HomeMy WebLinkAbout2006-03-23 Pre~:: ~ ~
.~,._
CITY OF dw ~~~, ~ ~ IC
,g
~YIG~1G~"YI ~~
~ IDAHO
~'
~%:ti .
1903
MAYOR
Tammy de Weerd
NOTICE OF PRE-COUNCIL MEETING
CITY COUNCIL MEMBERS
Keith Bird
Joseph W. Borton
Charles M. Rountree MERIDIAN CITY COUNCIL
Shaun Wardle
CITY DEPARTMENTS NOTICE IS HEREBY GIVEN that the City Council of the City of
City Attorney/HR Meridian will hold aPre-Council Meetin at Ci}~, Council Chambers,
703 Main Street g `'
898-5506 (City Attorney)
898-5503 (HR) Meridian City Hall, 33 East Idaho Avenue, Meridian, Idaho, on Tuesday,
Fax 884-8723
Fire March 21, 2006 at 6:00 P.M. The Meridian City Council will be
540 E. Franklin Road
888-1234 /fax 895-0390 discussing the following agenda items:
Parks & Recreation
11 W. Bower Street ~ Discussion of Personnel Evaluation Forms
888-3579/fax 898-5501
Planning ~ Presentation for ACHD Capital Improvements Plan (CIP) with Gary
660 E. Watertower Lane -nse/man
Suite 202
884-5533/fax 888-6844
The public is welcome to attend the meeting.
Police
1401 E. Watertower Lane
888-6678/fax 846-7366
Public Works `'®~11`,~tta<s-~Iltr~~®~®~e,~f~
660 E. Watertower Lane • .~ i
suite zoo DATED this 17th day of March, 2006. ~`~'``~~ ~ ~~~°~PS'°..
898-5500/fax 895-9551 ~ r ~~
-Building
660 E. Watertower Lane / ~ //~ d ~~•~; ' ~ -
suite 15o WILLIAM G. BERG, I~. - CLERK~~
887-2211 /fax 887-1297 .. `
- Wastewater r`'..,~ ~r ~ ~~ ~ '?~>~~~~~
888-219 / fax4884 0744 ~if,~~Pp~rratrtet telt~~9®',o,~,a
- Water
2235 N.W. 8th Street
888-5242/fax 884-1159
Meridian City Pre-Council Meeting Agenda -October 25, 2005 Page 1 of 1
All materials presented at public meetings shall become property of the City of Meridian.
Anyone desiring accommodation for disabilities related to documents andlor hearings,
please contact the City Clerk`s Office at 888-4433 at least 48 hours prior to the public meeting.
CITY HALL 33 EAST IDAHO AVENUE MERIDIAN, IDAHO 83642 (208) 888-4433
CITY CLERK -FAX 888-4218 FINANCE & UTILITY BILLING -FAX 887-4813 MAYOR'S OFFICE -FAX 884-8] ]9
Printed on recycled paper
ale ~ ~s t- ~a ~ bl.i ~ ~hart~ ~
.~
CITY OF Ri i ~ .
~Y' l~ ~;
IDAHO
?.
C}_.
Nr~'>t n
lay Tr~e,~uae. Vw~Y
1903
MAYOR
Tammy de Weerd
CITY COUNCIL MEMBERS
Keith Bird
Joseph W. Borton
Charles M. Rountree
Shaun Wardle
CITY DEPARTMENTS
City Attorney/HR
703 Main Street
898-5506 (City Attorney)
898-5503 (HIZ)
Fax 884-8723
Fire
540 E. Franklin Road
888-1234 /fax 895-0390
Parks & Recreation
11 W. Bower Street
888-3579/fax 898-5501
Planning
660 E. Watertower Lane
Suite 202
884-5533 /fax 888-6844
Police
1401 E. Watertower Lane
888-6678/fax 846-7366
Public Works
660 E. Watertower Lane
Suite Z00
898-5500 /fax 895-9551
- Building
660 E. Watertower Lane
Suite 150
887-2211 /fax 887-1297
- Wastewater
3401 N. Ten Mile Road
888-2191/fax 884-0744
- Water
2235 N.W. 8th Street
888-5242/fax 884-1159
NOTICE OF PRE-COUNCIL MEETING
MERIDIAN CITY COUNCIL
NOTICE IS HEREBY GIVEN that the City Council of the City of
Meridian will hold aPre-Council Meeting at City Council Chambers,
Meridian City-Hall, 33 East Idaho Avenue, Meridian, Idaho, on Tuesday,
March 21, 2006 at 6:00 P.M. The Meridian City Council will be
discussing the following agenda items:
Discussion of Personnel Evaluation Forms
Presentation for ACHD Capital Improvements Plan (C/P) with Gary
Inse/man
The public is welcome to attend the meeting.
~~~~®~~~tu-a @a I I a aAl~~+e~®Rd
DATED this 17th day of March, 2006. ~~~a'~` ~ 8~~d9~
0h ~~ i
'~
1 ~,.~; F T
~. ,
WILLIAM G. BERG, ~.. - CLERK ~~ q
~~;~ ,~
°~
~.
~~
~~~~~~Pg~g~4BO&J@r @@@11~~1~~~~> ~
Meridian City Pre-Council Meeting Agenda -October 25, 2005 Page 1 of 1
All materials presented at public meetings shall become property of the City of Meridian.
Anyone desiring acxommodation for disabilities related to documents and/or hearings,
please contact the City Clerk's Office at 888-4433 at least 48 hours prior to the public mee4ng.
CITY I TALL 33 EAST IDAHO AVENUE lYlERIDIAN, IDAH® 8364.2. (208) 888-4433
CITY CLERK -FAX 888-4218 FINANCE & UTILITY BILLING -FAX 887-4813 MAYOR'S OFFICE - FAX 884-B119
Printed on recycled paper
i ~
y~
~~ t~
CITY OF ~ ,~„w.z) ~~
eYl~i~n4~:.~~ ~~~~,
,~
IdAHO {'~
A
'~C,
~R ~ TRe,vune V n~v
MERIDIAN CITY COUNCIL
PRE-COUNCIL MEETING
AGENDA
Tuesday, March 21, 2006 at 6:00 p.m.
City Council Chambers
33 East Idaho Avenue, Meridian, Idaho
"Although the City of Meridian no longer requires sworn testimony,
all presentations before the Mayor and City Council are expected to be
truthful and honest to best of the ability of the presenter."
1. Roll-call Attendance:
Shaun Wardle Joe Borton
Charlie Rountree Keith Bird
,~ Mayor Tammy de Weerd
2. Adoption of the Agenda: ~~~rvvw
3. Discussion of Personnel Evaluation Forms: ~~Jyr~v~t~ ~ ~~ ~ ~ ~~ w ~"'''~
4. Presentation for ACRD Capital Improvements Plan (CIP) with Gary
Inselman: ~~~~
~~~~ ~ 6 ~ ~ /~~..
* Approximate allowable time set for agenda item may change depending
on the discussion. Please us the designated minutes as a guideline
only.
Meridian City Council Pre-Council Meeting Agenda -March 21, 2006 Page 1 of 1
All materials presented at public meetings shall become property of the City of Meridian.
Anyone desiring accommodation for disabilities related to documents and/or hearing,
please contact the City Clerk's Office at 888-4433 at least 48 hours prior to the public meeting.
• •
Meridian City Pre-Council Meeting March 21 2006
The Meridian City Pre-Council meeting was called to order at 6:00 P.M. on
Tuesday, March 21, 2006 by President Councilman Shaun Wardle.
Members Present: Mayor Tammy de Weerd, Keith Bird, Shaun Wardle, Charlie
Rountree and Joe Borton.
Staff Present: Bill Nary, Steve Siddoway and Will Berg.
Item 1. Roll-call Attendance:
Roll call.
X Shaun Wardle
X Charlie Rountree
X
X Joe Borton
X Keith Bird
Mayor Tammy de Weerd
Item 2. Adoption of the Agenda:
Bird: Mr. President.
Wardle: Mr. Bird.
Bird: I move we adopt the agenda as published.
Rountree: Second.
Wardle: It's been moved and seconded to adopt the agenda. All in favor.
ALL AYES. MOTION CARRIED.
Item 3. Discussion of Personnel Evaluation Forms:
Nary: Thank you Mr. President, members of the Council. This item is continued
from your last week's regular agenda. I did ask Josh from Aspire On to come too
if he had any questions. What I had presented to you last week is the new
evaluation form and process we wanted to use for employee evaluations. As I
explained last week, obviously the form is pretty short. That was one of our
marching orders in trying to put something better together than what previously
existed. But, also we wanted to make, I guess, the system more complete.
What we are looking at is, I guess, a more comprehensive system and a more
aligned system with the training and the work that Aspire On has done with the
city for the last couple of years. Part of that was the Position Accountability
Definitions that we have been implementing this year with all employees from top
Meridian City Pre-Council Meeting
March 21, 2006
Page 2 of 15
to bottom. All the directors to every employee throughout the organization. That
is one piece of the evaluation tool that we would use for employees'
performance. This is the culmination of that on the other end of the employees'
performance both in relation to the PAD's as well as their performance in relation
to the behavioral models that we have created. If you have some questions,
Josh has a handout to give everyone. If you have any questions about that I
would be happy to answer them. We would like to begin the training of this
program as soon as we can to kind of get them implemented. Like I said we are
still working through the PAD's with the departments, but we want to get this
implemented as well and so I guess I would stand for questions.
Bird: Mr. President.
Wardle: Mr. Bird.
Bird: Seeing how I was the one that wanted to bring this forward because I
thought we needed time to look it over, which I did. I have looked it over. While
coming from the private industry never having to do any of this stuff, this is about
350 percent better than what we used to have, so I don't have any questions
after reading through it and stuff. I just wanted to have the week to look at it and
not be pushing something through without having a chance to look at it and have
any questions. So, I have no problem. I think they are by far much better than
what we have been using.
Wardle: Mr. Rountree.
Rountree: Mr. President, thank you. I really like the idea of formalizing the
employees' self evaluation as long as everybody will understand what will
happen with that. Typically, you're good and exemplary employees are pretty
humble and know they do a good job and they rank themselves, at least in my
informal use of this over the last ten years, usually less well than their supervisor
will. In your not so exemplary employees always seem to rate themselves much
higher than their supervisors rate them or precede them, so it can create that
instance of conflict. I mean it just starts it off immediately. I have done my
evaluation and I am great and I am good and you are telling me I am only
satisfactory or needs improvement. So, it happens. But it is a great tool. I found
it very useful. The only comment I have on it is that you have an employee
signature block on the evaluation form and it's qualified to the extent that I sign
this just in recognition that I have seen it and I have been talked to about it.
There is an implication, though on the employees' part that if I don't sign it, it
doesn't move forward. So, I think supervisors need to understand that the
employee has a choice not to sign this time. All the supervisor has to do is sign it
and indicate that the employee was given the opportunity and refused to sign.
That happens typically when you do have a disciplinary issue or conflict. So, I
guess just in the training if you make sure that the supervisors understand that
Meridian City Pre-Cou~l Meeting •
March 21, 2006
Page 3 of 15
and that they don't have to brow beat the employee to sign anything if they - if
they don't want to sign it, they don't have to.
Nary: Mr. President, members of the Council you are 100 percent right on both
counts and occasionally comes up and occasionally I have had to remind
supervisors that the purpose of the line is to indicate to the employee that if they
don't want to sign they don't have to sign it. It would be nice if they indicated that
they chose not to sign. If they employee wants to do that or the supervisor does
it, that is fine. But, you are absolutely right on your first comment, Councilman
Rountree, it is a great tool to have a discussion. When there is a significant
disparity between the supervisor's evaluation and the self-evaluation, that is a
good reason to have us start having that discussion and that is really the purpose
of all evaluations is to have that conversation over performance and how the
expectations are being met or not being met and what can be done for
improvement or what could be done to - on the other side I do try to emphasize
with the departments that the purpose of the evaluations is not as a means to
make employees feel worse about their performance, but ways to find avenues
for them to improve. To challenge the good employees who maybe need a
different kind of motivation or a different motivational tool to keep them
interested, happy you know enjoying their job and using their talents to their best,
but your comments are well taken and they are right on the money. I appreciate
that.
