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Home My WebLink About2006-02-16 Special! i ~~ CITY OF ~A h~ ~ ~ ,~ ~~ b- -~ ~_~~/~ ~YlG~1G~"Yl ~~ ~ IDAHO tiF, C~. '~E, o j ~~TREASURE VAL1~Y SINCE 1903 MAYOR Tammy de Weerd CITY COUNCIL MEMBERS Keith Bird Joseph W. Borton Charles M. Rountree Shaun Wardle CITY DEPARTMENTS City Attorney/HIZ 703 Main Street 898-5506 (City Attorney) 898-5503 (HR) 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 200 898-5500/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 SPECIAL MEETING /WORKSHOP AERIDIAN CITY COUNCIL NOTICE IS HEREBY GIVEN that the City Council of the City of Meridian will hold a Special Workshop at Meridian Police Department, Public Meeting Room, 1401 East Watertower, Meridian, Idaho, on Thursday, February 16th, 2006 at 8:00 am. The Meridian City Counal will be discussing and reviewing focus areas, initiatives and strategic planning for the City of Meridian. The public is welcome to attend. DATED this 14th day of February, 2006. WILLIAM G. BERG, i ~ d; .. ~ d'~! b L ~~!., CLERK~~ q\ ~O ,~ey4 ,r~~~'~~J+rdarra t~taeteao+~ Meridian City Counal Speaal Meeting /Workshop -February 16, 2006 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 Gerk's Office at $88-4433 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 587-4813 MAYOR'S OFFICE -FAX 884-8119 Printed on recycled paper .. '~_ • d~ CITY OF S s ~Y~~C~~' ~ IDAHO 4F.C~~ ~ %'~ Tr~nsuae V nuE'~ SINCE 1903 MAYOR Tammy de Weerd CITY COUNCIL MEMBERS Keith Bird Joseph W. Borton Charles M. Rountree Shaun Wardle CITY DEPARTMENTS City Attomey/HR 703 Main Street 898-5506 (City Attorney) 898-5503 (HR) 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 200 898-5500 /fax 895-9551 - Building b60 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 WILLIAM G. BERG, ~~~®,~s~t84494IP4{83~~, ~ - . ~ ~. CLERK.~~ 3 Aa'~4 '~~,IlPtP41 Yabi448~~1A I Meridian City Counal Speaal Meeting /Workshop -February 16, 2006 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. CITY HALL 33 EAST IDAHO AVENUE MERIDIAN, Ivaxo 83642 (208) 888-4433 CITY CLERK -FAX 888-4218 FINANCE & U1'ILrrY BILLING - FAX 887-4813 MAYOR'S OFFICE -FAX 8848119 Printed on recycled paper N®1°ICE ®F SPECIAL R~EETING f NV®RKSH®P MERI®dAN CITI( C®ll-NCBL NOTICE IS HEREBI(GIVEN that the City Council of the City of Meridian will hold a Special Workshop at Meridian Police Department, Public Meeting Room, 1401 East Watertower, Meridian, Idaho, on Thursday, February 16th, 2006 at 8:00 am. The Meridian City Council will be discussing and reviewing focus areas, initiatives and strategic planning for the City of Meridian. The public is welcome to attend. DATED this 14th day of February, 2006. • Meridian City Council Special MeetingNVorkshop February 16, 2006 The Meridian City Council special meeting/workshop was called to order at 8:20 A.M. on Thursday, February 16, 2006 at the Meridian Police Department by President Councilman Shaun Wardle. Members Present: Mayor Tammy de Weerd, Keith Bird, Shaun Wardle and Joe Borton. Members Absent: Charlie Rountree. Staff Present: Bill Nary and Will Berg. Others Present: Phil StifFler and Josh Grant. Item 1. Roll-call Attendance: Roll call. X Shaun Wardle O Charlie Rountree X X Joe Borton X Keith Bird Mayor Tammy de Weerd Item 2. Adoption of the Agenda: Item 3. Discuss focus areas, initiatives and strategic planning: Stiffler: Actually just as a reminder, I know in case some of you didn't bring some packets, I just brought these. We are not going to spend a bunch of time going through these. It is a little bit of a reminder. Probably the top page and the last page are going to be the ones that we are -just to familiarize you in your mind. Staff has gone through and talked a little bit about what we talked about back in December. The other one is Josh just wants to shoot that other one-page one around. Remind you a little bit about the focus areas that you have defined in looking at it for the city -overall as far as organizational excellence for the future. Again I just remind you -first of all on the sheet that Josh just passed out, I pulled the sheet out of the strategic planning section of all the performance catalysts areas that we have done with all of the leadership and management and actually (inaudible) ask us when new managers come into the city they get a short orientation program to make sure that they are aware that this is just one page out of it on the strategic management side. If you go down there -because when we talked in December we kept talking about alignment and I still say what are we aligning? You know we are aligning where the city is at, where you are going and how you get there, but it gets back down to that whole box building off that box of vision, mission, strategic values, and the focus areas. As we showed you back December of each department pulled out their strategic maps and Meridian City Council Special 11~g/Workshop ! February 16, 2006 Page 2 of 94 where they need to go and tie into that positioning. That all follows through into this page that we talked about on actual position accountabilities. In December - actually Shaun you are the one that brought it up and said hey you know is the Council going to get PAD's? Are they going to get position accountabilities, so there is a common understanding? So, what the purpose for part of the meeting today is to go through and discuss that because I have to tell you that with other cities that we have worked with people always talk about it, it's kind of like we are talking about those accountabilities and everybody goes oh I know what I am supposed to do. I know what my expectations are, but yet reality is sometimes everybody is so busy everybody is so busy, they don't get around to actually communicating that. I think Bill sitting here -Will can tell you when you meet with the directors later on today you will find out that that process has kind of reached the point where it isn't saying you don't get a little pushback because people go uh, oh, accountability, but right now they are finding out that it does let them know what is expected, what is going on and managers are finding out that they have got a tool to communicate that expectation. So, in a way, we even shared and we shared with the directors and you will notice that the Council is looking at the drafts of accountabilities and that gets back to some of the discussion that we talked about in December is where is that alignment in that direction from the Council to leadership and they align with regards to strategically planning and positioning where the city is going for the future. So, I have given you this packet back in December so I am not going to repeat through that. I will say that if you look at the very last page of that, though, it's got a page seven because we pulled it out of your packet, but if you look at that very last page it kind of gives a little bit of defining a culture of accountability and I believe you as Councilman under the stewardship side of what your responsibilities, we find when we look at this is that is the kind of culture that you want to have, I would assume under your responsibility stewardship you would want to have it. So, the culture is not a negative culture it is a culture that people view that cross as cross functional lines and we see that everyday now in the departments; where a department understands how they need to work with each other and they have an accountability also that follows you right back up to the stewardship of the citizens' dollars and falls right up to you. That is just kind of an overview of it, which is not -this is not textbook, I have to tell you this has come from actually working with the city, working with the employees and working with clients and they say look we want to have accountability within our organization. So, with that we actually worked with Bill, had some discussions with Tammy; we went through from kind of listening to what you had said back in December, we have drafted. I would emphasize it is a draft of a position accountability or quote a City Councilman and we view you and the terminology of this form, if you remember you saw these on all the different directors -the difference is in the director's PAD's, the only thing you saw was there was another column that had milestones and those were specific milestones that Tammy from the leadership on down drives through those milestones for those success expectations. We felt it appropriate to really sit and say okay let's sit down and talk about what's actually that functional accountability, strategic, leadership and even the change Meridian City Council Special 11~g/VUorkshop February 16, 2006 Page 3 of 94 side or the City Council. So, with that we tried to put up there at the very -where you see that zone results charter, the same as if you looked at the Police Chief's or if you looked at the Fire Department, we then said okay what is that charter? Provide stewardship where the public trust will maintain open and collaborative communication with city leadership; provide clear direction; support working together to help achieve the city's vision, mission and values. De Weerd: Phil? Stiffler: Yes. De Weerd: Just also to talk about the initiatives came from many of them that are in the directors PAD's, but the success expectations are also generated with - Phil had his one on ones with you all and when he got with Bill it was more on the statutory-type of responsibilities as well. So, he tried to mesh the two together. I would like to claim any responsibility but I didn't (inaudible) out so if you like them I did, if you don't Phil did it. Stiffler: Well, actually I am going to come back. Actually what Tammy said is that actually Idon't - when I sat down back in December and met with each of you individually, I think you were pretty clear. I think Joe was saying I am little bit new yet, but I still feel where I know where that accountability responsibility really is and if Charlie was here I know Charlie was very adamant about kind of going through the things and also I did meet with Christine. I met everybody at that time, but to me -and that is why when we tried to draft these, this is very much open and I don't think the goal here is to finalize this today. The goal would be for us to discuss it and for you to have input in how you think that really does apply based on my best attempt at trying to outline those accountabilities as we see them. The very first one is the stewardship of the public trust and I did go over here and Bill helped me with this one and I might ask him to kind of -you know we went through the statutes and everything and basically tried to put those success expectations in three components out of there and if you would obviously demonstrate fiscal responsibility through involvement, engagement and the budging process and the appropriate adjustment of the appropriation ordinance over the course of the full fiscal year. I don't know Bill I might defer to you to kind of explain how - Nary: Well, I think as Phil has stated and the Mayor has stated that part of, obviously, what you folks know is that your responsibility comes from the State Code and most of everything in the State Code regarding responsibility with the Council members really deals with the fiscal portion of the city. So, we tried to identify at least those three, initially is I guess different facets of what that fiscal responsibility is. So, that is why the first one is really just the initial engagement of the budget process and what the appropriations are and how that is done and all of that. The next section is the follow up on the audit and the oversight (inaudible) required through the audit process and then the longer term issue is Meridian City Council Special 11~g/Workshop February 16, 2006 Page 4 of 94 that bottom line of money that we put for capital improvement and the money we put towards City Hall and those projects engaging that long term financial planning for the city. Those are probably from a State Code perspective, capsulated a couple of different sections in the State Code in those three areas that really sort of defines what the State had determined council member goals are and everything else after that are individual city choices. Bird: Bill isn't policy making in the State Code too? Nary: In relation to --? Bird: If Council makes a policy on policies within the city - Nary: Within fiscal responsibilities - Bird: Within fiscal responsibility like spending, buying and all that kind of stuff. Isn't policy making part of the Council's deal? Nary: Right and that is what the (inaudible) fiscal responsibility within the budget, process of appropriate adjustments -all of that is done from a policy. You may want more wording to indicate that, but policy in general, like policies for - operational policies aren't necessarily a State Code (inaudible). Just for fiscal responsibility. Bird: No, those are ordinances from the City of Meridian, right? Nary: Fiscal responsibilities, right. How you do that, how you cant' out these functions is through policy. Like your guys discussion that is how you carry them out (inaudible---). De Weerd: Yeah, we could add the third column like we do on all of ours (inaudible) how you get there, but these are the success expectations. Stiffler: The other one that Keith brought up - if you go down there, Keith, I think that - because I think it is clarity in the statute and the city leadership has clear understanding - I put that in because they have to have that and that is part of that to provide clear direction and guidance to city leadership. So, one thing don't take any one of these isolated by itself. If they are really a position accountability, they are all integrated. We just define them in those four functional ones. (Inaudible---) those main -like you said policies and those things and then one of the things you look at strategically from your leadership and your alignment, then you as individuals as a leadership standpoint and then also particularly in your city, grown as it is, how do you look at those transformational change things to keep up with all of the things that you are trying to look at with regard to that whole growth and that change and what's happening? So - Meridian City Council Special I~g/Workshop • February 16, 2006 Page 5 of 94 Wardle: Phil one of the things that I - and I think that I understand what you are saying -the third section here. I read city leadership has a clear understanding of general policies. The city leadership has a clear understanding of that direction. I think that is one thing that should say is city leadership sets a clear understanding of general policy and city leadership sets adirection - what I am looking for is a more - I think direction comes from the Council and moves through to leadership of the directors - Stiffler: Can I ask one thing, Shaun, because I hear what you are saying. If you went over here functionally for describing kind of on the description of the issues that you would say instead of provide, you would say provides a - (inaudible---) access expectation is they do have it. It has that. So, I kind of like your idea, but I think the set - I would move it over into the description of the initiative and then the success of it is they are, you know, has that - I think sets that or establishes or sets something rather than just provide. Wardle: That is, in my understanding, the Council's role is to make policy after deliberation and move through that process to set the course of the city in respect to especially fiscal policy. Stiffler: The other thing I want to come back to is we found this even throughout the -this needs to be - I am going to be very crass back to myself. This needs to be in language of what you know and that it has your meaning. This is not text book here. It is not some consultants or something else; it should be what has meaning to you. Otherwise, you have defeated the whole purpose of even having it. We found that - if you talked to Bill Musser and we got into the Police Department, part of the language - we got down to the sergeants when they are doing their position accountabilities, you know, the words change. They still have to get the negotiated meaning about the expectations of the success. Same thing in other departments -found out wastewater when they do their PAD's, it may