ALLAYES.
MEETING ADJOURNED AT 6.14 P.M.
(AUDIO RECORDING ON FILE OF THESE PROCEEDINGS)
MAYOR ROBERT E. SIMISON 2/20/2024
ATTEST:
CHRIS JOHNSON - CITY CLERK