HomeMy WebLinkAboutMeridian--All Dept strategic PlFY 2002-2003 Strategic Plan
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Office of The City Clerk
Strategic Plan
FY 2002-2003
MISSION
The Office of the City Clerk maintains the integrity of the City through the
legislative process, administration, technical support, dissemination of accurate
information, archiving official documents and risk management. The City Clerk’s
Office provides support and administrative services to the Mayor and City
Council, all operating departments and the public while maintaining for the City
an essential, formal link with citizens, area businesses, other jurisdictions and a
wide variety of public agencies.
VISION
The next decade will continue to bring commercial and residential growth to
Meridian, creating broader and more complex demands on public services, and
stressing the ‘small town’ culture that has been the City’s most enduring
characteristic. Citizen expectations will grow along with greater urban
boundaries, bringing opportunities to disconnect at a time when a sense of
community is more critical than ever before. To meet the challenge, the City
Clerk’s Office will promote better public information, seek a centralized, more
visible city hall / municipal center, offer greater public accessibility, and embrace
the wise use of technology to provide new efficiencies, services and opportunities
for City-wide cooperation.
OPERATING PHILOSOPHY
We are a conscientious, hard working, and honest team dedicated to providing
accessible, accurate services to all public agencies, businesses, and citizens. We
take great pride in our work and are committed the ideals of open communication,
integrity and accountability. Above all, we appreciate the opportunity to serve this
community and will do so in a manner that protects the public trust, preserves our
quality of life and promotes economic prosperity.
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MAJOR ISSUES & CHALLENGES
External Issues and Challenges
The growth in our community has created and expanded liability exposures
heretofore did not exist. The City needs to monitor carefully all exposures
to liabilities.
City departments are too spread out, contributing to insufficient
communication and collaboration, lost effectiveness, and confusion for the
public. The public also complains about the lack of a “one stop” service
center, which could offer more services/ information in less time.
Community growth may at some point create concern about the lack of
broad representation on the City Council. The addition of another set of
Council members or establishing designated districts may allow greater
community connectivity and provide more involvement with operating
departments.
Too many City ordinances need review and analysis to determine efficacy
and relevance to current circumstances. Some are out of date, inaccurate, or
inconsistent with current procedures, which may place the City in an
exposed position, promote confusion, and reduce departmental
effectiveness.
The existing Web page is inadequate for all City department needs as well
as the general public. It is inefficient, hard to follow, and has limitations to
what it allows the public or employees to access. Overall, it contributes to
image problems, creates more phone calls than it deflects, and is ineffective
in meeting growing City needs.
Interdepartmental communications is at times ineffective and confusing.
While overall it is healthy, the occasional lack of clarity and rapid pace
tends to cause disconnects and frustrations that could be avoided.
Clear, consistent communication with the public and other institutions is
insufficient and has become more apparent as the City has grown. This has
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added to image problems, reduced citizen support in some areas, increased
complaints, and reduced the effectiveness of some programs.
Internal Issues and Challenges
Office transactions and demand for services (official documents,
agreements, deeds, titles, etc.) have grown enormously over the past several
years (close to 500% since 1993) as operating department size has grown
along with the City. Record keeping, record archiving and retrieval alone
has increased close to 300% in the past five years, tripling the City Clerk’s
Office workload and demand on staff. This has slowed response times,
increased backlog, used all available space, and limited the City Clerk or
staff’s ability to offer special services to the City Council and citizens.
Space continues to be limited with poor centralization of files, copy area,
and general office work areas. This is causing limited efficiency, reduced
effectiveness, and lost opportunity to serve the City more effectively.
City Council members need to have available the pertinent technology to
enable them to perform their duties. They do not have computers (laptop) at
a time when most governments are moving to more electronic formats,
communications, and record keeping. This has reduced efficiency, added
significant time to Council transactions, and created more backlog in
information requests to and from the Council.
While the imaging system hardware and software is now on site, the City
still needs to get all files fully on line. This has curtailed efficiency,
continued to add to backlog and decreased the effectiveness of a system that
was purchased as a major efficiency move.
The increased clerical workload has created priorities to complete
immediate deadlines which delays accomplishing routine responsibilities
and duties.
LONG-TERM GOALS
To increase the number of means through which public information and
data can be accessed by citizens.
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To maintain state minimum response time to request from the public or
decision makers.
To increase the overall accessibility, reliability and readability of public
records and information.
To maintain current levels of quality, accuracy, and timeliness of all
information provide to the City Council.
To increase the speed and accessibility to Council business and public
information needed by Council members.
To increase the speed and efficiency of record retention and retrieval.
To maintain the current production output associated with analyzing,
revising, archiving, and providing pertinent ordinances to the City Council
and the public.
To reduce the number of obsolete ordinances governing and guiding the
work of City departments.
To reduce the amount of time to produce formal meeting minutes and to
perform clerical functions for the City Council and other groups.
To mitigate the risk and exposure in regards to liability of the city.
To increase the awareness of loss prevention and maintain a high level of
quality risk management training.
To reduce the number of inappropriate and / or misdirected complaints to
the City Clerk.
DEPARTMENT PRIORITIES
Planning and development of a new city hall remains one of the central
priorities of the City Clerk’s Office. While a new city hall will benefit all
departments and the general public, the City Clerk’s Office will play a key
role in coordinating this effort and in gaining public support.
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Upgrading and refining the City’s web site will receive additional attention
in the months ahead. Without meaningful improvements, the public will
grow impatient and city departments will not reap the benefits of a well-
designed site.
Gaining more hard copy and electronic storage will continue to be a high
priority. Record storage and efficient retrieval are significant issues for
many departments, making utilization of available imaging equipment
essential. The City Clerk’s Office will continue to focus on this area.
Reduction of risk and exposure to risk has to receive more attention as the
City grows and becomes more complex. The City, as it provides services to
the community must control risks while limiting its exposure to the growing
number of potential risks. The City Clerk’s Office will continue to evaluate
incidents and potential risks and focus on loss prevention as a solution.
Analyzing and amending out of date ordinances will receive more attention
in the months ahead. This is an issue shared with several departments and
the community and will be addressed. The City Clerk’s Office will provide
a stronger forum for change and will continue to be a central conduit to the
Mayor and City Council.
KEY ADMINISTRATIVE ACTIONS
o The City Clerk’s Office is responsible to conduct the appropriate municipal
election procedure according to the Idaho State Statues. An election
process analysis and report, including statistics, costs, issues, and other
pertinent data for the Ada County Clerk and the City Council will be
completed by the City Clerk’s Office.
o Cooperate with and support the Finance Department in developing the
annual budget submission to the City Council. While the Finance
Department takes the lead in budget preparation, the City Clerk’s Office is
involved with developing the budget presentation and supporting the
Finance Department in annual preparations.
o As the City Clerk is the City’s designated risk manager, it is imperative that
he be aware of any incidents that affect the City’s liability. The City Clerk
is responsible for overseeing the action plan for handling and reporting all
such incidents.
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o As a continuing priority, the City Clerk’s Office will analyze the
communication deficiencies between departments, agencies and the general
public and suggest solutions for more effectiveness.
o As August 2, 2003 approaches, the City Clerk will prompt the Mayor and
City Council to prepare and develop a celebration and recognition day for
the 100th year anniversary of the incorporation of the City of Meridian.
STRATEGIC INITIATIVES
Begin re-developing the approach and general schedule to create a new city
hall building / municipal center. As space problems continue to grow along
with community and City programs, a larger, more accessible city hall /
municipal center will become critical. It is therefore important to start again
the process of planning for this project now, so the City Council and
community leaders are able to adequately plan budgets, select locations, and
analyze plans. Convene a city hall study group (public works director, city
clerk, mayor and city council representative) by 7-1-02; begin developing
general layout plans and evaluate existing space study from ZGA Architects
by 12-1-02; initiate general discussions with community leaders and elected
officials by 2-1-03; begin reviewing site, size, and occupancy options by 4-
1-03; complete study and analysis of the potential building and review
various identified options and work to gain consensus regarding future
direction by 6-1-03; once agreement to proceed is gained, begin process of
land acquisition (if land is not already owned) and begin seeking an
architect and contractor by 10-1-03; initiate plans to proceed with building
by 12-1-03. Total time estimated- 400 man-hours with time away from day
to day workload requirement; total cost- minimal until agreement to proceed
is reached.
Begin analyzing and refining all ordinances that are obsolete and inaccurate.
Establish an interdepartmental team to identify all out of date ordinances by
9-1-02; work with the team to prioritize, identify and provide
recommendations by 9-1-02; begin revising key ordinances, or coordinating
the process by 11-1-02; complete the first priority revisions by 1-1-03;
maintain an ordinance revision schedule and continue until all are current
and appropriate. Total time estimated at 200 man-hours; total cost spread
over all departments are estimated $12,000 in re-codification costs that need
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to be included in normal operating budgets; Ties are to major issues found
in several departmental plans.
Conduct a complete records system analysis and update and refinement of
the City’s record keeping process. Analyze the issues identified during the
planning process to determine what remedies might be undertaken by 7-1-
02; develop a stronger centralized reporting and retrieval process, with input
from the City Council and all departments by 9-1-02; refine the City’s
central record depository and analyze its efficiency and effectiveness by 11-
1-02; review existing processes and create new process/ procedures
developing a stronger central information center, convening a study group
to outline the center’s characteristics by 1-1-03; develop a project plan to
develop a stronger, more contemporary records management system, with
priority actions described by 4-1-03. Total time estimated at 250 man-hours
with time away from day to day workload requirement; cost of the
additional labor will need to be supplied from increasing departmental
operating budgets. If additional equipment and supplies are needed, the
cost could be estimated up over $10,000. This initiative addresses records
management issues found in the City Clerk’s Office and other departmental
strategic plans.
The need for extra help in the City Clerk’s Office and other departments
increases with the growth of the city. As the budget permits, hire local
student interns to help with the increased workloads. This vital resource
exists that to date has not been utilized by the city. An additional benefit is
to expose local government to our young adults. Establish a policy and
guidelines for utilizing this resource by 9-1-02. Total estimated man-hours
are absorbed in the departments.
KEY PROGRAM OBJECTIVES - FY 2002-2003
1. To increase by 3% the number of eligible residents to actually vote in City
elections; by 10-1-03.
Actions/Strategies
Begin an analysis of simplifying the balloting process with the Ada
County Clerk by 12-1-02.
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Analyze the current publicity dealing with elections and begin the
process of keying this publicity toward getting more people to the polls,
by 5-1-03.
Develop a more comprehensive list of civic, volunteer, social,
professional, and service organizations and begin planning their
involvement to gain greater voter turnout, by 8-1-03.
Have efforts to gain greater voter turnout in place and refined by
10-1-03.
2. To reduce by 10% the staff time required retrieving active files; by
10-1-03.
Actions/Strategies
Review the existing records policy and begin the amendment process by
7-1-02.
Make or suggest revisions to internal and external records management
policies by 8-1-02.
Determine the most common problems, their cause and impact by 9-1-02.
Explore more efficient records storage and retrieval processes by 10-1-02.
Begin scanning and electronically filing of past minutes and old project files
by 11-1-02.
Develop a comprehensive orientation to records management for all
departments by 1-1-03.
Track all revision to the City’s records management processes and evaluate
the progress of the revision and cost effectiveness of these changes by 4-
1-03.
3. To reduce the number of open meeting and meeting records violations
occurring within various City commissions and committees; by 12-1-02.
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Actions/Strategies
Distribute to all departments a reminder that details the open meeting law
and record keeping requirements by 8-1-02.
Analyze where the most critical violations are occurring and discuss with
the chairman or city representative by 9-1-02.
Develop a short orientation to the open meeting law and record keeping
requirements by 10-1-02.
Present the orientation, guidelines and procedures to all commissions,
committees and / or departments, completing by 12-1-02.
4. To reduce by 10% the amount of staff time needed to provide general
information, data, and vital material to the City Council, by 11-1-03.
Actions/Strategies
Assess the total time required to serve the needs of the City Council and
calculate total staff time requirements, by 8-1-02.
Implement the laptop computers project for the City Council meetings for
the Mayor and City Council, by 5-1-02.
Analyze areas where time savings might be gained discuss informally with
the Mayor and City Council by 9-1-02.
Offer several cost-effective options that would save time, increase service,
and promote accuracy by 11-1-02.
5. To reduce by 10% the number of known and unidentified risks existing in
the City that may expose the City to unnecessary liability, by 12-1-03.
Actions/Strategies
Meet with each department to develop a coordinated citywide effort to
identify all known risk factors in the City by 9-1-02.
Encourage department heads to hold periodic safety oriented meetings to
reduce hazardous incidents in their department by 10-1-02.
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Working cooperatively with insurance representative and ICRIMP to initiate
a process of identifying factors that may expose the City to liability by 11-1-
02.
Initiate the process, using department personnel, to begin identifying
hazards that may expose the City, the employees and the citizens to
controllable and uncontrollable risks by 12-1-02.
Submit to ICRIMP a list of potential risks to obtain their input for reduction
or elimination by 1-1-03.
Solicit suggestions from all City departments to develop a plan to reduce
the City’s liability by 5-1-03.
6. To increase by 10% the number of project files that are accessible via the
Web page; by 5-1-03.
Actions/Strategies
Conduct an assessment of how many files are currently accessible on line
and how many could be completed by 6-1-02.
Establish criteria for files that can be placed on line by 7-1-02.
Identify which files are most requested and would be easiest to put on line
via the City’s Web page, by 8-1-02.
Identify any barriers to placing more files on the Web site and initiate action
to solve those barriers by 9-1-02.
Identify other potential inexpensive means of electronically distributing file
data by 10-1-02.
Begin placing files on the Web site and other electronic means by 11-1-02.
7. To reduce by 10% the number of Meridian ordinances that are out of date
and/or inappropriate; by 3-1-03
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Actions/Strategies
Convene a small study group representing several City departments to
explore the status of existing ordinances by 9-1-02.
Conduct a review of all existing ordinances and present to the Mayor and
City Council a list of those considered in need of revision or deletion by
11-1-02.
Initiate the process of submitting new or revised ordinances to the Mayor
and City Council by 1-1-03.
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Department of Finance
Strategic Plan
FY 2002-2003
MISSION
The Department is the general business management arm of City government,
providing specific financial and accounting services for elected officials,
department heads, and the citizens of Meridian. Basic services include annual
budgeting, financial analysis and reporting, monitoring state / City rules and
regulations, and maintenance of sound internal controls over financial and
accounting systems, purchasing, and capital assets.
VISION
Meridian will continue to grow in population, which will create additional demand
for more and better financial information, financial planning, and analysis.
Increased accounting and reporting capability will be required of all departments,
as will timely, more pro-active and accurate reports, better historic accounting, and
more specific, detailed analysis for both the public and city officials. New and
more complex challenges will be met through sound accounting procedures and
systems utilizing modern computing capability and analysis tools, and offering
financial training to all departments to promote higher quality record keeping,
better collaboration, and adherence to proper financial standards.
OPERATING PHILOSOPHY
We are a knowledgeable and highly organized team dedicated to exceptional
customer service characterized by courtesy, accuracy, and reliability. We are
committed to providing timely and accurate financial services in an efficient,
responsive, and consistent manner that enables each City department to wisely
manage and effectively use its limited resources to provide quality services to
Meridian citizens. Above all, we are a conservative group that takes its financial
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responsibilities seriously and enjoys a reputation for being practical, helpful, and
professional.
MAJOR ISSUES & CHALLENGES
External Issues and Challenges
Governmental Accounting Standard #34 is mandated to be implemented by
2003 and will then be subject to audit. This new rule mandates that all
government entities will use accepted accrual basis accounting rather than a
cash basis, and, as such, will mean significant alterations of Meridian’s
accounting processes. This poses a major challenge in that the system must
be in place and fully tested by December 2002.
Growth continues to drive Meridian and will essentially double many of the
internal processes that flow through this department. Historically, operating
and support departments have not planned deeply enough for growth and
provided long- range scenarios that can be evaluated by decision makers.
The strategic planning process is remedying this.
The City has neither a vision/ plan for IT, nor an information technology
staff, which has created inefficiencies, disruptions, and inconsistencies in
computer systems, wasted limited resources, and not produced a system that
meets City requirements.
The City lacks a centralized, compiled version of a comprehensive capital
improvement pan, distilled from the plans submitted by operating
departments. This fragments the capital planning process, hinders
prioritization, and reduces cooperation among departments, and often places
important projects at odds, when they should be cohesive.
Finance and accounting systems are fragmented among departments, which
has let to inconsistent or poor information, lost efficiency, too many errors,
and lowered trust in numeric data within the City. There is also poor
communication flow among key departments, which reduces the Finance
department’s ability to respond with accurate data, conduct analysis, and
keep pace with data requests.
Insufficient communication and collaboration exists among City
departments in the area of financial affairs and some operating departments
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do not get their financial work accomplished in a timely or accurate fashion.
These circumstances reduce the accuracy of financial data, limit fiscal
efficiency, build in additional work that should be avoided, and keep
departments from acting as one efficient, seamless team. They also create
more work for Finance, reduce data available to the mayor and City
Council, increase backlog, and generally decrease the City’s operating
efficiency.
The City has no purchasing coordinator, which contributes to poor financial
oversight of the thousands of dollars spent each year by City departments.
There are no established purchasing guidelines and no single person who is
an expert in achieving the best value for dollars spent. This possibly costs
the City thousands each year that could be saved.
The City has an inadequate policy and procedure framework to guide
follow-up on various financial transactions. This costs additional money,
reduces the ability to audit expenditures, and limits financial analysis to
determine where the City could be more efficient in handling financial
affairs.
There has still been no formal training on how to use the Web site, nor to
amend it as things evolve within the City. There is lack of clarity regarding
how to use the site, what passwords are necessary, and what it will do in the
future. This has reduced its value, lowered its effectiveness, and not
allowed the efficiency first envisioned.
Communication flow from the City Clerk’s office is insufficient for the
Finance department to maintain the necessary flow of data, reports, and
analysis. This has increased backlog, reduced internal efficiency, and added
days or weeks to required work output.
Internal Issues & Challenges
Space within the office is barely able to support staff, equipment, and
required records. The addition of more duties and responsibilities will
require additional staff and equipment, as financial management become
recognized as a critical element of City management. As workload grows
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space limitations will add to problems with maintaining records, reduce
operating efficiency; add time to producing documents, and slow analysis.
LONG-TERM GOALS
To increase the City’s overall efficiency in the area of financial
management.
To reduce financial loss and waste caused by poor fiscal planning and
financial management.
To increase the public access and usability of the City’s and individual
department’s web sites.
To increase the speed, accuracy, and consistency of financial information
flowing among City departments.
To reduce the waste within the City due to the lack of effective purchasing
policies and oversight.
To increase the quality and level of financial analysis and information
needed by elected and appointed decision-makers.
To reduce the risks associated with the existing computer system and
increase the system’s overall security, efficiency, and effectiveness.
To increase the overall level of financial expertise and reporting/ analysis
capability in all City departments.
To increase the quality, effectiveness, consistency, and security of the City’s
vital statistics and records.
DEPARTMENT PRIORITIES
Implement GASB 34
Develop, implement, train, and monitor accounting and statutory policy and
procedure
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Incorporate Strategic plan into Performance Budgeting
Create one citywide Capital Improvement Plan that is a compilation of all
submitted capital improvement plans. This would allow the Mayor, City
Council and each department to have one complete plan that has all
information in one place with whatever analysis is desired by Finance and
Accounting.
Use existing financial resources to create an Information Services staff
position. Use position to fill the need for city-wide information services
budgeting and strategic planning.
KEY ADMINISTRATIVE ACTIONS
Develop, present, implement, and monitor Meridian City budget.
Responsible for the results of the City of Meridian’s annual audit; includes
preparation of data and schedules in a manner that reduces audit field time
and maintains accounting records that will receive an unqualified audit
opinion.