not be the same kind of -you know it has to be in words that make sense. So, that is really where we need your input if you really want to have this to be something that should be something that is a common ground for you as a Council and a team. So, any clarification - or any rewording is more than appropriate. Bird: Yeah, but you have to make the language simple. Stiffler: Maybe if we could, I think as long as it is - (Inaudible discussion) Stiffler: Well, I think that that has a lot of meaning. I think of the Council as setting direction. I think that. Meridian City Council Special I~g/Workshop February 16, 2006 Page 6 of 94 Wardle: Well, let's discuss it. The word "establish" would be a little more (inaudible) but when we talk about direction we talk about setting. I think that is something (inaudible---). De Weerd: Well, it's (inaudible---) and that is what it needs to be Stiffler: I guess one thing Josh is going to do is he is going to make sure we make notes on anything we have to give you guys back another draft so we make sure you have got it and you can look at it and say - Borton: As we go through here, all the times that we refer to city leadership is like the directors, the Mayor and (inaudible---). Wardle: Yeah, and I think that that is a good distinction to make is city leadership - when you are talking management team that is the directors, Mayor and the people that are the political type - Borton: -- also Council leadership. Wardle: Yeah, then there is Council leadership, which is in my mind really all (inaudible). (Inaudible discussion) Stiffler: Well, I think that it does -well go ahead Shaun. Wardle: Well, I think when - if you are going to fold the PAD down to all the (inaudible---) then the term city leadership should encompass City Council, directors, Mayor but if you are going to separate directors, the Council and the Mayor, I think that is the point to make the differentiation, not all the way down the line. Stiffler: Actually, that is a very good point because you will find out right now in any of the workshops with Bill or Will or anybody, when we talk down the line that employee who is sitting out in wastewater and when they think of city leadership and the direction, the mission and everything else that is coming from the broader picture of Council. When it comes down to distinction and when you are saying roles and responsibilities for the City Council verses the directors or leadership then there is that distinction and we are trying to say how does that role and responsibilities and how do they fit? And if we are saying sets direction and guidance of city leadership then that is in that same light of what you are actually saying. So, in any case where there is not clarification, Iguess - I saw Joe you had made some circles - is that I would like to - I will say this - I don't know I guess your feeling on this, Ihope -this is an exercise that I will say to you that private enterprises and sometimes organizations between directors and those kinds of boards of directors it is interesting because I have done one on all Meridian City Council Special 11~gNNorkshop • February 16, 2006 Page 7 of 94 governing and looking at it is something that they are finally getting down and really looking at it. (Inaudible---) kind of went into all of those things, but it's also how they define where that board is given that direction. I think that you are a little bit ahead of the game, I have some cities that kind of nod and say they are doing it, but they really don't sit down and get the clarity of it. I think it helps to flow it all the way through the organization. I guess on the ones just going down on the first one -does anybody have any suggestions on anything? Does that success expectation seem to cover what you had talked about? I think (inaudible) is coming down as long as we have the other policy that is part of it. But, does that seem to cover the statute and those things as you perceive it with regard to - Bird: Fiscal? Stiffler: Yeah. Bird: The other thing that I can think of is as we get larger that we as Councilmen need to really, really look at our (inaudible). Regardless of what some people think, when we set a fiscal budget, the under aligned item (inaudible---) from line to line without the Council's approval. Borton: Is there part of this process that there is the next box over that the Mayor in which the steps that you described (inaudible---) fiscal responsibility is to (inaudible---) liability? StifFler: Actually, the ones that you saw that we did throughout the city there is another whole column that is milestones and measurements and we have no aversion -you know we were trying to introduce this to you. That is what Tammy was asking -you know, in the third column over here that is a self- imposing issue to you on the how. I mean on that milestone, is measurement saying are we really doing what we should be doing? Because you should be self reviewing that on a quarterly basis. (Inaudible discussion) StifFler: Yeah, in that three ringed binder I gave you in December, you had them for -and what it is is that - and I tell you that that's from your -you guys should know this is Councilman and that if you outline this and it goes to Bill Nary and you have outlined it and he has got his direction policy, his has to do with regard to -everyone of the directors has a budget and they all have one and it has to do with their stewardship and it flows down from that. Wardle: I think one of the - I guess my (inaudible---) I don't think we need to add that to the box and to be honest with you, from an elected official standpoint I am not sure that there should ever be a third box or one that we would create ourselves. However - Meridian City Council Special I'~ig/Workshop February 16, 2006 Page 8 of 94 De Weerd: I am getting rid of my third box. Stiffler: Honestly, I don't think you should. Wardle: I would say with Keith's comments that if you move to the next portion to that -rule as a liaison, the one thing that I do think that we need to add to that function is individual review of the departmental budget. Ithink that is a liaison - (Inaudible discussion) Wardle: Even more specific than just demonstrate fiscal responsibility, Ithink add that to the liaison as an expectation. Bird: To be truthful that helps the directors to (inaudible---). De Weerd: Well and it helps the Council during election functions (inaudible---) Council, the board members and what the perspective was. Borton: The only question that I have got on the liaison role even as another success expectation that is the role of mere conduit of information between the Council and the department verses someone (inaudible---) liaisons so you are there and you help them out, speak for them -you should advocate for their positions (inaudible---). You see down at the bottom it talks about other goals and a different category - I can't speak for the Council members (inaudible---) speaking for yourself, listening solely for yourself - (inaudible---). Wardle: Ithink certainly there (inaudible---) the one thing that I personally have done is tried to, for example, if I had a director that needs something that I disagree with, I will allow the director to present my discussion of what we had a conversation about and then I will give my opinion. Ithink you have heard me do that and so I think it is fair to say that a liaison role is one that you should let the rest of the Council know that you have those conversations, that you understand the issue, but you can take a different position. Stiffler: That is really a good dialogue that we have had and I guess that in number two, Joe, what we are trying to say is and I think this came a little bit when asking leadership (inaudible) liaison a commitment to understanding the department's goals and needs and therefore, you could still say through your liaison activity that this is how you understand the department. You are reviewing their -however, that doesn't necessarily mean you have to agree with it because you still have your voice. So, number two is how we were trying to cover that so we felt this liaison still had to have a commitment to understanding it, but we weren't trying to put in position that you have to advocate it if you don't believe in it because I don't think that's - Meridian City Council Special I'~ig/VVorkshop February 16, 2006 Page 9 of 94 Nary: Some cities -- if you talk to other cities they are much more rigid in that. mean, if they have a relationship with a council member and if the council member doesn't agree with whatever their department wants then they can't really bring that forward and I think here I guess the culture and the dynamic that we have created here is exactly what Shaun is saying. The role of the council liaison on that particular type of issue is - I mean you are that sounding board (inaudible---) and you are that sounding board for that department for the director to say you know this is kind of what I am saying and this is why, but if you disagree, you certainly have every right and you should to make that known and it's the same thing, obviously a council can't act officially if it requires all four of you to make that decision and so at that level if it does come up to council again you have the right to say I disagree with it and then have a discussion as to why (inaudible---) create more of that dialogue and the ability to sort of gage from that because it is something that (inaudible) you know I guess a smart director will say what can I do to make it (inaudible) in support of it and make it fit with what your vision is and try to do that and they really advocate (inaudible---) have that discussion at a budget hearing or (inaudible---) and that is fine, too. Wardle: Maybe I can give a specific example on this (inaudible) and most recently, I think it was two meetings ago we had this and it was Anna (inaudible) called and said this planner situation isn't quite working out, we are overwhelmed, we this and that and my first reaction to her was we got an additional staff, reorganized your staff, you got a portion of the Clerk's Office, why would you need an additional staff person? And after about 45 minutes, I said well the one thing I need to see is a specific number and a specific workload and I understand that your staff is overworked and you do a great job, but at what point do you need another staff person? That is what she brought forward and I hadn't made up my mind until we had aPre-Council decision whether I was going to support her issue or not and certainly I gave my opinion on what we had discussed and after she presented her evidence, I agreed that she needed that staff (inaudible---) and I guess that is kind of -something that I have done back and forth on. Stiffler: Well and I will add to that because I know when Anna -because actually Josh has been working with the PAD's for the different functional responsibilities for the positions over there. There is another benefit that all of you as Council should be aware of when you start talking about staff increases; Bill and I talked about it. We talked about it with the directors. One of the nice things that you say is when I come to you Shaun and go I am going to need to add another person and you say well wait a minute what is the person going to do and what things are not being done - a justification and a rationality of an actual need that is there. Well, in some cases for example even Tammy has done it right now before you were looking at -she outlined a PAD of functionally what is this person going to really be doing. So, one thing about staff wise, I will say there is a mentally within some of the staff right now and the directors that they should be looking at that full functional thing -what is that role really -just been what you Meridian City Council Special M~g/Workshop February 16, 2006 Page 10 of 94 said that helps them - I guess the methodology, the thinking it should be the real true business rationalization justification for that position, which is a good mechanism. Wardle: This is maybe just a little off the topic, but one of the things that I see some of the departments in the city doing it because they really have a need for it and I see some benefit is to set symmetrics and drivers. For example, the Police Department -the Chief and I discussed the national metric of "x" number of officers per 1,000 individuals would not work in the City of Meridian because - you know we are not the national average, so what the Chief has done is decided that one of the metrics is going to be officers per square mile and it is a goal that he has got and it is something that I can get behind. I know the Fire Department has got a similar metric, but I don't see that in Planning and I don't see it in the Building Department. I see it in Wastewater a little bit when we are talking about (inaudible), but are there metrics that can be added to some of these? Stiffler: Actually they have used it in your Public Works a little bit more than you realize because actually Brad Watson right now and Charlie could tell you in working with me, there has been a lot of discussion having to do -when you start talking about metrics with regard to let's say processing permits -talking about how many -there are and you are right and that is one of the reasons why on that (inaudible) milestones measurements over here and Bill in particular because we talked on the same base that you have because he has been doing on the PAD's for their people and yet setting out the course for the Police Department, the reality is they have to be real. They have got to make sense. It isn't just a measurement that has no validity and more so, surprisingly, you can even get them out at the Wastewater Treatment Plant because there is, there is even some dynamics. Even John Shawcroft, we have talked to him about it - it has to do with you start talking about how many - I can't think of the one position - I can't think of the title or the position, but the guys that are out in the wastewater treatment operators. There are some statistics related to what you really need for operators on that coverage -reference the actual -those are things that should be used. If you are going to be excellence like we talked about right at the front, that is what you have got to do and when you get away from it then you lose that. So, actually that is why we get excited about this system because I am saying to you as Councilmen, you get those things. They aren't perfect to begin with. They have got to be worked through. Planning and Zoning for Anna is probably one of the more difficult ones in some ways because you are kind of predicting - I saw the paper today what the numbers were on the permit and you are kind of going, whoa what are we going to get next month? You know and they kind of run through that and it's even - it goes right into Public Works. It is one of those things that -but Brad is actually very conscious of that in trying to work that. De Weerd: Well, and I think as Phil stated, you want to be (inaudible ---) too because if you get to a certain number and say oh my goodness (inaudible) staff Meridian City Council Special I~g/Workshop • February 16, 2006 Page 11 of 94 and you have one that isn't really overwhelmed or your work flow doesn't really show (inaudible) but because your ratio is saying you can have one, I don't want them to be saying, well we just hit that threshold and we need another position. I still want them to go through them like she did the other day. It is more than just numbers and it's may be some of the studies undertaken as well and there is other factors, so we don't want to be on a straight ratio type of thing. Wardle: Let me make a clarification between benchmarks and metrics. Benchmarks I see as a governmental function - "x" number of and when you reach this size you get this, you get a new computer; you get a new staff (inaudible). In the business world of metric is a changing entity. It is a goal, but when that goal is met, unlike a benchmark in government, it does not automatically disappear. A metric - De Weerd: But you just need to make sure that is defined. I know what you are saying, Shaun. That is kind of why we have a success expectation that sometimes is not really specific, it is more of milestones and setting some broad parameters