Wardle: Josh, did you want to comment on -yes, please come to the
microphone.
Grant: I was just going to reiterate some of what Bill said that that is one reason
of the reasons the self-evaluations we purposely took out the actual evaluation
part of it and the employees that if they want to comment they have to provide
specific examples of where they performed in that area. Instead of saying I
exemplified excellence in this area and therefore that might contrast - so I agree
- we kind of took that into consideration when we revamped the self-evaluations
for that purpose it is saying okay understanding the employees might be more
apt to rate themselves higher than maybe the manager will. So, it is really
focused around what are specific examples of where they actually feel like they
did performance exemplary or if they did a good job. So, that is -kind of try to
keep it objective instead of saying and forcing them to really specify.
Wardle: Thank you. Council other --?
Rountree: Do we need a motion to approve this or consensus that is the right
way to go? What is the city's --?
Nary: Mr. President, members of the Council you don't have to do a roll call vote,
but a voice filed motion to approve that as part of the process since it is going to
be basically carrying out through the policy manual as to how this is -our policy
Meridian City Pre-Council Meeting
March 21, 2006
Page 4 of 15
manual requires that we do evaluations, so what you would be approving is this
is a new format that we would be using, so I would prefer that if you approve it,
you do it that way.
Wardle: Mr. Nary, just a question. This is going to become our city-wide
standard, correct?
Nary: Yes.
Borton: Mr. President.
Wardle: Mr. Borton.
Borton: Not having experienced the old evaluation form, I am impressed with this
one, impressed with what it tries to accomplish to the extent that it is intended to
improve the quality of service provided to the City of Meridian and it's residents is
fantastic. Hopefully, it is used by managers and various levels to actually reward
the good and weed out the bad. That is maybe kind of crass, but used that way
to improve efficiency. It is a means to an end. So, hopefully it helps to
accomplish that end. With that, I would move that we approve and accept and
utilize the new performance evaluation forms.
Rountree: Second.
Wardle: It's been moved and seconded to approve and authorize employee
evaluation forms. All in favor.
ALL AYES. MOTION CARRIED.
Item 4. Presentation for ACHD Capital Improvements Plan (CIP) with
Gary Inselman:
Wardle: I don't see Gary yet. Steve do we want to just take a minute? Maybe a
quick recess? Council I would move -actually we are going to be in recess until
we can find Gary. How is that?
Rountree: So moved.
Wardle: I don't know that I need a motion, but we are in recess. Thank you.
RECESS AT 6:10 P.M.
RECONVENE AT 6:14 P.M.
Wardle: All right. I would like to welcome everyone back from our short recess
and welcome Gary Inselman with the Ada County Highway District. Gary, I
Meridian City Pre-Council Meeting
March 21, 2006
Page 5 of 15
assume you were stuck in traffic. So, if you would like to kick us off on the issue
of just that, the traffic in our Valley.
De Weerd: We say that with great joy.
Inselman: Mr. President, I foolishly forgot about the road closure on Meridian
and had to go out of my way to get here. So, I apologize for being late. What we
have handed out is the 11 x 17 map of our draft CIP projects for our update to
the Capital Improvements Plan and the spreadsheets attached are the road
projects in really fine print. I hope you have good eyes. The intersection projects
are all on two pages. The memo is one that we actually prepared for the City of
Boise's Council. Last month they had some questions about our methodology
and I thought you may have the same questions, so I thought I would provide
that to you. It goes into some detail about the steps that we have taken to get to
where we are at and establishing our street and intersection capacity thresholds
that helped us establish this list of projects. If you would like me to go into some
of that I can. That is in section three in the memo or we could kind of cut to the
chase and get to some of the questions that we had for you and we wanted some
input and comment, whatever you prefer.
Wardle: Council, do you want to talk methodology first or move directly to some
input to ACHD?
Bird: Move to input as far as I am concerned.
Inselman: Okay, I appreciate that. If you read this memo at your leisure and
have any questions, please let me know. I would be happy to answer any
questions you might have. The main issues that we asked Steve to bring up to
you and why we requested this time was if you look at our map of draft projects,
you see we have several segments of seven lane roads this time around that
were not shown last time and many of them do affect the City of Meridian. We
have always planned seven lanes on Fairview from about Maple Grove Road to
Meridian Road. Now we are including the mile west from Meridian to Linder on
Chevy Lane. We also have segments of Franklin Road from Eagle to Milwaukee
and Overland Road from Highway 69 to Maple Grove. So, we do know that that
impacts the City of Meridian and will impact future development along those
corridors and wanted to get some input from you as to your feelings on that.
Obviously the need is there. We have a tremendous need for capacity east; west
and the Fairview corridor just can't keep up. Even at seven lanes we are
showing several miles of it at a level service "F" projected in the 20 years.
Siddoway: Mr. President, Gary I did put up the map so if you want to point out
those corridors and their end points so that you are looking at those seven lane
areas, you can use that map to talk from.
Meridian City Pre-Coil Meeting
March 21, 2006
Page 6 of 15
Inselman: So what we are proposing there is the need projected and obviously
when you drive sections of Overland and Franklin you note immediately that
they're on only two lanes today, so we haven't even got them five yet and we are
projected a need for seven. What we are proposing is we move forward with
those five lane projects since we already had them programmed, many of them
designed and one of them out to bid a few months ago and list a seven lane
need for right-of-way only in this update to the CIP (inaudible) preservation so
that over time as properties redevelop along those comdors we can preserve the
right-of--way, get the building setback if they replace buildings, move the
sidewalks and then move forward with the seven lane improvement over time. At
least that is what we will propose for our commission. It would be hard to justify
a seven lane construction project in 20 years when we haven't widened it to five
yet. We are hoping to get more than 20 years out of our five lane roads. Is there
is any comment or question on those issues?
Wardle: Gary, one of the questions I have is that kind of methodology with
Franklin from Eagle to Meridian is that it has been widened to five recently and
you are trying to get 20 years out of that or is there not projected to have a need?
Inselman: That particular segment didn't flag for the seven lanes. We had, I
believe a segment west of Main that was just barely over, so we didn't propose
listing that since it was just barely over the five lane capacity. We had the same
thing happen on Overland, I believe between Meridian and Linder; it was just
barely over the capacity for five, so we left it alone.
Borton: Mr. President.
Wardle: Mr. Borton.
Borton: Gary, the portion of Cheny Lane just east of Ten Mile is this done
presuming there is no Ten Mile Interchange and if not because the Cherry Lane
is from seven lanes down to I think five -would that change with or without a Ten
Mile Interchange?
Inselman: No, our model runs assume the Ten Mile Interchange has been built
or is in that scenario and the Linder overpass and Locust Grove overpass.
Siddoway: Mr. President.
Wardle: Mr. Siddoway.
Siddoway: Gary, the roads that you are talking about, going ahead and building
it five lanes, but preserving for seven would you just reiterate what those are
because I just wonder - I believe you are trying to move forward with
construction with seven lanes on Fairview. Is that correct?
•
Meridian City Pre-Council Meeting
March 21, 2006
Page 7 of 15
Inselman: That is correct. We actually have two or three miles of Fairview on
our five year plan to widen to seven and we would propose that we leave
Fairview to Main in the program to widen to seven. It would be the Cheny Lane
segment from Meridian to Linder and then the segments of Franklin and
Overland that we would propose to put in as corridor preservation for a future
seven lanes.
De Weerd: Mr. President.
Wardle: Madame Mayor.
De Weerd: I guess, Gary as we talk at COMPASS and Blue Print for Good
Growth and Communities in Motions and looking at preservation of corridors,
McMillan is a little confusing to me. You have a couple of segments of five lanes
and some of three lanes, what is the long term plan for that?
Inselman: Madame Mayor, Mr. President, the long term plan for McMillan was to
be five lanes from Locust Grove east, right now the segment between Five Mile
and Maple Grove is not flagging for a five lane improvement. The segment west
of Locust Grove is the North Meridian Plan, we had committed to maintaining that
as a three lane road and so we were proposing to maintain that plan specifically
because for two and half or three mile's worth, we have already had plats in
place that we only preserved right-of--way for three lanes and with the canal along
there, we had already taken all of it from the opposite side to go to five lanes
would mean relocating the canal and the power lines or wiping out the landscape
buffer on the other side. We feel we probably lost our opportunity there unless
we wanted to do something drastic, which we do have Ustick in the plan from
Eagle, I believe all the way out to Star Road for five lanes. The modeling does
some interesting things on McMillan and Ustick. It really loads up McMillan even
though it dead ends at the county line and Ustick stays kind of light, so we think
there is some issues with the COMPASS model there and we have proposed to
maintain the North Meridian Plan for three lanes on McMillan and assign that
traffic to Ustick.
De Weerd: And on the seven lane roads, I am song, Mr. President a follow up.
On the seven lane roads, you know I guess I know your staff and your
Commission are probably sensitive to seven lane roads and what it does to a
community splitting it up. Have you been able to look at different treatments that
could help lesson the impact of the starkness of the seven lanes of pavement or
are there any ideas of how to make it a little bit more compatible as it exists in the
middle of the community?
Inselman: Madame Mayor, Mr. President, we have not gotten that far. We are
simply looking at needs right now and needs for the travel lanes and projects not
to that detail yet. The one exception to that might be we have broached the
subject of in the future when the principal arterials that would be expanded to
Meridian City Pre-Cou• Meeting •
March 21, 2006
Page 8 of 15
seven lanes exceed a level service "E" that we not propose nine lanes that we
start looking at some access control and center medians, which may lend to
some treatment in the medians in the middle of the road and such. We are not
going to make that decision, this go around is just something that we are
throwing out as we need to be thinking about it for the future.
De Weerd: I guess just to throw out since you put it on the table, the center
medians at least where you enter or exit one community and enter another to
have some entry opportunities to help break up some of that pavement at or the
mile marks and it may be at every mile mark to help break up that pavement and
talking with the communities and seeing if there can be some partnership in
sharing a maintenance, but certainly in looking at different treatments to help
break up the massive pavement that will be going through the middle of our
communities.
Bird: Mr. President.
Wardle: Mr. Bird.
Bird: Gary, can you answer a stupid question? What kind of right-of--way in feet
do we need for these different -like the three lane one? What kind -how much
area do we need?
Inselman: Mr. Bird our standard right-of--way for a three lane road is 70 feet. A
five lane is 96 and a seven lane is 120. If you look at the intersection sheet you
will see we have some very large intersections proposed. We have some legs
with as many as nine lanes, many seven, eight lane legs on some of our larger
intersections and at that still some of the intersections, I am still not sure of any of
the particular ones in Meridian. Some of them still fail because you just can't get
enough cars through them. The sheet I gave you for the McMillan, Linder
intersection is just an example of - we have 100 of these for the different area
sections that we studied and it gives you an example of what they looked at, the
existing condition, the no-build, build and then the needs and at the bottom right
comer you see the level of service indication and the intersection volume
capacity ratio and the lane group volume to capacity ratio, which is explained in
the memo, what standard we were looking for.
Rountree: Mr. President.
Wardle: Mr. Rountree.
Rountree: Gary, what financial constraints are there on this particular
(inaudible)? It goes out to 23, so what expectations is it that this generates that
are not going to be fulfilled?
•
Meridian City Pre-Council Meeting
March 21, 2006
Page 9 of 15
Inselman: Mr. Rountree we haven't gotten that far yet. Our Accounting
Department is preparing our revenue projections for this 20 year period, the 2007
to 2027 and we are currently in the midst of construction cost estimates and the
right-of-way estimates. We hope to have a full draft document by the end of April
for a public information meeting April 27~" that we scheduled. At that time, we
should at least have the cost estimates done and know (inaudible) the
proportional increase over the 2003 CIP. I am assuming it would be significant,
not only because we are increasing projects tremendously, the construction costs
and right-of--way costs have gone through the roof and I am anticipating that we
probably won't be able to fund all of these and then we will have to discuss a
process to prioritize which ones can stay in the plan because we do have to keep
it financially constrained of what we can fund over the 20 year period.