STRATEGIC INITIATIVES
Implement Government Accounting Standards Board Standard 34 –
Integrated approach to financial statement presentation that recognizes both
the essential elements of government as-a-whole and fund information and
their relationship. Will require major changes in accounting reporting
format. Must be implemented for year ended FY2003. Will be practice
implemented for year ended 9/30/2002. Estimated to increase audit costs by
25%.
Create and staff an internal Information Services Department by December
1, 2002 (budget year FY2003). Create one additional FTE at no additional
cost. Use three-year history for period ending May 30, 2002 to determine
all costs impacting information system environment for budget FY2003.
Develop citywide technology budget, standards, and plan for FY2004.
Incorporate City strategic planning process into the FY2003 budget process.
Fully integrate a ‘performance based’ budget process that ties growth to
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major issues and challenges, long-term goals, annual measured objectives
and key actions. Beginning in FY 2003, all budget planning will coincide
with strategic and operations planning throughout the City.
Compile a citywide long- term capital improvement plan by consolidating
each department’s individual plans. Incorporate the long- term capital
improvement plan into the FY2003 budget process.
Create comprehensive accounting policy and procedure manual, provide
training, implement changes and monitor compliance. This will be a two-
year process from January 1, 2002 through January 1, 2004. The manual
ultimately should be in an interactive format due to the need for frequent
change to accommodate process change resulting from growth, new
technology, new practices, and regulatory changes. Interactive format not
predicted to be available until budget year FY2004 when technology staff is
on board.
KEY PROGRAM OBJECTIVES - FY 2002-2003
1. To reduce, from 221 to less than 100, the number of outstanding water and
sewer reassessments; by 10-1-02.
Actions/Strategies
Continue to request template letter from Public Works. Work with Public
Works to ensure that template letter clearly explains and documents reason
for customer refund or billing. Request Public Works have letter by
January 15, 2002.
Review each reassessment Public Works submits to determine if
mathematical calculation is correct. Mail refunds or billings to customers
for reassessments past due by 6-30-02.
2. To reduce, by 10%, the number of out-dated or inappropriate fixed assets
currently recorded in the general fixed asset group; by 10-1-02.
Actions/Strategies
Assess the actual amount by 2-1-02.
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Develop a policy for reducing the number and submit to the mayor and City
Council by 3-15-02.
Begin the reduction process by 5-1-02.
Provide a monthly assessment regarding progress, beginning 6-1-02.
3. To reduce, by 50%, the number of problems, issues, errors, and reworks
caused by the lack of a citywide financial policy and procedure manual for
use in all departments; by 10-1-02.
Actions/Strategies
Identify accounting cycles that will be requiring written procedures by
1-31-02.
Prioritize order in which procedures will be drafted by 1-31-02.
Each procedure drafted will involve the following steps:
o Flowchart by graph or narrative the existing process
o Determine the optimum process balancing efficiency with internal control
o Redesign the process
o Write the procedure
o Test the procedure
o Have resolution approved by Council
o Disseminate and train on procedure
Will complete three major accounting cycles by 9-30-02
4. To reduce, by 20%, the number of duplicates and/or non-essential records
that do not have to be archived; by 10-1-02.
Actions/Strategies
Determine what does and does not have to be archived by 2-1-02.
Assess where the City has the most duplication in archiving and record
keeping and work with other departments to determine who should keep
what, and for how long, by 3-15-02.
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Determine what can be destroyed immediately due to other duplicates, and
arrange to make the reduction by 5-15-02.
Eliminate all non-essential duplicates by 6-15-02, and develop a new policy
that guides duplicate record keeping, by 7-1-02.
Target ‘tiers’ of records that can be scheduled for reduction, assuming some
will be kept by some department or the Clerk’s Office, but no longer
duplicated; by 8-15-02.
5. To reduce, by 15%, the number of hard copy records currently archived in
city storage; by 10-1-02.
Actions/Strategies
Complete an assessment regarding how many hard copy records are
currently archived, and what could be discarded; by 4-1-02.
Determine what policies exist regarding non-essential hard copy records
and their destruction, by 5-1-02.
Determine how many paper records are already duplicated on electronic
media; by 6-1-02.
Review methods for destroying records and what cost might be associated;
by 6-15-02.
Develop a plan for record destruction in cooperation with the City Clerk and
other departments that have stored non-essential paper records, by 7-1-
02.
Initiate record destruction by 8-1-02, and target a 15% reduction by the end
of the fiscal year.
6. To increase, by 100%, the number of department budgets that are
submitted with the strategic plan issues and challenges, annual objectives and
actions that relate to the annual budget; by 7-1-02.
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Actions/Strategies
Receive copy completed city strategic plan by January 31, 2001 from
Mayor and City Council.
Determine the priorities as set by both departments and the Mayor and City
Council by 2-15-02.
Develop budget guidelines that take strategic plan detail into account and
incorporate it into the budget process, by 4-30-02.
Develop all new budget guidelines by 5-1-02.
Prepare all new budget-training materials by 5-30-02.
Begin training for departments by 5-30-02.
Begin budget preparation by 6-15-02.
7. To reduce, by 10, the number of audit staff hours required during the
annual audit process by 10-1-02. Excludes extra time required for GASB 34.
Actions/Strategies
Review existing audit procedures by 9-1-02
Amend existing procedures in light of new GASB 34 and changing
methods, by 9-1-02.
Determine what is and is not required and what can be done electronically
without additional staff work, by 9-1-02.
Create new internal procedures utilizing the latest and available electronic
media, as well as new procedures being required of the City by 6-15-03.
8. To increase, to 100%, the number of departments and managers that have
received training and are competent in reading and interpreting financial
statements and reports; by 10-1-02.
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9. To increase to 100% the number of departments and managers that have
received training and are competent in properly preparing the annual
budget; by 10-1-02.
10. To increase, to 100%, the number of departments and managers that have
received training, understand, and follow the City’s purchasing policies and
use of purchase orders; by 10-1-02.
Actions/Strategies (The actions and strategies listed below all pertain to the above
three objectives.)
Conduct training needs assessment in these three areas to determine
skill/knowledge gaps among departments, by 1-31-02.
Develop a training program for reading financial reports by 9-30-02, and
gather/ create materials by 1-31-03.
Develop a training program for preparing an annual budget by 5-1-02, and
gather/ create materials by 5-30-02.
Begin budget-training program by 4-30-02, completing by 5-30-02.
Begin the training on City financial reporting by 1-31-03.
Develop a training program on procurement by 6-30-02, with all materials
available by 7-31-02.
Begin training on procurement by 8-15-02, completing by 8-31-02.
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Meridian Fire Department
Strategic Plan
FY 2002-2003
MISSION
The Department’s mission is to preserve lives and property by providing services
to prevent and control fires, accidents, and other emergencies, while maintaining
the highest standards of professionalism, efficiency, and effectiveness.
VISION
Over the next several years, the community will experience significant population
growth within an expanded service area, more residential and commercial
development, shifting demographics, and a continued emphasis on economic
prosperity. In this challenging environment, the Fire Department will face
escalating, more dynamic service demands at a time when regulations and
technology will become more complex, public expectations will increase, and
emergencies will be more complicated, while financial resources continue to be
limited.
To ensure the level of safety and security the community deserves, the Department
will seek every available means to provide emergency response within accepted
standards, escalate its public education and prevention efforts, add essential
resources, collaborate more effectively, and emphasize professional, cross-
discipline specialized training.
OPERATING PHILOSOPHY
We are a skilled and resourceful professional team known for its high integrity,
compassion, and dedication. Both as individuals and as a department, we are
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caring, trustworthy, and steadfast in our willingness to meet any challenge
associated with maintaining a safe, secure, and prepared community.
MAJOR ISSUES & CHALLENGES
External Issues and Challenges
Based on even the lowest recommended service levels in local
jurisdictions, there are not enough fire stations to deploy adequate
personnel and equipment during emergencies and maintain sufficient
backup, as required by fire safety standards. This also compounds the
City’s liability in emergency situations, jeopardizes emergency personnel,
and places citizens and property at avoidable risk. Simultaneous calls for
even basic services immediately overtax the current system, potentially
leading to a serious situation given two or more emergency calls. (One
residential fire call immediately overtaxes the current system, breaking
OSHA and NFPA guidelines and adding to the City’s legal liability and
exposure.)
As referenced above, an area the size of the Meridian service area should
have four firehouses with sufficient apparatus and specialized equipment to
meet any emergency. Presently, there are only two fire stations and not
enough equipment to responsibly meet the growing demand throughout the
service area.
Due to past Fire Department effectiveness, the public has grown
complacent about the need to keep services current. This has resulted in
reduced and unbalanced financial support and a declining emphasis on
maintaining essential emergency response capability while economic
growth and prosperity receives greater attention.
A growing gap exists between the current level of fire service and the
community’s growing demand. Insufficient manpower, equipment, and
substations have resulted in longer response times, reduced effectiveness,
reduced efficiency, and an growing inability to properly cover service
needs in a significant emergency. A corollary is the growing potential for a
smaller emergency situation to escalate into a major event due to
insufficient response capacity.
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Ongoing urban redesign and evolution/ aging of existing structures will
alter the pattern of demand and how service is rendered. This is not
controlled by fire services, but the department must prepare for and
respond to it. There is no accepted community-wide plan for continuous
emergency services upgrading and restructuring to allow the department to
keep abreast of community evolution. This will result in ‘knee jerk’
reactions, higher ultimate costs, more interagency conflict, and continual
community frustrations as demand grows and structures age.
Insufficient funding has curtailed training for fire services personnel.
While integrating fire and medical emergency skills and capabilities is the
local and national trend, Meridian has not kept current with financial
support for training, resulting in reduced response capacity and increased
risk to victims.
Internal Issues and Challenges
The department is not presently organized or structured to meet the needs
of the predicted fully developed community. It is in a purely reactive mode
and is not organizationally prepared for continued growth spurred by
community and demand growth. This relates to staffing, equipment,
stations, organization, and adequate development of additional command
leadership.
Insufficient continuous professional training has created growing gaps in
capability where fire services personnel are expected to remain trained to
the highest level. The result is a potential reduction in effectiveness and
higher City liability should anticipated problems occur.
Insufficient development of tenured personnel has created a lack of
experienced senior employees who can move into key management
positions as the department grows to meet City needs. This gap could
potentially lead to additional recruitment and training costs associated with
bringing in and training new personnel from outside the organization,
when talent exists internally.
The degree of complexity and breadth/ depth of skill requirements has
outpaced the department’s ability to keep up. This has and will continue to
widen the disparity between accepted NFPA, OSHA, & Idaho Survey and
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Rating Bureau service standards and the City’s ability to maintain even
basic skill levels as workload and required knowledge levels escalate.
LONG- TERM GOALS
To increase the community’s overall level of fire and emergency medical
response service to accepted and reasonable local standards.
To increase the physical response capacity of the department in terms of
staffing, equipment type, and ability to meet a broad range of emergencies.
To reduce firefighter risk and unnecessary exposure to known and
unknown hazards as particularly related to overtaxed staff and equipment.
To increase the department’s overall operating efficiency.
To increase the department’s capability and specialty skill levels in
complex new areas of HAZMAT, medical response/ treatment, bio-
terrorism, and major emergencies.
To reduce the City’s exposure and potential liability in areas that are
dependent on proper fire coverage, training, and response capability.
To reduce the overall emergency response time within the service area.
To increase the technical capability, knowledge, and technical skills of all
department staff.
To increase the level of appropriate interaction and collaboration with other
local, regional, and national fire and emergency organizations.
To maintain at accepted standards, the physical and mental fitness of all
department personnel.
To reduce the number of preventable fires and accidents per 1000
population per year.
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To reduce the disparity between recommended number of staff and
population served.
To maintain the community’s overall level of Fire Code compliance in new
construction.
To increase the community’s overall level of Fire Code compliance in
existing construction.
To decrease the community’s number of intentionally set fires.
To increase the community’s awareness of fire safety
To reduce the department’s current level of dependence on other
departments to respond to basic single- family structure fire calls.
To reduce the Idaho Survey & Rating Bureau rating in the city and rural
service areas, reducing costs for both residents and commercial owners.
To increase the City’s attractiveness to commercial and industrial
enterprises by lowering the Idaho survey & Rating Bureau rating, and
related high business insurance costs.
To maintain operating costs at or below regional and area averages for
similar levels of fire services per capita.
To maintain the current low incidence of serious structure fires occurring
within the service area.
STRATEGIC INITIATIVES
The following initiatives are recommended to keep pace with predicted
growth and demand throughout the Meridian community. Based on even
conservative predictions, these initiatives will be required to maintain
minimally accepted fire safety and response standards.
Funding Mechanisms
Develop and submit an alternative funding proposal detailing mechanisms
that may be used to support department growth to meet community
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demand. This will review prospective funding options for the facilities,
equipment, and personnel required to keep pace with community growth.
Facilities
Based on current population and its distribution, a third fire station is now
required, and a fourth will be needed within three years. By mid- 2003,
have on-line a third station- estimated cost: $1.3 million (without land);
additional dedicated FTEs estimated at 10, at an additional annual cost of
$715,000; additional annual non-personnel operating cost estimated at
$60,000, not including initial and occasional equipment
replacement/upgrades.
Add a fire inspector to keep up with the anticipated growth of the service
area in the budget year 2002 at a cost $ 71,400. Provide a vehicle for the
inspector at a cost of $30,000.
Add a fourth station when required by population and distribution of
population, predicted to be needed by 2005, with an estimated cost of
$1.35 million (without land); additional dedicated FTEs estimated at 10, at
an additional annual cost of $720,000; additional annual non-personnel
operating cost estimated at $65,000, not including initial and occasional
equipment replacement/upgrades.
Major Equipment
Add three engines to coincide with the two new fire stations, purchasing as
stations come on-line; estimated cost- $300,000 per unit, with another
$75,000 in non-fixed apparatus equipment.
Purchase by 2004 at least one Brush Truck for use on grass and brush fires.
Estimated cost- $50,000; investigate, gather data, analyze and prepare for
bids by late 2002; seek funding through 2002 and 2003, then, once
approved, let bids and begin purchasing process; have on-line by 2004 or
earlier.
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Training & Professional Development
Develop by mid- 2002 a complete professional development program for
the department; analyze current staff capabilities; identify skill gaps;
investigate program purchase or consulting to assist with curriculum
development and training; develop/ purchase training elements; initiate
general and special skills curriculum by late 2002, and continue throughout
each year. Total cost estimated at $45,000 annually to keep abreast of local
and national standards, as well as be prepared for new contingencies
brought about by terrorist threats.
KEY ADMINISTRATIVE ACTIONS
Prepare and submit the annual incident report to the Office of the State Fire
Marshal. This report contains a summation of all incidents to which the
department has responded, with appropriate support data as required by
law.
Prepare and submit the annual report to the Meridian Mayor, City Council
and Rural Commissioners detailing the state of the department, number of
incidents responded to, nature of incidents, and data providing operating,
financial, and administrative detail. This report will also in the future
detail strategic plan issues/challenges, goals, annual objectives and actions,
and provide a summary of performance. It will also outline where the
department feels the community remains challenges and the potential
ramifications associated with those challenges.
KEY PROGRAM OBECTIVES FY 2002-2003
1. To increase from 3 to 4, the average number of fire/ life safety inspections
provided during new construction of major construction projects to insure
code compliance; by 10-1-02.
Actions/Strategies
Provide training opportunities in Code Enforcement & Plan Review to
Line Personnel by 9-30-02
Hire a fire inspector in FY 2002-2003 to assist with plan review and
inspections of new construction 6-01-03.
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Evaluate the feasibility of imposing plan review fees to partially offset the
cost of the additional personnel by 10-01-02.
2. To increase from 0 to 1, the average number of annual fire/ life safety
inspections of existing schools, hotels, motels, senior residential facilities, and
hospitals; by 10-1-02.
Actions/Strategies
Enter all inspections into the Records Management System for tracking by
3-01-02.
Provide training for Line Personnel on the Uniform Fire Code by 6-30-02.
Track all fire inspections done by Private Contractors in the Records
Management System by 3-01-02.
3. To reduce by 10% the average response time for emergency responses
with in the service area; by 10-1-03.
Actions/Strategies
Identify the next fire facility that is needed to service the area by 3-01-02.
Identify the members of the Station Design Committee 4-01-02.
Prepare conceptual drawings based on the design of Fire Station #2.
Prepare budget figures to include in FY 2003-2004.
4. To reduce by 30% the amount of overtime cost associated with
maintaining minimum staffing levels; 10-1-02.
Actions/Strategies
Identify reasons for overtime costs by 2-01-02.
Identify options for reduction of overtime costs by 4-01-02.
Select most cost efficient means of reducing overtime and include option in
budget FY 2003-2004.
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5. To increase by 20% the department’s administrative capability and out
put associated with major administrative projects; by 10-1-02.
Actions/Strategies
Identify major administrative projects for the FY 2003-2004 by 4-01-02.
Explore the use of no cost College Interns to assist in completion of Major
Administrative projects in the FY 2003-2004.
6. To increase by 7 the number of personnel who have attended professional
schools at the National Fire Academy; by 10-1-02.
Actions/Strategies
Identify who has been to the academy by 12-15-01.
Post available classes by 12-15-01 and 5-01-02.
Submit required applications by 6-30-02.
Identify incurred costs by 6-30-02.
7. To increase from 14 to 20 the number of department personnel trained to
full operational level in HAZMAT; by 10-1-02.
Actions /Strategies
Identify requirements by 1-15-02.
Identify current HAZMAT operations level personnel by 2-01-02.
Identify courses needed by 3-01-02.
Offer courses by 9-30-02.
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8. To increase from 2 to 9 the number of HAZMAT on-scene commanders;
by 10-1-02.
Actions /Strategies
Identify on-scene staff and command requirements by 1-15-02.
Identify current HAZMAT on-scene commanders by 2-01-02.
Identify courses needed by 3-01-02.
Offer courses by 9-30-02.
9. To increase to 50% the number of department personnel who have
received a basic course in terrorism response; by 10-1-02.
Actions /Strategies
Identify personnel who have been trained by 1-15-02.
Identify possible courses to deliver by 3-01-02.
Schedule and deliver courses by 6-30-02.
10. To increase by 100% the department’s ability to transport equipment
and personnel to the scene of an incident; by 10-1-02
Actions/Strategies
Select apparatus specification committee by 1-15-02.
Develop engine Specifications by 2-15-02.
Submit RFPs by 3-15-02.
Receive bids by 5-01-02.
Take delivery by 9-30-02.
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11. To increase to 2 the number of annual fire safety programs provided to
elementary schools; by 10-1-02.
Actions/Strategies
To increase the number of training opportunities at the National Fire
Academy in Public Education 9-30-02.
Track all public education contacts made by Line Personnel and track the
activity in the Records Management System, by 6-/30-02.
Partner with Central District Health in accident prevention programs; open
discussions by 7-1-02.
Begin partnership discussions with the Meridian School District in
accident prevention programs by 2-1-02.
Develop a cooperative program with other agencies in a car seat inspection
program; outline program and prospective participants by 4-1-02.
12. To reduce, by 5, the community’s number of intentionally set fires; by 10-
1-02.
Actions/Strategies
Review training opportunities in Arson Investigation by 1-15-02.
Partner with the Meridian School District in Arson prevention programs,;
initiate discussions by 4-15-02.
Establish a suitable the number of training opportunities in the Juvenile
Firesetter Program, by 2-1-02.
Partner with other agencies to investigate all fire in our District; initiate
partnership discussions by 2-15-02.
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Human Resources Department
Strategic Plan
FY 2002-2003
MISSION
Human Resources provides leadership to the City and works as a strategic
business partner with managers and employees to help the City achieve its
mission, goals and objectives. Human Resources proactively seeks to understand
and meet the needs of its customers, the elected officials, Mayor, managers and
employees of the City by providing expertise, direction, support, and training in
the areas of recruitment, policies, benefits, compensation, employee relations and
staff development while ensuring a safe, fair, and legally compliant work
environment.