in the evaluation so then they know these are the kind of things that I need to answer to Council for their consideration to it and so it's a big picture. Wardle: Let me back up -the business world, the metric that you have (inaudible) and given a large organization, you have one metric -one high level individual's job constantly watch that metric, constantly adjusting. So, that is the difference that I see within - if it were just a set metric or set measurements with staff members, we can only do that almost annually and just set it and they would have expectations based on the culture shift and I don't know if we could ever get to it in a governmental agency and I am going to ask Bill's opinion. But, if you go to a metric system, if you go to a measurement system and you, for example, (inaudible---) right on your screen and you (inaudible---) and watch them daily, that is a complete culture shift. Is that what we are trying to -? Stiffler: To be honest, that is one of the reasons that I am sitting here. I think you have a unique situation and I - I think you have and you already have started because that thought process even when you came into one of our classes and were trying to talk to the people about thinking in that dynamic metric process, but it is very typical of the corporate client I was at yesterday up in Washington, it is kind of in the culture, but I will tell you that metric and the idea that it's dynamic and they have to understand that dynamic and they are looking at it. Because again, I go back to Public Works. The metric that could have been set a year ago that said here is -and it could have been - if it's not, somebody is looking at it overall, but going wait a minute we just annexed this land, five other subdivisions just got approved and we got all these things that would be there, would not be they would be stagnant, would be back to that benchmark and then you are going well wait a minute because then you are not even doing what you have the responsibility to of the city because the metric should be a tool for you both from the standpoint of not only measurement, but the ability to scope out the Meridian City Council Special M~g/Workshop . February 16, 2006 Page 12 of 94 future, the forward focus side. So, that futuristic thinking of it - yeah, I guess my goal is I would like to think I am citizen here too and I would like to think that the City of Meridian does do that. I think that the people sitting here in this room have that opportunity of setting that direction, by setting that direction because they make the mistake when they get arbitrary and they go into this benchmark and somebody goes oh wait a minute "x, y, z" said this is why -and they don't look at the rest of the world around it. I think the culture that is building and the values and stuff of the city is I think one thing the employees from the -they are starting in the accountabilities side because the accountabilities comes right back into that metric, if you are not going to look at the accountability to look at it that way. I am not going to sit here and tell you it's there today, but I have to tell you that that is part of this whole process. This is the same process that we apply to private sector business enterprise and it's not perfect. Boy, I tell you the people that engage in it, take ownership in it that is the opportunity. I think you have a lot of your people who have -some of them sitting in this room, I know that - have actually taken - I guess they are engaged in looking at it that way. De Weerd: I guess the first two years of this process and now we are in year three has been positioning and aligning and integrating a lot of different things into one document that you can look off of and so this is the direction (inaudible) because believe it or not, metrics are used in small business, but if you are small or big you do realize in a highly technology driven world, it is changing every single day and every single minute. So, they are moving in that direction and they do realize it is dynamic and that is what really you will see when the directors (inaudible) they are wanting to use some of that -the fluid, you know, the ever changing parameters and what are some of those expectations to start anticipating and being able to shift, not at the speed of government of the past, but in a more reactive or in a more fluid way. Not even a reactive way. Making a (inaudible) or something; so that is the goal this year is to start shifting more in that direction as well. Stiffler: Your example Shaun as you said when Anna first called -you know you look at it from responsibility standpoint and that is the way you would like to see that flow, I would assume. Again, and remember and I should mention to you that I stuck this back in here in that bigger packet. We didn't get a chance in that December meeting to go through some of that input from leadership, but I need to let you know that this is part of the input that came out of here, too, based on the one-on-one discussions, we tried to at least get a draft down of what we were hearing from the leadership, what we were hearing from you and looking at the meeting to kind of get that in alignment. De Weerd: I am glad you (inaudible) back into that role as liaison - when I was on Council, I guess when I met with the department's (inaudible) liaison too, you know I was (inaudible---) or what have you -you guys meet once a week and you talk amongst the elected officials. You have a good gage of what the board is looking for in terms of information needed, not just what you as an individual Meridian City Council Special M~g/Workshop • February 16, 2006 Page 13 of 94 would look for in making a decision to support a direction or a new position or what have you and also you know some of the questions. Those directors don't have the benefit of sitting up there every week and hearing some of the questions asked and maybe even some of the things that you said on the way out the doors (inaudible---). You could bring that into these discussions that you have with your department in saying these are the kinds of things that I look for as an individual when I listen to your department's request or what I expect is pieces of a (inaudible), but this has come up from other Council members so you can bring a perspective there that I try and give them when they meet with me. That is the really nice thing and I know that Keith and I have talked with Mike Wetherall and some of the old Council members of Boise trying to get a better understanding of how they acted as Council members. What we found was a great benefit and strength in Meridian is that we have those Council liaisons. We had a more direct hands-on interaction that we weren't in touch with what is going on and that's huge. That is very important. It is being that sounding board and it is like Shaun raised these are the kind of things that I am going to expect as a Council member to be answered and to bring this to Council. Those are the strengths of having that relationship is you as a board maybe can't bring in individual decisions, but you add great depth into a project that the departments (inaudible) that is well-rounded so maybe you can make a decision and it's not yours (inaudible---). Bird: Another thing we used to do my first two years on the Council is every meeting and we only met twice a month, so every meeting each Council member if there was any problems within their (inaudible---). Tammy is right, I talked to Mike Wetherall (inaudible---) and I never want to see this city get in the condition that Boise is in or has been in. I think we can sit here and take all the credit we want and we should take the credit, but you want to remember - I know that since 1965 this city has been run very (inaudible) sound by the ordinance that they are running under right now. There is people as we get bigger that would like to change it. Just because you get bigger doesn't mean that you have to change management. One of these days -the thing that I don't want to be in and I am sure I will never see it in my life, but these two young guys right here might. I don't want to have to go out and lead people on. One of these days the building is going to shut down and we are going to be built out or our building is going to fall on it's face and then Council you are going to have to go out and say this guy stays and this guy goes. I caution on (inaudible) loading our departments. So far (inaudible---) and I appreciate what you did with Anna's deal. I understand she needed it. I think our responsibility - I know as we get larger (inaudible---) but a Council we need to stay really on top of that so we don't have -mistakes made by other cities should be a good benchmark for us to watch out for. StifFler: I guess one thing that is tied into that is - I know I said this to you in December when we were in the middle of talking about the PAD's and stuff, I do think you have -nobody wants to be (inaudible). I worked with one city that is Meridian City Council Special 11~g/Workshop • February 16, 2006 Page 14 of 94 trying to cut their budget by "x" amount because of what's going on. I would say this though, right now in benchmarking and looking at those other cities, you still have that same metrics of who you are and what's going on and keep that in context, too, because I believe that third piece we put up there in stewardship, engagement and commitment to long-term financial planning and the word healthy is in there for areason - (inaudible) fiscal position for the city. Right now I would still say as you talk about metrics nationwide and you might say in the city, you still as a city are way below and I will go to bat on this with anybody and I am talking about practical ones working with it, you say -you know (inaudible) management things about efficiency and productivity, but you talk about effectiveness just being another piece of that, which goes back to an old school thought -well it's not an old school thought, it is kind of down to earth. I think you have the opportunity and I will say that even the nature of this where your leadership has taken hold of this is to ensure that you are providing the services, you are doing those on the most efficient, effective productive, affected manner if you can for today and for in the future and you do have the opportunity to drive that direction and you will grow. I can make my own prediction in the number of employees you will have, but that has got to be in looking at where that is happening. That is why you will see pieces even such as you might say - if I am going down to - we did add, I want to make sure we are adding an individual review at departmental budget as a success expectation after the liaison, but going (inaudible) sets direction and guidance to city leadership. That is why you will see a number two point in there; city leadership has a clear understanding of direction provided by Council on comprehensive planning. You might say why is that up there in that one -? (Tape turned over) Stiffler -away from that liaison one -one that Joe brought up and you guys have kind of banded around it is the most - I don't know how -anybody on some wording - but, I understand that this came up with the leaders too. They look at the liaison -Anna wants Shaun to understand what's going on. The better the communication and as you said -advocate -advocate is more that you could still say well if you had to add clarification and Shaun was explaining that position to Joe or Keith, he could still explain this is where they are coming from -this is what it is, but Shaun should still be able to say even though -here is what they are saying, you still have your decision. That is why we just said that commitment to understanding - Borton: It's just an internal conflict. It's okay because if I believe "x" is necessary and I am telling Shaun I want you to understand this, we disagree it's because he doesn't understand it and that is my belief. StifFler: I hear you. That is fine. Borton: It's justified. It's necessary. Meridian City Council Special 14~g/VVorkshop . February 16, 2006 Page 15 of 94 Stiffler: But it's a great point because it's a major issue. Nary: I think the key too, Phil (inaudible---) it really is communication between the Council, the Mayor, the city because you know even like what Keith is saying that the bloated type of thing, you know the Council has that concem and dialogue and communication with departments. Department directors have the same concem and issue. As a director, I (inaudible) willing to add staff to the workforce without the Council's approval. At the City of Boise, they grew not because records (inaudible) through the. city, but because Council wanted to change those services and other things. So, I think Shaun's example is exactly on point. The Council needs to figure out what levels of service and metrics are necessary to perform the functions of the city as necessary, give that direction, and staff needs to meet those needs. Those are exactly the types of dialogue that should always be occurring -you know not everything - I guess the other side, coming from the department that doesn't have the same ability to measure (inaudible) at one per square mile and I couldn't tell you I need an attomey - every hundred contracts we need to review, I have to get another attomey, but we also need to figure out from the liaison with Joe verses the Council's (inaudible), what are the measurements that we need to do that. I think at the end of the day it always is communication and that's really critical. We need to make sure that we as the directors of the city, the Mayor and the Council are on the same page and have the ability to have the very frank and open dialogues about what the needs are and the services that are to be provided. I had the same conversation with Anna from the HR side on the planner and me telling her similar to Shaun that you need to give the Council some expectation that, you know, if I am going to grant this, well how do I know (inaudible) the next one? You know, you can't just come in every time and say it feels busy, let's just ask somebody. You really have to have a measurement tool so that they could feel comfortable that they are managing the city's financial picture properly and you know some, I guess, objective sense to it all. But, I think at the end of the day it is always communication that is going to matter, that really makes the big difference there -just making sure that that (inaudible) is always open. De Weerd: I appreciate, too, what Joe is saying it's for Shaun's very example of bring the numbers to me. I am not sure myself, but you have challenge them and you have to say what you need to do to help Council understand. Those perspectives are helpful because sometimes as (inaudible) every day we see the reasons for it and you have to help extract the elements, the pieces that sometimes we take for granted because we are immersed in it and we take for granted that you already understand the situations and so you being at some board and asking those questions helps define the type of information that the director needs to bring to you in giving you good information to make decisions on. So, I agree exactly what you are saying, if you don't understand or if you don't agree with what I am bringing to you, apparently I am not being able to communicate to you the reason why it is important. So, your liaison role is so Meridian City Council Special 11~g/Workshop February 16, 2006 Page 16 of 94 critical to it because apparently there is a disconnect that I am not giving you the right information to understand why I am saying what I am saying. So, I understand what your comment is because we have been there and Shaun's challenge to his department that he is liaison to helps say these are pieces that not only I need, but Council needs because I tell you what if he needs it, I am sure Keith is going to need it and vice-a-versa. It helps that those people that aren't in there everyday, you know, fighting the battle it helps us to bring a more comprehensive (inaudible) when we are trying to request something or seeking input and directions. I don't want to beat a dead horse. Bird: No and I don't think you are Tammy. I agree with you 100 percent because we are not there day to day and I have always told (inaudible---) say prove it and I will be behind you, but if you can't prove it to me then I won't be behind you. But, I think we have done a very good job in getting our message across to our departments and we have got some surprises. A good example to be out front is Charlie three weeks ago coming through the consent agenda is a whole bunch of contracts for Public Works. I said Charlie you know about these? He said no. (Inaudible---). So that is (inaudible---) management we don't have (inaudible---) micromanaging and I don't want to. Wardle: One of the things about that that I am starting to feel from the directors as a whole and even some staff members underneath them that have been in management and that is something to memorialize the communication between liaisons and I, in my personal opinion, don't feel that that would be beneficial for those departments. For example, I have heard how about a monthly meeting, quarterly meeting, annually meeting or whatever with me and my staff and you. And the way I manage my time with those departments is much different than the way Joe or Keith would and so I don't think that we - De Weerd: -- or Charlie. Wardle: So, I think those liaisons understand or those directors need to understand at the same time that even though it would be, I think, easier for them to maybe in my mind put things off until next Wednesday when I meet with my person that I think it makes us more responsible if we have our own system of communication with them. De Weerd: I think they understand that, Shaun. You know how -actually all four of you do it different and the directors, I can say they have struggled with that, but I also can say in that same statement they have recognized that they have to find the best way to do it and they also realize too, you don't always have to come to their department, they can come and meet with you on your terms as well. So, it has been an evolution and I think they are finding that it is just trying to find -they know you guys are busy and how best can it fit in your world and they know they need to find that way. Certainly, Public Works has done it with Meridian City Council Special I~g/VVorkshop February 16, 2006 Page 17 of 94 Charlie and he has been the greatest challenge especially during legislative sessions. Bird: Public Works had to change since I have been on it - (inaudible---). I do it a lot different. Now that I am retired, but I did when I worked and I certainly didn't want them coming out to my office because when I am in my office, I am answering the phone and I am one of those people that I don't believe in an answering service. If the phone rings I am going to answer it. Stiffler: I think I think what Shaun said. I don't think the directors and my discussions with them, I think that they appreciate and understand that I think to do this. You don't want to memorialize some methodology and practice that there has to be a way to do it. What you do want to do is that you do want to have communication and whatever that format, whether I work for Shaun and there is a form of communication and understand how he is going to communicate - so it works. So, you are accomplishing what needs to get done and I think the directors feel the same -that is why these things here were just more -there were not -these are only in identifying the success expectations so that you do have that communication. De Weerd: Yeah and how you do it - Stiffler: And I think they would buy into that. I do want to come back to this and I will move ahead, I don't want to digress either. On this staffing thing, which is really good too, I will say this to you - is one of the reactions which I appreciate and this is part of your setting direction guidance and monitoring what is going on is that I am just busier than heck - I am going to use Anna's example because this is one that we said -Anna is just buried and all these things are happening and the first reaction is I have got to have more people. Sometimes as we try to teach them in the management class is that you have got to sit back and take a look and say -you need to ask yourself first, have I got so much going on that I have forgot in ability and prioritize in time management? There is a section where we work with the people because as you are growing, the natural reaction is wait aminute -how many times have you had somebody in your end come to you and go, oh, we have got to get more people for that --? Well, one of the things by you posing and asking that question as part of your responsibility in direction - it isn't that the person has missed it, there is just so many things going on they haven't had a chance to sit back and in some cases you are providing that - no different than Bill even talked to Anna and Shaun talked to Anna, well Anna then has to sit back and take a look and go really let's make sure of what I do have. So, you are actually improving the decision-making process because that balance is how you get that communication, so the same individual is having to face that is making a good decision, making a good recommendation. So, I think it works in that same way. Meridian City Council Special I~g/Workshop February 16, 2006 Page 18 of 94 Bird: Well, you know in that role of liaison - if I am out of town or something or Joe or whatever and (inaudible---) I would expect him to answer it too as a Council, if they can't get a hold of me. I mean I have signed some purchase orders for Public Works because Charlie has said that I can't get there, if you need it done get a hold of someone that can sign it. As long as I know that he is okay with it or that he is okay on a contract like that, but I would hope that if Joe is over there and Stacy or Will has a problem, they ask him a question that he would help them if I were out of town or not available. Isn't that right? I think that is what we all need to -that is why I used to like the idea of these Councilmen reporting on a bi-weekly or once a month or something to tell about our departments, if there is anything coming up or anything like that (inaudible---). I hate to read the Statesman's (inaudible---). Stiffler: I am down to number three -sets clear direction and guidance, we use that term and then you can look over there on the success expectations for that - sets direction and guidance to city leadership then you are thinking leadership has a clear understanding - has a clear understanding of direction provided by Council and comprehensive planning and then the third piece and I don't know if the wording of it is right and it's not meant to be -everyone of the directors understands that all of you have your own personal malpractice businesses, retirement planning, but the reality is that that gets back to that communication. It is that communication, meaning rather than the set meeting, but if they need to have that direction or they want to make sure of that discussion, it's that engagement in sharing communication's happening and so, therefore, that is even an idea of making sure that those people know agendas for the meeting or anything that is important that is identified as such so if there is a situation as such. So, I don't know if that is how you look at it, but commit of a time to attend meetings over responsibility -maybe our wording there of responsibility or of - the one that I got out of leadership, I am not picking anybody out of this room, but last year's budget hearings. You know here is the budget hearings and you guys help correct me, but I heard this from the leadership that at the time because of conflicts and everything, I believe that there were two Councilmen there? De Weerd: No, that was a workshop. Stiffler: A budget workshop? De Weerd: No, our annual workshop. No, during budget session we had a date set and it wasn't until we got clear up to it then so and so wasn't going to be there, then another person said I won't be there at the next one - Stiffler: Well, I guess when it came up and I asked that question that is the one that came back to me was they just -they wanted better to make sure that wasn't happening. Meridian City Council Special IV~g/Workshop February 16, 2006 Page 19 of 94 Borton: One of the things that - no relation with the example that you just described, but my brief tenure that these were concems -that the way this was read (inaudible) attend meetings and responsibility and the converse of that meeting is at least with me is as soon it becomes (inaudible---) and no responsibility and meeting and talking - I am done. If it is a responsible meeting, let's get it done and when it's over, it is over. De Weerd: No, there is no social - it was probably more -Keith and I -our perspective is - I can say, you know, Christine's attendance was not stealth and there were a couple of times that we were left with a quorum and it wasn't because of like what already has been done on March 28~', we knew well in advance and we could respond accordingly. What Will has to do to redo a meeting, especially when they have already set specific dates for some of these applications, a lot of what we had over the last year we have never had (inaudible---) - Borton: Well, I am not talking about Council meetings - (Inaudible discussion) De Weerd: But this is a reflection of concern because of the conflicts that one of the Council members had and a lot of times it was a last minute thing that they couldn't make it. Nary: Ithink it might even go - a little bit more even, though Joe is you know there are certain things that from a city's perspective that the Council members need to be able to be engaged and obviously there are conflicts and I think the Mayor has brought up where the concems have been -it's different, Ithink - everyone of you sitting here ran for the job knowing there is some responsibilities (inaudible---) have to make. Christine happen to be in a unique situation and kind of got thrust into that. But, (inaudible--) with the County Commissioners, with ACRD and those kinds of things and you know as a city to be able to put the best face forward it's tough when you have a meeting with ACHD and you have the Mayor and maybe one of the Council members to be there and again, you know, it's -you are all busy -Ithink all this was to just make sure that -that's just part of the expectation is that even though you all know it and most of these things you guys already know it, but there are things that are going to be reflected on the city if you can't participate. You know for somebody coming into a position that maybe doesn't know as much about how it is done. Ithink the intent of this is to give them that understanding that this is kind of what the job entails. Stiffler: Well, I think Joe's comment - I kind of liked it -you set the initiatives, set direction and guidance to city leadership -number three just say commitment of time to attend meetings. I don't think you want to say -you are implying - because if you are going to set direction that means you have a commitment to Meridian City Council Special M~g/Workshop February 16, 2006 Page 20 of 94 be at those meetings. Rather than clarifying that -the reverse of that you are saying we don't have a commitment to attend what you think is responsibility necessary, unnecessary? The expectation is you attend those ones which facilitate setting the direction and the guidance - is that to take out --? I mean, I am open, but it seems to me - it makes the opposite - De Weerd: Well, his expectation of us is to utilize this (inaudible---) Borton: Well, I am not the best example because Ihave - Stiffler: What do you think Shaun about the wording on that? Wardle: Well, I think you are catching the jest of what we (inaudible). It's going to be - I am the kind of individual that I will just tell you that if I can't be there, I am not going be there and if I don't see the value in a meeting I am not going to show up. I don't think of it as a minority for the City Council in that respect. One thing that I can say and I am the last person in this room to expand government in anyway, shape or form, but eventually if we ever get a new, larger City Hall Chambers we need to, one day think about the fact that the community where we still rely on volunteer, essentially volunteer City Council is that one person can be out of town and the other person could have some sort of a family commitment or emergency come up that would negatively affect a packed room of 150 people is something that we should look at just in the sense that the reality of that as a business, we couldn't hold a meeting because of unforeseen circumstances, not only does it look bad, but it is going to affect and it is going to escalate down lines to the citizenry and to those people that are spending money in our community. Bird: Do I hear a sixth Council member? Wardle: I said we need to look - Bird: Well, I am not disagreeing - De Weerd: Well, I am - Bird: Well, I have got another deal on these meetings because I know what it is like to have to work and to do this too. Anytime it's between a meeting and your business, you had better take your business. Tammy brought this up, like with Christine. I mean she was like me she was retired and then she gets a job. She would put other meetings over our Council meetings and our budget meetings or something like that. Well, I don't think that - Borton: Well, (inaudible---) none of us would be available to (inaudible---). Wardle: Well, and let me say this from the meeting standpoint. The one thing that I have noticed in the last year as we grow and as our department directors Meridian City Council Special M~g/Workshop i February 16, 2006 Page 21 of 94 become more involved, they set more daily meetings. Daily meetings meaning from 8-5 or even earlier and the expectations are changing that you need to be in certain locations and that is more of a concern for me in the sense that some of those come with four or five days' notice. Now, the statutory meetings with the County Highway District, City Council meetings and all those sorts of things are set far enough in advance that you either make arrangements or you just say that I can't move that, that is fine. It's the ones that come up with three or four days' notice and you really feel like you need to be there and it would be a meeting of responsibility, but you didn't have the time to make it or for me to leave -you know unfortunately I had to move my office out of the City of Meridian (inaudible). We will get back here one of these days, but it used to be for me to come from my office to Meridian, 15 minutes, now at 9:30 in the morning it is 45 to 50 minutes one way. So, that is just something to be cognizant of from all levels, all staff levels. I am guilty of calling some of those meetings, too. So, I am not saying - De Weerd: But, I guess, Shaun, again I go back to we have (inaudible) numbers on the board. If you can't do it then you are called because you are Council President. You are the lucky one. You are the golden boy and if you can't be there, then you need to find someone who can. If you can't then there is not a Council representative there and it will still go, but a lot of that is often times courtesy, a preference for Council to be there, but certainly not an expectation - Wardle: I just want to put that out that I feel that as an expectation for me. I feel the expectation that I need to be there. It's the fact that I just can't. De Weerd: Those are not the merits (inaudible) heaven. We are not keeping track. Wardle: Good. Stiffler: I guess Shaun, that is why we try -and again, the wording of that - when we try to say that commitment of time of attending meetings of responsibility, the reason we try to say that was from what I heard from you folks, too and I heard from Charlie and I was hearing from both directions. We didn't know how to word it. Trying to say - because I think there is a good mutual understanding of it, but it was trying to balance something that we heard from everybody. De Weerd: But also ask it and this one (inaudible---) or the last minute, better call you and we are just meeting here because things are out of control type of thing, but if you ever had a question Shaun on a call you got and it's five days away and say what is the urgency level to have a Council member there? And if you can't do it, you have a commitment to finding a Council member who has or taking (inaudible) down the line and starts calling everyone else. Please ask, any of you guys, what is the necessity that we have a Council member there? We Meridian City Council Special M~g/Workshop February 16, 2006 Page 22 of 94 will give you that background. There is a difference. Some of them, yes, we really would like a Council member there. Some of them, it would be nice, but it is not mandatory. We can start doing that in our phone calls that it would be nice if one of you were there, it's not absolutely necessary. What would you want us to distinguish? Bird: I think a meeting like that, where the Council has got necessary (inaudible-- -) - (Inaudible discussion) Bird: You know sometimes, we get a (inaudible) and they can say this and there is certain land use meetings that we shouldn't probably be at. There have been a couple that I - De Weerd: Well if you can't be, then I can't be there. Bird: Well, yeah, you shouldn't be at either. There have been a couple of meetings that I have gotten up and walked out because it was something that (inaudible) has been after so long down the road and I just didn't feel comfortable with it. Nary: Well and I think that those types of things have changed over the last couple of years. I think having a really engaged planning director really helps for she really helps to phrase some of those things so that they don't end up on your guy's plate -some developer doesn't want to be with you directly on some kind of project because they know (inaudible---) and having a Legal Department on staff helps because they know that's an avenue that they can go talk to that they again don't have to engage (inaudible---). I mean, you are absolutely right there are certain ones that I really would prefer not to be there and - or it's okay if the Mayor is there because depending on where the level of the discussion goes, but many times it really is more for staff that if they can get that information -now I may be able to after that meeting transmit that information back to you folks and say here is kind of where this was at and this is so you know when you get this in front of you that this is what we are talking about. But, that has changed some just, I think, because of the staffing that we had. Wardle: I think I - I understand why now we are getting more of these requests. I think it is an (inaudible) to City Council and that is that these directors, these people in the community want us there because we bring value and because in the past have offered great service to them. I know some other communities where certain department directors would prefer never to have their City Council representative in any of their meetings so that they could get business done and that doesn't happen in Meridian. I think we do great value to it. Meridian City Council Special 11~g/VVorkshop February 16, 2006 Page 23 of 94 Stiffler: I will say this and round that word "meetings" because it comes back to what we are talking about. We talked with Bill and I think actually Shaun you and I talked about -Charlie and I talked about it I think and Keith, but the other issue it even comes to presentation and being able to establish the nature of a meeting because one of the things -citizen, they will say bureaucracy, oh the city has got all those employees and all they are doing is having a bunch of meetings. You know, we talk about it from this metric and efficient and go back to this whole thing -one of the other elements is that Bill is including in part of his is that directors have asked for it. It is more related to that -you know it's kind of like if you are going to have the meeting you had first better decide what is the objective? Why is the meeting --? We could go through that methodology and that is an important issue of it and that same thing that if you come to the meeting and there is no agenda, why are they wanting you there? You sit there and go wait a minute, why did you --? So, there is another responsibility is they are getting busy (inaudible) the answer is to always call a meeting. So, that is something that is also being kind of, I will say, I know from a development standpoint we have had discussions with the directors because that is when you get into it and pretty soon four people are sitting at the meeting and going why am I at it? Why was I supposed to be here when they could be out doing other things? On the fourth element under the functional one ensure alignment and support to the Mayor through direction and govern-ship as a Council is (inaudible) and authorized under the state statutes. What we are really getting in there is as Keith said, I don't want to be known as a micromanager, but it is also and as (inaudible) but it is also those elements of making sure that communication flows through as you just said, Council to the Mayor to the city - thatdistinction that you made earlier on and that is all that was to imply. I will say that one of the reasons we ensure communication (inaudible) through chain of command -one of the things I have found is I have not seen that, seen it to an extent -maybe it's happened and I haven't seen it, but I have watched it in other cities and all of a sudden I have watched the situation and they are doing some traffic study and somebody says they want to study on something and I watch the way directors responded and the next thing you know they have got this big task list because one Councilman wants them to find out more information about that so they go out and they have got people spending time doing that -the Mayor says well I want to find out more information -well, as it happens if it is not officially within the format of what is going on, all of a sudden you have got people spending time, resources and everything else and you are saying wait a minute, somebody has to be -she has the responsibility in making sure that it isn't just being tasked out there because that is the same stewardship that is responsible for that direction. Borton: Phil, I am looking on the bottom of this page, second from the bottom it says upon approval of items Council (inaudible---). Is that also an item that might be pasted in up here in this category as well where they are talking about communication to the chain of command to the extent of a disagreement and the Meridian City Council Special 11~g/Workshop • February 16, 2006 Page 24 of 94 Council approves it then there is that unified message that run it through Council or by the Mayor (inaudible---) - Stiffler: Actually that is your - we put it on an apologized page break. We just put it -maybe that was a consultant that you were looking at -that wasn't a leadership side of a Councilman and looking at that on a leadership component. I could sit and argue with Joe - I mean, argue for your side to say it could fall right up into functional, so I think it does apply and maybe that is why they together - I mean, they are all part of the overall -position, accountability for the Councilman. Wardle: Let me address the communication just for a quick minute. I think we are talking kind of high level communication and direction and leadership. One of the things that I think that we need to do is get our functional communication in order. I will give an example of not the last Friday, but the Friday before the Mayor was out of town, we had a situation in our community that affected some residents where they had a waterline break, the street feel in and it seemed to me it was probably one of the larger sort of disaster sorts of things to happen in Meridian and I just happen to come in for an agenda meeting and I think we all found out right there at 9:30 an event that happened at 8:00. Staff had responded accordingly and did a fantastic job. We got a lot of great response from the community about that, it was just one of those things that an email went out - but, a situation like that I would have expected maybe a higher level of communication to some of the leadership at the city. Does that make sense? That hasn't been memorialized in who's responsibility that may be and obviously, if the Mayor had been in town and gotten that first thing in the morning, I know she would have called to let us know, but she wasn't. So, who takes the responsibility next? I mean, does that make sense? I would assume that it goes to me, but if I don't know then I can't distribute the information. Stiffler: From a staff level in other cities and I think functionally with regard to your communication position with Shelly right now is basically you want to have the methodology so that it knows in case it - I don't want to call it disaster planning, but it's a little bit of what that really is. It is kind of like, what is the communication chain or link with regard to that information that is appropriate? I think that is one of the things you haven't defined as part of the definition in her pad. You haven't got it finalized yet, she is new, but that is where you would want to have that. That falls within that whole communication thing. De Weerd: Well, Shelly is not a director. I think Shelly has to be out on scene. We haven't even (inaudible) the management team. Maybe Will can answer that in terms that - I guess it is more seen on an emergency level at -they get out the email and that is kind of the first level of communication because I was out of town that second in command was at a loss. Meridian City Council Special M~j/Workshop February 16, 2006 Page 25 of 94 Wardle: Well, even if you are in town, the one thing is that I would rather get a phone call at 3:30 in the moming telling me that we had this major something happen than wake up and go about my day and flip the news on -- I guess that is, you know, whatever it is as we grow, some of that stuff is going to happen. As a city leader, for example in my company we have a standing policy that if anything happens that negatively affect any situation with the company; I get 10 phone calls because the tree just flows down. So, I guess I am asking to let us in with no surprises. Bird: I don't know who got the first phone call - I don't know how - Nary: I think that is going to be a good discussion, like the Mayor said for our emergency management team because most of the staff issues (inaudible---). I mean, they were out on the scene. They were doing all of the stuff that they need to do. It was helpful having Shaun there that moming. Shaun, Will and I were there anyway when the (inaudible) came in to brief the Mayor in person and he didn't know she was gone and we were all there and were able to say and Shaun was able to say you know what if you need to do "x, y and z" and so we will take care of those things and make sure - if we have to go out and rent some vans or whatever we have got to do to help these folks with the situation and let's get this taken care of. That was helpful and it just happens, like I say, and we were there. So, it will be a good discussion for emergency management. I mean, 1 agree with Keith and Shaun that there were times a few years ago that was the same kind of thing (inaudible---) that we found out when it was on the news or it was in the paper and you went, oh, it would have been nice if somebody had told us that. So, those are things as we grow, you are exactly right, we need to do a better job in getting that communication. Email is a great first step because it is fast, but then you have to follow up, like I said for example in that situation with the water, Rick did the exact right thing he needed to do - send it out by email so the directors and the Mayor knew and he didn't realize that the Mayor wasn't in town so he didn't know until he came in after addressing the problem that she wasn't there and there needed to be some steps taken. Wardle: I just wanted to say that in that specific instance our staff members did their job and did a great job fixing the problem, being in the community and so from that respect - I want this to be a teaming experience in not what we can do better, but just how to communicate. Because they did a great job and took it upon themselves and so they are to be commended for that, but - Bird: Bill, I don't know about email because sometimes I will go two or three days without looking at mine. I am not on my computer all day like you guys are. Nary: I was just thinking that for being in a crisis, it is usually - I mean, it is just that one, I mean, you can't end with email it is just that it is fast. It is a fast way to get the information out. But trying to find whether it is a (inaudible) or some other communication tool, obviously you can't (inaudible---) know about it, so we have Meridian City Council Special ~g/Workshop February 16, 2006 Page 26 of 94 to go beyond just that. I think just initially it is sometimes a fast way to get things out. Bird: I think Shaun is right, we got a nice report on the staff and they did a great job. It would have been embarrassing for Shaun that if at 8:00 he got a call from the Statesman or one of the radio stations saying what is going on with your leak in Meridian? Tammy when she was President and when I was President we know what it was like to have to get up in the morning to read something that was going on - Berg: Just a comment, I think this was a teaming situation for us, but I have got to tell you that email is not the urgent communication and unfortunately a few people have different perspectives, but in this incident I think it was an elected official emergency of this too and you need to be called to let you know something is happening and we need to react. I think that if that step was taken and you couldn't get a hold of the Mayor or you get a hold of the person that can contact all of those people because I think the elected official has that responsibility of knowing what is happening in the city so they can relate it to the people that they are in touch with and that everything is under control and we are taking care of the situation. It gives the calmness, under control and the situation is here, but we are dealing with it. I think that is just one of those growing things, but the thing you have to understand is if you do your part on communicating to whatever people you need to and then they can determine what really is -how severe it is, whether to stay back and let them take care of it or you need help, you need to be there situation and that could be addressed too because it is a situation that may involve more than one department and it would have been important to have traffic control, the fire concern (inaudible) fire flow now because we have the water turned off -you know more and more situations and I think Brad is going to analyze that with Rick and get back to us as far as our emergency (inaudible). Sorry, there is still a telephone and that is how you get a hold of people right away, I still believe that and they could get a hold of the Mayor and there is another one to get a hold of and there was quite a time of delay -that incident happened, I think, at 6:00 or 6:30 and people were (inaudible) and I think it was 9:00 when I got the email and passed it on to the City Council and (inaudible) by 9:30. Stiffler: When Shaun brought it up, I think as the city grows I think that functional communication in that (inaudible) of that emergency was a very important one because I think it is credibility and it is all the things you are talking about and you said there is a decision tree in your - I think the same practical -the reason I was mentioning Shelly was not the issue that she is a director and part of the emergency, but you may be part of the communication and those surprises and functionally how does that take place? That may dictate that decision tree of phone calls or the issues that come out of it or whatever it may be. I think that - Meridian City Council Special N*gNVorkshop February 16, 2006 Page 27 of 94 Wardle: I can say that there isn't anything that can destroy my trust in the communication faster than had a department director had an emergency that I thought should have been notified to me immediately and I find out about let's say -for example we have a major crime or fire structure severe circumstance or something like that and I read about it two days later, my trust in the communication from one of those chiefs is going to be less than it was - Bird: Let me stand up for the emergency management team - in 2001 when 9- 11 hit I happened to be president - in fact I watched I think it was the second plane on our T.V. there because I didn't even know what was going on (inaudible) and I had a phone call and Mayor Corrie was in Mexico when it happened and so I had a phone call from my emergency management team and they had started their meeting already - so if you get it to the right people it will get taken care of and that is just a matter of, Shaun like you said, communication. Stiffler: Just for the sake of time - I guess I am a little concerned -the discussion is a really good discussion and that was the intent of this kind of clarity, but I want to mention and go down to the one that Joe brought up. I just want to clarify because we have put on upon approval of items Council communicate unified support. This was under this leadership side for Council and this is how Council as a team and how you look at things. That is not to say if I am a Councilman and somebody, a citizen comes to me and goes hey what the heck is the deal? That doesn't mean that I can sit and say, yes the Council did approve this. If I voted against it, it doesn't say you can't say I can't say -but the idea is that you are still sending the reality of the indecision and that's all that was meant by that. Secondarily don't speak for other Council members. I am only relating this to what I heard from other Council people or Councilmen in other cities. I shouldn't be saying, well this is what Joe thinks anymore than - you know, I don't think that Joe would want me speaking for him and I guess he might say, geese that is pretty basic, Phil. Sometimes what it is is that discussion and so those were put there from an experienced side that we have seen with other boards or Councils in working on the whole governing aspects of it and so that is why they are there. De Weerd: I do want to get to the incident verses event. You know an event is like a major main water break -it's one of those things that all elected officials need to be notified. An incident will most likely be dealt with by email as an FYI so that when you read about it in the paper you know. But, the emergency management team and their meeting I think is next week can help distinguish those things as well so it will help Rick or John if it had been out at the Sewer Treatment Plant or what have you to be able to know because you don't need to know about every bar fight that happens and someone happens to die, but we will forward those to you so that you are aware that there is a potential article in the paper or what have you. Meridian City Council Special 11~gNVorkshop • February 16, 2006 Page 28 of 94 Wardle: I think (inaudible---) tends to do a very good job (inaudible---) communications and that is on incident level they have a pretty good handle on it. (Tape turned over -Tape 3) Stiffler: -- I guess one of the things that we will bring up kind of prior to that you will see that under strategic it says the support of strategic position process for ongoing alignment and that is what we started talking about in December and the first one says their commitment to understanding strategic initiatives and provide active support to overall process -provide appropriate input and feedback to the draft of city-wide issues and ensure the process plan and (inaudible) positioning process is dynamic. Well, that is part of the next discussion to have with the directors because you go back to the focus areas and what were the initiatives - why those need to be updated? Is that something that (inaudible) alignment on in both the idea of that they are both functionally overall strategically for the city and then down into the department side. Bird: City-wide initiatives -isn't Council the ones that (inaudible---)? Stiffler: Well, I guess I might ask you this, Keith. I think that the Council should be setting the direction for those, but I think you should be looking to leadership to recommend to bring those to you. Bird: Well, I agree, we will still be setting. Stiffler: That is why I say commitment. I think that that is in that overview where you are setting them above and this is in that strategically. That is kind of what you should be doing like we are talking about doing today. But, you want them being accountable and responsible for identifying those like you are talking about. Bird: I don't think there is any Council; I mean planning or anything that don't want input -the directors or anyone. I mean, I will take input from any employee. Stiffler: I guess I just come up under that we added under Council leadership, we had improve efficiency, but I was hearing too that that two-way communication on those issues that are more functionally more and not the major (inaudible) that could be there, but I guess I will ask you how would you like to - if we sent the rest of this to each one of you on a digital format and you had some other suggestions or changes would you like to do that or would you like to finish it up in a meeting where you go through the rest of it? I guess -tell me. I am asking. Wardle: (Inaudible---)digitally. Meridian City Council Special M*g/Workshop February 16, 2006 Page 29 of 94 Stiffler: If we send it to you digitally, the nice part about it is we will synthesize what you give us and if you are able to shoot it back and look at it and finalize it on the spars of what you feel kind of that wording and if there is some discussion that comes out of that then you can deal with it. But, I don't think that if you go through these real quick, I know some of you are reading them as you are going through you will see a lot of things about that over on communication, you are going to see a lot of things about making sure of that alignment and that process. Wardle: This is maybe just from a personal preference, but if you can send it to me digitally and any other down line stuff - we are talking Excel? I will pull it up in Excel and I'll view it side by side and I will scroll it up and down so that I can see how those -does that make sense? StifFler: That is how the directors are doing it. We give it to them and that is how they did it. Wardle: I can see where maybe this attaches to here - (Inaudible discussion) StifFler: Yeah but if you can still take it digitally and gives us any input directly - Bird: I know how to do that. StifFler: The only other one that I want to make sure that I bring up into the discussion - De Weerd: You can write it on paper and give it to Peggy; she will type it up and send it out to the other Councils. StifFler: The only other one that I want to bring up is on the transformation ones and it says promote and reinforce city values. The reason that I want to bring that up is -this one to me in alignment where I don't want it -somebody once said to me -someone at another city said oh those are the employees' values, they are not the Councils. I hope that is not where you guys look at it. If not, those same values that have, yes, we have had them be defined within the people is that you want to have it so there is not doubt that the city is approaching those same values and the employees even to the point that even the new managers that we had the orientation with, they have their own card and they were going well this is kind of interesting. We did have some discussion with the firemen at the time, but they weren't quite aligned the same as us. I had an interesting discussion over that, but - Borton: It is kind of a sticky situation - I guess as an elected official, but I don't see any reference in here to your promote /reinforce basically the values and goals of those that have elected you to the extent you can be elected to the City Meridian City Council Special ~g/Workshop February 16, 2006 Page 30 of 94 Council, dissipate with all or certain city values (inaudible---) run on that and be elected in on that and say yes, I don't (inaudible) city values on these areas and be elected and that is your goal and then as a City Council member you would be in disagreement with this one that you just described. When you come into office, you don't forfeit, you don't (inaudible) beliefs or the basis on why you are in the first place to the city values. You don't necessarily (inaudible---). Stiffler: Let me see if I can try and restate your comment. It's kind of like I could still have somebody as an employee in the city and somebody says wait a minute, Phil, I have got my own values. I bring my own values to the table. Shaun has his, you have yours. I am not saying you are taking -that is why the (inaudible) was promote and reinforce. If you know what the city values of the employees and you are still from a board, Council standpoint and those are values that are inherent related to how you wanted to see behaviors, responsibility, respect, honesty, integrity it is not an Enron, it's not a City of Boise you can promote and reinforce them. That does not take away from your own individual. So, maybe that is kind of how - Borton: Well, I was thinking values in a different way. De Weerd: Our values are customer service, accountability, respect and excellence, but no there are accountabilities too. Borton: I am thinking values of so many police officers per mile. Stiffler: Oh, okay. That is - Wardle: It's more of a -values are derived from our mission statement, which is (inaudible---) and if you disagree with that statement, you probably shouldn't run for City Council. Stiffler: But, I guess, Joe and I do want you to understand and Bill can speak to this is that -the employees, bottom up will help you find what are the behaviors for accountability? So, when it comes to a performance review, those are behaviors that are expectations set and actually they define those behaviors in support of those values that go right down, like Shaun said, mission values and it is not just corny, they see it as being this is the expectation. Nary: That is a good example of communication. Like Joe was saying, he was thinking of in a different context just like we had talked about city leadership or staff (inaudible---) but I think the intent of at least that section and maybe that is just (inaudible ---) about the values that have been defined by the city as the behavioral (inaudible) that we want to be resembled by and I think all we are really trying to capture on that is to again establish that connection that that isn't just the employees' values that is the city as a whole (inaudible---) as well as the employees. Meridian City Council Special I~~tg/Workshop February 16, 2006 Page 31 of 94 Stiffler: I will digress and I will share this with you. I had another city that had a similar of accountability and respect and I was sitting in the negotiation fill-in and heard this. I had to sit in and was helping with some union negotiations with the Fire Department and the representative to the Fire Department was saying if you really respect me, you will pay me whatever I want. I guess that this had to do with - we reminded him of a couple of other values that they all were tied in together. Bird: When you are in negotiations with unions, your values just kind of leave once in a while. StifFler: I know I just had to say - De Weerd: Accountability to a bucket is - Stiffler: We will digitally send these to you and any input then if you send them back to us direct then we will collate it - Berg: Shaun can we take a five minute break? Wardle: Five minute break. (Recess) Wardle: All right we are going to reconvene after our five minute break and we would now like to welcome the directors for all of the city departments. Would you want roll attendance, Mr. Berg? No. Okay, then Phil I am going to tum it back over to you. Stiffler: Good moming everybody. De Weerd: Good moming, Phil. StifFler: I want to recap a little bit - I guess I will put up here this alignment for city excellence and the directors have all heard this and the Councilmen and we have had meetings, we had meetings back in December and all of the directors want you to feel really good about the fact that we just spent two hours working on PAD's for the Councilmen and so all of you as your understand how -the right thing in that discussion of looking at -what it looks at is each one of the Councilmen looks at the kind of role from their direction and alignment and looking at how they provide that same direction to you. So, the purpose of today's meeting to kind of set the agenda is to kind of look at the dynamics side of that positioning process is to sit back - I hope everybody understands we have gone through this whole idea of alignment and I will say to you also that you all gave input to me back in December and I had individual meetings with the Meridian City Council Special 11~g/Workshop February 16, 2006 Page 32 of 94 Councilmen and part of those PAD's are reflected with some of the things that you asked for. I will use an example. We had part of that discussion about kind of the roles and responsibilities as it relates to Council as a liaison. We have had those same kinds of discussions. The Council is going to finish those up and what they view - we have put together that draft based upon that collaborative information and (inaudible) it does cover all the issues that have been discussed both from Council and from you. So, the intent of that is to have this kind of alignment for the ongoing success of the city. So, the discussion today and I did hand out - I kind of presumed that the directors would have those, but if somebody doesn't have, I have a few extra copies of you know, the whole original mission, vision, the focus areas, (inaudible) and your individual department ones. I gave each one of the Councilmen so you have yours. I am not going to give up and give a speech, instead what I am going to try and do is - I won't tell any sports stories today. What I would like to have us do is I am not going to spend any time on the first page here, but I want to go to the focus areas and those focus areas that were defined, that you defined last year and the initiatives that were there, so what I would ask is that what I did hand out and everybody should get one - I did hand out some potential, initiative updates that basic under derived with discussions and some of them came from groups of you and your input and also from Tammy and those are just potential ones. I believe the directors and Keith asked the question earlier, he said well - he asked the question at an earlier meeting, he said well how do we look at that and I said directors have to be able to provide that input and recommendations with regards to that initiatives to support those focus areas. Then there is that alignment to the Council, buy into that? Does that make sense? You have a clearer direction. So, I just handed out those four potential ones, but they are only potential and I am hoping that the directors - if you see first of all we are going to talk of the city- wide ones. So, with that does anybody have any input as you would look down I would just take them one by one on --? Well, I guess I am not going to make this presumption. Do you feel that there is a need to change those focus areas? I take that as a "no"? I am hoping. I will say this I would hope that you don't want to change them. I think that the dynamics is what - or the initiatives that need to be there that you are keeping current with and the dynamics that help you to get there. So, talking about the planning for community growth do any of the directors feel that there are any changes to what is said there or anything that you think that you would want to add? De Weerd: Yeah, they are looking to add. Phil and I have talked about what my potential additions would be so he already has that - Stiffler: Based on what Ihave -actually it comes from Tammy and a little bit that I heard from Keith, but actually Shaun came a little bit when we had the discussion - I asked each one of the directors about economic development and I have heard it from enough of the people and again, I just said commitment to plan economic development positioning and execution. Not just saying economic development - Meridian City Council Special 11~g/Workshop February 16, 2006 Page 33 of 94 De Weerd: Deliver. Stiffler: Yeah and so I guess to me for planning for community growth, even the stakeholders and the citizens go are you really --? Are you just out there growing