Rountree: Mr. President, what kind of criteria do you have 10 percent over
programming, 20 percent because projects come and go over time?
Inselman: I don't know the answer to that question. I might add normally the
limiting factor is our general fund match to the project. Although, it could
conceivably be so many projects, the costs so high that the fees have become
unpalatable to the communities as well.
Siddoway: Mr. President.
Wardle: Mr. Siddoway.
Siddoway: Two things I would like to talk about. The first is advance
construction projects. We have several on the radar screen that have not been
able to be considered because they are not in the current CIP. Examples of that
are the developer that wished to build Pine from Eagle to Locust Grove. They
were not able to do that with reimbursement through impact fees because that
stretch of road is not in the currently adopted CIP. I just wanted to point out that
all the projects that I know of that have interest in advance construct projects
today are showing the CIP. The segment of Pine, they just mentioned is right in
here. There also is interest looking at Overland - my pointer is not working very
well -but down between Ten Mile and Linder as well as some intersections in
North Meridian that wish to do advance construct projects and all of those are
flagging for improvement in the new CIP and upon adoption of this plan would
become eligible for consideration in one of those projects.
De Weerd: Mr. President.
Wardle: Madame Mayor.
De Weerd: I also would have a question on Amity and Lake Hazel. I know that
ACRD has been in discussion with the City of Nampa in regards to Amity and the
improvements they are doing in making that an east, west connection. I
Meridian City Pre-Council Meeting
March 21, 2006
Page 10 of 15
understand they are doing round-a-bouts and I wondered what width they are
making Amity and as well with Lake Hazel the movement of Kuna to the north
very aggressively and what kind of growth impact that would have on that in the
Communities in Motion plan that is the major transportation corridor as well.
Could you comment on those two roads?
Inselman: Sure, Madame Mayor. Amity Road as you can see it is flagging for a
three lane improvement in our projections and we do have intersection
improvements at Black Cat, Ten Mile and Linder. Our Traffic Department is
proposing a study to look at doing round-a-bouts along that whole corridor west
of Highway 69 to - we are going to look at that. We are encouraged by the
demonstration project, so we are going to look at that. We are preserving right-
of-way on Amity for a future five lane road even though this map shows that it is
only fighting for three and we have been doing so even though it is not our
current Capital Improvements Plan. We will do the same on Lake Hazel and
have been as well. So, we understand those are going to be important east,
west corridors and we will continue to preserve the right-of--way even though it
isn't showing up on the plan for the five lanes now.
De Weerd: Now, in those areas are you looking at extraordinary fees if
development does come in to mitigate for road improvements that aren't on your
CIP? Can you do that?
Inselman: Madame Mayor yes and no. We have the authority to do that. It
becomes a little problematic if it is a smaller piece meal development. If it was
one large development that was requiring improvements that weren't in our plan
or requiring them quicker than we could fund them in our plan then yes we have
the authority to do that. Would we? I don't know. It is a case by case basis and
it would depend on the scale of the development and the improvements it was
requiring.
De Weerd: And the last one in gets to pay for it all?
Inselman: Hopefully not.
Siddoway: Mr. President.
Wardle: Mr. Siddoway.
Siddoway: I mentioned two things. One was the advance construct projects.
The second one that I would really like to have some discussion about is at the
last joint meeting of the City Council and ACHD; we talked about the south
Meridian area and the lack of improvements that are shown there. For example,
Locust Grove south of the interstate, not even shown as three; Linder Road,
south of the interstate also not flagging; Victory not flagging. Now one of the
main reasons for that was that the CIP only looks at arterial roads. These have
Meridian City Pre-Council Meeting
March 21, 2006
Page 11 of 15
been classified as collector roads up until now. ACRD did make a request to
COMPASS to adopt a new functional class map ahead of Communities in Motion
so that it could be considered in the development of the new CIP and the
COMPASS Board just yesterday approved the new functional classification map
that would make many, if not all of those roads at least minor arterial. So, can
you Gary maybe talk about how that newly approved map as of yesterday will be
considered in this CIP? I think one of the things that we are hoping to avoid is
with our extension of sewer to that very area this summer we expect the same
thing is going to happen down there that happened in the north Meridian the last
three years. We don't want to be three years from now with that area built out
and not have collected any impact fees for those needed road improvements.
Inselman: Council, I wasn't aware that they approved the map yesterday. If
directed by our Commission, we would stop and rerun that area and add the
projects now that even if they were added that they would be some of the first to
be dropped when the costs come in. We are as I say on Amity and Lake Hazel
preserving right-of-way for five on those roads. We are doing the same on
Linder, south of Overland. Locust Grove we have not, but Eagle Road and
Highway 69 are both planned for five. Victory we have not and I am not sure we
would even if, when it is classified as a minor arterial simply because of some of
the constraints that we have in the fact that it doesn't go through to the west so
with Overland to five to seven lanes and Amity and Lake Hazel, both at five and
(inaudible) Victory would be all right at three. If in the future it did need to be
widened, we would add it, but it does mean a lot of work just west of the Highway
69 with the canal and it is already being built out to three lanes with the
development. Today at least for that first half mile we are getting full
improvements for gutter and sidewalk with that constraint of canal there.
Siddoway: Gary on roads like Locust Grove being preserved for at least the
three; they are only two lanes right now, right?
Inselman: Locust Grove as a collector is required being fully improved with curb,
gutter and sidewalks, the three lane section. I think it is reclassified as a minor
arterial, then we are down to only requiring sidewalk and minimal tum lane
improvements and no widening or curb and gutter. It is an unfortunate
consequence and some of the ones are going to remain at three lanes, get
reclassified and we still don't get the full improvements and they have to wait.
Siddoway: But you do start collecting impact fees at that point, right?
Inselman: If they are in the Capital Improvements Plan, we would collect.
Siddoway: If they are in, yes.
Inselman: Impact fees, which as you know will go to pay for the full cost and the
projects and the current five year plan, which will be Overland and Locust Grove
Meridian City Pre-Gout Meeting
March 21, 2006
Page 12 of 15
split corridor. The projects of the program now. So, we are operating in a deficit
in all four service areas.
Borton: Mr. President.
Wardle: Mr. Borton.
Borton: You know in light of each question, I got kind of a two part question on
the CIP. Is there any subjective discretion in these types of improvements or is it
solely based on objective traffic count, calculations and forecasts and if it is
solely objective, if there is talk about rewriting numbers for the south side in light
of the map changes, what type of time, expense and delay is generated to do
something like that?
Inselman: It is objective looking only the technical data (inaudible) objective part
we inserted into this in trying to maintain the North Meridian Plan keeping
McMillan at three lanes; Locust Grove and Meridian north of Ustick at three lanes
and the intersection configurations that we had approved through that plan,
although we did modify those slightly to add some right tum lanes for the
numbers that showed the need and driving around town sometimes you would
agree that sometimes those are pretty nice when there is a lot of right tum lane
movement. To add an area and stop and rerun the numbers and look at adding
projects, I am guessing it would be a two to three month delay, which you know if
our Commission is in favor of that we will certainly do it. Our ordinance requires
us to update the plan and our impact ordinance every three years. Our due date
is next October with the impact fee ordinance. I believe there would be some
leeway if we are so close.
Wardle: Thank you. Council, any additional questions for Gary on the
(inaudible)?
Bird: I have none.
Wardle: I believe that we have a joint meeting on the fourth of April at the
Highway District, so certainly time to peruse the information and I assume Gary
that if we have any questions, we can contact you directly?
Siddoway: Mr. President, I just wanted some clarification for myself. I didn't hear
any resistance to the idea of planning for the seven lane roads that are fighting in
the CIP. That was one of the bigger outstanding questions as to whether we
were willing to go down that road and if I understand correctly, yes we are.
Bird: Well, I was going to say, yeah, you either do it or you don't.
De Weerd: Oh, come on they want some activity on the west side of Ada
County, right?
Meridian City Pre-Council Meeting
March 21, 2006
Page 13 of 15
Siddoway: This plan does farewell for the majority of Meridian. Looking at the
last CIP and comparing it to this one, you will notice a dramatic difference for
what is flagging and what didn't flag last time. North Meridian alone had very few
projects. There was one road - Ustick went over to Meridian, but there wasn't
much else. A couple of intersections and that is all. In this plan, every road in
North Meridian and every intersection with Meridian is flagging for improvement
so I just wanted to point that out.
Wardle: Mr. Borton.
Borton: Steve, would you recommend, suggest that the (inaudible) numbers be
rerouted in light of the map change and arterial classification? Do you think that
is necessary to at least request it of the Commission?
Siddoway: Boy, my gut sure screams yes. I don't know if I am missing
something and I may want to talk with Gary more. The only hesitancy is if the
fact that the whole plan as is can't be funded then why add more? I guess that is
one point. On the other hand if we don't get road improvements added in that
southwest area of Meridian now the impact fees will not be collected for them
over the next three or four years until the next CIP update is done. So, based on
that, I think that it at least needs to be looked at.
Inselman: If I might and I don't want to seem like I am disagreeing with Steve,
but I would not want to look at it as if we are not collecting fees for those roads
over the next three years because all of the fees were in a collect whether those
roads were in or not are going to be spent long before we get around to widening
this roads because they are going to pay for all your other projects. So, I
wouldn't look at it as if you are losing fees, it is just that we have a mechanism in
place to maintain to preserve the right-of--way to get the buildings and the
sidewalks setback so that we don't have a big mess in five or ten years when
those roads do start coming online.
Siddoway: Mr. President and Gary. This is a question. If I understand correctly,
if all the projects make it in and let's say some additional projects were added in
that southwest area and they also made it in, the impact fee would then be based
on the total cost on all of those and the impact fee would be higher with those
new projects in than with them out, so you would stand to have more impact fees
collected if the projects were in. The question is just whether that high of an
impact fee is acceptable overall.
De Weerd: Mr. President.
Wardle: Madame Mayor.
Meridian City Pre-Cowl Meeting •
March 21, 2006
Page 14 of 15
De Weerd: But I guess it does add up. You know, in North Meridian that was a
comment we are still collecting impact fees, but we missed out perhaps $200 a
building permit and when you look at the number of building permits that adds up
to a substantial amount, if you look at the big picture. So, which could go
towards -you know it may not go towards those road projects. I guess what I
would ask is since those -you are not collecting impact fees per se for the road
improvements in those areas, would then you not have a conflict if you were to
ask for donated right-of--way?
Inselman: No.
De Weerd: You couldn't ask for donated right-of--way?
Inselman: We can ask for them to give it if it's in the plan or not and we can buy
it if it's in the plan or not, it is just that I have less budget from the general fund as
from impact fees to buy the right-of--way. But, we will always ask.
Bird: You can get a donation of anything at anytime, Tam.
De Weerd: Well, I guess in other regions, they utilize the road improvements are
not noted on the planning maps and development wants (inaudible) in spite of
that then they have a responsibility to mitigate for the road improvements that
would be needed and I guess that is more in line with the type of question I am
asking. Would that be a possibility and I think those are some of the questions
that we are hoping to get from the tool kit that the blue print was supposed to
provide.
Inselman: Right, yeah and we are looking at that as well -adequate facilities,
ordinance and you know those other mechanics that we are going to tie in with
the Blueprint for Good Growth. If those were in place absolutely, if they were not
on the plan then they would be responsible to make the improvements that their
development is required.
Wardle: All right, thank you very much. Certainly, items for discussion. Thank
you Gary. The Clerk and I are currently looking into sharing a helicopter maybe.
De Weerd: Good that will get you off the road.
Wardle: Council that brings us to the end of our scheduled agenda for our Pre-
Council meeting.
Bird: Move to close.