VISION
Recognizing the future growth of the City, HR will work as a strategic partner
with management by proactively recruiting, retaining, and motivating high
performance employees to enhance organizational effectiveness in meeting City
objectives and demands. To meet increased growth and challenges HR will
implement strategic programs of recruitment, performance management,
management development, employee orientation and create new HR tracking
systems. HR will use new technologies to achieve greater efficiencies, streamline
processes, enhance policy effectiveness, and improve City compliance with labor
law and compensation strategies.
OPERATING PHILOSOPHY
Human Resources is dedicated to providing proactive, fair, and creative
professional services that add value to its customers. Above all, we respect our
customers and seek to work with them courteously, honestly, and supportively.
We value open communication, cooperation, diversity, integrity and personal
growth.
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FY 2002-2003 Strategic Plan
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MAJOR ISSUES & CHALLENGES
External Issues and Challenges
Rapid growth of the City’s employee base has created enormous demand
on services provided by Human Resources for recruitment, benefits,
compensation administration, workers compensation, employee relations,
training, policies and procedures, adding to increasing response times for
these services.
There has been a continuing growth in workers comp claims, adding to
inefficiency within many departments which also creates additional
paperwork and follow up for HR, as well as coordinating benefits with
FMLA and increasing avoidable costs.
Departments tend to not coordinate human resource activities, especially
benefit renewal, policy briefings, and general training. This has wasted
valuable time and resources, furthered poor coordination, and added to
service responsiveness.
Throughout the City there is insufficient accountability, consistency, and
follow through in human resource activities. Policies aren’t followed,
forms are not completed, and training is left undone, all of which add to
under-preparation, miscommunication, growing exposure, and inefficiently
used resources.
There is inconsistent and insufficient knowledge of HR rules, policies, and
theory at the department level. This slows recruiting and hiring,
disciplinary procedures and processes and promotes inefficiency, which
increases the City’s exposure to liability.
There seems to be an inherent resistance to change, manifested in the
length of time it takes to get things approved and decisions made. While in
other jurisdictions similar decisions are considered common, Meridian has
yet to streamline efforts to build a strong HR program that can handle
continued growth.
Too often, “mandatory” meetings to explain benefits or some other key
policy are not well attended, causing many to not hear, and doubling or
FY 2002-2003 Strategic Plan
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tripling the work HR has to do to catch up. HR is central to the City’s
development and must be supported.
There is no citywide training and development program or process that
coordinates employee development. Lack of a standard training and
development process and program wastes departmental resources, reduces
training efficiency, reduces employee effectiveness, promotes frustration
among employees (dead end job feelings), and reduces the City’s ability to
provide continuous and improving services.
Internal Issues and Challenges
Space for HR staff has become an issue. As legally required records grow,
there is no secure space, adding to legal exposure. Staff is also cramped
when serving employees, citizens, or applicants, often with no place to
hold meetings or conduct training.
While many questions can be answered and actions taken by HR staff, too
often an employee will want the HR director to handle. This creates
double work, is inefficient, adding to work backlog and costs.
Computing equipment, appropriate software, and the ‘network’ is still
insufficient. All will continue to need development and updating if
personnel are to maintain any sort of balance. Currently, there is no good
system of sharing among departments, which wastes time and money,
while causing lost applicants, generating a poor image for the City, and
promoting inefficiency. Basic systems must be considered as foundational
elements of the City structure.
There is no way to currently put necessary forms ‘on-line’ due to the poor
service provider and its lack of capability to accomplish this. While other
cities have similar services to save time and better serve the public,
Meridian cannot provide this. This creates a negative image, slows
internal processes, allows good applicants to go elsewhere, adds to
paperwork, generally reduces efficiency, and adds costs.
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LONG- TERM GOALS
To reduce the cost and frequency of workers compensation claims.
To increase the overall knowledge, skills and abilities of all employees
through increased emphasis on professional development.
To reduce staff time spent in answering redundant employee questions on
medical, dental, flex, workers compensation, payroll and HR issues.
To increase communication and collaboration with city departments on HR
issues.
To increase the amount of HR information on the department web site.
To increase the knowledge and skills associated with HR among all
departments, to reduce the amount of redundant meetings and services.
To decrease time spent on updating HR manual systems and increase
efficiency and effectiveness by implementing a HRIS system that
downloads employee payroll changes from the City’s payroll system.
To increase knowledge and use of technology and technical methods which
enhance service, communications, and productivity.
To decrease the amount of paper and hard copy filing systems, and increase
the amount of paperless processes within HR and the City.
To increase the availability of HR information to city employees and
applicants- i.e. benefits, compensation, recruitment, policies and
procedures.
To increase the formal amount of organized recruiting, selection, retention,
promotion, and career development efforts among City departments.
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DEPARTMENT PRIORITIES
Convert HR access database to a Human Resource Information System
(HRIS).
Develop broader and more comprehensive training programs for
management and employees, and offer more structured training through a
central development curriculum.
Develop an in-house comprehensive Intranet site that provides standard
forms, benefits, policies, recruitment, compensation, features and
information for employees and applicants.
Broader, more complete and more detailed communication and
collaboration with City departments on HR issues.
Continued effort in recruitment, selection, retention, and promotion efforts.
KEY ADMINISTRATIVE ACTIONS
Update and revise the City Affirmative Action program each year.
Prepare and submit the annual EEO-4 report each year by October 31 of
each year.
Prepare and submit the annual EEOC Veterans 100 report by March 31 of
each year.
Annually prepare and distribute employee benefit and satisfaction surveys
to see if the City is meeting employee needs.
STRATEGIC INITIATIVES
Convert the current Human Resource access database to a Human
Resource Information System (HRIS). Research, design system
requirements, plan, issue RFP, purchase & install. Complete by September
2003. Estimated at 20,000-40,000 depending on program, which will be
determined by a need/cost analysis. This will enhance HR’s ability to meet
department demands that can be linked to recruitment, workers
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compensation, performance management, affirmative action, benefits and
termination tracking.
Plan, develop and implement a centralized management and employee
career development-training program by September 2003. Conduct a
broad-based training needs assessment within all departments by 8-1-02;
determine citywide and departmental core competencies by 11-31-02;
design a general training curriculum with core and special skill courses
identified by 2-1-03; develop key core courses by 5-1-03; identify all
special technical skills required in each department by 7-1-03; Have all
elements of an employee development and training system in place by
9-1-03; total estimated staff time required- 300-400 hours over two years;
estimated consulting cost- $25,000 to $40,000. Total savings to the City in
new efficiencies and productivity estimated at $50 -$100,000 annually.
Expand the city’s orientation program to include department orientation.
With assistance from department heads research, design and implement a
City- wide orientation program to properly introduce new employees to all
aspects of the their job, department policies and procedures. Analyze
various orientation programs by 7-1-02; initiate a planning group from
various departments by 8-1-02; develop core elements of orientation by
9-15-02; complete basic orientation program and process by 11-1-02;
Begin training on new system by 1-1-03; have system fully in place with
all training complete by 3-1-03. Total estimated staff time- 100- 200
hours; total cost of outside assistance- $12,000.
KEY PROGRAM OBJECTIVES FY 2002-2003
1. To reduce, by 20% the number of workers compensation claims; by
3-31-03.
Actions/ Strategies
Audit and evaluate the cause of accidents using statistical reports that
identify key information such as injury type, cause of injury, time lost, and
direct costs to the City for all accidents and injuries by 7-1-02.
Develop and maintain effective workers compensation by implementing an
accident/injury tracking program by 9-1-02.
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Examine the City’s workers compensation reports to identify problem
areas by 6-30-02.
Compile accident data and costs by job category by 7-31-02.
Revise the supervisor’s injury/illness form by 4-1-02.
Create an audit/inspection report form for managers/supervisors by
6-30-02.
Establish a safety awareness program by 8-31-02.
Develop a safety-training program for supervisors/managers by 3-31-03.
Create a return to work program by 3-31-03.
Investigate and monitor workplace accidents – on going.
2. To increase by 25% overall department efficiency; by 9-30-03.
Actions/Strategies
Audit and analyze department processes and procedures by 2-1-03.
Develop a HR scorecard to set up standards of measurement by 2-1-03.
Identify manual records and processes that can be entered in payroll to
generate Human Resources report by 2-28-03.
Work with Payroll staff on cross training to enter Human Resources
changes into the payroll system by 3-1-03.
Conduct a needs analysis on Human Resources manual systems to
determine appropriate software and computer upgrades by 3-31-03.
Review current forms and update changes by 3-31-03.
Survey employees on Human Resources services to set baselines on
satisfaction by 4-30-03.
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Provide and implement staff development skills by 6-1-03.
Provide better access to Human Resource information through automation
by 9-30-03.
Improve effectiveness and efficiency of HR services through the
development of an in-house comprehensive intranet site that provides
standard forms, features, and information useful to all employees by 9-30-
03.
Improve City compliance with all areas of labor law by implementing an
HR Audit of all key operational areas of the Human Resource function.
Identify gaps and determine ways to fill those gaps with policies,
procedures, training, and other services by 9-30-03.
3. To increase by 25% benefits and policies awareness; by 12-31-02.
Actions/ Strategies
Survey City employees on their understanding of benefits and policies
by 6-30-02.
Review policies for consistency with practice by 7-31-02.
Develop a quarterly Human Resources newsletter 8-1-02.
Develop a schedule to meet with City departments quarterly by 8-30-02.
Promote Human Resources open door policy by 10-1-02.
Prepare employee memo/letters for home mailings on information
relating to benefits and policy changes – Semi-Annually, beginning 8-
1-02.
4. To increase by 20% recruitment and selection strategies; by 12-31-02.
Actions/ Strategies
Identify recruitment issues and needs by 8-30-02.
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Complete a market survey with local organization, job service, census,
Idaho department of labor, etc to determine availability of qualified
applicants for those City positions that are hard to recruit for by 10-31-02.
Develop, maintain, and/or improve applicant tracking to determine sources
of applicants, backgrounds and competencies by 11-30-02.
Expand the City’s efforts in recruiting qualified candidates to meet its
growing staffing needs. Identify appropriate sources of job placement and
strategic staffing efforts 9-30-02.
Identify professional and local organizations, trade schools and journals,
recruitment websites and publications for advertisement by 9-30-02.
Create an applicant friendly recruitment process to attract those applicants
who are not available to recruit through the normal process. Set up a
system to allow applicants to type out the application on line using the
City’s web page by 10-1-02.
Partner with local colleges to create an internship program by 11-30-02.
Analyze recruitment results against the City’s affirmative action program
by 12-31-02.
5. To increase by 20% citywide Training for management and employees; by
9-30-03.
Actions/ Strategies
Conduct a needs assessment and gather data to identify needs by 8-1-02.
Create a work group to identify department training needs and to determine
guidelines for training and development 9-30-02.
Conduct a job analysis to gather information on employee’s knowledge
and skills by 9-1-02.
Research computer based and Internet training by 7-1-03.
Determine cost and benefits of training by 10-1-02.
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Develop training programs in compliance with State and Federal laws by
11-1-02.
Identify employee skills, education and past training to enhance promo
ability by 4-1-03.
Establish core mandatory training for management personnel on Human
Resource issues, i.e. FLSA, FMLA, ADA, affirmative action, workers
compensation and EEO laws by 6-1-03.
Start employee training by 7-1-03.
Design a process to gather participant feedback on the effectiveness of
training. On- going beginning 5-1-03.
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Parks and Recreation Department
Strategic Plan
FY 2002-2003
MISSION
The department’s mission is to enhance the community’s quality of life by
providing well-designed and properly maintained parks and recreational
opportunities for all citizens. Services include development and maintenance of
parks, sport fields, pathways, playgrounds, picnic shelters, and memorials in
addition to developing and offering a wide variety of group and individual
recreational programs.
VISION
The department anticipates continued population growth within the service area,
bringing escalating, more concentrated demand at a time when funds are limited,
outdoor facilities will remain insufficient, and support for indoor facilities will
lag behind community need. To ensure the best possible use of resources as
public demand grows, the department will seek creative options to build facilities
and offer new programs through private- public partnerships, by utilizing grant
funds, and promoting collaboration with service agencies to provide exceptional
parks and recreational programs for the community.
OPERATING PHILOSOPHY
We are a caring, creative, and hard working professional team dedicated to
providing meaningful recreational services to our community. As public
employees, we believe in meaningful collaboration with others and are
committed to sharing our experience, knowledge, and resources with all who
support and/or participate in services that promote good health and exceptional
quality of life.
FY 2002-2003 Strategic Plan
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MAJOR ISSUES AND CHALLENGES
External Issues & Challenges
There is insufficient funding to complete projects the department is
expected to complete, which reduces overall park quality, makes fewer
public parks available to the community, causes anticipation for the
projected parks without timely completion, and increases inflationary costs
for completed projects.
The City does not own enough land to build future parks to provide at least
4 acres of park space per thousand residents (eight acres per thousand is
the national average). Without the land there will continue to be
insufficient developed park space to keep pace with the growing
community and demand for playgrounds, youth and adult sports fields,
picnicking areas, and pathways. Residents do not have adequate places in
Meridian to recreate, which causes them to travel to other cities. This
reduces potential dollars spent in the community, hinders building strong
community spirit, and indirectly impacts the quality of life in Meridian.
There is insufficient park and City-owned outdoor recreational space to
keep pace with growing demand for organized and informal activities.
This means that neither causal users nor recreating adults and youth
involved in organized sports have adequate space to participate in
organized games or informal activities. Young people are therefore
turned away because parks and programs cannot support more teams,
plus teams practice on poorly maintained, non-City-owned sites where
potential safety issues exist. All of this impacts the City’s image.
The City does not have enough indoor facilities to accommodate public
recreational needs or growing sport team demand; this results in the
community seeking to fulfill recreation needs in available programs
outside the City, causes a public outcry for more opportunities within this
community, reduces revenue to the City, and limits the City’s ability to
offer more than a few indoor programs.
There is a lack of public awareness and community understanding of the
City’s parks and recreational services. This causes a lack of
understanding during the budget process during which approval and
support of prudent programs and park projects is not apparent. This has
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impacted the City’s ability to provide adequate parks and programs that
are actually desired throughout the community.
There is no clearly stated and defined policy relative to who is
responsible for maintaining street trees on major thoroughfares or ACHD
rights of way in Meridian. This has led to confusion and poor
maintenance, plus is a drain on departmental budgets, due to having to
maintain trees so they do not die or become eyesores.
There is a lack of responsibility for the maintenance and upkeep of the
downtown trees. Because there is no shared responsibility nor any formal
agreement among landowners, the City, and ACHD, there is an additional
cost to the City, and the Parks staff has to schedule the maintenance into
their daily routine when the time could be spent elsewhere on something
requested by the Mayor and City Council.
There is no central community recreation center for the community’s use.
This causes the public to complain about the lack of activities for
children, people has to go outside of the City for extracurricular activities,
and children end up not participating in a variety of activities since it’s
not conveniently available to them.
There has been a 300% increase in parks responsibilities and service
requests from 1998 to the present. An example of this is the new police
station, which has landscaping that will be assigned to the Parks staff
with neither pre-planning nor additional budget. This type of situation
adds uncontrollable costs to the Department’s budget, puts a higher
demand on Parks Department staff and reduces the ability to spend time
on issues when they have to repair parks and equipment.
The 20-year-old 8th Street Park sprinkling system is antiquated and
insufficient for the park. Because the system was installed improperly
and doesn’t operate, there is inadequate water coverage as well as wasted
man- hours with constant repairs, which can cause deterioration in the
grounds and decreased attraction to the public.
The Parks Department doesn’t have an efficient way to remove snow or
gravel from the pathways. If the snow is left on the pathway, we have
safety issues for users such as icy or slick pathways, users falling and
injuring themselves, opening the City up for liability. If gravel is left on
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the pathway, it can cause injury to roller blade users, skateboards and
bicycles if they fall.
Drainage problems in Tully Park and Generations Plaza are causing
standing water in the parks. This creates unsafe areas and equipment then
gets stuck and damages the landscape and turf as well as unproductive
hours spent of the employees.
Internal Issues & Challenges
The City does not currently own enough land to build future parks to
provide at least four acres of park space per thousand citizens (half the
national average), nor does it have adequate playground facilities to
accommodate current and predicted demand. This means Meridian
citizens do not have adequate places to recreate, causing them to go to
other cities where overcrowding is occurring in those park systems.
Indirectly, this impacts the quality of life in Meridian, while reducing
potential revenues for the City.
The department lacks sufficient staff for the dual-responsibility of parks
maintenance and completing park-improvement and construction projects.
We’re not able to maintain existing parks at a high level without creating
overtime pay and weekend workdays. This causes project delays, which
irritates the City Council and residents, plus causes stress among both
employees and facility users.
There is a lack of personnel with expertise and training in park planning
and construction. This causes an overload of duties given the one or two
people with the training, as well as contributing to a backlog of projects
pending review during the development process.
The Meridian School District does not seem willing to give the Parks
Department adequate use of their facilities for City-supported community
programs. This creates an inability to offer broad, organized recreation
opportunities for the same taxpayer that the school services, and minimizes
opportunities to recreate.
Because of insufficient and/or inadequate maintenance and operating
equipment, the Department has seen increased maintenance costs,
increasing down-time due to required repairs and maintenance, reduced
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48
project responsiveness, growing project backlog, and significant cost-
inefficiency because of additional or increased maintenance expenses.
There are insufficient covered storage areas for equipment and vehicle.
This results in a decrease in life expectancy, additional wear and tear of
our vehicles and equipment.
There is an insufficient collaboration among City departments resulting in
a lack of efficiency, lack of regular communication on projects, reduced
harmony, and growing frustration among employees- all of which create
performance inefficiencies.
The recreation computer system has limited options and capability to
perform necessary and common daily tasks and can’t be upgraded
because there is no company to support the software. The Department
also has inadequate funding to purchase newer supported software, which
increases workload for the office to complete the needed registration
information or appropriate mailings. This in turn leaves less time for
staff to complete other needed work.
There is inadequate funding to hire additional recreation staff needed to
offer adapted recreation classes for people with disabilities. This
prevents citizens with special needs the same opportunities that are
available to the rest of the public. This inability to recreate in Meridian
means people with disabilities have to travel elsewhere to partake in
activities at an increased cost to them. If those citizens are unable to
afford the additional costs for recreation, they won’t be able to participate
which in turn leads to decreased physical activity and an unhealthy
lifestyle.
LONG -TERM GOALS
To increase the amount of developed park space available in the
community, and the amount of future parkland owned by the City.
To increase the amount of funds dedicated to acquiring land and building
public parks.
To increase the overall efficiency of the park maintenance program.
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To increase the efficiency of the recreation program registration process.
To increase equipment and vehicle life expectancy, efficiency and
operating functionality.
To increase revenue generated from the department’s recreation
programs.
To increase the overall participation in community recreational activities.
To increase the number of organized recreation programs offered to the
community.
To reduce the number of program or facility requests turned down due to
lack of services, space, or facilities.
To increase the number of indoor activities available to and used for
organized recreational activities.
To increase the number of collaborative relationships with service clubs
and organizations that promote sponsor- organized youth activities.
To increase the number of community partnerships in providing parks and
recreational facilities
DEPARTMENTAL PRIORITIES
The following are those areas or activities that will receive the most attention in
the next one to two years, and from which the City will gain the greatest benefit.
Increase Park Impact fees and complete an agreement with Ada County
to collect impact fees for areas outside the city limits.
Adopt the City’s Parks Master and Action Plan in FY 2002.
Complete the Skate Park.
Complete Phase I of the 58-Acre Park.
Complete Phase I of both Bear Creek Park and Chateau Park.
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Complete Storey Park Phase I renovation.
Complete the Tree City U.S.A. process, then become an active participant.
Purchase new park land to increase the amount of land for City parks.
Formalize partnerships with community groups to begin stronger
collaborative efforts to develop park and recreation property.
STRATEGIC INITIATIVES
The following initiatives are recommended to keep pace with predicted growth and
demand throughout the Meridian community. Based on even conservative
predictions, these initiatives will be required to maintain minimally accepted levels
of parks, open space, and recreational services.