or are you actually -have you actually made a commitment to the plan of economic development? That is the reason and Tammy brought that one up and so I - do you think that that is something that should be added into that focus area? Bill? Nary: I am wondering - I guess part of the focus that we talked about this last year of each one of these focus areas was to be able to say from each of these departments respective that they have ownership of that. We wanted to get away from the old strategic plan that had lots of -specifically defined ones that did this universally to all the departments of the city. I guess - I think economic development is important, but it is different than the already initiative that says follow up with an appropriate program policy (inaudible) this revolution is a different animal. I know it is a different animal, but it is different than what we already defined as there are various types of programs? (Inaudible discussion) Nary: Pardon me? De Weerd: No, I was asking Shaun if he wanted to respond. Nary: I mean I think it is important, but what I am just saying is can everybody around this table in these departments say I have a role and responsibility and ownership of that initiative and we separate it from the other two that is there. I am not saying it is important. I am just saying that is this becoming more defined and I guess just for discussion purposes are we getting back to more of where we were which we felt didn't think (inaudible)? De Weerd: I will address that in the sense that we have resolved over this last year and probably since that discussion, economic development has I think transcends all the departments and in service areas and in particular this year with the discussion that the legislature about mill levies and budgets and how it effects -certainly economic development helps diversify our tax base and it becomes important to all of us and in a real stable economic base. So, for that reason, but also as we started to more focus our efforts to an economic development and we are getting more selective in what we want to be as a community and (inaudible---) and those kinds of things and we have special services and we have special marketing type of ramifications. It does transcend and brings together ordinances or overlays and we have seen that at some of the meetings that we have had at this point. Meridian City Council Special 11~g/Workshop February 16, 2006 Page 34 of 94 Nary: But again, I am not saying it's not important I am just saying why don't we just add it to the one that is already defined, rather than separating it out as a separate issue? Why don't we just add it? De Weerd: I guess, Bill, my answer to that is that it is important (inaudible---) and that is certainly an individual perspective. Wardle: I would say that one of the things about economic development and it is very esotery, it is this kind of a pie in the sky and from a management standpoint it would drive me crazy to try and put a specific goal and task to that. If and I guess I am asking more of a question about the entire process - if where the initiatives are, if that outlines the focus for each director and each employee to begin thinking about and planning for their activities within the city and how to meet the mission and I think it belongs in the initiative. You can ask ten different people at economic development and get ten different answers. The one thing I think Meridian has the opportunity to do that I don't see anyone else in the state or even in the country doing and that is to define what economic development is to pinpoint industries, growth opportunities, job opportunities that we would like and to go after them. So, I think we need to ask our employees and have them ask themselves what they think economic development is. (Inaudible---). Canning: One of the things I heard (inaudible---) is not just at Planning and Zoning, it's the time that also (inaudible---) services (inaudible---) community centers, more cultural arts and more job opportunities. Those are kind of also not just (inaudible---) and I think that does (inaudible---) but - Wardle: Let me just make a comment on that. I think community development certainly (inaudible), but to make a statement to really define economic development I think says something differently. I think people assume that - we talked about things for the arts and open space and I think that people feel that Parks Department (inaudible) for open space and that that is being done. I would prefer to keep a narrow focus (inaudible---), but it says something different to me. Stiffler: I guess what I am saying is when Tammy first brought this up in the discussion and when the suggestion was to flip this economic development initiative within planning for community growth, I think you have a chance to stand out and I would agree with you, Shaun, you could stand out across the country because people talk it and it does - if you read your initiatives that you already have and I will appreciate Bill bringing it up, I think it does apply throughout all departments and it transcends. If you are doing it in the way and you have, you are not just going to be that city that said oh, we have an Economic Development Department and it is the same 101 Economic Development one and it is not (inaudible), but I think this and I think what Anna is saying - I think I am saying it in the same thing -you can be different, be that excellence by understanding that you put that initiative in there on Economic Development and I believe it does impact fire, it impacts Parks and Recreation Meridian City Council Special I~gNVorkshop February 16, 2006 Page 35 of 94 and I don't know of a department in here that it doesn't impact. I think it should, in the context that may not come out as a specific in your departmental plan, but when you are doing anything within your departmental plan and then you are still meeting the demands for services and follow up with the appropriate programs, policies. Your initiatives that you already have there, you are blending in that economic development right into it because it is under community growth. I look at it as a citizen and I put my citizen hat on and I like to think that Meridian is taking this kind of role and taking it into consideration with those other ones you already identified. De Weerd: So, it has to be (inaudible---). (Speaker unknown): What it states now is a commitment to plan and why don't we do some of what I have heard here -and there are issues (inaudible) define economic development positioning (inaudible) in relation to our services provided or the services provided because it becomes department specific. That is an easy enough addition for us to basically look at their position on it because I kind of go back to what we also had in terms of defining the statements that we had and in the defining statement we had for planning for community growth was a that a vibrant community accommodates and encourages growth, which leaves economic vitality and sustainability. So, we made a reference there without really going into economic planning, but if we define it then it helps us point towards that other statement in terms of how we defined planning for community growth. I know not everybody has it because it is not on the agenda, but I brought my old focus area and we spent a lot of time defining those focus areas and we put the initiatives to them. So, I think it blends, but I think if we narrow where our focus needs to be by defining that it might be more functional. Stiffler: I think also the definition that you actually set right underneath the purpose of the focus areas and the initiatives and as Bill Nary said that you were trying to get away from this whole hodge-podge of all the -you were trying to get it down to that level -but you said working together as a department that you guys did define that common goal and guiding road to provide, you know, the whole entrance into it. So, anybody else want to comment on that? What I hear Bill say rather than commitment, you are saying actually defining that? Canning: Or maybe economic development plans within -city-wide or (inaudible) department and then it doesn't feel like it's mostly just (inaudible------). I think that is what we all - De Weerd: That is what we are saying -it's not - Wardle: Well, then let's -let me make a statement that maybe - I don't know how you would fit it into the initiative -essentially the goal of this initiative would be to take the department out of Economic Development, meaning that it isn't Meridian City Council Special ~g/Workshop • February 16, 2006 Page 36 of 94 just one department's job to do this and how to structure that in the initiative and planning for (inaudible---) - Stiffler: Well, Shaun I guess what you are saying though is -well, go ahead Bill. Musser: I think by putting (inaudible---) you need to define and not work with the development of it. I see it from my end of it. In terms of my economic development and whatnot, one of the key issues I have contributing to economic developments, making sure that we have a relatively safe, crime free environment, which encourages people to want to move in, build residences or put business in place here and then we have an infrastructure to continue that process. That is my key contribution and I can define that one out and now what I do in terms of it? It's an excellent tie to where I am already at and keep up with budget cuts that eventually are coming in terms of general funds or what am I doing in terms of staff allocation to meet the growth that we already have so that I have some planning in conjunction with that because people are going to ask as they come into this town what do you have available and what are you looking at down the road? I can give that. The Fire Department can give it. Parks can give it. Planning can do it and I think it helps us define it more globally. Wardle: Trying to take that just a step further, Chief. Your department is doing some things that I consider more economic development and maybe you do too and some of those (inaudible) classes for small business. The inventory (inaudible---), your department is already- doing a lot of things that we are not telling people about. Not every Police Department in America does the things that your department does. We can put those out so that when a business community comes in and says you bet, Meridian has got low crime, a good place to live, it is attractive, and in addition to that they are also progressive in this area. Musser: I would agree that the crime (inaudible---) last couple of years (inaudible---) is close to (inaudible) and is our way of also saying here is the town, here is what is going on in various sections because a lot of people want to know that. Stiffler: Well, when you said take it away from an individual -make it a city-wide focus area as a city-wide (inaudible---) as you define as an initiative for the city- wide under the economic development one, you are saying that it had - it covers - each department then can respond to how they look at it and what their role and what they are doing in support of that initiative. I think the one thing that has been a mistake and again, I will put it on the citizen where the issue could come that if they saw that the city says -somebody out here isolated is doing, you know is looking at doing economic development and it is not, it is this little department specific and it is not understanding the impact of the overall, you are not doing the aligned position we are talking about. That has been a problem with a lot of other cities. Meridian City Council Special ~+g/Workshop February 16, 2006 Page 37 of 94 Wardle: I can give a specific example in this Valley of something that I know this Council (inaudible---) drives them crazy and that is there is a large economic development organization that is supposed to be value wide and I think for a number of years it was assumed that there was one organization that really one individual is going to do everything and that was what we were doing as economic development. It is currently being changed to planning - what I am saying from an organizational perspective and it came out of Boise Chamber was they created an agency that was going to do economic development and every time they talked about it, they talked about one individual or a staff member that was going to do everything and I think that if we put this into a perspective, the City of Meridian has a potential to let that happen if we don't (inaudible) and say it is not going to be one contracted employee doing everything and is not just their responsibility. Canning: I just have some suggestion for (inaudible---). How about make economic development that opens to all city functions. Does that sound like what you guys want? Wardle: Yeah. Yeah. (Inaudible discussion) Canning: (Inaudible ---) development for all the city functions. (Inaudible discussion) Wardle: This is a working document, correct? I think one of the things that we need to do is to (inaudible) to this. I agree with the Chiefs recommendation that we define it. We take the opportunity for the department's to define what that means and then in the next round of this, we define it. After we have defined it, we then look at what - Stiffler: I guess what I (inaudible) Shaun is that the first question would be is - are these the four focus areas that you want to maintain (inaudible---)? Yes, city wide. Then I go to the next segment is do we believe what needs to be inclusion of for the reasons the discussion we just had an economic development initiative? What I would suggest is that -that is why Josh is kind of taking notes we can put down the thoughts with regard to that additional initiative. The same thing we talked about, Council, we can then send these back out for the people that actually take look to fine tune and finalize that as you did that says okay if you really want an economic development initiative in there. That wording because I heard define, I heard make, not all or those things that at least we look at that to serve that purpose and I guess that is kind of on track and that is how I look at it. But, I would like to get as much discussion as we could - I mean is Meridian City Council Special ~g/Workshop February 16, 2006 Page 38 of 94 there anybody that has a dissension that thinks that economic development should not be in that? I mean, Bill brought this up. Borton: I could be in the center along the same lines as some of Bill's initial concerns. De Weerd: Birds of a feather, attorneys flock together. Borton: It seems that and again (inaudible---) before, but each department - initiative (inaudible---) the services of the city playing for folks in economic development it seems to be a natural by product of (inaudible) initiative whether it's Parks, Fire or Police fighting the (inaudible) of certain services for the department -that there being no services (inaudible) the natural by product is economic development. Kilchenmann: I hate to say it, but I agree with the attorneys. Bird: I agree with the attorneys, too and write that down. Stiffler: I am only a consultant, but I am going to disagree with you. Because the only thing is that as long as everybody meets the current demands, does that mean are you anticipating, are you position for the future or are you only saying you are going to react to economic development or are you going to be proactive. Again, it is a matter of - as long as you understand it, I view that if you want to be different than the other cities, no different than you talked about earlier, are you actually defining and positioning for that or are you being reactionary to it by meeting current demands? Borton: That could be changed; I mean your categories (inaudible) and use the word planning instead of an initiative planning or something more fuller looking before current (inaudible). Nary: (Inaudible) coming back around, I think having an initiative is really the focus of this, too, even though it says planning, but really what they are talking about meeting current needs. There maybe needs to be an initiative that talks about looking in that future and looking ahead and economic development is certainly the engine that is going to make that happen, but I mean I like the Chiefs definition or at least that