Rountree: Second.
Meridian City Pre-Cowl Meeting •
March 21, 2006
Page 15 of 15
Wardle: It's been moved and seconded to adjourn. All those in favor.
ALL AYES. MOTION CARRIED.
MEETING ADJOURNED AT 6:51 P.M.
(TAPE ON FILE OF THESE PROCEEDINGS)
APPROVED:
~~iL~iC~..CCr~ '~ l ll l
TAMMY D ERD, ~~ ~~ "`'®>, DATE APPROVED
\`$ ~ dg~~
d
4,.J~' '~* oP
~`' ~
[w ~ ~,
~. ATTEST /~~-~~ '
"; -~~ ~'~.~ ," U~~I~LIAM G. BERG, J ., CITY CLERK
/Rr~ ~q a~s ~~a
/~~~~~~~~~?/8DIP6 it0@1~~~~~~~~~~~
L J
March 17, 2006
MERIDIAN CITY COUNCIL MEETING
APPLICANT
ITEM NO. 3
REQUEST Discussion of Personnel Evaluation Forms
AGENCY COMMENTS
CITY CLERK:
CITY ENGINEER:
CITY PLANNING DIRECTOR:
CITY ATTORNEY See aftached
CITY POLICE DEPT:
CITY FIRE DEPT:
CITY BUILDING DEPT:
CITY WATER DEPT:
CITY SEWER DEPT:
CITY PARKS DEPT: 1/~ ,~/
MERIDIAN SCHOOL DISTRICT: ~ ~ ~(, P/~-` ~~ / ,
~ l- (/`''
ADA COUNTY HIGHWAY DISTRICT:
SANITARY SERVICE COMPANY
CENTRAL DISTRICT HEALTH:
NAMPA MERIDIAN IRRIGATION:
SETTLERS IRRIGATION:
IDAHO POWER:
US WEST:
INTERMOUNTAIN GAS:
MERIDIAN POST OFFICE:
OTHER:
Contacted: Date: Phone:
Emailed: Staff Initials:
Materials presented at public meetings shall become properly of the City of Meridian.
March 21,2006
~ •
•
s
u
~~~ ~~t4
~7~'~'`_~' ~~;~~~
~_ - ~~
q -~, as
• ~ $~,~ ~ x
~~~
~~~~ ~
~~~~~~ ~ 9td1~~
k 1 ~~
~I~"'t'" ~J~'
EMPLOYEE PERFORMANCE
Employee:
Position:
Supervisor:
Date:
APPRAISAL
Self-Evaluation
ctioras
TO THE EMPLOYEE
This self-evaluation is to provide you with the opportunity to evaluate your performance over the last year in
the categories identified. You are encouraged to utilize comment sections in each area to cite specific
examples of your behaviors and performance over the previous year (i.e. significant achievements from the
previous year or areas where you feel you could improve). Your supervisor will utilize your self-evaluation in
reviewing your Performance Appraisal, discussing any discrepancies between your self-evaluation and the
one they have completed. The self-evaluation will also provide you with an opportunity to establish career
development goals for the coming year and assist with setting new goals and objectives.
The following sections are included in this evaluation:
• Organizational Values: These four values, and corresponding behaviors, were identified by the City
as significant to all employees and vital to the success of the City as a whole (this is not a checklist,
but a guide to be used in evaluating your practice of defined values). You will be evaluated on
your performance in these value areas:
Customer Service
Accountability
Respect
Excellence
This self evaluation will reflect how well you feel you performed or are pertorming the associated
behaviors. Utilize the "Employee's Comments" section under each value to cite specific examples
your achievements, specific demonstration of positive behaviors, and/or area(s) you feel you could
improve (and why) relative to the defined value.
• Position Accountability Definition Review: Over the course of the year, use the section for
Quarterly Reviews on your PAD to track your ongoing efforts, achievements, and areas needing
improvement in relation to identified Initiatives, Success Expectations, and Milestones. Prior to
reviewing your annual performance evaluation with your supervisor, tum in a copy of your PAD (with
your comments) along with the following self evaluation of Organizational Values and Career
Development Goals.
• Career Develooment Goals: Based on your self-evaluation (in your PAD and within Organizational
Values), utilize this section to identify specific training, or other development opportunities, to help you
enhance areas (i.e. skills/behaviors) you feel you need to improve. For each training/development need
identified, describe the purpose and expected results (why you feel you need to improve in this area
and the results of improving). Also identify a date (if possible) that development/training may be
completed.
Additional Comments: This section is provided to allow for any additional comments on your
performance (i.e. noting any other significant accomplishments, achieved goals, and/or new goals,
challenges, or opportunities you would like to take on over the next year).
! •
Customer Service:
We will respond to customers in a genuine, positive, and timely manner. Interactions will be solution oriented, where staff
meets and exceeds expectations by listening to customers and following through on their requests.
Employee's Comments:
Accountability:
We understand our role in the organizational team, know our jobs, and accept that each of us is responsible for our own
work, choices, and actions.
• Accept responsibility for your actions
• Actively participate as a team member
• Enjoy your job and do it well
Employee's Comments:
Respect:
We will be trusfinrorthy and courteous. We acknowledge and accept people with diverse opinions and backgrounds.
• Treat people as you would want to be treated.
• Respect City policies by understanding and taking ownership in those policies.
Employee's Comments:
Excellence:
We will be professional beyond the parameters of the job while being creative, innovative, flexible, and adaptable to
community needs.
• Demonstrate ability to be creative, innovative, and flexible.
• Acknowledge exemplary behavior and performance
Employee's Comments:
~- •• •.
Specific Training Need Identified:
Purpose and Expected Result:
Deadline to Com lete:
Specific Training Need Identified:
Purpose and Expected Result:
Deadline to Com lete:
Specific Training Need Identified:
Purpose and Expected Result:
Deadline to Com lete:
Employee Evaluation Draft -January 2006
~a
~ ~~*~ T
.~ ~ ~~-~
~~ ~~~
` ~~ ~ ~~ .
~~°~~ ~~ _ ~ r~
-~-_
--- -~.
_~ `:
1~~~
"~ ~ ~IHC~
19~
EMPLOYEE PERFORMANCE
APPRAISAL
Employee:
Position:
Employee Number:
Supervisor:
Appraisal Period:
From: To:
Evaluation forms should be completed in a timely manner, with an appropriate performance appraisal
interview conducted with the employee shortly after its completion. Forms should be sent directly to Human
Resources as soon as they are complete with any accompanying compensation paperwork for pay-for-
performance employees.
Instructions
TO THE EVALUATOR
This form is designed to be utilized as a summary evaluation of an employee's performance. It should be
used in conjunction with the Position Accountability Definition and ongoing coaching efforts to provide an
accurate assessment. The following sections are included in this evaluation:
• Organizational Values: These four values, and con'esponding behaviors, were identified by the City
as significant to all employees and vital to the success of the City as a whole (this /s not acheck//sf,
but a guide to be used in evaluating employee's pract/ce of defined values). Employees shall be
rated on their performance in these value areas:
Customer Service
Accountability
Respect
Excellence
The evaluation scale is provided to evaluate the individual's performance in relation to the values
accountability (see definitions of ratings below). This evaluation will reflect how well the individual
pertormed or is pertorming the associated behaviors. If an individual is struggling with a particular value
accountability this evaluation will facilitate discussions in regard to ways to improve the performance,
and/or overcome any performance hurdles/barriers.
The "Rater's Comments" section under each value section should be utilized to provide comments and
documentation relating to employee performance (this section should also cite specific examples that
support the evaluation). Supervisors are required to provide specific feedback (both positive and
corrective) to employees. Supervisors should utilize the Leadership/Behavioral Expectations portion of
the individual's position accountability definition to help complete this section (review of behavioral
expectations identified in individual's PAD should be completed as part of this section).
The "Expectations" section is to identify any enhancement opportunities based on performance cited in
"Rater's Comments" and may assist in identifying new leadership/behavioral expectations for the
individual's position accountability definition. (Note that even if individual is excelling in an area does
not mean there isnY opportunity for improvement).
• Position Accountability Definition Review: A position accountability definition form should have
been completed for the employee and been reviewed and updated (as appropriate) over the course of
the year. A copy of the form (inclusive of all updates made over the ldent/ited appraisal per/od)
with comments from review sess/ons document/ng progress, success, and/or corrective
behavior/act/on needing to be addressed must be attached to ti-ls Performance Appraisal form.
Also atfach a copy of the new pos/tlon accountabll/ty definition.
The evaluation scale is provided to evaluate the individual's performance in relation to the Functional,
Strategic, and Transformational Accountabilities identified in the Position Accountability Definition (see
definitions of ratings below). This evaluation will reflect how well the individual achieved success
expectations and key milestones that were defined. Ongoing review and feedback sessions should
have taken place over the course of the year to provide timely positive recognition and reinforcement
and address corrective performance issues. Nofe: fhe evaluation should still facilitate further
discussions in regards to ways to improve performance, and/or overcome any performance
hurdles/ban'iers and provide an opportunity to reinforce an employee's strengths.
The "Rater's Comments" section under Position Accountability Definition Review should be utilized to
cite specific examples that support the evaluation and summarize the employee's performance relative
to their Position Accountability Definition (note: you may also summarize significant achievements
and/or corrective performance issues addressed). Supervisors are required to provide/cite specific
feedback (both positive and corrective) to employees. The discussion should also lead to any updating
needed within the position accountability definition (i.e. new functional accountabilities, strategic
responsibilities, or transformation expectations).
The "Expectations" section is to identify any enhancement opportunities based on performance cited in
"Rater's Comments" and may assist in identifying training needs to improve skills/competencies. (Note
that even if individual is excelling in an area does not mean there isn't opportunity for improvement).
The evaluation ratings for Organizational Values & Position Accountability Definition Review include the
following designations: Need to complete rater's comments and glue specific examples on all
categories.
- Needs Improvement: Performance falls short of satisfactory performance. There is inconsistent
pertormance in this area and an outlined plan of expectations for improvement over the next
period is needed in this competency area. Requires a high level of oversight and direction.
- Saisfactorv: Pertormance satisfactorily meets expectations. City guidelines are followed according
to stated policy, and performance is adequate for the position in meeting qualifications. Requires a
moderate level of direction and guidance.
- Excels: Performance consistently meets expectations and often exceeds expectations in one or
more functional areas. Employee may exceed requirements for assigned duties or functions on a
consistent basis in one or more areas. Requires little direction and guidance.
- Exemplifies Excellence: Performance consistently exceeds expectations in all categories.
• Overall Evaluation: Reviewing the evaluation ratings and comments you have provided throughout this
performance appraisal, provide an overall rating:
- Needs Improvement: Indicates that the employee will receive no merit increase at this time.
Significant improvement is needed in their overall perfomtance and a Performance Improvement
Plan must be completed and attached to the Employee Performance Appraisal at this time.
- Satisfactory: Overall performance is adequate. Expectations are consistently met by the
employee.
- Excels: Overall performance consistently meets and often exceeds expectations.
- Exemplifies Excellence: Overall performance consistently exceeds expectations.
The "Rater's Comments" section should be utilized to provide comments and documentation relating to
employee's overall performance, citing specific examples and/or a summation that supports the
evaluation.
• Career Development Goals: This section is to be used to engage the employee to discuss specific
opportunities to improve areas that have been identified (i.e. those behaviors, skills, and competencies
noted in Expectations under each area). For those corrective behaviors that have been discussed,
identify actions (i.e. training or other development opportunities) to help the employee improve. For
each training/development need identified, clearly articulate the purpose and/or expectation (document
why the development need has been identified and the expected result of the development) and the
date it is to be completed. You will need to follow-up on this section over the course of the next year to
review progress and provide appropriate support/reinforcement to the employee. Note that this is not a
Pertonnance Improvement Plan and should be utilized for employees who are performing
satisfactory, excelling, and exemplifying excellence as well.