Complete Phase 1 of the new 58-acre park; complete the construction-design
specifications by 12-1-01; bid and award the construction contract by 3-1-02;
complete construction by 10-1-02; grand opening celebration by 5-1-03; total
cost estimated at $1.6 million; start by 10-1-00 and complete by 10-1-02.
Complete the Adventure Island Play Land; complete master plan with costs
working co-operatively with the Citizens’ Play Land Committee by 6-1-02.
Secure funding for Phase I by 10-1-02 and Phase II by 10-1-03; complete
construction-design specifications for phase I by 1-1-03 and phase II by 1-1-
04; secure contractor for phase I by 2-1-03 and phase II by 2-1-04; complete
construction of phase I by 6-1-03 and phase II by 6-1-04; Opening ceremony
for phase I by 7-4-03 and phase II by 7-4-04; total cost estimated at $1.1
million; start by 10-1-01 and complete by 7-1-04.
Partner with PAL, youth baseball, and Service Clubs to fund and build co-
operative park facilities by 5-1-05; formulate a written agreement on each
project; create a development plan; secure funding; complete design-
construction specifications; gain public input; bid or hire contractor; build the
facilities; complete construction; total cost estimated from $0 - $4 million; start
by 11-1-02 and complete by 10-1-05.
Acquire an existing facility and renovate or build a new facility to house our
recreation programs and community activities by 9-1-07; Locate a building
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and work with an architect to come up with a renovation plan including a
cost analysis or develop a plan with costs to build new; gain support from
community for creation of a community center; secure appropriate funding
for project; build and/or renovate building.
KEY ADMINISTRATIVE ACTIONS
Adopt the department’s six-year comprehensive plan during FY 2002 and
contribute annual updates each year. This comprehensive plan must be fully
updated every five years, incorporating new data and demographic
information that can guide park and recreational development.
KEY PROGRAM OBJECTIVES FY 2002-2003
1. To increase, by 45 acres, the amount of useable, developed parkland within
the City; by 10-1-02.
Actions/ Strategies
Chateau Park (7 acres)
Complete Master Plan by 7-1-00.
Secure funding for Phase 1 by 10-1-01.
Complete design specifications of Phase 1 by 6-1-01.
Bid and award construction contract for Phase 1 by 9-1-01.
Start construction on Phase 1 by 10-1-01.
Complete construction of Phase 1 by 5-1-02.
Grand opening of Phase 1 by 6-1-02.
Bear Creek Park (18 acres)
Complete Master Plan by 2-1-01.
Secure funding for Phase 1 by 10-1-01.
Complete design specifications of Phase 1 by 4-1-01.
Work with developer to start construction on Phase 1 by 6-1-01.
Complete construction of Phase 1 by 5-1-02.
Grand opening of Phase 1 by 8-1-02.
58-Acre Park (Phase 1 - 20 acres)
Complete Master Plan of park by 4-1-00.
Secure funding for Phase 1 by 10-1-00.
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Submit request for proposals for landscape architect and award design
contract for design specifications of Phase 1 by 3-1-01.
Secure design engineer for tiling of irrigation ditches as a separate
component of Phase 1 construction by 6-1-01.
Complete irrigation tiling design specifications, bid and award project,
and complete tiling of irrigation ditches by 4-1-02.
Complete design specifications for Phase 1 by 8-1-01.
Complete design review by outside agencies by 2-1-02.
Bid and award construction contract of Phase 1 by 4-1-02.
Start construction of Phase 1 by 5-1-02.
Complete construction of Phase 1 by 10-1-02.
Grand opening of Phase 1 by 5-1-03.
2. To increase, from 1 to 3, the number of new playgrounds; by 10-1-02.
Actions/Strategies
Storey Park Playground and Phase I Renovation
Complete Master Plan for the renovation of Storey Park by 6-1-01.
Secure funding for Phase 1 to include new playground by 10-1-01.
Purchase playground equipment by 12-1-01.
Complete construction design specifications for Phase I by 2-1-02.
Start construction of Phase 1, including Playground by 3-1-02.
Complete construction of Phase 1, including Playground by 6-1-02.
Grand opening as part of Dairy Days –June 2002.
Bear Creek Playground
Complete design of playground by 10-1-01.
Secure funding by 11-1-01.
Purchase equipment by 12-1-01.
Install equipment and playground amenities by 8-1-02.
Grand opening to coincide with Phase 1 of Bear Creek Park by 8-1-02.
3. To increase, from 3 to 5, the number of new playgrounds by 10-1-03.
Actions/Strategies
Chateau Park
Complete design of playground equipment by 5-1-02.
Secure funding by 10-1-02.
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Purchase equipment by 12-1-02.
Install equipment and amenities by 6-1-03.
Grand opening by 6-15-03.
58 Acre Park – Adventure Island Play Land
Project is cooperative venture with Play Land Citizens Committee.
Complete master plan of entire project by 4-1-02.
Complete construction design specifications for Phase I by 6-1-02.
Secure funding for Phase I by 10-1-02.
Order equipment and amenities by 12-1-02.
Secure a contractor for installation and construction by 3-1-03.
Install equipment and complete construction of Phase I by 8-1-03.
Grand opening by 9-1-03.
4. To increase by 10-20 acres developed park space for youth sports and
special interest groups, primarily through partnerships; by 10-1-03.
Actions/Strategies
58 Acre Park-Phase II Green Up
Develop a plan with PAL to green up 10-15 new acres, add a second
parking lot and build the sidewalk on Ustick Road by 5-1-02.
Identify a cost of the additions by 6-1-02.
Secure funding for design and construction by 10-1-02.
Complete construction design by 2-1-03.
Secure contractors or bid the project by 3-13-03.
Complete Phase II green up by 7-1-03.
Open for use by 5-1-04.
5. To increase, by up to 30 acres, the amount of new park land acquired or
optioned; by 12-1-03.
Actions/Strategies
Identify the site through the Parks Capital Improvement Plan by 2-1-02.
Negotiate an agreement with the owner by 3-1-02.
Secure authorization from the City council to enter into a purchase
agreement by 4-1-02.
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Complete the purchase of an initial 5 acres by 6-1-02.
Secure funding and purchase an additional 10-15 acres by 12-1-02.
Secure funding and purchase the remaining acreage by 12-1-03.
6. To increase by 2400 sq. ft. our covered equipment and vehicle storage
by 5-1-04.
Action/ Strategies
Research and develop a plan for the storage building by 3-1-03.
Identify a location/ site by 3-1-03.
Secure funding for construction by 9-1-03.
Complete design by 11-1-03.
Secure contractor by 2-1-04.
Complete construction by 5-1-04.
7. To increase by 20% the overall efficiency of the parks maintenance
operations; by 5-1-03.
Actions/ Strategies
Research and analyze available park maintenance programs by 4-1-02.
Continue training of personnel on NRPA maintenance programs, with
next training scheduled by 12-1-02.
Develop draft maintenance schedule process and create basic SOP for
maintaining parks by 5-1-02.
Select one park (Storey) for test maintenance case and implement by
6-1-02.
Identify through the maintenance schedule and SOP the need for
additional employees and secure funding by 10-1-02.
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8. To increase by 10% the maintenance of downtown trees by; 10-1-02.
Actions/Strategies
Complete a tree ordinance and Tree City USA application by 6-1-02.
Complete a maintenance agreement with ACHD for DT trees by 6-1-03.
Purchase materials and renovate one test tree well downtown by 4-1-02.
Develop a plan including costs and timeline to renovate remainder of
tree wells by 6-1-02.
Secure funding for phase I of tree well renovation plan by 10-1-02.
Start Phase I renovation by 4-1-03.
9. To increase the number of paved parking spaces by 20 at Storey Park
6-1-03.
Actions/Strategies
Develop a conceptual plan with costs for adding new parking spaces and
include WARD, American Legion Baseball, Meridian Speedway, Dairy
Board, and Chamber of Commerce in the process by 5-1-02.
Secure funding for design and construction by 10-1-02.
Complete construction design by 1-1-03.
Secure contractor by 2-1-03.
Complete construction by 6-1-03.
10. To increase, by at least 30%, the amount of additional funding or in-kind
contributions to support the proposed skate park; by 2-1-02.
Actions/ Strategies
Identify from whom contributions could be obtained by 1-5-02.
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Contact possible donors for products and secure donations by 4-30-02.
Finalize construction plans with contractor by 4-3-02.
Finalize construction agreement by 5-3-02.
Start construction by 6-1-02.
Complete project by 9-1-02.
Hold the grand opening by 9-15-02.
11. To increase from $69,464.85 to at least $72,000.00 the amount of revenue
generated from the departments recreation programs; by 10-1-02.
Actions/ Strategies
Identify new and existing classes to be offered each session (3 times a year);
by 11-1-01, 2-15-02, and 7-1-02.
Recruit, hire, and maintain instructors for each session; by 11-15-01,
3-1-02, and 7-15-02.
Arrange class schedules and locations for each session; by 12-1-01,
3-15-02, and 8-1-02.
Create public activity guide to be distributed 3 times a year; 1-6-02,
4-14-02, and 9-8-02.
12. To maintain at 100% $72,000.00, the amount of revenue generated from
the departments recreation programs; by 10-1-03.
Actions/ Strategies
Identify new and existing classes to be offered each session (3 times a year);
by 11-1-02, 2-15-03, and 7-1-03.
Recruit, hire, and maintain instructors for each session; by 11-15-02,
3-1-03, and 7-15-03.
Arrange class schedules and locations for each session; by 12-1-02,
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3-15-03, and 8-1-03.
Create public activity guide to be distributed 3 times a year; 1-5-03,
4-13-02, and 9-7-03.
13. To maintain at 100% (or 45), the average number of organized recreation
programs offered each session; by 10-1-02.
Actions/ Strategies
Identify previous classes offered each session and evaluate attendance; by
10-15-01, 2-1-02, and 6-15-02.
Create new classes to replace ones removed due to low or no attendance in
addition the number of classes offered; by 11-1-01, 2-15-02, and 7-1-02.
14. To increase from 45 to 55, the average number of organized recreation
programs offered each session; by 10-1-03.
Actions/ Strategies
Arrange for new format of brochure to allow room for additional classes to
be added by 4-1-02.
Request funding to accommodate the new price for a larger brochure;
by 6-1-02.
Identify previous classes offered each session and evaluate attendance; by
10-15-02, 2-1-03, and 6-15-03.
Create new classes to replace ones removed due to low or no attendance in
addition the number of classes offered; by 11-1-02, 2-15-03, and 7-1-03.
15. To increase from 32 to a maximum of 40, the number of softball teams
participating in the City’s two adult sports summer leagues; by 10-1-02.
Actions/ Strategies
Create press release for public distribution by 2-15-02.
Mail out league information sheets to the previous year’s team managers by
2-15-02.
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Begin taking registrations for softball teams by 3-1-02.
Receive all team registrations by 3-29-02.
To maintain at 100% 40, the number of softball teams participating in the
City’s two adult sports summer leagues; by 10-1-03.
Create press release for public distribution by 2-15-03.
Mail out league information sheets to the previous year’s team managers by
2-15-03.
Begin taking registrations for softball teams by 3-1-03.
Receive all team registrations by 3-28-03.
16. To increase from 13 to a maximum of 24, the number of softball teams
participating in the City’s two adult sports fall leagues; by 10-1-02.
Actions/ Strategies
Create press release for public distribution by 6-1-02.
Mail out league information sheets to the previous year’s team managers by
6-1-02.
Begin taking registrations for softball teams by 6-17-02.
Receive all team registrations by 7-12-02.
17. To maintain at 100% (or 24), the number of softball teams participating
in the City’s two adult sports fall leagues; by 10-1-03.
Actions/ Strategies
Create press release for public distribution by 6-1-03.
Mail out league information sheets to the previous year’s team managers by
6-1-03.
Begin taking registrations for softball teams by 6-16-03.
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Receive all team registrations by 7-11-03.
18. To increase from 27 to at least 35, the average weekly number of children
participating in the summer play camp, by 10-1-02.
Actions/ Strategies
Arrange for a facility for summer play camp to be held at by 3-1-02.
Recruit, hire, and maintain instructors for each week by 3-1-02.
Create general themes for each week by 3-1-02.
Create specific curriculum for each week by 4-1-02.
Begin receiving registrations 4-15-02.
Create press release for public distribution by 4-15-02.
19. To increase from 35 to at least 45, the average weekly number of children
participating in the summer play camp; by 10-1-03.
Actions/ Strategies
Arrange for a facility for summer play camp to be held at by 3-1-03.
Recruit, hire, and maintain instructors for each week by 3-1-03.
Create general themes for each week by 3-1-03.
Create specific curriculum for each week by 4-1-03.
Begin receiving registrations 4-14-03.
Create press release for public distribution by 4-14-03.
20. To increase from 8 to at least 11, the average number of organized
recreation programs offered in partnership with area recreation or fitness
businesses each session; by 10-1-02.
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Actions/ Strategies
Meet with area businesses throughout the year to explain the benefits to
them of offering classes through our activity guide; by 11-1-01, 2-15-02,
and 7-1-02.
Coordinate with business owners the schedule of classes they would like to
offer through us; by 12-1-01, 3-15-02, and 8-1-02.
Create press releases for individual classes for public distribution as needed;
by 1-6-02, 4-14-02, and 9-8-02.
21. To increase from 11 to at least 14, the average number of the average
number of organized recreation programs offered in partnership with area
recreation or fitness businesses each session; by 10-1-03.
Actions/ Strategies
Meet with area businesses throughout the year to explain the benefits to
them of offering classes through our activity guide; by 11-1-02, 2-15-03,
and 7-1-03.
Coordinate with business owners the schedule of classes they would like to
offer through us; by 12-1-02, 3-15-03, and 8-1-03.
Create press releases for individual classes for public distribution as needed;
by 1-6-03, 4-14-03, and 9-8-03.
22. To increase, from 49 to 98, the number of acres of developed parkland
within the City; by 10-1-02.
Actions/ Strategies
Take over maintenance of 18 acres at Bear Creek by 5-1-02.
Install playground equipment by 5-1-02.
Take over maintenance of 7 acres at Chateau Park by 5-1-02.
Take over maintenance of 18 acres at Freedom Park by 8-1-02.
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Assume maintenance of 1 acre at the new police station by 8-1-02.
23. To reduce by 10%, the continual destruction of the downtown tree wells
by 10-1-02.
Actions/ Strategies
Identify the problems of the existing trees and wells by 10/1/01.
Replace one downtown tree site with a new tree and newly engineered tree
hole by 10-1-02.
Meet with ACHD to review the problem associated with tree well
destruction and longer- term maintenance, by 4-1-02.
Begin working to sign a Maintenance and Operations Agreement with
ACHD for downtown tree maintenance; by 8-02.
Complete negotiations of agreement by 1-03.
City Council approval by 4-03 and begin collaborative implementation by
6-03.
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Planning & Zoning Department
Strategic Plan 2002-2003
MISSION
In accordance with Idaho Statute Title 67, Chapter 65, the department’s mission
is to provide property development guidance and direction while administering
standards that ensure the orderly and harmonious use of land to preserve and
enhance the quality of life, property rights, and tax base for current and future
generations. Essential services include comprehensive planning, development
application review and processing, land use issues analysis and reporting,
occupancy inspections, drafting/revising ordinances, and responding to public
inquiries.
VISION
Based on community trends, the future will be characterized by more complex
and diverse developments, integrated mixed use and socio economic areas, a
broader business and economic base, greater overall density, more demand for
open space within developments, and a constantly growing population.
To meet the challenges, the department will seek new efficiencies through
electronic technology, better public and professional education, updated
ordinances that support the community’s vision, stronger incentives for
‘performance-based’ developments, and clear data that can guide decisions by
elected officials. Through its work, the department will help create a community
with a sustainable ‘small town’ atmosphere, a positive, progressive image, and a
reputation for prudent, harmonious growth.
OPERATING PHILOSOPHY
We promote an enjoyable, interdependent and productive work environment
characterized by honest, caring, and friendly people. The staff is comprised of
committed professionals who are knowledgeable, ethical, and self-motivated
problem solvers, working together as a helpful, creative, and responsive team.
We strive to always be responsive, fair, patient and straightforward, providing
consistent assistance and guidance. Above all, we believe in and are loyal to this
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community and are dedicated to planned, thoughtful, and progressive
development.
MAJOR ISSUES & CHALLENGES
External Issues and Challenges
Too many ordinances are outdated, providing inadequate policy direction
and clarity to staff and the community. This also causes frustration among
customers and staff, creating the potential for conflict, as well as reducing
program efficiency and effectiveness.
In addition to the above, there are no ordinances addressing neighborhood
design standards, dust control, adequate public facilities, or wireless
communication tower standards. This has and will continue to lead to
confusion, potential conflict, and additional hours dealing with frustrated
citizens.
There are too many requests for “special” approvals or expedited processes
from applicants who have not complied with regulations and have not
followed standard procedures. This adds to staff backlog, creates conflict,
and wastes limited resources.
Growth continues at a rapid pace, placing increasing demands on staff
resources. This has drastically increased staff workloads, extended project
backlog, reduced responsiveness, and impeded the department’s overall
effectiveness.
Code enforcement has minimal internal accountability and has not met
expectations. This has reduced enforcement effectiveness, reduced the
value of allocated resources, and exposed the City to greater risk.
There is a continuing lack of proper training and orientation of new City
Council and P&Z Commission members, which increases confusion,
breeds conflict, and drains resources as new members proceed through a
learning curve.
Staff reports from ACHD are too often late and not within expected
timelines, which reduces time P&Z staff has available to conduct their
work. This results in rushed work, constant priority shuffling, frustrations
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with ACHD and other agencies, and the potential that less than quality
work may have to suffice to meet established deadlines.
There is insufficient support/ understanding of the value and purpose of
land planning and zoning within the community. This has increased
frustration with and within segments of the development community and
others whose vision for “development” differs with this community’s long-
term vision.
Ordinances are occasionally ignored by decision makers, which places
staff in the awkward position of enforcing established policy or allowing
projects to proceed improperly. Such conflicts place the City at risk, waste
valuable time, and increase the potential for conflicts as the City continues
to grow.
In dealings with the ACHD, there are often such disparity of opinions
regarding how projects should proceed, what should/could be done,
timeframes, and priorities, that an inordinate amount of time is spent trying
to work within guidelines and parameters that are often in conflict with the
City’s desires. This wastes time, compounds confusion, and reduces the
level of collaboration that is greatly needed in Ada County.
The Findings of Fact, Conclusions of Law and Decision and Order
document and the P&Z Commission Recommendation to City Council
document as initially drafted by the Legal Department for P&Z
Department review are often inaccurate and do not reflect the public
testimony or final motions of the Commission or Council. Staff spends an
inordinate amount of time reviewing and preparing Position Statements to
correct these documents. This time could be spent on other projects if the
Findings, Conclusions of Law, Decision and Order and Recommendations
were more accurately prepared.
Inadequate enforcement of adopted conditions has been recognized as a
continuing problem because tracking compliance of Adopted conditions of
approval is difficult. This has created enforcement inconsistency, angry
comparisons among property owners, promoted more complaints to the
mayor, and has reduced confidence in both Planning and Zoning and Code
Enforcement.
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Annexation ordinances are not adequately recorded in the Clerk’s office,
which leads to conflicting data, frustrations among staff and customers
who need clear policy direction, and occasionally placing the City at risk.
Inaccurate and inconsistent data comes from both the County Assessor and
COMPASS regarding changes in city limits, addressing, new land use
maps, etc. This wastes time to make corrections, causes further
inaccuracies, frustrates customers, and generally burns valuable resources.
Internal Issues and Challenges
Backlog continues to grow far faster than staff can keep pace. If all work
stopped immediately, and no new requests for services came in, it would
take two full years to work through existing requests, studies, reports,
analyses, and updates. This impacts efficiency, reduces morale, and
hampers overall effectiveness.
