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Challenge #1- Community Growth & Demand
The community has experienced rapid growth since 1993, which is expected to
continue well into this decade and beyond. The increasing population, coupled
with escalating social and economic needs, has generated greater service demand,
higher expectations, more intense scrutiny, and a greater need for better and more
efficient communication between the City government and the public.
The following chart shows the population change since 1990 in Meridian. While
the years 1990 and 2000 are U.S. Census data, the intervening years are estimates
based on building permits.
Single-family building permits have also increased significantly, particularly
since 1993. The following charts show a history of single-family permits since
1984, as well as historical monthly averages for single-family and commercial
permits.
2
Major Long-Term Goals
To increase the level, quality, and frequency of communication between
the public and City government staff.
To increase the diversity of business types throughout the City and social
mix within neighborhoods.
To increase efficiency of various communication means that can be made
available to the public and other organizations throughout the community.
3
To reduce the degree of negative impacts associated with traffic,
congestion, and general population growth within the City.
Key Strategies
Ensure that public expectations are understood and that desired front-line
service standards are identified and documented for use in the training and
development of staff.
Investigate means by which citizen input and requests may be effectively
collected; e.g., a citizen work order system and accessible placement of
computer terminal kiosks with input capability in the City Clerk’s office
and Public Works/Planning and Zoning Departments.
Develop new processes and procedures to better allocate staff resources.
Investigate the potential for conducting City Council meetings in various
neighborhoods (at least once a year).
Create incentives for residential developers to design projects with a
diversity of housing types, and for commercial developers to “think outside
the box” in designing commercial developments.
Add information to the City’s web site to inform the public of city services
and public participation opportunities.
Enhance our use of other channels of communications with the public
(newsletters, radio and television PSA’s, sewer and water bills).
Establish positive relationships with the local media by:
Promptly returning calls and initiating calls/reports regarding items of interest.
Approaching local press about the publication of a community service column
and/or regular newsletter.
Initiate informal information sessions between media, senior staff, and/or
Council.
4
Develop a positive image for the City by promoting its challenges as well
as accomplishments.
Issue regular media releases to stress the positive accomplishments and
culture of the City.
Schedule Mayor and Council members for public appearances and
speaking engagements at various club dinners and special occasions.