• Emplovee's Comments: The Employee Comments section is provided to allow the feedback of the
employee to be captured within the form. It allows them an opportunity to provide examples and input
relative to your evaluation as well as communicate their perception of their performance.
• Performance Improvement Plan: If an employee's overall rating is Needs Improvement, a Performance
Improvement Plan must be completed and attached to their performance appraisal. You must also
identify a formal follow-up date to review their Pertormance Improvement Plan (however, regular
meetings/coaching is recommended to provide appropriate support and for discussion on progress).
3
L _J
Self-Evaluations: A self-evaluation will be provided which asks the employee to identify key
accomplishments from the previous year. It will also provide the employee an opportunity to begin identifying
new goals and objectives and to identify Career Development Goals for the coming year. You should collect
and review the self-evaluation prior to finalizing your evaluation so as to take their input into consideration.
Any discrepancies in your evaluation compared to employee's self-evaluation should be discussed during
the performance appraisal interview.
TO THE EMPLOYEE
We have done our best to make this evaluation process fair and accurate, and to provide you with the best
feedback and information possible. We hope you will take advantage of this opportunity to review your
performance, goals and development objectives with your supervisor in an effort to continually improve your
performance and actively contribute to achieving the City's goals and objectives. If there is anything that the
City can do to assist you in accomplishing your goals, please advise your supervisor of your
recommendations.
4
~- ~
Needs Satisfactory Excels Exemplifies
Im rovement Excellence
Customer Service:
We will respond to customers in a genuine, positive, and timely manner. Interactions will be solution oriented, where staff
meets and exceeds expectations by listening to customers and following through on their requests.
• Timeliness -Respond to requests in a timely manner.
• Smile -Smile and present an open, polite, and approachable persona.
• Composure -Maintain composure under difficult circumstances.
• Information -Share information regarding the customer's concern.
• Honesty - Be honest regarding what you can do in accordance with City guidelines
• Listening -Listen patiently and then summarize your conversation to make sure you fully understand the concern.
• Solutions - If you cannot assist the customer, advise them who will address their concern, and route the concern to
the appropriate person.
• Follow-up -Follow-up with customers.
Rater's Comments:
Expectations:
Accountability: ~ ~ ~ ~
We understand our role in the organizational team, know our jobs, and accept that each of us is responsible for our own
work, choices, and actions.
• Accept responsibility for your actions
• Actively participate as a team member
o Assistance -Assist co-workers when appropriate
o Collaboration -Collaborate with others to achieve common goals
o Mentoring - Be a positive mentor to those who have less experience -share your knowledge
• Enjoy your job and do it well
o Legal/Ethical -Make legal and ethical decisions consistent with City guidelines, rules, policies, and procedures.
o Update -Provide accurate and current information regarding: work progress and deadlines, expectations and
priorities, and accomplishments.
o Education -Develop personal knowledge through continued training and education on current trends and
practices. Provide these opportunities to your staff as appropriate.
o Order - Maintain workplace and/or city property in working order.
o Reporting -Promptly report supply needs, defective or malfunctioning equipment, and/or damage to City
property.
o Accept -Accept challenging new tasks.
o Attitude - Bring a positive attitude to work.
Rater's Comments:
Expectations:
Respect: ~ ~ ~ ~
We will be trustworthy and courteous. We acknowledge and accept people with diverse opinions and backgrounds.
• Treat people as you would want to be treated.
o Acknowledgment -Acknowledge another's presence even 'rf you can't help them right then.
o Fairness -Treat all customers and co-workers fairly and equally.
o Politeness -Speak politely and listen to what that person has to say.
o Communicate -Communicate with enthusiasm, empathy, and patience.
o Gossip -Respect people's privacy - do not gossip or pass information of a confidential nature.
• Respect City policies by understanding and taking ownership in those policies.
Rater's Comments:
Expectations:
Excellence: ~ ~ ~ ~
We will be professional beyond the parameters of the job while being creatve, innovative, flexible, and adaptable to
community needs.
• Demonstrate ability to be creative, innovative, and flexible.
o Creativity -Think outside the box to solve problems
o Challenge -Meet new challenges and be open to change
o Initiative -Take initiative to start and/or recommend projects
o Improvement -Increase efficiency as well as effectiveness by looking for ways to improve processes.
o Feedback -Provide feedback regarding proposed changes.
o Adapt -Make personal adjustments to accommodate changes in your work environment.
Acknowledge exemplary behavior and performance
Rater's Comments:
Expectations:
Needs
Im rovement Satisfactory Excels Exemplifies
Excellence
Functional Accountabilities
tt
h
d (see ~ ~ ~ O
a
ac
e
):
Rater's Comments:
Expectations:
Strategic Responsibilities
tt
h
d (see ~ ~ a O
a
ac
e
):
Rater's Comments:
Expectations:
Transformation Expectations
tt
h
d (see ~ ~ O ^
a
ac
e
):
Rater's Comments:
Expectations:
Satisfactory EXCeIS ~xanipm~e:
Improvement Excellence
Identify the employee's overall rating:
Rater's Comments:
~ ~
Is a Pertormance Improvement Plan included with this Evaluation? ^ Yes ^ No
If yes, specify a date for formal follow-up:
EMPLOYEE SIGNATURE
I have seen and reviewed the appraisal. All items covered have been discussed fully with me. I
have been encouraged to make comments. I realize that my signature does not imply that I am in
agreement with the appraisal, but only that I have received and understand it.
Employee's Signature
Date
SUPERVISOR SIGNATURE
I have discussed all items reviewed in this form with the employee.
Supervisor's Signature
Date
• •
N
O
N
O)
f0
a
C
O
C
~y:.
d
D
.~
C
V
V
a
~.
.Ir
~O
a
C
d
O
V
3
m
.~
m
~ ~
c~
~a
w
~
r ~
® c
a o
°~
v
w ~
~
o ~,
m
Y
d
~
C c
Y o
~ ~,
> N E f~
7 C ~ O C .c
N
~
J
O
C
~..
•Cp
.U .L-.
Q~ O O CO c (p ~
7 ~
t6.~ a ~
~ C
'
O
y ,Q? d U
c 3~«-
'
° !d
~ Oj
_ f0
~ ~ f0 O)
~ p ~ O ,p y -p ~ O ~ C U
~v ~ ~ ~ ~ a~ ~
' ~
C
C
ca`~ m
~ m~ o o~ a° t6r3 a~oo o~Q-
oo~
v, ~' 3 w pEovi
.N
~c ~ '
"= ~
•~ ~ °
N
~ C ° ~
~
~
y
~ ~
U W
M ~u o a~
E '
L c °~
E
c
u
~
~ U
f
~ O p~ C i
~ ~ L ~
a~a
i ~
~ ~ •~.
?. N
_
7 N~
O ~ ~
.E >' t0
~ '= U ~ ~
.~. w
C Q
_
~
~
p O O O w O U ~ ~ N 7
.
Q.
O~ 0~ Y U ~
>, C>>
~ fQ.
N t6
N
` N~
.,
. V 8 lC f0 C
'C m
N m
N
_ C ,.. ~ _ .
~
O
Ei O O
-
N :C (p6~
N ~
~ U- t~D
f0 ~ N Q7
U E Q't7 O
7 C N ~ E U 'C N "O C ~s fn .O C 3 E
~~ t6 C' N W Y~ d y ~ C
N. m N f6
E C7
U
m ~ c°o
~~
~ n~
~"> X6 O) C
0.0 ~ c`a ° U > ~ m~ g
~ m~
U'
¢v ~'
y m~
'C y O
m~
W a "O
LL ~ O -
r t0 U w N~ U N M ~~ 'O fC `C
in
r 7. '~ Q N O•
C~
p 7
a ~ n -~
y ~ N
O
~ E ~..0 ~
C
•O +-~ C U N
~ L
_
Z.` x ~ CIC.O
C O
v- 'G~
m
f6
E ~ ~ ' j '? +_' c ~` ~ C
~ ~ ~
O _ ~ ~ C ' O.O ~ N
t~
'o
C ~ Gl
ma•-
y..
O C m y
N ~ y
~C
E O,
:G
~ c0 ~
C =
m
rn Q- N
?+ L. ~ I
o>
°.:c~
~ C °~
~ 'moo E~ c ~c
~
Cp
~'
a r
~. ~~~.,,
~ ~U ~.:~
E.- d N
E o ~
a ~ I
~
~~ ~
~ ~.L C U C T C ~
~,
N f0 +.' C ~ N U S > E
. 'C T O
y y~~
N O h ~ .~ ~ ~ ~
~ N ~ Q- N ~ ~ ~ ..per.
OO .~ c ~
am.__o. ~ N .C
o~m> p Q
a`~ Q .p
~'n•3 U
i p ~ •y
a
n ak
m
"'
~ '
~
saggige;unoaad ~euor{~un~
sar~~~q~suodsa~ ~~~~S suoi;s}~ ~
p ~ ~d .
~
~ '
~
O N U
N
O
N
O
t6
a
C
C
V
Q
C
.O
a
C
d
O
V
•
-S
a
"
>
~
d c
•
-
d ,
o ~
a
E ~ .a
~ c
o
U '~ o
"'
07
~ E N
'E:~
~ ~ ~ C
,~ ~ Q
y: 0
H
~
Z
~ N M
d1
~ ~
~ ~ O
t
~
a~i
~
o ~
c~ ~ ~U
E o o
a~
`° ~
€
~ v,
v
~~ E
o
,~,, ~ ac
E 3y-
mom? ~ ~ o-o
c o 0 ~- o
O c~~ ±. ~ o
~ Q C N~ °>>
~ V C ~ c y
~L`'ci
y~ ~
• o~
aE
° ~~o~
c va
E c~'
-o dV
r~
~
O d d !UC
a~,
O~ ~ ~a
i~m
~ N N~ ~~a~
>~ w
~.. nl.o
E ~ ~ E
O ~ ~
~~ w y
N c"S~
~
C
E o
~
O c
. ~ ~ ~
to Q
~
~ O
~-- O O
O
~
~
m c ~ ~ N
O
~ ~ O m
N
tli
~ ~ ~ 'Q
(
0
fn d ~'
~ a~ ~ u~ Ea ,
~-- ~~ E ~NCi
~$ a
c
y f0 N_ Q-
O Gj E
. O fp
~
m m
> > E ~ oU
~ c o
.~ .~ O
~ ~ o ~
v
~ ~~~
C
C
f0
p, = ~ rVii ~N
_
~ m .rn
v'Coo
' ~c`a
>' o ~ Z'
N t6 '> c
E> o > N +' to
~$ m~ (n
o ~"'
°~ °c ~
~ a -° °i '~ ' m
aa
i~o. a~~_a
m
c
°
~
n
i dx3 ~e~o~neya8 suops}aadx3
E ~ m ~ ysaapea~ uor~eu~ao~sue~l
V R
+
+ C
O N V
0
O
~+
W
U
U
Q
O
w
y
h
.c_
a~i
aci
U
m
0
y
N
N
coo
U
U
ro
c
0
N
m
k
m
m
w
o~
3
U
(0
lC0
a
m
'O
m
~ ~
m
7
f6
C
in
y
m
N
c
m
•
7
N
C
rn
O
n
E
W
'a
~~Vl~
,l
Employee Performance
Appraisal
Employee:
Position:
Employee Number:
Supervisor:
Appraisal Period:
~.~~~
Evaluation forms should be completed in a timely manner, with an appropriate performance appraisal interview
conducted with the employee shortly after its completion. Forms should be sent directly to Human Resources as
soon as they are complete with any accompanying compensation paperwork for pay-for-performance
employees.