Too many avoidable crises occur within the department that would be
avoidable if there were stronger ordinances, more developer education, and
better code enforcement. This wastes time and money, pulling staff from
critical areas that are very important to community development.
The level and effectiveness of intradepartmental communication is
inadequate for the volume of work. This has led to inefficiencies and
duplication of efforts that in turn burns valuable time and resources.
The department has an inadequate system to track individual land parcel
development agreements and conditions. Improved integration with the
Geographic Information System is necessary. Lack of an integrated system
adds to backlog, slows response time, provides confusing information, and
reduces the City Council’s ability to make informed decisions.
There are too many immediate action items within the existing
Comprehensive Plan and day-to-day demands that cannot possibly be
completed. This causes staff and citizen frustrations, impacts quality due
to being rushed, and builds in additional inefficiencies that could be
avoided.
Professional development opportunities are limited, which impacts the
ability to maintain knowledge and skill levels to the extent expected, and
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reduces the team’s overall capability to keep pace with rapidly changing
policies, practices, and land use strategies.
The existing website is poor and inadequate to meet the needs of the
development community and citizens. People complain they can’t access
the comprehensive plan, zoning ordinances, or other key data. This takes
significant staff time to respond and help people when it could have been
done electronically, wasting resources and adding to citizen frustrations
about public service within the City.
LONG-TERM GOALS
Tier I (Goals which the P&Z Department can initiate and accomplish independently and are
most critical to mission)
To decrease the number of citizen nuisance complaints.
To increase the level of compliance with building, zoning and development
ordinances among landowners and developers.
To reduce the number of conflicts with developers and property owners
resulting from poor information, slow response, inadequate records, or
outmoded ordinances.
To reduce the number of non-conforming signs within the City.
To reduce the number of non-conforming land uses within the City.
To increase the overall efficiency of the Planning and Zoning Department.
To increase the quality level and livability of site design, building and
renovation associated with development of Meridian’s Old Town.
Tier II (Goals which the P&Z Department can help accomplish with others)
To increase the number of parks and open space areas associated with
residential and commercial developments within the City.
To increase the diversity and long-term stability of the City’s economic
base.
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To reduce to zero the number of outdated development ordinances that do
not meet contemporary standards, laws, and expectations.
To reduce the negative impacts typically caused by rapid population
growth.
To increase the number of desirable businesses relocating or beginning
business in Meridian.
To increase the ability of pedestrians and vehicles to enter and exit Old
Town.
To increase the accessibility and ease of movement of people and vehicles
into and within the Meridian Area of Impact.
To maintain the City’s tradition of few hazardous areas within the City
limits.
To increase the City’s overall infrastructure to accommodate anticipated
commercial, residential, tourist, and recreational demand.
To increase the number of trees planted within the City.
To reduce the number of hazardous sight triangles and intersections within
the City.
KEY ADMINISTRATIVE ACTIONS
Complete the comprehensive plan, help prepare for presentation, and
collaborate with elected officials and others to see the plan through to
adoption.
Annually calculate and report the percentage of each major land use
developed and compare to existing supply of vacant land in each category
for the P&Z Commission and City Council.
Annually monitor residential building permit activity to ensure a desirable
mix of housing is being maintained according to the Comprehensive Plan.
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Begin biannual meetings with City P&Z staff and the following groups to
discuss projects, issues, and joint planning efforts by 9-30-02. The
meetings should increase the amount of proactive coordination between the
City and other public and quasi-public entities that affect land use
planning.
Ada County Development Services
Nampa & Meridian Irrigation District
Ada County Highway District
Meridian Joint School District #2
COMPASS
Others as applicable (i.e., ITD, DEQ, ViaTrans, etc.)
To maintain ongoing, active participation in the long-term planning and
preservation of the rail corridor for a future transit system.
To provide more timely and accurate updates on land use changes within
Meridian’s Area of Impact and ensure properties are being assessed as part
of the City of Meridian.
DEPARTMENT PRIORITIES
Continue to improve the department’s process of accepting, reviewing and
reporting on development applications. This will be accomplished by
ensuring all application forms are kept updated, backlogs are reduced
through a streamlined hearing process and staff reports are completed on
time.
Update all ordinances listed in the “Strategic Initiatives” section. This will
help the City remain in concert with and ahead of development trends and
will create better incentives for creative, healthy and sustainable
development.
Revamp the code enforcement process. This will help to ensure all existing
ordinances and conditions are met, improving the City’s overall image and
effectiveness.
STRATEGIC INITIATIVES
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Review and draft a series of new/revised ordinances and present to the
P&Z Commission and Council for adoption by 12-31-03. Estimated
cost - $30,000-$60,000 and staff time commitment of 2,300 to 2,500
man-hours.
o Wireless Communication Tower (by 6-01-02)
o Landscape Ordinance (by 6-30-02)
o Sign Ordinance (by 12-31-02)
o Lot Reduction/One-time Splits (by 12-31-02)
o Home Occupation (by 1-01-03)
o Parking Standards (by 3-31-03)
o Zoning Schedule of Use Control and Definitions (by 12-31-02)
o Neighborhood Center Design (by 12-31-03)
o Downtown Development Standards (by 12-31-02)
Review, amend and formally adopt the Area of Impact Agreement with
Ada County by 8-01-02.
Create and adopt a Downtown Master Plan for use by Planning &
Zoning, Meridian Development Corporation (MDC), City Council, and
other agencies to guide downtown redevelopment. The master plan will
be a policy document that both describes and illustrates the physical
development of the Old Town area. The Plan can be used to review
project applications in the Old Town area, establish policies of the
MDC, and aid the marketing efforts of the Chamber of Commerce and
related groups.
KEY PROGRAM OBJECTIVES FY 2002-2003
1. To reduce by three the number of outdated or unclear planning and
zoning ordinance sections; by 12-31-02.
Actions/Strategies
Review all existing planning-related ordinances for clarity and currency by
6-1-02.
Select the top three most critical ordinances to be revised by 6-30-02.
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Convene a small team of writers and editors to assist with drafting the
ordinance revisions by 7-30-02.
Complete first drafts of the ordinances and forward copies to the City
Attorney by 9-30-02.
Revise draft ordinances as necessary by 10-31-02
Hold public hearings with the Planning & Zoning Commission and City
Council, 1-03—4-03. Note: May take longer depending on number of
hearings held.
Finalize ordinances, copy and distribute by 6-30-03.
2. To increase by 25% the downtown shopping district’s economic viability
and vitality; by 12-31-03.
Actions/Strategies
Develop a set of baseline criteria for assessing economic vitality and
growth within the downtown area, by 6-1-02.
Adopt a set of design guidelines and standards for Old Town Note:
dates reflect this being done after the Downtown Master Plan is adopted
o Gather copies of historic district design guidelines from other jurisdictions by
(4-30-02).
o Select relevant sections for inclusion by (5-15-02)
o Hire consultant to prepare downtown development standards by 4-01-02.
o Convene a committee from Planning & Zoning, Meridian Development
Corporation, and Historic Society, etc., to review and comment on the new
guidelines by 4-15-02.
o Complete draft by 4-30-02.
o Final draft and forward copy to City Attorney for review by 5-30-02.
o Hold public hearings, 7-02—10-02 (may take longer depending on
controversy).
o Prepare Final document for publication by 11-01-02.
o Distribute new guidelines to local architects, engineers, etc. by 12-15-02.
Promote a variety of residential development in and around downtown by
ensuring that residential uses are permitted in the Schedule of Use
Control revision, including single-family residences, duplexes, multi-
family, 2nd story residential over retail/office space, etc., by 12-31-02.
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(Note: Increased residential density = more potential captured shopping dollars =
more viable commercial property.)
Amend City Ordinances (i.e., Schedule of Use Control) to allow retail,
office, etc. as a permitted use in Old Town if the project meets the criteria
in the Design Standards by 12-31-02.
3. To increase from 0% to 100% the input from the Historic Preservation
Commission on all development applications in Old Town; by 8-1-02.
Actions/Strategies
Support efforts to activate the Historic Preservation Commission by
6-1-02.
Coordinate with the Historic Preservation Commission to review and
comment on all development applications in Old Town and provide
comments and recommended conditions by 8-1-02.
4. To reduce from more than 80% to less than 25% the number of
incomplete development applications submitted to the P&Z Department; by
1-01-03.
Actions/Strategies
Establish an informal department tracking system to identify specific
problems with application completeness and address accordingly by 5-01-
02.
Perform a detailed review of all application forms to add clarity, additional
explanations and other details, creating a list of application items that are
consistently incomplete or missing by 8-01-02.
Survey engineer, architect and development firms who have a working
history with the city on how application forms can be improved for clarity
and ease of use by 8-30-02.
Amend application forms to reflect results of the above actions – by
9-01-02.
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5. To increase by 5 the number of applications handled by staff level review
that currently require public hearings; by 12-31-02.
Actions/Strategies
Adopt the draft Comprehensive Plan w/Revisions by 6-01-02.
Analyze past applications to determine those that are routinely approved by
City Council and have no public opposition by 8-30-02.
Modify Zoning and Subdivision Ordinances as appropriate to allow staff
approval by 12-31-02.
Amend the Zoning & Development Ordinance to reflect new provisions
and policies within the Comprehensive Plan – by 12-31-02.
Modify the Schedule of Use Control and Schedule of Bulk and Coverage
Controls to accurately reflect recent land use changes, new block lengths,
and other common variance requests, by 12-31-02.
6. To increase from ~70% to >90% the number of complete, timely, and
accurate reports and data received from partner agencies and
departments; by 12-31-02.
Actions/Strategies
Meet with the Legal Department to review the inaccuracies and errors
within the P&Z Recommendations, Findings of Fact, Conclusions of Law
and Decision of Order documents and improve the accuracy of these
documents – 6-30-02.
Meet with ACHD to review when their staff reports are prepared and
received by the city and expedite the city’s receipt of ACHD final reports
to allow the P&Z Commission to make final recommendations more often
by 7-31-02.
Meet with COMPASS and Assessor’s Office to identify incomplete and
inaccurate parcel, addressing and zoning data in the GIS basemap by
8-01-02.
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Meet with the Clerk’s Office to identify all annexation ordinances that
have not been recorded to date and ensure COMPASS and the Assessor’s
Office receive these ordinances to update the basemap data by 6-30-02.
7. To decrease from 6 months to 4 months the average time it takes to
approve development permits (conditional use permits, planned
developments, annexations, re-zones, preliminary plats, comprehensive
plan amendments, etc…); by 6-01-03.
Actions/Strategies
Review and identify all of the reasons that applications have been delayed
in the last year (2001) by 9-01-02.
Meet with other agencies responsible for reviewing development
applications and identify their reasons for incomplete or delayed comments
by 10-01-02.
Meet with other cities and jurisdictions to determine how they reduce the
time spent on approving development applications by 11-01-02.
Review Schedule of Use Control to determine what uses, and in what
zones, can be handled by the City staff and not though the public hearing
process by 8-30-02.
Revise Schedule of Use Control and take to Commission for public hearing
by 12-31-02.
Create a plan (timeframe) based on information previously gathered by
staff by 11-30-02.
o Determine if other agencies that review development applications in Meridian
can meet the new timelines for review of new developments in Meridian and
ask for a commitment to meet new timeframes from the other agencies by
11-01-02.
o Evaluate new plan by 8-01-03.
8. To reduce from ~15 to <8 the average number of monthly nuisance
complaints received from the public by Code Enforcement and P&Z
Department; by 10-01-03.
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Actions/Strategies
Develop estimated cost figures by 6-30-02; current estimate: $45,000/year.
Prepare, adopt and begin enforcement of a new Dust Control Ordinance to
reduce fugitive dust within the city limits and Area of Impact by 10-01-02.
Survey properties and compile a comprehensive list of all existing and
outstanding nuisances. Develop a strategy and timeline to bring all
properties into compliance within 18 months by 12-31-02.
Have City Council grant the Code Enforcement Officers greater authority
to issue citations, fees or other penalties to expedite the enforcement and
penalty process by 01-31-03.
9. To increase from ~40 to >80 the number of monthly staff hours spent on
long-range planning activities by 1-01-03.
Actions/Strategies
Hire a new current planning staff person by 4-30-02.
Analyze all long-range planning activities outlined in the Comprehensive
Plan and assign long-range planning responsibilities by 8-31-02.
10. To reduce, by 3, the number of undeveloped or underdeveloped infill
parcels within the City of Meridian by 6-30-03.
Actions/Strategies
Review all existing infill related ordinances for existing standards and
incentives by 6-30-02.
Obtain other local and regional infill related ordinances by 6-30-02.
Identify underdeveloped parcels of land for potential development by
parcel number, legal description, and zone by 8-31-02.
Prepare a map of the parcels to identify if certain areas have large blocks
of underdeveloped land that can be targeted for infill efforts by 9-15-02.
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Investigate the feasibility of providing incentives for infill projects to
encourage better urban form and help curb sprawl by 10-01-02.
Meet with the City Council during a Work Session to determine the
viability of offering new incentives (tax breaks, reduced fees, increased
density, reduced frontages, expedited process etc…) for infill projects by
10-31-02.
Select City of Meridian ordinances that need to be revised or replaced to
encourage infill by 11-30-02.
Convene with experts and property owners to draft a new ordinance(s) by
3-01-03.
Forward the finished draft to City Attorney, Planning and Zoning
Commissioners, and City Council for revision and adoption by 6-30-03.
Adopt new ordinance by 10-01-03.
Publish and distribute the new ordinance to the development community
and infill property owners by 12-31-03.
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Meridian Police Department
Strategic Plan
FY 2002-2003
MISSION
The department’s mission is to provide the highest quality service in partnership
with the community to preserve and protect life and property through education,
prevention, and enforcement.
VISION
Over the next five to ten years the Meridian Police Department will strive to adapt
to an increasingly diverse and expanding community through collaborative
planning and individual professional development in order to continue to maintain
the community’s overall sense of satisfaction with the efforts of this department.
This endeavor anticipates and recognizes that needs and concerns can and will
change within the community. Recognizing that resources will be limited as
demands for police services increase, the department must adapt in an
appropriately planned manner that utilizes all available resources in order to
remain effective and responsive to issues concerning public safety and crime.
There will be an emphasis on: enhancing and fostering collaborative partnerships
with the community and with other public service agencies; encouraging and
maintaining a commitment to individual professional development that stresses
education, training, and ethical standards; continual review of needs and concerns
within the community and department; and proactive interaction through planned
activities and programs directed at enhancing public safety, crime prevention and
risk reduction.
OPERATING PHILOSOPHY
We are a proud and dedicated professional team, committed to preserving
individual and community rights for all citizens. Our staff is comprised of
professionals who are knowledgeable, ethical, and self-motivated problem-solvers,
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working together as a helpful, creative, and responsive team. We are honest and
caring people who are approachable to all who turn to us for help.
MAJOR ISSUES & CHALLENGES
External Issues and Challenges
Crime Rates
The primary challenge involves growth; as the population of the City of
Meridian has grown so have demands on police services. The department
must continue meet those demands without jeopardizing the safety of
citizens or officers and with only minimum inconvenience to the public.
Reported offenses for year 2000, the latest year for which official numbers
are available, totaled 2,076. This is an increase of more than 35% compared
to 1995 and an increase of over 16% in just the last year.
The major types of criminal offenses reported in Meridian include theft,
vandalism and burglary. These are property crimes. In 2000 there were a
combined total of 1429 property type crimes, almost 70% of the total
reported offenses. This is a trend which has been statistically evident for
the last five years, as over 2/3’s of Meridian’s reported offenses involve
property crimes. These types of offenses are the primary type to which
patrol officers respond daily for reports and initial investigations. As the
numbers of these types of offenses have increased over time, they have
produced a case backlog, placing additional demands on patrol and
investigative resources. This has reduced the time spent on each case,
which has the corollary impact of reducing the potential for case solvability
and property recovery.
Of the 2076 total offenses reported in year 2000 just under 30% were
cleared by arrest or other identification of the suspect. A majority of those
cleared were offenses like simple assault, drug related crimes, and some
property related offenses. Significant reasons contributing to the relatively
low clearance rates are: the time needed to adequately investigate, limited
manpower resources, and the shear volume of property crime cases.
Property crime offenses are the most preventable of the crimes reported to
the department. Prevention, however, requires dedicated resources and
problem solving from a proactive enforcement standpoint – rather than a
reactive one in which reports are taken well after the fact.
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Traffic Congestion and Collisions
Another challenge wrought by growth and development relates to the safety
of the motoring public. The amount of traffic in the City of Meridian has
significantly increased with growth, creating constant congestion along the
major traffic arteries, and severe congestion during peak travel hours. For
example, on Eagle Road south of Fairview, traffic increased more than 41%
in the last five years. On Fairview east of Locust Grove there has been
more than a 10% increase in traffic for year 2000 alone.
Given the growth and development in Meridian, the vehicular collision rate
has increased, as well. Over the last five years the number of collisions has
increased more than 90%. A proportional increase would be expected but a
90% increase in reported collisions is more than double the recorded traffic
usage increase noted above. There is a specific need for traffic
enforcement, proactive public safety oriented traffic programs, and
collaborative partnerships oriented at reducing the risk to the motoring
public. Again, the critical issue is resources, from manpower to equipment.
Internal Issues & Challenges
Manpower
Patrol –The challenge is to maintain a three to five minute response time in
response to a high percentage of service calls, while, at the same time,
keeping a majority of officer time available to respond to citizen needs and
work proactively with the community. The department goal for obligated
time, reactive response to enforcement and reporting activities, is 20
minutes per each hour.
An additional challenge lies in determining and dedicating a goal for un-
obligated time. This is time to be utilized by the officer in proactive
preventative crime reduction activities. These include such things as
problem solving, involvement in crime prevention programs, and
community contacts. Some tasks associated with un-obligated time include:
making contact with business owners, stopping to talk with residents in
neighborhoods, working selective traffic enforcement, participating in
traffic safety seminars or educational programs, and developing
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collaborative partnerships with citizens to help reduce property crimes in
their neighborhoods (builds on neighborhood watch). Currently, lack of
sufficient manpower does not allow the department to coordinate time to
meet existing needs, nor to plan for escalating community requirements.
Investigations - The challenge here is to increase available resources
sufficient to maintain current services, given the rise in reported offenses
that require investigative follow-up. Currently, three investigators each
work approximately 30 cases at any given time. This causes many
investigative follow-ups to lag or even sit without any further action being
taken. An additional investigator could reduce case follow-up time by 33%.
Without proper follow- up, evidence is lost, cases are more difficult to prove
in court, errors are made, backlog grows, and citizens become angry that
they are not receiving adequate service.
Support Personnel - Growth again challenges the department’s support
staff. The increase in reports and other documents filed by officers and the
public, coupled with the associated increased demand for public document
access, has virtually overwhelmed the records section. This has reduced
overall effectiveness, lowered efficiency, impacted accuracy, and reduced
the ability to provide timely response to requests for services or
information. Again, staff resources are the issue within the challenge.
Non-Traditional Staffing- Historically, the Police Department has not
adequately employed non-sworn personnel to accomplish non-enforcement
tasks that have been traditionally undertaken by police officers. This has
led to an increased workload for some sworn officers while others have had
to focus on support-related duties. The challenge here is to look forward
and make a decisive move towards implementing non-traditional staffing in
ways that expand the opportunities for improving overall departmental
effectiveness given limited resources.
Equipment
The challenge of limited resources in an environment of increasing demands
has impacted equipment, as well. Some department cars are now being
driven in excess of 100,000 miles and require major repairs to keep them
operational. There are patrol cars in the department fleet being driven seven
days a week for up to twenty hours a day. This decreases the life
expectancy of these cars and leads to increased maintenance costs and down
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time, resulting in additional pressures on those cars still operational. This
impacts departmental efficiency and the effectiveness of our ability to
respond in a timely manner to public safety needs.
A challenge remains for updating and getting new types of equipment as our
community expands and changes. Some of this equipment is related to
tactical needs, while some is technological in nature. Priorities need to be
set based on applicability and needs in order to establish relevance to the
departments function and meeting its mission in a prepared manner.
Training and Professional Development
An evolving challenge for the department lies in establishing minimum
standards for professional career development beyond the patrol function.
To set and maintain a process to enhance and develop the professional skills
of all department members would help to reduce potential liabilities,
promote job proficiency, aid with employee recruitment and retention, and
encourage self- improvement.
Coupled with the foregoing challenge is the need for improving and
maintaining an in-service training program reflective of professional
standards and needs. The program needs to be reflective of changing
technology, our organizational philosophy, and the community we serve.
Such a program would work to prepare members of this department to
better handle growing service demands and more complex crimes.
Research and Development/Planning
The increase in population and the emergence of "new" types of crime has
brought the need for the Police Department to take advantage of available
technologies. Yet the Meridian Police Department has traditionally lagged
behind other local agencies. As a corollary to the challenges involving
professional standards and training, the department will be presented with
numerous new and unique technologies. If the department does not explore
the implementation of technologies, or take advantage of them, it will
experience an ever widening gap between just being able to react to crime
versus the ability to anticipate and effectively respond to changing needs in
the community.
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The department has a challenge to look forward and anticipate its needs in
relation to those of the community. There is a shrinking pool of resources
by which the City may fund programs and operations, therefore planning
must become a collaborative organizational process.
General Issues & Challenges
As an historical challenge the City’s property tax base has remained low
and this has encouraged much of the growth. However, it has also impacted
the department’s ability to keep pace with the demands of a growing
community. This has reduced the department’s ability to provide expected
community policing services, limited many educational and public relations
programs, and opened the potential for more crime to take place within the
community.
Presently, there is insufficient staff to meet community expectations,
achieve the department’s mission, and be prepared for obviously growing
crime levels and potentially serious emergencies. This has forced the
prioritization of service delivery, slowed response times and generally
reduced effectiveness by limiting any proactive approaches to crime
deterrence and prevention.
LONG-TERM GOALS
To reduce the growth rate of specific crimes- burglaries, thefts, and violent
personal crime.
To increase the department’s overall efficiency and effectiveness in
management, administration, and operations.
To increase the capability of equipment and facilities in concert with
community needs and growing service demands.
To maintain the current high levels of service quality, commitment, and
community involvement.
To increase the visibility of uniformed officers throughout the community-
especially in schools.
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To increase the level of community policing through collaborative activities,
programs, partnerships within the community.
To increase the number of methods youth and others can use to report drug
trafficking and other drug issues within the community.
To increase the level of participation in collaborative inter-agency
processes.
To increase community services provided as part of departmental
community outreach.
DEPARTMENT PRIORITIES
Based on an assessment of issues, challenges and community needs, the
department feels the following should receive high priority by the City:
Property Crime- State index crime numbers for 2000 show almost 70% of
major crime in Meridian is property related (i.e.: burglary or theft). These
types of crimes are highly preventable, particularly through victim
preparatory actions. Conversely, neither crime is high in solvability after
occurrence. The department will place a high priority on prevention of
property crime through public education. Chief among the educational
strategies is the hiring of a civilian Crime Prevention Specialist. This
person’s duties will include conducting residential and commercial building
surveys, preparing recommendations to make the structure more crime
resistant, and educating the public in other means of securing property.
Officers will also be trained in crime prevention techniques and problem
solving; so that they may pass on preventative tips to citizens they come
into contact with.
Traffic- Meridian is experiencing ever increasing traffic congestion. Along
with this congestion comes increased likelihood of traffic collisions.
Information from the National Highway Traffic Safety Commission
indicates that losses from traffic collisions, in terms of both property loss
and losses due to personal injuries or death, routinely far outweigh losses
due to crime. MPD will develop strategies to directly impact traffic
collisions through enforcement and public education, and will work with
ACHD and ITD to accomplish priority engineering changes to improve
street safety in Meridian.
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Departmental Organization and Training- Meridian is a rapidly growing
city and the police department must adjust to the challenges brought on by
that growth. In addition to dealing directly with crime and traffic issues, we
will continually evaluate our organizational structure and staffing needs to
properly manage and address policing issues. We will be looking at
personnel assignments as well as ensuring that individuals receive training
commensurate with their assignments. We will encourage professional
development by establishing criteria that foster individual career
enhancement.
STRATEGIC INITIATIVES
The new police department facility will be completed by early July 2002.
Full relocation of equipment, personnel, records, and critical systems will
take approximately 30 days, and the potential of $1,000 in direct moving
expense plus additional associated overtime costs. On the current schedule,
relocation will commence by mid-June, and will be completed by mid-July,
2002.
As the City continues to grow, the department will look at adjunct facilities
for providing police services more directly to neighborhoods. These
facilities might include sub-stations as part of another governmental
structure, such as a fire station. More likely, however, such facilities would
be located in commercial zones such as shopping centers, or in central use
facilities for large housing areas. In addition to the facilities, the City must
plan for adequate personnel to staff such facilities. Such staffing would be
in addition to officers and non-sworn staff required to provide field police
services. Convene an informal study group to analyze and begin gathering
data by 10-1-02.
KEY ADMINISTRATIVE ACTIONS
Continue to produce an annual Department report for the City Council. This
requires approximately two months of staff and administrative time to
compile data, generate analysis, write, and publish the report. It will be
integrated with the quarterly and annual reporting associated with the
ongoing strategic planning and performance-based budgeting process,
beginning in FY 2002.
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KEY PROGRAM OBJECTIVES FY 2002-2003
1. To reduce, by 7% the rate of increase in property damage vehicle collisions
occurring within Meridian city limits; by 10-1-03.
2. To reduce, by 5% the rate of increase in personal injury and fatal vehicle
collisions occurring within the Meridian city limits; by 10-1-03.
Actions/Strategies (* The actions listed below pertain to the above two objectives)
Hire 2-4 additional police officers to relieve the calls for service rate,
thereby creating more visibility to the motoring public by 01-15-03
Pursue a traffic safety grant that would help pay for wages, benefits, and
equipment for the hiring of the officers dedicated primarily to traffic
enforcement by 04-30-02.
Collect and analyze data to determine the most common locations & causes
of accidents by 04-30-02.
Assign traffic enforcement to the affected areas with priority on the main
collision-causing violations by 10-01-02/01-15-03.
Provide the City Council with relevant data regarding traffic congestion so
that development can be paced with roadway enhancements – on going.
Continue collaborative efforts with ACHD and other City departments in
the City’s Traffic Safety Committee – ongoing.
3. To reduce, by 5% the number of reported property crimes occurring
within the Meridian city limits; by 10-1-03.
Actions/Strategies
Form a committee to review reported burglaries and thefts for common
causative factors by 6-01-02.
Develop preventative strategies for reducing property crimes based on the
causative factors by 6-31-02.
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Select those strategies the department can address within its budget and
manpower constraints, and formulate a plan by 7-15-02.
Engage in activities developed from the preventative strategies to reduce
property crimes by 8-01-02.
4. To maintain, below or near current levels, the number of violent crimes
occurring within Meridian city limits; by 10-1-03.
Actions/Strategies
Form a collaborative committee to review reported violent crimes in
Meridian to determine the causative factors and/or commonalities related to
violent crime within the City; have formed by 7-01-02.
Conduct a review to determine the causative factors or commonalities, other
than growth, that are most linked to the rise in violent crime, if any, and
offer strategies directed at reducing or impacting the number of occurrences
by 8-15-02.
Select those strategies the department can address within its budget and
manpower constraints, and formulate a plan by 9-01-02.
Engage in activities developed from the preventative strategies to reduce
violent crimes by 10-01-03.
5. To increase, by 20% the involvement of the department in proactive community
relations and activities; by 10-1-02
Actions/Strategies
Establish a Public Information Officer position – accomplished.
Establish a crime prevention position to facilitate problem solving and
collaborative prevention activities – in process.
Notify the press and other local organizations of the department’s
community related goals and other positive information articles – in
process.
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Establish a committee to identify community needs and crime prevention
opportunities by 6-01-02 (tie to #3 above).
Initiate a crime prevention program tied to the reduction of property crimes
in #3 above by 7-15-02.
Identify community meetings that officers should and will attend by 7-15-
02.
Initiate officers participating in crime prevention activities and community
meetings by 8-01-02.
Evaluate participation of officers involved in activities and meetings to
identify potential gaps in technical or communication skills of depart-
mental members participating by 5-01-02.
Develop a form for self- reporting by citizens and businesses for
informational reports concerning drive off thefts and lost property by
5-01-02.
Utilize information developed in # 3 above to set un-obligated time
allocations for officer /citizen/business contacts by 8-01-02.
Continue to provide officers with crime prevention, safety, and educational
materials (i.e.: stickers, pamphlets, coloring books, etc.) to hand out to
children while on duty – ongoing.
6. To increase, by at least 10, the number of collaborative community and
interagency programs in which the department participates; by 10-1-02.
Actions/Strategies
Identify and establish what programs the department is currently
participating in – in progress.
Rank identified programs as to priority and applicability in relation to our
mission by 5-01-02.
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Establish evaluation criteria to measure effectiveness of involvement in
programs for future rankings by 4-01-02.
Increase working relationship with other departments within the City and
other agencies – on going.
Assess and identify additional collaborative programs that the department
needs to become involved in by 5-01-02.
Assign officers to attend those additional programs identified above by 4-
01-02.
Evaluate overall effectiveness of participation and of program in relation to
meeting our mission every June starting 06-01-03.
1. To increase, by 100%, the department’s ability to manage and initiate
levels of professional career development in the areas of technology, law
enforcement, support services, and supervision; by 10-1-03.
Actions/Strategies
Establish standards for all department assignments (patrol,
investigation, SRO, clerical, etc…) by 6-15-02.
Identify each employee’s current level within each identified standard
by 8-1-02.
Identify available courses and training available locally, regionally, or
nationally for each identified standard by 8-1-02.
Develop a sound training program oriented at achieving or
maintaining the standards for each assignment 10-1-02.
Develop a sound training program oriented at future career
development with an emphasis on specialization 11-15-02
Implement training to meet, reach, or maintain standards for
professional career development. 1-1-03
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Evaluate effectiveness and applicability. 10-01-03
8. To increase by 5% available in-house or in-service training and
professional development for all employees in the department; by 10-01-
03.
Actions/Strategies
Identify high liability areas requiring a training emphasis within the
department – ongoing.
Promote continuing education - ongoing.
Create incentives within the department for specialty positions – on going.
Encourage instructors to teach outside of the department – ongoing.
Provide training in recognized high liability areas – ongoing.
Identify instructors within the department – in progress.
Develop a standard for instructors to ensure quality instruction to fellow
officers by 5/15/02
Provide interagency training opportunities and ensure participation by
8/01/02
Review and explore options for professional growth through the use of
specialty positions coupled with or without pay incentives beginning by
7-01-02.
Provide instructors with the access to attend diverse training areas so that
they informed contributions towards the direction of our department
training - ongoing.
9. To increase, by 15, the number of department staff who have received
formal training and exhibit proficiency in the use of existing depart-
mental computer hardware and software; by 7-1-02.
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Actions/ Strategies
Explore and catalogue interagency and private sector training opportunities
within the valley – in process- complete by 7-1-02.
Review department training policy and options - ongoing.
Identify certified or potential internal instructors within the department for
additional training by 4-15-02.
Ensure those assigned to become department instructors continue to receive
updated training by conducting a skill analysis and measuring skill gaps by
8-15-02.
Develop a general technology training ‘curriculum’ by 10-1-02.
Review and evaluate departmental needs and assess for expansion or
modification by 7-01-03
10. To increase patrol personnel level to keep pace with growing demand for
service and rapidly increasing population; by 10-1-03
Actions/ Strategies
Identify the need for additional patrol personnel through a comprehensive
study, initiated by 5-1-02.
Couple the above study with information from item #3, strategies, and item
#5, community needs, by 7-15-02.
Establish a consistent level of service to the community based on a balance
of reactive and proactive time, with criteria for consistency identified by
8-1-02.
Evaluate the study through the use of data from the department and
interagency resources by 05-15-03.
Produce analysis and support information for additional patrol personnel by
6-30-03.
11. To increase by 100% the efficiency within support services by 10-01-02.
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Actions/Strategies
Reorganize the Records section and redistribute personnel to establish an
administrative assistant from current staff – in progress.
Establish a Records Section Supervisory position by 6-01-02.
Expand the number of hours the department is open to public access to 14
hours, Monday through Friday, by 7-30-02.
Complete a budgetary enhancement for a new entry- level position in
Records by 07-01-02.
Increase Records personnel through approved budgetary enhancement by
10-01-02.
Evaluate the records personnel task demands for future needs projection by
1-01-03.
Establish a non-sworn position to take over responsibilities for coordinating
training that are now performed by a sergeant – in progress.
12. To reduce, by at least 20% the enormous case and records backlog existing
within the department; by 10-1-03.
Actions/ Strategies
Identify the effect of adding one additional investigator - in progress.
Review historical and current caseload ratios and establish an average
caseload per investigator that will enable them to effectively handle the
assigned cases initiate by 5-15-02.
Evaluate the impact of an additional investigator on current caseload,
reviewing for impact in reduction by 1-01-03.
Implement the entry of current reports into the Laser Fiche records archival
system, and complete final review by 4-15-02.
Increase the records personnel from 3 to 4 full time positions to assist with
the increase in paperwork created by the additional calls for service and new
achieving duties tied to the Laser Fiche system by 10-1-02.
Evaluate the records personnel task demands for future needs projection,
tied to item # 11, by 1-01-03.
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Identify the need for additional records personnel and complete a full
analysis by 2-1-03.
13. To improve, by 100%, the department’s capabilities through research and
development of evolving technologies; by 10-01-02.
Actions/Strategies
Form a committee to review and identify technology needs for the
department and assess current owned technology by 5-15-02.
Project a time frame for implementation, development, and acquisition of
upgrades and /or new technology by 7-01-02.
Receive and disseminate the needs assessment from the above committee by
7-01-02.
Initiate upgrades, standardization, and other enhancements as may be
predicated by the needs assessment as enhancements for FY 2003, by
7-15-02.
Initiate a research and development position or perpetuate an ongoing
committee to track and recommend potential new technologies meeting the
needs of the department as it relates to accomplishing its mission by
10-01-02.
Create a plan dealing with department-wide utilization of existing and new
technology that will be introduced to the department by 9-30-02.
Begin purchasing any new technology programs and equipment approved
through enhancements by 11-1-02
Conduct a needs analysis dealing with technology and identify employee
skill gaps in conjunction with items # 5 and # 9 by 01-01-03.
Conduct training on new technologies, upgrades or other components as
installed after initial receipt or before, if possible. Tie to item #9.
Evaluate needs assessment process and the functionality of any upgrade or
new technology implemented before or within FY 2003, by 1-31-03.
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14. To increase or extend by at least 15%, the life expectancy of all
department vehicles and major equipment; by 10-1-03.
Actions/Strategies
Establish a maintenance tracking program to establish cost per mile ratios –
in progress.
Assign vehicles so as to distribute usage evenly, as much as possible, from
shift to shift and through work periods – on going.
Form a committee to evaluate and recommend alternative programs that
may extend vehicle life or be more cost efficient (i.e.: individually assigned
take home cars vs. fleet or lease) by 5-15-02.
Review cost of implementing a preventative vehicle maintenance program
by 04-01-02.
Review cost to install hour meters on the engine to accurately service and
track engine use by 04-01-02.
Review finding of recommendations and cost analysis for budgetary
enhancements by 06-01-02.
Initiate approved and funded recommendations within FY 2003 by
11-01-02.
Establish an inventory to include date of purchase and any repairs for major
equipment items (firearms, radars, radios, etc.) – on going.
Develop a rotational replacement scheme that accounts for potential
obsolescence type specific equipment; provide justifications per type and
submit for council approval by 7-30-02.
Evaluate type specific replacement schemes for effectiveness and cost
related factors annually beginning 7-01-03.
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Public Works & Building Department
Strategic Plan
FY 2002-2003
MISSION
The department’s mission is to plan, construct, and maintain safe, attractive, and
functional public works facilities in a manner that contributes to community
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94
prosperity and the quality of life of all citizens. Services include civil engineering,
building permitting and inspection, development plan review, sewer line
inspection, project application analysis, water/sewer/capital improvement planning,
archiving, and mapping, along with consultation to the development community
and the general public.
VISION
The coming decade will bring continued growth to Meridian, creating stronger
demand for public works facilities, greater expectations for expanded services,
intense focus on environmental quality standards, more complex compliance, and
continued escalation of both costs and demand for readily accessible data. The
department will meet future challenges by investing in more capable computing
systems, focusing on professional development and training, updating antiquated
ordinances, and utilizing local technical consultants to assist department staff.
These and other efforts will result in a well-prepared city that has modern, reliable
water and sewer systems, an emphasis on environmental quality, and accessible,
responsive, and cost- effective public services.
OPERATING PHILOSOPHY
The Public Works Department is a progressive, highly productive professional
team dedicated to providing customer service in a manner that is courteous,
prompt, and thorough. We believe in our community and embrace the
responsibility to serve and protect the public trust, while performing to our very
high standards of fiscal accountability, personal integrity, honesty, and fairness.
MAJOR ISSUES & CHALLENGES
External Issues & Challenges
Providing and accurately locating an adequate potable water supply as the
City continues to grow presents a significant challenge. Without a safe and
ample water, growth will be restricted, public health and fire protection may
be compromised, and economic development could be curtailed.
Providing a balance between sewerable area and providing essential
wastewater treatment capacity will be a continuing challenge. Failure to
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95
have wastewater treatment keep pace with sewerable area could deter growth
and have profound impact on economic and community development.
Key City ordinances are out of date and do not properly relate to the City’s
current status. These include ordinances dealing with sewer, water, and
subdivision development, and all have negative impact on community
development, inter-agency relationships, and departmental effectiveness
during a time of considerable growth.
Another challenge associated with growth is the difficulty in predicting
where growth will occur with the City. This makes planning more difficult,
wastes resources, and makes informing developers and the general public of
future growth areas difficult, all of which could be avoided by better, more
predictable planning.
Demand for better and more accessible data is stressing current systems and
processes. Data acquisition, storage, and retrieval are more difficult due to
lack of one comprehensive system and medium that facilitates work with
data. This has led to service delays, lack of good data, lost information, and
irritation among many who seek assistance from the City.
Ever- increasing environmental requirements and regulations pertaining to
potable water supply and wastewater treatment will require upgrade of
existing systems and stress the City’s ability to fund the required facilities.
Again, this will impact growth, economic development, public health, and
the City’s ability to meet service demands.
Internal Issues & Challenges
Computer technology will remain a major facet of service delivery, IF it can
be implemented and used properly. The staff has done well with keeping
abreast of technology, but is constantly bombarded with new options and
emerging technology.
Space for staff, general work, and storage will continue to be a problem as
workload and demand continues to grow. Currently, there is insufficient
space for the number of staff predicted to be required in the next few years.
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Similar to the above, workload has continued to grow, and is approaching
the level that will require additional technical personnel. This will stress
budgets, but will also be essential.
Professional development will continue to be a “best case” use of budget
dollars, allowing staff to become more knowledgeable, efficient, and
effective as technology evolves, workload grows, and new services are
requested.
Inter-departmental communication and coordination sometimes lack
continuity and creates delays in information requests due to physical
separation of Public Works, MUBS, Finance, City Clerk, Mayor and H.R.
offices.
LONG-TERM GOALS
To increase the revenue generated from sewer and water facility plan review
and inspection to achieve 70% funding self-sufficiency within five years.
To maintain current levels of water pressure and fire flow availability that
exist throughout a majority of the City. Increase water pressure and fire flow
availability in areas when identified by computer modeling.
To increase planning efforts to reflect priority areas for sewer collection
facility construction and focus department efforts to areas identified by City
Council as priority growth areas.
To maintain a minimum of 1 million gallons/day excess capacity for all units
and processes at the wastewater treatment facility.