1
n
LJ
Istructi n~
TO THE EVALUATOR
This form is designed to be utilized as a summary evaluation of an employee's performance. It should be
used in conjunction with the Position Accountability Definition and ongoing coaching efforts to provide an
accurate assessment. The following sections are included in this evaluation (note: all applicable "gray"
areas are to be completed):
Organizational Values: These four values, and corresponding behaviors, were identified by the City
as significant to all employees and vital to the success of the City as a whole (this is not a checklist,
but a guide to be used in evaluating employee's practice of defined values). Employees shall be
rated on their pertormance in these value areas:
Customer Service
Accountability
Respect
Excellence
The evaluation scale is provided to evaluate the individual's performance in relation to the values
accountability (see definitions of ratings be/ow). This evaluation will reflect how well the individual
pertormed or is pertorming the associated behaviors. If an individual is struggling with a particular value
accountability this evaluation will facilitate discussions in regard to ways to improve the pertormance,
and/or overcome any pertormance hurdles/barriers.
The "Rater's Comments" section under each value section should be utilized to provide comments and
documentation relating to employee performance (this section should also cite specific examples that
support the evaluation). Supervisors are required to provide specific feedback (both positive and
corrective) to employees. Supervisors should utilize the Leadership/Behavioral Expectations portion of
the individual's position accountability definition to help complete this section (review of behavioral
expectations identified in individual's PAD should be completed as part of this section).
The "Expectations" section is to identify any enhancement opportunities based on performance cited in
"Rater's Comments° and may assist in identifying new leadership/behavioral expectations for the
individual's position accountability definition. (Note that even if individual is excelling in an area does
not mean there isn't opportunity for improvement).
Position Accountability Definition Review: A position accountability definition form should have
been completed for the employee and been reviewed and updated (as appropriate) over the course of
the year. A copy of the form (inclusive of a// updates made over the ident~ed appraisal period)
with comments from review sessions documenting progress, success, and/or corrective
behavior/action needing to be addressed must be afitached to this Pertormance Appraisal form.
A/so attach a copy of the new position accountability definition.
The evaluation scale is provided to evaluate the individual's pertormance in relation to the Functional,
Strategic, and Transformational Accountabilities identified in the Position Accountability Definition (see
definitions of ratings be%w). This evaluation will reflect how well the individual achieved success
expectations and key milestones that were defined. Ongoing review and feedback sessions should
have taken place over the course of the year to provide timely positive recognition and reinforcement
and address corrective pertormance issues. Note: the evaluation should still facilitate further
discussions in regards to ways to improve pertormance, and/or overcome any performance
hurdles/ban'iers and provide an opportunity to reinforce an employee's strengths.
The "Rater's Comments° section under Position Accountability Definition Review should be utilized to
cite specific examples that support the evaluation and summarize the employee's performance relative
to their Position Accountability Definition (note: you may also summarize significant achievements
and/or corrective pertormance issues addressed). Supervisors are required to provide/cite specific
feedback (both positive and corrective) to employees. The discussion should also lead to any updating
2
The "Expectations" section is to identify any enhancement opportunities based on performance cited in
"Rater's Comments" and may assist in identifying training needs to improve skills/competencies. (Note
that even if individual is excelling in an area does not mean there isn't opportunity for improvement).
The evaluation ratings for Organizational Values 8~ Position Accountability Definition Review include the
following designations: Need to complete rater's comments and give specific examples on all
categories.
- Needs Improvement: Pertormance falls short of satisfactory performance. There is inconsistent
performance in this area and an outlined plan of expectations for improvement over the next
period is needed in this competency area. Requires a high level of oversight and direction.
- Satisfactorv: Performance satisfactorily meets expectations. City guidelines are followed according
to stated policy, and performance is adequate for the position in meeting qualifications. Requires a
moderate level of direction and guidance.
- Excels: Performance consistently meets expectations and often exceeds expectations in one or
more functional areas. Employee may exceed requirements for assigned duties or functions on a
consistent basis in one or more areas. Requires little direction and guidance.
- Exemplifies Excellence: Pertormance consistently exceeds expectations in all categories.
• Overall Evaluation: Reviewing the evaluation ratings and comments you have provided throughout this
performance appraisal, provide an overall rating:
- Needs Improvement: Indicates that the employee will receive no merit increase at this time.
Significant improvement is needed in their overall performance and a Performance Improvement
Plan must be completed and attached to the Employee Performance Appraisal at this time.
- Satisfactorv: Overall performance is adequate. Expectations are consistently met by the
employee.
- Excels: Overall performance consistently meets and often exceeds expectations.
- Exemplifies Excellence: Overall pertormance consistently exceeds expectations.
The "Rater's Comments° section should be utilized to provide comments and documentation relating to
employee's overall performance, citing specific examples and/or a summation that supports the
evaluation.
• Career Development Goals: This section is to be used to engage the employee to discuss specific
opportunities to improve areas that have been identified (i.e. those behaviors, skills, and competencies
noted in Expectations under each area). For those corrective behaviors that have been discussed,
identify actions (i.e. training or other development opportunities) to help the employee improve. For
each training/development need identified, clearly articulate the purpose and/or expectation (document
why the development need has been identified and the expected result of the development) and the
date it is to be completed. You will need to follow-up on this section over the course of the next year to
review progress and provide appropriate support/reinforcement to the employee. Note that this is not a
Performance /mprovement P/an and should be utilized for employees who are performing
satisfactory, excelling, and exemplifying excellence as well.
• Emplovee's Comments: The Employee Comments section is provided to allow the feedback of the
employee to be captured within the form. It allows them an opportunity to provide examples and input
relative to your evaluation as well as communicate their perception of their pertormance.
• Performance Improvement Plan: If an employee's overall rating is Needs /mprovement, a Performance
Improvement Plan must be completed and attached to their pertormance appraisal. You must also
identify aforma/ follow-up date to review their Pertormance Improvement Plan (however, regular
meetings/coaching is recommended to provide appropriate support and for discussion on progress).
3
r1
~J
n
U
Self-Evaluations: A self-evaluation will be provided which asks the employee to identify key
accomplishments from the previous year. It will also provide the employee an opportunity to begin identifying
new goals and objectives and to identify Career Development Goals for the coming year. You should collect
and review the self-evaluation prior to finalizing your evaluation so as to take their input into consideration.
Any discrepancies in your evaluation compared to employee's self-evaluation should be discussed during
the performance appraisal interview.
TO THE EMPLOYEE
We have done our best to make this evaluation process fair and accurate, and to provide you with the best
feedback and information possible. We hope you will take advantage of this opportunity to review your
pertormance, goals and development objectives with your supervisor in an effort to continually improve your
pertormance and actively contribute to achieving the City's goals and objectives. If there is anything that the
City can do to assist you in accomplishing your goals, please advise your supervisor of your
recommendations.
4
•
~ ~ , . ~
Needs Satisfactory Excels
Improvement Exemplifies
Excellence
Customer Service: ^ ~ ^ ^
We will respond to customers in a genuine, positive, and timely manner. Interactions will be solution oriented, where staff meets and
exceeds expectations by listening to customers and following through on their requests.
• Timeliness -Respond to requests in a timely manner.
• Smile -Smile and present an open, polite, and approachable persona.
• Composure -Maintain composure under difficult circumstances.
• Information -Share information regarding the customer's concern.
• Honesty - Be honest regarding what you can do in accordance with City guidelines
• Listening -Listen patiently and then summarize your conversation to make sure you fully understand the concern.
• Solutions - If you cannot assist the customer, advise them who will address their concern, and route the concern to the
appropriate person.
• Follow-up -Follow-up with customers.
Rate-''s Comments: ~~~~ ~~~ - -~~~~~~`-"°' "- ~"~'~ -
Expectations: ------------- - --- ------------------------------------------------------ -----°--------
Accountability: ^ ^ ^
We understand our role in the organizational team, know our jobs, and accept that each of us is responsible for our own work, choices, and
actions.
• Accept responsibility for your actions
• Actively participate as a team member
o Assistance -Assist co-workers when appropriate
o Collaboration -Collaborate with others to achieve common goals
o Mentoring - Be a positive mentor to those who have less experience -share your knowledge
• Enjoy your job and do it well
o Legal/Ethical -Make legal and ethical decisions consistent with City guidelines, rules, policies, and procedures.
o Update -Provide accurate and current information regarding: work progress and deadlines, expectations and
priorities, and accomplishments.
o Education -Develop personal knowledge through continued training and education on current trends and practices.
Provide these opportunities to your staff as appropriate.
o Order- Maintain workplace and/or city property in working
order.
o Reporting -Promptly report supply needs, defective or malfunctioning equipment, and/or damage to City property.
o Accept -Accept challenging new tasks.
o Attitude - Bring a positive attitude to work.
Rater's Comments: ""_`~---""'""""""'--"'-'-"'-'---------------- ------
--------------------------------------------------------------------------
Expectations:
---------------
Respect: ^ ^ ^ ^
We will be trustworthy and courteous. We acknowledge and accept people with diverse opinions and backgrounds.
• Treat people as you would want to be treated.
o Acknowledgment -Acknowledge another's presence even if you can't help them right then.
o Fairness -Treat all customers and co-workers fairly and equally.
o Politeness -Speak politely and listen to what that person has to say.
o Communicate -Communicate with enthusiasm, empathy, and patience.
o Gossip -Respect people's privacy - do not gossip or pass information of a confidential nature.
• Respect City policies by understanding and taking ownership in those policies.
Rafer's Comments:
Expectations:
Excellence: ^ ^ ^ ^
• •
We will be professional beyond the parameters of the job while being creative, innovative, flexible, and adaptable to community needs.
• Demonstrate ability to be creative, innovative, and flexible.
o Creativity -Think outside the box to solve problems
o Challenge -Meet new challenges and be open to change
o Initiative -Take initiative to start and/or recommend projects
o Improvement -Increase efficiency as well as effectiveness by looking for ways to improve processes.
o Feedback -Provide feedback regarding proposed changes.
o Adapt -Make personal adjustments to accommodate changes in your work environment.
• Acknowledge exemplary behavior and pertormance
Raters Comments:
Expecfations: --------------------------------------------------- ----------------- --- -- -- - - -
• • ~ • ~ : ~ •
Needs
Improvement Satisfactory Excels Exemplifies
Excellence
Functional Accountabilities ~ ~ ~
see attached
Raters Comments: ---_~ ____________
Expectations:
Strategic Responsibilities (see ~ ~ ~ ~
attached):
Rater's Comments: ~~~~~~ ~"~"-` --~°-"~'-` "_~~__________ ~~~
Expectat/ons:
Transformation Expectations ~ ~ ~
see attached):
Raters Comments: ~~~
------------------
Expectations:
-------------------
----------------
------------------
------------------
Specific Training Need Identified:
Purpose and/or Expectation:
Deadline to Complete:
Specific Training Need Identified:
Purpose and/or Expectation: ------- -------------------------------------------------------------------------------
6
•
•
Deadline to Complete:
Specific Training Need Identfied:
-- ----
--------------------------------------------------------------------------------
Purpose and/or Expectation: ~___
Deadline to Complete: 9
Is a Performance Improvement Plan included with this Evaluation? Yes ^ No
If yes, specify a date for formal follow-up: E
EMPLOYEE SIGNATURE
I have seen and reviewed the appraisal. All items covered have been discussed fully with me. I have been
encouraged to make comments. I realize that my signature does not imply that I am in agreement with the
appraisal, but only that I have received and understand it.
-- --- --- - -~ L- _
Employee's Signature Date
SUPERVISOR SIGNATURE
I have discussed all items reviewed in this form with the employee.