To increase the overall capability, stability and productivity of in-house
computer systems.
To increase the revenue generated through a standardized sewer trunk fee.
To increase the general capacity of staff, based on City growth and service
demands.
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To reduce the time required to complete plan reviews and maintain current
status of no backlog.
To increase the current aerial mapping coverage for the City to 100%.
To increase the department’s capability to provide complete GIS maps of
both sewer and water systems.
To increase the department’s capability to provide GIS information to
customers via customer-accessible terminals.
To increase the department’s environmental proficiency in areas such as
Phase II storm water, TMDL, etc.
To increase inter-departmental communication, computer/database
connectivity and collaboration.
To reduce number of antiquated and inappropriate water, sewer and
Subdivision development ordinances.
DEPARTMENT PRIORITIES
Maintain current quality and system capability of sewer and water systems,
with adequate reserve capacity.
Provide stronger enforcement of building and life safety standards.
Improve and focus employee training on technical skills and interpersonal
character building.
Streamline and improve quality of building permit process.
Continued development of the department to become more efficient,
organized, and productive through process improvement and staff
development.
Develop standardized fee structure for development and commercial plan
review/ inspection.
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Annual review of sewer and water user fees to validate that they are accurate
and fair.
Continued assessment of staff requirements necessary to keep pace with City
growth and service demands.
STRATEGIC INITIATIVES
WWTP Build-out Plan and Facility Plan Update – (This is in conjunction
with Wastewater Dept). Develop build-out plan for wastewater treatment
facility; conduct analysis and engineering studies; create bid document;
advertise RFP for engineering consultant; select consultant; develop plan;
submit plan for public hearings and to City Council for review and adoption;
after adoption, proceed with construction plans and complete facility. Total
estimated planning time- 1.5 years; cost estimated at $80,000; competed by
5-1-03; total staff time estimated- 300 man-hours over 18 months.
Storm water drainage – Prepare and submit Phase II Storm Water application
to E.P.A. by March 10, 2003. This E.P.A.-mandated task is expected to be
coordinated with Ada County Highway District, Idaho Transportation
Department and possibly Nampa & Meridian Irrigation District and Settlers
Irrigation District. Although this is a new program and costs are difficult to
estimate, we expect at least 200 hours of staff time to guide the preparation
the application and implement the program and 200 to 400 hours of time per
year to administer the program after implementation. Annual program
operating costs could exceed $50,000 for administration, storm water related
permitting and enforcement. Source of funding for this program must be
identified.
Dust abatement – Develop for City Council approval, with COMPASS
representatives, an ordinance for reduction, prevention and control of
fugitive dust air pollution to meet Federal PM 10 regulations in 2002. The
ordinance is to be developed initially through review by Meridian Building
and Public Works Department representatives (committee) with involvement
of members from the Building Contractors Association, Associated General
Contractors and the Idaho State Department of Environmental Quality. This
ordinance will be a uniform ordinance for Ada and Canyon County
developed during the 2002 time frame.
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Geographic Information Systems - Begin developing a GIS based mapping
system for sewer and water project planning. Begin research and
implementation of a geographic information system (GIS), to provide an
integrated resource for coordinating land use, design, site improvements,
applications, sewer & water facilities, and consumption records for use by
the Public Works, other City Departments, and possibly the public. Total
estimated time for phase-one implementation, which consists of feasibility
and cost study, is 18 months; cost estimated at $10,000; completed by June
1, 2003.
KEY ADMINISTRATIVE ACTIONS
Capital Improvement Plan - create and submit City Council every five years,
with annual updates.
Continue the annual strategic planning process and integrate it into all
departmental budgeting and long- range planning
KEY PROGRAM OBJECTIVES FY 2002-2003
1. To increase from zero to at least one the number of ordinances updated
annually; by 10-1-02.
Actions/Strategies
Identify priority ordinance(s) for update by 6-1-02.
Draft revision for departmental and inter-departmental review by 8-1-02.
Schedule City Council public hearing by 10-1-02.
2. To increase, from $0 to at least $200,000, revenue generated annually from
subdivision and commercial plan review and water, sewer, and drainage
inspection; by 10-1-02.
Actions/Strategies
Present proposed fees to Building Contractors Association 12-17-01.
Conduct public hearing 1-22-02.
Ordinance for Council approval 2-26-02.
Implement fees on or before 5-1-02.
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3. To increase, from $0 to a figure to be determined, the amount of a sewer
system development fee by June 1, 2002; implementation of this fee could
negate need for latecomer agreements for sewer connection.
Actions/Strategies
Complete analysis and calculation of fee by 4-31-02.
Present to BCA in April 2002.
Conduct public hearing in May 2002.
Draft ordinance and implement fee by 6-1-02.
4. To increase, from 0% to 100%, the completeness of the White Drain Trunk
Sewer Project; by October 1, 2002.
Actions/Strategies
Keller Associates to provide final plans by 12-31-01. Bid opening by
2-15-02.
Begin construction by 4-1-02, complete by 10-30-02.
5. To increase, from 0% to 100%, the completeness of the South Slough
Sewer Extension Project; by 10-2-02.
Actions/Strategies
JUB Engineers to provide final plans by 12-31-01. Bid opening by
10-15-02.
Begin construction by 11-1-02, complete by 5-1-03.
6. To increase, from 13 to 17, the number of municipal water wells on-line by
3-1-03 (14th and 15th wells by 8-1-02) and two more fully designed and
constructed; by 10-1-03.
Actions/Strategies
Complete construction of Well #22 (Bear Creek) by 1-31-02.
Begin construction of Well #23 Pumping Facilities (Silverstone) by 4-1-02
and complete by 8-1-02.
Complete drilling of Well #24 (Tumble Creek) by 5-1-02. Complete design
of pumping facilities by 9-1-02. Complete construction by 3-1-03.
Receive bids for drilling Wells #25 & #26 by 1-1-03 and complete drilling
of both by 5-1-03.
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Complete design of Well #25 (Autumn Faire) pumping facilities by 5-1-03
and complete construction by 10/1/03.
Complete design of Well #26 (Bridgetower) pumping facilities by 5-1-03
and complete construction by 10-1-03.
7. To increase, from 25% to 100%, the completeness of the Wastewater
Treatment Plant master build-out plan and Facility Plan Study by December
31, 2002 (see Strategic Initiative No. 1).
Actions/Strategies
Select consultant to provide build-out plan for WWTP and update existing
draft facility plan by 3-15-02 (interviews to be completed in January ’02).
Notice To Proceed issued 4-1-02. Draft build-out plan and facility plan to
City for review by 10-1-02. Public hearing(s) in October ’02. Final plans
submitted to City by 12-31-02.
8. To increase, from 50% to 100%, the completeness of the Water System
Computer Model and Master Plan by July 1, 2002.
Actions/Strategies
Continue monthly workshops with consultant to review computer model
development and calibration until complete in April ’02.
Review draft Master Plan, submitted by consultant by 5-1-02.
Validate the computer model with actual pumping and meter records by
6-1-02.
Present final plan to City Council 10-1-02.
9. To maintain City Council direction for prioritization of development
areas; Review monthly.
Actions/Strategies
In conjunction with City Council and Planning & Zoning staff, prioritize
growth areas within Area of Impact in order to better plan, financially,
needed water and sewer facilities by 10-1-02.
10. To increase utilization, from about 20% to 100%, the full control and
reporting capability of water telemetry system (SCADA); by 1-1-03.
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Actions/Strategies
Install Wonderware and complete programming at each existing well site by
2-1-02.
Upgrade central computer at Water Department to enable full use of
SCADA software functions by 6-1-02.
Require installation consultant to provide full operation and programming
documentation to the Public Works and Water Departments by 3-1-02.
Develop logic to handle upset conditions such as power outages by 10-1-02.
Train one Public Works staff in programming and two Water Department
staff in trouble-shooting by 10-1-02.
Optimize the pumping strategy to maintain constant pressure and minimize
power consumption by pumping closer to actual demand by 10-1-02.
11. To reduce from 75% to 5%, the number of phone calls received by the
building department that are informational only or calls for public works
staff; by 10-1-02.
Actions/Strategies
Begin posting weekly and monthly permit activity reports from Building
Department on the City web site by 4-1-02.
Begin public notification of City web site address by 5-1-02.
Begin updating City web site with “Frequently Asked Questions” by
5-1-02.
Fill vacant Public Works Department Specialist position by 1-1-02.
Complete research, including program costs, on software that would allow
contractors to obtain inspection results by phone by 6-1-02.
12. To decrease the 6-8 week review/approval time frame to 4-6 weeks on new
commercial projects; by 10-1-02
Actions/Strategies
Impose a time line for reviews by other departments by 6-1-2002.
To hold Application Review Committee (ARC) meetings within 5 business
days of building permit application by 4-1-2002.
Delegate 75% of drainage review to engineering technicians.
Delegate 100% of homeowners association PI system review to engineering
technicians by 2-1-02.
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13. To reduce, from an average of five to an average of one, the number of
service calls per month to remedy computer systems malfunctions; by 9-30-
02.
Actions/Strategies
Update all PC’s to Windows 2000 and MS-Office 2000 by 1-31-02.
Provide training to at least two department staff to address routine
problems; review and identify training needs by 4-1-02.
Conduct training classes by 6-1-02.
14. To increase, from 10% to 25%, the Department’s progress towards a
complete Geographic Information System, by June 1, 2003 (see Strategic
Initiative No. 4).
Actions/Strategies
Conduct consultant-provided orientation and demonstration by 4-1-02.
Determine Phase I end-product components and funding requirements and
prepare needs assessment by 6-1-03.
15. To increase, from 2 to at least 4, the number of Wastewater Department
personnel involved in treatment plant construction plan and specification
review by 4-1-02. Increase number of Water Department personnel involved
in well pumping and storage facilities review from 0 to 2 by 4-1-02. Maintain
number of Public Works personnel performing all construction project
reviews at 2 by 4-1-02.
Actions/Strategies
Form project specific design review committees for major water and
wastewater construction projects to reduce number of post-construction
operator-requested additions or changes.
Design Review Committees for each major project will be formed by City
Engineer and Water or Wastewater Superintendent after City Council
approval of consultant contract and prior to 50% completion of project
design.
In general, Design Review Committee will meet with design consultant a
minimum of two times for each project; once at 50% design completion and
once at 90% plan and specification completion.
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16. To decrease by 20%, the review/approval time for New Residential
projects; by 10-1-02.
Actions/Strategies
Process applications on a daily basis by 10-01-02.
17. To increase employee training in areas of interpersonal and technical
skills and character development; by 10-1-02.
Actions/Strategies
Review and identify, with assistance of a training consultant, appropriate
training needs and programs by 6-1-02.
Gather budgetary information for full training program by 6-1-02.
Arrange and schedule initial training identified by needs assessment by 7-1-
02.
18. To maintain the current “same day service” on building inspections;
reviewed quarterly.
Actions/Strategies
Begin researching the aspect of “contracted” vs. “regular” employee for all
inspector positions by 4-1-02.
Research hardware and software costs and availability for remote access by
inspectors by 6-1-02.
Purchase laptop computers for inspectors by 12-1-02.
Implement use of laptop to enter inspections from field by 1-1-03.
Wastewater Department
Strategic Plan
FY 2002-2003
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MISSION
The Wastewater Department exists to provide reliable, continuous, safe, and
economical sewer service to its customers. It is dedicated to the collection,
transmission, treatment, and disposal of the wastewaters generated within the
City of Meridian in order to protect public health, downstream water users, and
the environment as defined by federal, state, and municipal statutes.
VISION
In the next several years, population and industrial growth will at least double
demand on the current wastewater system, requiring increased capacity, greater
power usage, more stringent testing, more maintenance, more comprehensive
testing and analysis, and more internal R & D to keep pace. EPA and DEQ
regulations will grow more demanding, with little or no latitude other than
compliance. To keep pace, the department predicts the need for more facilities,
additional staff, more complex equipment, additional training, and certification
of laboratory facilities if the City is to maintain its exceptional quality of life.
OPERATING PHILOSOPHY
The Wastewater Department prides itself in being a highly dedicated,
knowledgeable, and talented team known for its honesty and flexibility.
Above all we are open, collaborative, and responsive, with great respect for the
community and a total commitment to serving the public in a manner that
preserves personal health and environmental quality.
MAJOR ISSUES & CHALLENGES
External Issues and Challenges
Growth will cause demand on the system to triple within ten to fifteen
years, adding enormous cost associated with new system requirements,
testing, documentation, etc. Requirements will not be voluntary, but will
be mandated, which means the City must plan now for this growth.
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There are seven to ten miles of new sewer line installed per year within
the City’s sewer system without commensurate addition of manpower,
equipment, inventory, etc. This will continue to expose the City to
potentially severe liability as the maintenance process becomes overtaxed
and PM work falls behind.
The City has no business-licensing ordinance, which allows businesses to
open without the express knowledge of city departments. Code
enforcement is therefore a hit and miss affair and the City’s liability and
exposure to regulatory requirements is greatly increased.
Too much untraceable illegal dumping of noxious substances, including
grease, occurs in the area, adding to sewer maintenance and treatment
plant load and operational difficulty. Certain substances, if introduced
into the sewer, could cause system failure, personnel injury, or both.
Idaho is the ONLY state having voluntary wastewater certification. This
may change, and, if so, will add new costs, duties and responsibilities to
an already taxed staff.
The EPA, DEQ, and the state legislature continue to tighten requirements
that impact wastewater treatment and disposal. As storm water and
TMDL regulations are refined and adopted, there will be added cost, time
requirements, training needs, and potential for non- performance than
ever.
Complaints from the community about odor are growing as proximity of
subdivisions to the plant becomes closer. This adds time and effort to
public relations, frustrates department staff, and contributes to public
frustrations about government.
Internal Issues and Challenges
There is insufficient redundancy of plant equipment. This exposes the
City to serious liability if equipment failure were to occur. Redundancy
would reduce stress on existing equipment, which currently must keep
performing.
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The plant has an antiquated electrical system that will continue to pose
problems as more equipment is brought on-line and the system is
stressed. Without additional rewiring, there still exists the potential for
fire, plant breakdown, and significant additional costs associated with
system failure.
Funding for the department and its growing services will continue to be
tight and stretched even tighter, forcing choices among several critical
priorities. This will add staff time to provide sound analysis, require
more documentation, and will undoubtedly add cost to general
operations.
Maintenance cannot stay ahead of predicted need as growth accelerates.
Preventive maintenance saves money, yet cannot prevent breakdown of
old or overused equipment, which adds cost, increases potential
downtime, and places the department and City at risk.
Communication flow, timeliness, and accuracy are overly taxed for such a
dynamic organization. This has sometimes impacted efficiency, reduced
effectiveness, and slowed response.
Compensation for wastewater professionals is higher regionally and even
locally, which causes unrest among our plant personnel and contributes to
turnover.
LONG- TERM GOALS
To maintain or exceed EPA, DEQ, and NPDES standards.
To increase plant operating efficiency.
To maintain at or neat zero the number of reporting/ recording errors that
might lead to EPA violations.
To reduce the amount of illegal dumping in the City and rural areas.
To reduce contract costs and turnaround time associated with lab testing.
To reduce to zero the number of sewer backups from any preventable
cause.
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To increase the number of associations and businesses voluntarily
complying with City pre-treatment ordinances.
To reduce the number of construction design problems/ inaccuracies
occurring due to insufficient plan review.
To reduce the number of preventable equipment failures due to
insufficient redundancy or maintenance processes.
To reduce equipment and time lost due to inadequate inventory control
systems.
To reduce the number of lost time days due to injury accidents.
To increase the level, quality, and frequency of professional development
and training.
STRATEGIC INITIATIVES
Develop build-out plan for expansion of the Wastewater Treatment Plant
(WWTP) from present 5.5 mgd to 9.0 mgd and update Facility Plan Study
(FPS). Consultant selection will occur in March 2002 with project
completion in early 2003. Cost estimate is $200,000 over two budget years.
Build-out plan will include 50% design drawings and specifications for all
process, hydraulic and electrical components in modular form enabling
expedited design schedules in the future to match development growth rates.
Finalized FPS will require public hearings and enable the City to qualify for
the State Revolving Loan Fund.
Within five years, the plant is scheduled to complete the existing upgrade
plan, adding at least a #4 primary clarifier, two new screw pumps, a step
screen, second centrifuge, third blower, third aeration basin, two tertiary
filters, plus provide and integrate a comprehensive O&M manual as required
by DEQ. This build-out to a capacity of 9 million gallons per day must be
completed while conducting on-going projects. Capital project costs will
approach $8 – $10 million dollars over this period.
Prepare for required TMDL (Total Maximum Daily Load) limitations,
especially those involving phosphorus, which may be adopted in 2002.
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TMDL limits would require construction of the #3 aeration basin, addition
of the third blower, construction of an anaerobic chamber, and possibly
some chemical addition. Construction of the basin, blower addition, and
anaerobic chamber would require two years to complete and cost upwards
of $2 million dollars. Chemical addition would be the last resort because
chemical addition would increase the cost of biosolids handling and
disposal. Chemical costs alone could exceed $30,000 dollars per year.
Unfortunately, the chemical could, due to its ferric base, also interfere with
the plant’s ultraviolet disinfection system causing operational problems.
Complete the Class A bio-solid certification process within two years.
Required actions include identification of proper operating procedures to
EPA and DEQ for the TPAD system. The operating procedures will
require 150 – 200 man-hours to write and edit. Testing is presently done
every two months but will be reduced to quarterly after certification.
Testing costs are currently $1800 per set or $10,800 per year. Testing costs
will diminish after the certification is complete due to decreased testing
frequency and also a reduction in the number of tests per quarter.
However, additional project costs may be required due to EPA mandates
associated with special monitoring equipment.
Wastewater treatment plant expansion will require increased monitoring
resulting in more laboratory analysis, sampling, and QA/QC (Quality
Assurance/Quality Control) needs. TMDL limitations are expected in
2002 and the implementation of mandated E-coli testing will begin in
2003. Most of the increased analysis will need to be accomplished in-
house due to short sample holding times and data turn-around time
requirements. Contract laboratory service needs will also grow until
additional laboratory equipment, reagents, and staffing can fill the void.
The $25,000 currently allotted for analysis supplies will likely fall short by
$10 to $15,000 due to the increasing sampling and testing requirements.
DEPARTMENT PRIORITIES
Maintain optimum specifications for discharge.
Get the new laboratory on-line in FY 2002, and upgrade laboratory
capabilities in anticipation of new, more stringent testing requirements
and eventual certification.
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Complete certification of bio-solids to Class A.
Complete drafting and pass an ordinance establishing business licenses.
Construct a new DAFT (Dissolved Air Flotation Thickener) in order to
maintain plant capabilities.
Complete UV disinfection and non- potable water system upgrade.
Add back-up blower for aeration basins.
Update/ retrofit lift stations in the collection system.
Compete creek- crossing slip lining project.
Begin e-coli testing in the laboratory.
KEY ADMINISTRATIVE ACTIONS
EPA and DEQ require monthly Discharge Monitoring Report (DMR).
This report constitutes the department’s report card on our NPDES permit
compliance. The DMR requires two man-days to complete. The DMR is
required to be post marked on or before the 20th of each month.
EPA and DEQ also require an annual biosolids report. This report consists
of the amounts of biosolids generated, where the biosolids were land
applied, total amounts applied to each site, and total amounts of heavy
metals applied to each site as a result of the land application. This report
requires from 40 to 60 man-hours to complete. The report is due at EPA
by February 1 of each year.
The Wastewater Annual Report is done each year after the completion of
the budget year. The report is for city use and indicates how well the
department functioned the previous year. The report requires about 40
man-hours to complete.
On the horizon is an annual Pretreatment Report due May 2004. The
report will include a list of all businesses within the City of Meridian and
indicate which ones are “Significant Industrial Users”. This report will
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require approximately 24 man-days, or close to 200 man- hours to
complete.
Semi-annual reports are prepared and sent to EPA for our Bioassay Testing.