Supervisor's Signature Date
7
N
O
4)
I6
a
C
0
C
d
D
~_
.G
V
a
0
a
C
ca
'o
.~
d
0
V
n
U
r1
U
m
m
~ ~
co
U
d
m ~
d c
a o
E
U
r ~
fa
D ~
m
Y
~ c ~ c°' ~ m
9 °. $ a ~ O ~
3 ~
m (0
N
O ~
3 •~
a ~ N ~ C y ~ ~
'
~
~ ~ ' N
~
~ ~
,~. ~ o a~ `j
~C'~ ~
~ ~
O ~
a ~
~ ~ ~ a
O N
~
~
~v caw
•
O ~f
!7 ? c s m ~ ~ ~'~
w ~ o ~ ~ ~ '
~
y
a
~ ~ -o a
~
i pay
3
~ O) y
0 ~ ~
al O O V
`~ y~ ~
7
~ N
3 .yC C~
a
3
~ N~ O to U
~
'
0
H ~ •C d
W ~
(II ~ o
-C C ~ '~~
~., = n.~
y ~
t $ N
c
y U. C C 'C •; C III.. ~ ~ cam ~ o
~ O h ~ T
L~ U ~- y .III ~ ?`
~ ~ O "~ O) ty1
`i- y C 0
~
~
Q
~ C O Q? m C ~
~ m N ~~ U ..'C. ~ t
3
tl
~
a p ro O r0_~ O 'D N It7
_~
O ~' to ~~ N E
E c
N V
~ ~-E
o. III ~ ~ c
g
N N ~m o
-q ' III m ~.~ III ~ a,m v•- ~ ~ ~
:a E
c m v c >, y 1] ~
~ •~ o ~ ~ _ `C
~ o
~ ~
c
E~
~
1°m j
UEE o.
~cN c
I~~
N>'U~ Na>~~~ ~ -
~ c
a
°~n.~ Em
Z o ~ .c °n' ~ Qm ?,~ ~ a > ~ ~~j ~ I~II~~ a~ ~v Q-o ~'°tU,~'~
y N m~ W -O 'Q tJ. ~ O r N U w N_ U N M t. ... ~ IC6 ~- 7~ Q N Q
7~
Q ~ -p
fp ~ N
~ O (9 ,
~
O ~
- ~
'0 Q O C U X p C 47 d
~ ~ O`
Q
IQ
W
~
~ 4.~
~
Y~
p C
O O y
~-~.~ O
~
o
' ~
C C
Q1
~
>. `
~ o->
_a :c
.~ ~ 'C C
p x ~ ~
W m - c
c .~ ~
~
a. ~
'_ ~
a ~ ~ i
'y0 N p ~ c c U
_
~ ~ ~ ~- '~ ~ p
m
V O~ ~
-
y ~
~
c v
N c
O ~ m~
o
E > o
D m ~
_
~ ~i ~ ~ i
a~ a
~ ~ +%
y
~N
~ ~
~
~
,~'~
o m O~ o~iII:c? ~ a ao v -
~ ~-
d N ~ ~. O in ~ ~ [L a ~ ~~ V) n. ~ a
o
+j i
'
N ~
~
sa~!!gs;unoa~~- !euo~aun j
sa~!!q!suodsaa a!6a}eqS
suo~s;tl ~
c ~
~
~
O N V
N
O
N
N
(0
C
W
C
V
V
Q
.N
a°
c
ea
d
0
V
.
'
d C
'i
d p ~`
L
C
U '~ C
r
~
~ E N
E :`
~
~
c
~L >'~ Q
~
L ^
Z r
rtV.(h.
~ ~.:
~ ~ L L
V
C
~
~
~ ~ o o
m m
€
m ~~' ~
~ y EY
~~ O y
~
O m N U
c3a m, a; _ ~
a
coo ~'m
p
c~~ L m ~
~.aG cu ~
~~~~ ~ >
~w
N .a m > QE: C C C N F U
-C f0 V
O~~ m f6 'A
d~ ~ 3 ~ ~ t6
N N~ C ~ N m
> m rL-•
~ y
~.c
°~ $yc y~a~
~ "_Ec
~
Ec
c
~~~~ rn
c ~a o
~~o ~o
~ ED'
sv~~ ~ °~m
~~.~
~ y€ ~ E~ ~ c .c E ~ N ch
C ~
a
7
$ a ~
,~ (6 N G -
~' `' ~ o U
E
~ j,c'O
'p Q ~ 'uj.. ~
N C
C fq ;~,
oa.~ t. U .C
»-v,m
p~ ~
~ ~ C
p
~
~
C
~
C
'C N
C
m ~ ~
T ~
M
~ ~
N f6 ~ C
E > o ~"'
°~
ro ~ G1
~
v
o~~m >.
oa~~, :~ `m
0 d ~ a ~ o~ :n e[ Q
N ~ adx3 ~e~o~neya8 suope;aadx3
E ~ ~; ~ys~apea~ uor}eu~o;sued
+-' C !D
O N V
C
O
m
c
U
V
Q
0
~V~.
a
h
w
,c
m
N
v
m
0
m
C
m
W
0
V
(0
C
O
~.~..
m
k
N
t
N
co
m
c
w
j
~6
ei
m ~
io c
rn °~
m ~
0I ~
N
~ W
0
.y
Q
March 17, 200b
MERIDIAN CITY COUNCIL MEETING March 21, 2~6
APPLICANT ITEM NO. 4
REQUEST Presentation for ACHD Capital Improvements Plan (CIPj with Gary Inselman
AGENCY
CITY CLERK:
CITY ENGINEER:
CITY PLANNING DIRECTOR:
CITY ATTORNEY
CITY POLICE DEPT:
CITY FIRE DEPT:
CITY BUILDING DEPT:
CITY WATER DEPT:
CITY SEWER DEPT:
CITY PARKS DEPT:
MERIDIAN SCHOOL DISTRICT:
ADA COUNTY HIGHWAY DISTRICT:
SANITARY SERVICE COMPANY
CENTRAL DISTRICT HEALTH:
NAMPA MERIDIAN IRRIGATION:
SETTLERS IRRIGATION:
IDAHO POWER:
US WEST:
INTERMOUNTAIN GAS:
MERIDIAN POST OFFICE:
OTF~ER:
Contacted: Da~x? Phone:
Emailed: S#~ff Initials:
Materials presented at public me~ings shaiR~a~ne-psopefly ort the City ~ Meridian.
COMMENTS
~e~"~`~
J
Gary Inselman, ACHD
Andy Mortensen
Steps to ACHD's Draft 2007 CIP Update
Summary
~ RECEIVED
MAR 21 200
Ci13+of1<+Ieridiian
- ~~4ffi~
February 20, 2006
05137.01
This memorandum summarizes the various steps taken identify street and intersection
capacity needs analysis and draft projects of ACHD's 2007 Capital Improvements Plan
(CIP) Update. The memorandum is divided and s~~+~mari7ed into the following sections:
1 2003 CIP Status -Projects Already Completed or Funded
2 Confirming Regional, Ada County Growth and Travel Forecasts
3 Establishing Street and Intersection Capacity Thresholds
4 Identifying Draft 2007 CIP Street & Intersection Projects
5 Next Steps
Seeti®n 1: I 2®®3 CIP STATUS
2003-2023 CIP Progress
Several 2003 CIP projects have already been completed or are "funded" and under
construction. The following intersection and street projects listed in the current 2003 CIP
are not being considered in the 2007 CIP Update:
CIP Pro. Street /Intersection
#21 Overland -Meridian to Locust Grove (complete)
#22 Locust Grove - I-84 Overpass (construction 2006)
#23 Overland -Locust Grove to Eagle (complete)
#26 Overland -Eagle to Cloverdale (complete, Eagle to Topaz)
#26 Overland -Topaz to Cloverdale (construction 2006)
#27 Eagle Rd -Victory to Overland (complete, Copper Point to Overland)
#34 Gverland -Cloverdale to Clear Creek (construction in 2006)
#39 Cole -Victory to Century (complete)
#40 Victory -Cole to Orchard (complete)
#50 Holcomb Ext -Boise Ave to Park Center (complete, alternative dev.
project)
#57 Maple Grove -Franklin to Fairview (construction 2006)
#60 Maple Grove -McMillan to Chinden (construction 2006)
#67 Cloverdale -Overland to I-84, plus intersection improvements (complete)
#78 Franklin -Main (Meridian) to Eagle (just west of Eagle) (complete)
#85 Ustick -first 1/3-mile west of Eagle, plus intersection improvement
#79 Locust Grove - I-84 Overpass (construction 2006)
#80 Locust Grove -Franklin to Fairview (construction 2006)
The Transpo Group ~ Memorandum page 1
•
•
#86 Ustick -first 1/3 to 1/2-mile east of Eagle (complete)
#6 (int) Overland & Locust Grove (complete)
#13 (int) Overland & Orchard (construction 2006)
#21 (int) Fairview & Hickory (complete)
#33 (int) Orchard & Franklin (complete)
#105 (int) SH 69 & Deer Flat (construction 2006)
#204 (int) SH-44 & Stax (complete)
2003 CIP Project List -Anomalies
Some road projects in the 2003 CIP didn't acknowledge or identify specific intersection
improvements, especially at the 2003 Street project termini. Examples are:
Ten Mile @ Ustick
Linder @ Ustick
Meridian @ Ustick, and
Meridian @ Cherry
There are other multi-jurisdiction planning projects identified in the 2003 CIP which are
multi-jurisdiction in nature, with particular cost sharing assumptions that impact the
ACRD CIP and Traffic Impact Fee calculations. As part of the 2007 CIP Update, the
following studies are assimilated, with revised funding assumptions:
Three Cities Crossing -likely no ITD funding responsibility
SH-~6 Crossing-likely funded entirely by ITD, no ACRD responsibility expected
Eagle koad / Faitviesv "intersection"-recent corridor plan findings by ITD my alter
future planning cost and responsibility assumption for future capacity
improvements (ACRD has already completed full development of east and west
approaches)
Section 2:
COMPASS GROWTH & TRAVEL FORECASTS
ACRD and COMPASS confirmed the use of updated trend demographic forecasts for the
base year and future planning.
Demographics
Five-pear forecasts of population, household and employment by Traffic Analysis
Zone (TAZ) to establish and extrapolate by straight-line calculation: (a) 2007 (base) and
(b) 2027 (future) using the following pears:
2005 2010 2015 2020 2025 2030
The Transpo Group ~ Memorandum
page 2
•
Regional Travel Model Data - - -
Three travel model data scenarios were prepared by COMPASS for use in the 2007 CIP
Update:
2007 Base Year
® 2027 No-Build
2027 `Build" (which includes ACHD's arterial capacity improvements since 2003
and regional capacity improvements identified in the Regional Transportation Plan
(Destination 2030 Limited Update). Not all projects listed in the Plan are in the build.
Seetion 3e ~ ESTABLISHING STREET & INTERSECTION CAPACITY THRESHOL®S
Planning Level-of-Service Thresholds
COMPASS' travel demand model planning-level includes street capacities, by general street
functional classification, which are based on a theoretical midpoint Level of Service (LOS)
"D". The COMPASS capacities for typical street classes are si,mmari7ed in Table 1.
Table 1: COMPASS Travel Model, Planning-Level Street Capacities
Class I Hourly Per lane
Capacity
Principal and ~ w/cont. left turn lane 830
Minor Arterials I no left turn lane 700
Collector ~ 470
While COMPASS' thresholds are sufficient for travel modeling, a more consistent and
practical set of thresholds are needed as part of the 2007 CIP study. Historically, ACHD's
applied policy for intersection capacity analysis is LOS "D." The 2007 CIP study identified
a separate street capacity measure that establishes the LOS threshold at "D," using
consistent analytical assumptions as those identified for intersections (see Section 2).
The Florida Department of Transportation (FDOT)1 has developed amulti-modal LOS
policy and set of application tools (ARTPLAN) for highway and arterial street planning,
consistent with the FHWA Highway Capacity Manual. These arterial applications were
1 Florida Department of Transportation, Quality, Level of Service Handbook, 2002 and ARTPLAN.
The Transpo Group I Memorandum
page 3
U
used to establish LOS thresholds for ACHD's arterial streets, using various local=
parameters consistent with those applied for intersections (see Section 2). Table 2
summarizes the street LOS thresholds, by arterial classification and type, used to identify
ACRD arterial street capacity needs in the 2007 CIP.
Table 2: Street Level of Service Thresholds
ARerlal gase1 a ~
No Left Tum lane
1
Continuous Cellar Left Tum Lane
1
2
3
Median Control, Channeltzed Left-Tum Lanes (~ Major
laterseetlons
1
2
3
No Leftdum lane
1
Unrestricted Median, Contlnuous Center Left Tum Lane
1
2
3
Median Contm4 Cfuuuiel(zed Left Tum Lanes ~ Major
InOatsecfions
1
2
ACRD PammeterAseumptlona:
S1gmI Cycle Larch (secorsls) 150
Sese Setura8on Row Rde (Vehicles Per Lane PerHmuJ 1900
Pea@Hour Fedor 0.80
••• •» •« 550 690
"` "' 270 750 880
"' "' 590 1600 17~
"' "' 880 2440 2650
"' "' 280 790 920 i
"` "' 620 1880 1850
"' "' 830 2560 _ 2780 _ !~
••• ••• ••• .550 680
"' "' 270 720 - 860 _
"" "' 590 1540 1760 ~,
"' "' 890 2370 2650
.» ... 260 ~ ---~ __.
"' "' tr70 T620 1650 ',
"' "' 836 2480 - 2780 'i
_. . -
Level 01 Service
A B C D a
E
"' "' 7000 1250
"' 490 1350 1500
"' 1070 2910 3200
"' 1820 4440 4810
"' 510 1430 1880 --
"` 1120 3050 3360
"' 1700 4680 5050
"' "' 1000 7250
"' 490 1310 1600
"' 1070 2800 3200 '
"' 1620 4320 4810
"' 510 1380 ifi80-
"' 1120 2840 3360 '
"' 1700 .4540 5050 '
Assumed Street Capacity improvements by 2027
The analysis of future traffic conditions assumes that some street capacity improvements
are either already funded or their funding is fairly certain by year 2027, many of which are
listed in ACHD's current Five Year Work Program (FYWI') or Destination 2030 Limited Update
(including major improvements to state highways and freeways in Ada County). These assumed
improvements include:
Fairview Avenue -widen to seven lanes from Milwaukee to Meridian
6 I-84 -widen to eight travel lanes from Caldwell to east Ada County
® New Ten Mile interchange at I-84
Widen Ten Mile Road from Ustick Road to Gverland Road
New Three Cities River Crossing (bridge and arterial connectors)
McMillan Road -widen to 5lanes, .5 miles west of Eagle Road
® Ustick Road -widen to 5 lanes from Cole Road to Five Mile Road
Pine Street -completed arterial connection between Eagle Road and Locust Grove
Road
Franklin Road -widen to five lanes between Five Mile Road .5 miles west of
Cloverdale Road
The Transpo Group ~ Memorandum page 4
C~
J
New Linder Road over-crossing of I-84
- Linder Road -widen to five lanes from Ustick Road to Franklin Road
Eagle Road -widen to five lanes, Copperpoint Drive to Victory Road
Cloverdale Road -widen to five lanes from Fairview Avenue to Franklin Road
Five Mile Road -widen to five lanes from Ustick Road to Franklin Road
New East ParkCenter Bridge, two travel lanes
Signalized Intersection Capacity Policy Thresholds
The current ACHD capacity standard is delay-based, set at level of service (LOS) D as
defined by the Highway Capacity Manual (2000). This standard is based on average vehicle
delay for the intersection and is expressed as a letter grade A to F. Other jurisdictions have
adopted standards based on the intersection or movement-specific volume-to-capacity
(v/c) ratio as defined by HCM 2000. A v/c ratio equal to 1.0 suggests the volume of traffic
for critical movements, or the intersection as a whole, have reached capacity.
Because these thresholds can by highly sensitive to certain variables used in analysis, the
reviewing jurisdiction typically dictate the assumed value of these key parameters. In
essence, these key parameters "calibrate" the policy threshold to match the reality of
acceptable intersection operations. Listed below are the key parameters impacting policy
thresholds:
Saturation flow-rate is the maximum, practical capacity of a typical lane of
travel. This number is the starting point from which capacity is calculated; its
original value is reduced by a number of variables to determine actuallane
capacity. For example, a factor of 0.85 is applied for right turn lanes to reach a
capacity 85 percent of the maximum. HCM suggests a maximum capacity of
1900 vehicles per hour per lane (vphpl).
Lost time per phase represents the time lost at the transitions between green
signal phases. This is a key variable in the v/c ratio calculation. Typically it is 4
seconds: 2 seconds lost at the start of the green, and 2 seconds lost at the end
of green to clear the intersection.
Peak hour factor (PHF~ adjusts the hour volume to a peak 15-minute flow-
rate. A PHF of 1.00 suggests constant flow throughout the hour. A PHF of
0.70 suggest a high peak flow, such as at a high school driveway just before
classes start. An analysis assuming a PHF of less than 1.0 would provide a
"picture" of conditions during the highest 15-minute interval of the peak hour.
A PHF equal to 1.0 would provide a snapshot of average conditions throughout
the peak hour. A subtle change in PHF at high volume intersections can inflate
analysis volumes significantly.
® Cycle length for intersections with 8-phase signals typically operate most
efficiently between 110 to 130 second cycle lengths.
® Minimum left-turn phasing is the minimum green time allotted for left-turn
phases. Left-turn phase directly compete with mainline traffic for green signal
time. Because left-tum volumes are usually much smaller than mainline
The Transpo Group ~ Mernorandurn page 5
volumes, software optimizing signal timing will reduce left-turn green tune i:o
small unrealistic values to maximize overall intersection capacity. However,
setting higher minimum green time, limits the flexibility in meeting specific
intersection capacity needs.
Consistency of Standards
Consistency between the capacity threshold standard used to define along-term, CIP and
one used to measure traffic impacts of new developments is important. For broad policy
consideration and application, the level of detail and method used to measure both the
long-term and short-term horizons should be consistent. For example, long-term analysis
will often focus on a comprehensive street network. Short-term traffic impact analysis is
usually limited to a small sub-area or specific set of intersection and street segments. Delay-
based analysis thresholds map yield different results because nearby intersections are not
included in the short-term analysis. Thresholds based on the v/c ratio would be more
robust and consistent between both scopes of analyses.
Unsignalized Intersections
The intersection analysis methods described in Table 3 were also used to evaluate the
unsignalized intersections. Some jurisdictions drop the LOS criteria in favor of a v/c ratio.
Often times as the principal arterials increase in volume, the minor approaches degrade to
F. Depending on the nature of the traffic on the minor street, the volumes may not warrant
a signal, or a signal may not be desired by ACHD due to spacing or need to maintain
arterial traffic progression.
Recommended Threshold
The key to setting an appropriate capacity threshold policy is to define an appropriate and
consistent measure for both the 2007 CIP analysis and traffic impact analyses to follow.
Optional thresholds and measures for intersections were tested. Table 3 identifies
ACHD's current policy and the recommended policy method for the CIP Update.
Table 3 Recommended Intersection Analysis Methods for CIP Update
Defined Parameters'
Sat Cycle Min. Lost
Flow. Length Left Time
Policy Threshold (vphpp (sec) (sec) (sec) PHF
Current LOS = D 1,900 varies 20 3 0.90
Intersection v/c = 0.90;
Recommended qND Lane Group v/c = 1.00 1,900 150 20 3 0.90
The Transpo Group ~ Memorandum page 6
Intersections for Study
A number of critical intersections were identified for study in the 2007 CIP Update based
on the following sources:
ACHD list of highest, traffic volume intersections
2007 CIP Study of Arterial Street traffic conditions
e Various recent traffic studies, plans and reports (e.g. North Meridian Plan,
Downtown Meridian Plan, etc.)
Section 4:
IDENTIFYING DRAT 20®7 CIP STREET & INTERSECTION PROJECTS
Street Capacity Needs Analysis
The street capacity thresholds were used to evaluate base (2007) and future (2027) traffic
conditions, by comparing the COMPASS volume forecasts (2007 and 2027) to the number
of existing travel lanes.
Street segments with base and future pear traffic volumes that exceeded the LOS thresholds
were flagged as identified capacity deficiencies and the number of lanes needed to resolve
deficiencies were identified for both current (2007) and future (2027) conditions. Figure 1
illustrates the lane needs and candidate street projects of the 2007 CIP Update.
Intersection Capacity Needs Analysis
Based on the recommended methods and thresholds for intersection analysis, each of the
study intersections were evaluated for (a) base (2007) and (b) future (2027) traffic
conditions (I'M Peak hour). Intersections with base and future year traffic volumes were
compared to the policy capacity thresholds. Those intersections that exceed the capacity
thresholds were flagged for further analysis. Intersection approach lane capacity and traffic
signal operation improvements (additional through and/or left- and right-turn lanes) that
are needed to resolve deficiencies were identified for both current (2007) and future (2027)
conditions. These intersections are also note in Figure 1.
Section 5: I NEXT STEPS
ACRD is coordinating additional consultant support to prepare new or revised cost
estimates for the 2007 CIP Update project list (street and intersection projects). The 2007
CIP Update project cost estimate data will be added to ACHD's GIS database for
prioritization of the CIP into five-pear increments over the 20-year planning horizon.
These data will also be used to update ACI-iD's Traffic Impact Fee schedules for each of
the four current Service Areas.
The Transpo Group ~ Memorandum
page 7
MAR 21.2006
City of l~iearidiaoa~
City
2007~}Existing
N a-
~92
5 --! +- 114
57 -- `- 7Q
2 -1 ~1 + (~
n~o~
r
Analysis conducted January 2006
Y
a~
~a-'o
to ~
.o ~.
Y ~
3
O
N V
.~ ~
t
V ~
Traffic
(LTR)
STOP p,
2027 NoppBuild
O
~- 167
58 ~ ~- 782
697 -+- ~ 4g
108 -i ~ } ~,
~ N
~- ~ r
Traffic Control: AWSC
(LTR)
2027 Build
r ~ ~
'~ ~ ~ ~-13a
30 -, ~- 793
682 -~ ,~- 27
72 -~, .,1 f (~
~ ~ ~
r
Intersection #1728
McMillan Rd & Linder Rd
(LTR)
2027 Build Needs
r
1138
30 ! ~- 793
~2 -~ ~- 27
72 -~ ~ + ~,
~ ~ ~
r
LTTR
STOP o,
O ~ ~
~° STOP v
.~j H ~ ~
0 v
~ STOP
(LTR)
2
m
~~
~~ 2 2
0
t:
a
rn 2
v/c by
LG
~0
tY --! ~-
O.~
~ ~ ~ ~ (~
O
J
(LTR)
Z
2 2
Z
: by
~,-
-~'
-~ `
4
STOP n, pM
~ ~ ~ r
O
~ STOP pM
(LTR)
2
2 2
2
by
-, ,~-
`'' LOS B Int v/c LOS F Int v/c LOS F int v/c
Del 122 LG v/c Dela 638.8 LG v/c Delay 602.8 LG v/c
Traflk Control: TWSC =Two-way stop control; AWSC =All-way stop control; ROUND =Roundabout; SIGNAL =
raffle signal
S/gna/ Phasing: PM =Permitted Left-tum; PT =Protected left-tum; PT/PM = ProUPerm left-tum; Splk =Split phasing.
TWSC MOEs: v/c by LG =Volume-to-capacity by lane group; LOS =Level of service of lane group with htgt C
delay, Delay =Average delay per vehicle of lane group wtth highest delay, WM =Worst lane group/movement; LG v/c
= Volume-to~apecky of lane group with highest delay. E
AWSC MOEs : LOS =Intersection level of service; Deley = lntersect(on average delay per vehicle. V
S/GNAUROUND MOEs : v/c by LG =Volume-to-capacity ratio by lane group; LOS =Intersection level of service;
Delay =Intersection average delay per vehicle; irrt v/e =Intersection volume-to-capacity ratio; LG v/c =Lane group
with maximum volume-to-capacity.
LTTR
d
J
5
3 3
5
Ic by c ~ ~
G o 0 0
~' -0.13
0.38, -•- 0.88
0.77 -- ` 0.35
0.06 -~ ~ + (~
~ v
c o
~S D Int v/c 0.71
alay 48.0 LG v/c 0.89
Incorporates North
Meridian plan.
;a:neaccutw[:F1U GIP11r1t7728