This report is submitted with the DMR Reports two months after water
quality sampling actually occurs. Testing and report preparation requires
40 to 50 man-hours to accomplish.
KEY PROGRAM OBJECTIVES FY 2002-2003
1. To maintain the WWTP effluent quality within the NPDES requirements
regardless of increasing sewer flows due to growth though out all of FY 2002
and 2003 by increasing plant capacity from the current 4.5 MGD to 9.0
MGD, reviewed monthly and evaluated by 10-1-02.
Actions/Strategies
Continue with construction projects designed to increase redundancy and
treatment capabilities. FY 2002 projects include #2 UV Disinfection
System, WWTP Non-potable Water System Improvements, and the
Thickener Project. Project costs will exceed 1.8 million dollars and
construction time will extend into FY 2003. Review status monthly.
Hire newly authorized plant personnel as soon as possible; begin
recruitment by 12-15-01; select best candidate by 2-20-02; have on site
by 4-15-02; initiate training & orientation by 5-1-02. Note that three
positions are available and recruitment will span several months as a
result.
Assess current status of answering engineering requests for information
to determine efficiency, by 2-1-02. The department must stay responsive
to the needs of consulting engineers and general contractors in order to
control downtime and project costs. Answering requests for plans or
information within three business days is a priority.
Provide four hours training to all department personnel on the
maintenance and operational procedures of new equipment as soon after
installation as possible. This includes all pumps, valves, and associated
support systems within the WWTP. Review current training processes by
2-15-02.
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Pursue with City Council the funding needed for a new updated O&M
manual. This manual is critical in the training of wastewater personnel
and would blend the information in the technical manuals provided by
equipment manufactures into one comprehensive document designed to
educate and direct plant operations. Completion date desired for working
draft- 1-1-03.
Coordinate with Public Works to ensure projects are accomplished within
City of Meridian specifications and guidelines. Review and evaluate
weekly.
2. To maintain at less than 3 the number of preventable damage causing
sewer problems such as overflows and back-ups experienced by Meridian
sewer customers; by 10-1-03.
Actions/Strategies
Review records in order to identify problem sewer lines and increase the
cleaning frequency in those areas. Initiate annual review by 2-1-02.
Inspect all sewer creek crossings and repair as necessary. Slip-line all
crossing which are not double walled. This project is in the current FY
2002 budget and began 1-15-02.
Clean ¼ of all existing sewer lines this fiscal year, initiated by 4-1-02.
Clean and camera all new lines constructed in 2002. Ensure the
developer corrects defects prior to acceptance (Public Works role); begin
process by 11-1-01 (ongoing as needed).
Inspect and test all city-owned sewer cleaning equipment quarterly to
ensure equipment availability when needed. Reviewed quarterly.
Check communications and phone systems monthly to ensure any
problems can be reported before damage results. Reviewed monthly.
3. To reduce from 5 to 2 or less the number of dust-related complaints
received from the public; by 10-1-02.
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Actions/Strategies
Pave all frontage roads at the wastewater facility by 7-1-02.
Include dust control in all construction contracts issued for the WWTP;
initiate by 2-1-02.
Remove construction and wet weather related mud from all paved
surfaces as soon as possible- targeted by 4-1-02.
Landscape the WWTP front areas by 5-15-02. Lawn areas will reduce
the amount of bare ground related to dust.
Enforce speed limits within the plant area, initiating a more stringent
program by 2-1-02. Lower speeds are safer and will also produce less
dust.
4. To reduce from 8 to 2 or less the number of time-lost on-the-job
accidents through FY 2002; EVALUATE BY 1-1-03.
Actions/Strategies
Continue monthly safety meetings, consisting primarily of safety related
videos or presentations. Review safety program for potential revisions by
4-1-02.
Correct equipment or condition deficiencies related to any accident to
prevent a reoccurrence. Review response policy by 3-1-02.
Address safety issues weekly at staff meetings to ensure all plant
personnel are aware of changing conditions and on-going construction
which could pose a safety hazard.
Conduct a monthly safety inspection of the plant and lift stations to
identify safety issues.
Train all personnel on the proper use of safety gear and equipment.
Initiate refresher training by 5-1-02.
Ensure the safety gear and equipment are used. Evaluate quarterly.
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5. To reduce from 25 per week to 10 per week the number of weekly
laboratory tests sent to contractual laboratories; by August 2002.
Actions/Strategies
Research and develop the testing procedure for total and ortho-
phosphorous so the tests can be performed in-house; by 5-15-02.
Trouble shoot and correct the issues being experienced with the BOD
readings such that the in-house tests are valid; by 3-1-02.
Complete the new laboratory construction currently underway by 3-1-02.
Organize the new space provided by the laboratory construction to ensure
the accurate, efficient, and safe testing procedures of additional samples;
by 6-1-02.
Install the new equipment necessary to support the additional testing by
6-15-02.
Train all the laboratory personnel in the proper methodology of the new
procedures. Determine skill level needed and initiate training by 6-15-02.
Analyze current procedures and equipment to identify other tests, which
might also be run in-house; by 8-1-02.
6. Maintain at the 95% accuracy level of precision quality of current
laboratory testing results from the present through 10-1-03; reviewed 10-03.
Actions/Strategies
Keep laboratory procedures up to date with new methodologies as they
occur or become available. Evaluate monthly.
Ensure all samples are taken according to EPA approved methods.
Evaluate weekly.
Sustain QA/QC analysis to ensure present precision and accuracy is
maintained. Evaluate daily.
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Initiate cross checks between laboratory technicians to ensure testing
procedures and techniques are consistent. Conduct weekly.
Continue annual calibration of laboratory equipment in addition to the
normal daily pre-test calibrations. Quarterly and annually.
Replace outdated or broken equipment to ensure testing accuracy.
Annual assessment complete by 4-1-02.
7. To reduce the number of emergency lift station repairs from 10 or more
per year to less than 3 per year by 10-1-03 in spite of the 30% annual
increase in lift station numbers experienced in 2001.
Actions/Strategies
Hire authorized new maintenance person by 2-1-02
Evaluate current maintenance training program and improve as needed.
Complete evaluation by 3-15-02. Reevaluate annually.
Inspect all lift stations for structural and mechanical integrity by 3-1-02.
Repair corroded or worn parts by 3-30-02. Inspect monthly.
Increase preventative maintenance frequency for lift stations found
deficient in the program evaluation by 4-1-02.
Evaluate current method of wet well cleaning by 3-1-02. Pursue safer
and more efficient methods as technology allows. Reevaluate annually.
Coordinate with Public Works to eliminate construction debris deposited
in sewer lines by contractors by 5-1-02. Reevaluate as needed.
8. To reduce by 33% the amount of equipment downtime for repairs by
increasing the organization’s distribution of maintenance information; by
10-1-03.
Actions/Strategies
Hire authorized new maintenance person by 2-1-02
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Establish a new work order system to improve workflow and information
gathering by 10-1-02.
Create new equipment numbering system to accommodate the increasing
equipment and spare parts inventory by 11-15-02.
Develop a new filing system to accommodate the new numbering system
by 11-15-02.
Create a new scheme for scheduling and recording preventative
maintenance accomplished to smooth workflow and evenly distributes
workload by 2-1-03.
Move from paper tracking to computer for maintenance management by
5-1-03.
Water Department
Strategic Plan
FY 2002-2003
MISSION
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The department’s mission is to provide clean, safe water in ample quantities, while
striving to provide quality customer service and meeting or exceeding DEQ and EPA
standards. Services include but are not limited to maintenance and customer
relations in the areas of water quality, well monitoring, cross connection control,
utility billing services, meter installation & reading, leak checks, water line
inspection and line location.
VISION
Over the next decade Meridian’s growth will continue to bring added service
demands, greater public scrutiny, escalating pollution risks, and a constantly
increasing workload. The Department will also be challenged by more stringent
regulations mandated by State and Federal authorities. We will strive to meet
anticipated demand by adding necessary staff and facilities, seeking required
operator certification, investing in training and overall staff development, and
investing in technology and new procedures to provide greater efficiency and
program effectiveness. The department will provide the Meridian community
with a safe and ample water supply that will accommodate growth while
promoting an exceptional quality of life.
OPERATING PHILOSOPHY
The department is a knowledgeable team of motivated, caring professionals
dedicated to quality customer service throughout our community. As a group, we
are honest, cooperative, and tenacious, always prepared to offer assistance in a
manner that reflects our high integrity, capability and commitment to serve the
public trust.
ISSUES & CHALLENGES
External Issues and Challenges
Residential and commercial growth will continue to place substantial
additional demands on the water distribution system. If not addressed by
adding new wells and storage facilities, insufficient capacity will reduce
options for new commercial and residential development, thereby slowing
economic development.
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Growing security concerns relating to potential terrorism will move to the
forefront of both planning and daily operations which could very well
create additional staff demands.
Stricter state and federal water quality regulations from unfounded
mandates will require the implementation of a costly back-flow prevention
program, additional water quality monitoring during new well
development, and additional sampling at the customer tap. These
additional activities pull staff from other essential tasks, slow productivity,
increase work backlog, and drain limited funds.
“Turn-off” delinquent accounts continue to interrupt operations several
days each month. These delinquent accounts reduce City cash flow, add to
work backlog, and create additional “turn-off days” per month.
Water use ordinances are out of date and do not properly relate to the Water
Department’s current status. These outdated ordinances have negative
impact on community development, inter-agency relationships and
departmental effectiveness.
Internal Issues/Challenges
An increase from approximately 6,500 customer accounts in 1996 to
14,000 currently has required the department to keep staffing levels
equivalent with distribution system expansion. This continued growth will
stress budgets but will also be essential.
The lack of an internal policy and procedural manual has reduced the speed
of new operator/ staff development, causes confusion, reduces efficiency,
and has led to avoidable errors-all of which cost money and time.
Rapid growth and a constant stream of new responsibilities have
diminished the time available for professional training and development
without interrupting daily operations. This reduces overall staff capability,
stagnates career development, adds to the potential for errors, and inhibits
the department’s ability to improve operations in concert with growing
demand.
Facility and workspace expansion has not kept pace with staffing additions
at the 8th street facility, forcing the Department to remodel two closet areas
into workspaces. Insufficient space has reduced efficiency and
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effectiveness, impacted morale, and inhibits staff’s ability to respond to
predicted demand growth.
Inadequate office space for MUBS in City Hall has required the
modification of storage space into workspace. While this can work for a
while, insufficient space will continue to inhibit internal efficiency, add to
confusion, and reduce staff efficiency.
Insufficient internal communication at all levels has reduced efficiency,
promoted misunderstandings, added to confusion, and delayed response to
service or information requests.
Some rolling stock equipment and fleet vehicles are old, unreliable, and
costly to repair.
LONG- TERM GOALS
To maintain the billing payment delinquency rate at its current 2.5% level
while accounts are increasing at a rate of approximately 60 per month.
To maintain the department’s perfect bacteriological record (the absence of
coliform (E. coli) bacteria detected in the City’s water supply).
To increase the overall security level of the City’s water supply.
To increase the number of cross-connections that have been identified,
surveyed, and placed in the database.
To reduce the number of ‘brown water’ complaints occurring annually.
To maintain the current high level of service and quality as City growth
continues.
To increase the number of operators who are fully certified to Level III
status.
To increase the number of clear, concise, and written operating policies and
procedures.
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To reduce the number of out-of-date or inappropriate ordinances and City
policies pertaining to water.
To reduce the downtime, cost, and inefficiencies related to operating
equipment.
To increase the level and frequency of planned systematic professional
training and development.
To increase the number of domestic wells serving the City to maintain the
existing levels of excess capacity.
To reduce the number of calls deemed inappropriate, misdirected, or non-
related to departmental work.
STRATEGIC INITIATIVES
Participate in terms of both technical input and financial cooperation with the
development of GIS system. This GIS system will enable water facilities and
parcel data to be interlinked among the Water, Billing and Public Works
Departments. Begin Water Department needs assessment by June 1, 2003.
Water Department’s financial participation is estimated at $5,000 for Phase 1
activities.
Implement a direct pay program to allow citizens to pay through automatic
fund transfer. Complete analysis of causes of delinquencies by3-1-02;
develop plan for auto fund transfer process and how to convert by 5-1-02;
provide basis for change and prepare full proposal to Council by 6-1-02; after
approval, develop implementation process and schedule, with assessment of
costs and time required by 8-1-02; develop materials for public distribution by
9-15-02; initiate process by 11-15-02. Total cost estimated at less than
$3,000; total staff time required estimated at 150 hours.
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In conjunction with the Public Works Department, complete the City’s water
system computer model and master plan updates by 10-1-02. Consultant is
under contract and approximately 50% complete with computer model;
complete first master plan draft by 5-01-02; complete review of preliminary
master plan by 7-1-02; present final master plan to City Council for adoption
10-01-02. Total staff time required estimated at 160 hours, with an already
approved budget of $150,000.
DEPARTMENT PRIORITIES
Maintain current quality and water system capability with ample reserve
capacity.
Complete the water system master plan, describing full build-out of the
City’s water system.
Provide stronger enforcement of cross-connection control standards.
(Shared with Public Works)
Continue development of the department to become more efficient,
organized and productive through process improvement and staff
development. (Shared with Public Works)
Continued assessment of staff requirements necessary to keep pace with
City growth and service demands. (Shared with Public Works)
Reduce utility payment delinquencies through various means such as auto
pay (bank draft) plans, and stronger enforcement standards.
Research/ explore a new, efficient customer contact program to inform
people of delinquency and to encourage them to call or pay.
Upgrade the system-wide SCADA (Supervisory Control and Data
Acquisition) system for the entire water and well system.
KEY ADMINISTRATIVE ACTIONS
Continue the annual strategic planning process and integrate it into
departmental budgeting and long range planning.
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Complete the annual Consumer Confidence Report, as mandated by the EPA
and DEQ, which contains the previous 12 months of water quality data, with
appropriate detailed analysis and consumer information, and forward to
consumers.
KEY PROGRAM OBJECTIVES FY 2002-2003
1. To increase, from approximately 20% to 100%, the utilization, full control
and reporting capability of the existing water telemetry system (SCADA); by
10-1-02.
Actions/Strategies
Install Wonderwareä and complete programming at each existing well site
by 3-1-02.
Upgrade central computer at Water Department to enable full use of
SCADA software functions by 9-1-02.
Require installation consultant to provide full operation and programming
documentation to the Public Works and Water Departments.
Develop logic to handle upset conditions such as power outages by 9-1-02.
Train one Public Works staff in programming and two Water Department
staff in trouble-shooting
Optimize the pumping strategy to maintain constant pressure and minimize
power consumption by pumping closer to actual demand.
2. To increase, from 1 to at least 2, the number of Water Department
personnel involved in City-funded project construction plan and specification
review by 4-1-02.
Actions/Strategies
Form project specific design review committees for major water
construction projects to reduce the number of post-construction, operator-
requested additions or changes, by 2-1-02.
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Design Review Committees for each major project will be formed by City
Engineer and Water Superintendent after City Council approval of
consultant contract and prior to 50% completion of project design; reviewed
on as needed basis.
In general, Design Review Committee will meet with design consultant a
minimum of two times for each project; once at 50% design completion and
once at 90% plan and specification completion. Committee may also meet
for “kick-off” meeting shortly after issuing Notice To Proceed to consultant.
Have in place by 3-15-02.
3. To increase by 30% the overall efficiency and effectiveness of the City’s
water system; by 10-1-02.
Actions/Strategies
Provide historical operational and water quality data to consultant as
needed, by 2-15-02.
Review by 4-1-02 the draft Master Plan, submitted by consultant by 3-1-02.
Correct as necessary and submit changes to consultant by 4-15-02.
In coordination with Public Works Department, validate the computer
model with actual pumping and meter records by 5-1-02.
Complete the Water System Computer Model and Master Plan by 5-1- 02
Participate in presentation of final plan to City Council by 6-1-02.
4. To increase, by 15%, the overall operating efficiency of both the Water
Dept and MUBS by 10-1-02.
Actions/Strategies
Prepare or review existing staff request documents, and begin the process of
adding one new qualified and trained well technician by September 1, 2002
(not currently budgeted for FY ’02).
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If necessary, submit request to City Council for its approval, and, if given,
begin the recruiting process.
Prepare and publish ad by 9-15-02.
Conduct interviews and select new technician by 11-1-02.
Maintain the bi-weekly staff meetings, which have enabled us to overcome
internal efficiency problems.
5. To increase, to 100%, frequency of needed ordinance update identification;
by 10-1-02.
Actions/Strategies
Identify with members of Public Works and Wastewater the key ordinances
that are out of date or that inhibit desired work out put or outcomes, by 6-1-
02.
Identify those ordinances and internal policies that need to be reviewed at
least annually, by 6-15-02.
Begin the first review, developing criteria for assessing ‘problem’
regulations or policies so they can be properly addressed, and will have
rationale for improvement, by 9-1-02.
6. To increase, from 2 to 3 the number of staff who are trained to Level III
Operator Certification; by 10-1-02.
Actions/Strategies
Review the current training process and what needs to occur to complete
training, by 2-15-02.
Develop criteria for selecting who is eligible for training, by 2-15-02.
Schedule training by 3-1-02, creating a backup plan for coverage while the
persons are out for training.
7. To increase, by 15%, the overall technical knowledge and skill level of
MUBS and Water Department staff; by 10-1-02
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Actions/Strategies
Conduct an internal technical skill assessment with the entire department,
with detailed analysis of what skills exist, which are most critical, and
which are most easily obtained, by 6-1-02.
Begin to explore internal training processes to establish an internal training
program, by 7-1-02.
Assess training funds and what training options are available within the
City, and what might be obtained nearby; by 8-1-02.
Subject to budget availability, create or have developed an internal
“curriculum” for training staff and developing the organization, by 9-1-02.
8. To maintain the average number of delinquencies that occur monthly at
2.5% of total accounts; evaluated by 10-1-02.
Actions/Strategies
Gather data from surrounding communities of comparable size on
delinquency policy and procedures by 1-15-02.
Evaluate causative factors for the most common delinquencies by 2-1-02.
Convene a work team to brainstorm what actions might be taken to reduce
monthly delinquencies, by 4-1-02.
Develop a list of corrective actions and discuss with the Mayor and City
Council, offering the suggested remedies; by 5-1-02.
Develop at least two remediation strategies and create appropriate materials
by 6-15-02.
Implement the strategies as ‘test cases’ by 8-1-02.
Maintain records and begin to evaluate how well the strategies are working
to reduce the average number of delinquencies; evaluate by 12-1-02.
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9. To reduce, from approximately 250 to less than 200, the number of write-
offs due to problem or overly aged accounts, reducing to less than 1.5%
the number of write offs occurring due to un-collectable accounts; by 10-1-
02.
Actions/Strategies
Conduct an assessment of the aged accounts, noting total number, type, age,
and any special circumstances, by 3-15-02.
Review existing regulations, written/ unwritten policies and procedures that
guide how aged accounts are addressed, by 4-15-02.
Convene a work team to review this issue and to develop several potential
remediation strategies, by 6-1-02.
Meet with the Mayor and City Council in areas that need their support, by
7-1-02.
Develop implementation strategies and select the best possible starting
place to begin the reduction. Initiate implementation by 8-1-02.
10. To reduce, from 375 to less than 300, the number of brown water calls
occurring annually; evaluated by 10-1-02.
Actions/Strategies
Continue flushing program-increase from two to four weeks each spring;
initiate by 3-15-02.
Evaluate modification of several existing wells with automatic discharge
valves; initiate by 7-1-02.
Continue analysis through hydrogeology consultant regarding causative
factors related to brown water; review monthly.
Review gaps in operator knowledge regarding brown water causes by 4-1-
02.
Develop training course to orient operators to new/latest data on brown
water; initiate development by 5-1-02. Begin training by 7-1-02.
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Begin incorporating more operator and operational flexibility into new
wells to allow operators to manually discharge into ditches upon spring
activation; initiate by 4-1-02.