discussion (inaudible) defining our roles and carrying out the initiatives with economic development verses thinking a part of all our functions. I mean, I don't know how Will makes some of functions you do hit all of economic development. Our department is predominantly, at least from a legal side, I can make that fit pretty easily. I can make IT fit pretty easy. HR may be a little different, but I can say all functions of what you do, but I think if you are looking at defining it -when Shaun said I think I could find a way to make that work into "our" should be (inaudible) on (inaudible), more than just saying (inaudible) on everything. Meridian City Council Special ~ng/Workshop i February 16, 2006 Page 39 of 94 Stiffler: Anna. Canning: The only thing I don't like about define and just leaving it as define is it is a very passive thing it doesn't define (inaudible---). Wardle: (Inaudible) because if we are going to put an action as to what is economic development (inaudible) that could change every day. (Inaudible) me offering a cup of coffee to some one that may want to do business in Meridian, yeah that is probably economic development, but we need to do more. Canning: But the (inaudible) making it a two part one (inaudible) -this one here and the next one being with the next year (inaudible) - (Speaker unknown): I would intend to agree with you in parts on that Anna, but defining something only remains as passing (inaudible) put the action in to it and if you take on and know there is some additional responsibilities that you have in order to move this forward and it asks as a tie to move us towards providing services, moving on an organizational excellence and everything else. I think it allows you that springboard, but we have to take it upon ourselves, number one as we get that definition in and find that you apply it back in. Yet, we may not always have the nice action when they are with it, but I think we really do after what I heard Shaun say, we definitely need to define what it is that we do that we can add to that because we are not going to slow down. We had that discussion Tuesday. It is not slowing down for us. What could we do to help it in terms of what is continued. That would be my (inaudible). Canning: That sounds fine and it should be defined and take responsibility. (Speaker unknown): I like that because it is our responsibility and it's our responsibility to go past them, too, in terms of our Position Accountability Statements. (Inaudible---). StifFler: Well, I guess what I would suggest is that we, I guess the (inaudible) - I think the term that Shaun was saying and I think I talked with all of you is that you want to be a city that is actually integrating economic development and the planning you are doing, the planning for public - if you are looking at wanting that to be integrated, part of the overall thing. As a citizen again, I would say, I want that. I want that. I have sat in a couple of meetings on the economic development side where Anna sat there and talked about -Brad was gone and he had his representative talking, well what would be the impact if you did this with regard to the infrastructure? At the same token, the chief over here is saying are we going to look at - we are going to go out here north and we need another fire station here and what we need to do. So, I guess that what I suggest is that we will note this as - I propose that this wording that would make sense to you with regard to understanding, I would be disappointed and this is a personal Meridian City Council Special ~g/Workshop • February 16, 2006 Page 40 of 94 opinion. If you did not - I don't know that what was said there today really implies what you would like to think, which I believe all of you talked about integrating economic development as an actual part of what I believe this to me is a little bit more reactionary. You are talking about being more proactive about it and everything you do in your departments and your plan. I think that needs to be there, otherwise I think you are missing the boat. You are like everybody else then. I think you are. Yeah, but I guess if you continue to be reactionary, you will be disappointed. I mean that. If you are dis-reactionary, you become disappointed I think. Wardle: Here is the difference and I just think of a few scenarios of (inaudible---), having (inaudible) business it certainly has. One of those areas that may be overlooked is the Fire Department. You put large structures in the place and the Fire Department is responsible for those structures (inaudible---) inspections and facilities and walk through to make sure they know what is going to happen. A step further from economic development and made to make that connection (inaudible) an individual manager or owner of that business, establish a relationship so that they feel that Meridian, which you are not going to get in other cities is a very safe place to be and make a connection with those employees of ours and that is just one more step in the right direction. Borton: That is a natural by-product of providing service. Wardle: Right. Borton: The fire, for example is doing this as a means of doing his job and providing service to the fire protection, if that then also has a consequence of securing economic development. I think that would be a reason to have that conversation in the first place. Wardle: The difference is going to be in other communities where I have (inaudible) is a truck pulls up, check the (inaudible) box, walk through the door, we are here and then look around and then out the door and say is something wrong? Is there a fire in the building, I don't know? It's more of a function of having the (inaudible) -just using your department as an example. (Inaudible discussion) (Speaker unknown): I would add to it because it has happened -when St. Luke's first came in here and the first time we saw the plans and saw that it was going to be over six feet, I remember Kenny's reaction at that time. (Inaudible discussion) (Speaker unknown): The first reaction is that if you have six stories or go higher on this, we don't have a fire apparatus (inaudible) to be able to safely put out a Meridian City Council Special IV~g/Workshop • February 16, 2006 Page 41 of 94 fire on something that high, so they immediately starting working on seeing what they could do with Boise and working on doing some, I guess, development guidelines that keep things from being over that six foot structure until we can get the big ladder truck (inaudible---). That is a perfect example because when St. Luke's came in with a lot of plans and they move forward a lot faster, although we (inaudible) and then everything continues to grow out there. It does have fire. Strong: I guess I am going to look at this a little differently. It sounds like some of the examples we are using is foundational and (inaudible) communities should expect fire service. It should expect the sewer system and water to your house. I would like to think it's sustainable to having a (inaudible) and really (inaudible---) that cause people to want to move there, to start their business there and bring their families there and live there. So, it is kind of a sequential thing. It all contributes to economic vitality because I look at this (inaudible) and we really can address all those (inaudible) and basic foundations to choices that we can make beyond as provided a standard service that everybody - I pay taxes and I expect (inaudible---) 911 (inaudible) directly to my house. I want to be able to take a shower (inaudible), but also I want to walk down the street and (inaudible) Farmer's Market (inaudible) something for (inaudible) and things that (inaudible--) and describe that and the basics of those (inaudible---). Stiffler: Well, I guess to me, that is part of another (inaudible) as to why the same area of functioning within your role should be with regards to vitality for retaining, keeping businesses here and looking at other entities or economic development is going to be because of all those dynamics you said and I think that is why I come back to the idea that it is -however the wording gets defined and it is understanding that economic development does impact everyone of them. It is part of what -it's why businesses don't move out. Strong: Well, because it trickles down to what we say about each of our departments and we see that described and what we say to our departments. Stiffler: Well, I guess, again starting from the initiatives here, that would be how you would modify or think you need to make changes in your department once you make - Nary: Isn't part of what we are talking about around this table is the economic development and it contributes to the city's long term vitality and sustainability and I am not trying to say that we shouldn't have some focus of that - it shouldn't be in other (inaudible) growth, but the community growth initiative should also have some language or wording about you know instead of just saying meeting current demands, but also anticipate (inaudible---) -more of anticipating planning and aligning itself for those changes. The economic development piece of that is given more with the city services (inaudible---) or available resources. Like the Chief said, if we have a shrink in the general fund and if we don't enhance the growth or the economic face of our city, we won't have very many of those Meridian City Council Special ~ng/Workshop • February 16, 2006 Page 42 of 94 resources. Is that a better location for the sake of trying to make sure that we meet the future needs of the city, anticipate what they might be and try and plan for that, but also make sure we focus on maintaining some economic base and sustainability for our city? De Weerd: Not necessarily, I think that is where you see Boise freaking out about some of the trends they see happening is as they see their people moving out they will see their business moving out and so community growth, a lot of it is centered around your economic vitality (inaudible) and your economic development and you know maybe development is the hang word here. I don't know, I do like the clause that (inaudible) out of (inaudible) program. It is just the challenge that Public Works and the Building Department, they had a large focus on that this last year and they really embraced that aspect of how they are (inaudible---) of (inaudible---). For different reasons other than service, for different reasons other than resources - I don't know. Nary: I guess from my perspective that this is diluted because the model we use to create this initiatives and focus area was an integrated model that they all had equal footing amongst each other. It isn't - (inaudible---). Like I said (inaudible) it is just a definition thing. Which one we put it in doesn't make it less important or different. I guess what I am saying - I guess for me and for my department, I don't have a problem putting it the page. I (inaudible) talk about where it would go and if I put it in city services and available resources, it doesn't make it less of importance or less of a responsibility on my part that it is there and not (inaudible), it is just a different location. Like you said all of these were equally important anyway. Anderson: Yeah, I guess I have to go along the same lines as Bill is thinking. To me we are splitting hairs. I mean whether we add the language in there or not, everybody around this table is saying the same thing, you know economic development is important, for some of our departments it is more of a livelihood. (Tape turned over) Anderson: -- let's get to the important things that we are here today and that is talk about strategic planning in the future and not (inaudible---) what works or (inaudible). Nary: I agree with Ron. Kilchenmann: Me, too. Canning: But it is not (inaudible). I think it is important to understanding exactly what you mean by it economic development. (Inaudible--). Meridian City Council Special 11~g/Workshop February 16, 2006 Page 43 of 94 Wardle: I don't think we are going to define that. My charge, I guess would be my charge to the departments and to the employees to define what it means to do your job. Then obviously, take action on what we can and help the city develop additional resources. De Weerd: Yeah, maybe then the discussion is just to acknowledge that it's not a (inaudible). StifFler: I guess I also heard, too, and I am just trying to skip through it and I am kind of like with Ron. I agree with that, but if you guys had identified that focus area and planning for community growth and economic development and the same things were underneath it to me, no matter whose terminology you would have been saying community growth and economic development and you just had your same statements. Then when it says meeting the current needs and doing it, so be it. That in itself to me almost provides a clarification, but we could sit here and (inaudible) length that community growth means economic development, does it? In some ways. De Weerd: No. Stiffler: Well, see that is what I am saying. Tammy says no. What I guess is it is inclusive of that. I think Shaun's point was like -the point I hear what is saying is that's what you guys look at or is that part of your responsibility? So, I guess the question is do you want to make any changes to that? Because that is part of the strategic plan, you (inaudible) define the focus areas and you say well that is part of the process. Brad, you haven't had a chance to say anything. Watson: No, like the Mayor said this is such a focus of what our department does and I don't object to it being in there because sometimes I do (inaudible---) and they don't think about where that road is and what type of road, but as soon as they (inaudible---) is great, but they don't understand how that got all the (inaudible---). Kilchenmann: I think (inaudible---) to remember that sometime we need to be going for quality, not quantity. (Inaudible---) kind of quantity and build our city full of junk and call it growth, but that focus on quality. I like that concept, but maybe just changing that overall, the subtitle of the focus area, planning for community growth and economic development and leaving the bullet points the same. That might be a compromise. (Speaker unknown): That sounds good. Let's move on. (Speaker unknown): Okay, let's move on to number two. Canning: I like that idea. I always thought (inaudible) too much like (inaudible) by department. Meridian City Council Special ~ng/Workshop February 16, 2006 Page 44 of 94 (Inaudible discussion) StifFler: Okay, number two, providing city services with .available resources. Again, that may be already said -that whole process thaf.... was put in here, but that was only related to understand -- actually Council's gpt part of their PAD's and talk about the same strategic positioning that you have in your PAD with regard to mine. So, I guess to the directors or any of the Council should see if there should be any changes to that. I am not suggesting that it has to - it may be part of the whole process, I am just saying that -anybody? (Inaudible discussion) Stiffler: I am going to assume on the second one there is no change, okay? On the third one, I know that I had heard from some of the Coiuncil and he is sitting here, too and I also heard from Charlie - I have also heard it from part of - we talked about having to do with kind of that management succession as the city grows. If that is already covered in your view and you undeirstand that, when you do it you are doing it in your departmental. Right now mn the PAD's for the directors, I think all of you have a succession issue in there. So, if that is -just in sharing that -that is part of why I am in the discussion ~ the Council whether they now realize and understand how that too fits into that. But, I guess this just in issue that the city is going forward, so the view is covered by that. Kilchenmann: (Inaudible) of talent development to me is j~jst a fancy way to say (inaudible---). Stiffler: Okay. Does it cover the succession issue? Let's go to the last one that Stacy is going to be positive about this one - so if Stacy can speak to it -- it actually comes from one of the ones I have discussion that II have had with you. Kilchenmann: Maybe that's why I like it. StifFler: That is why you like it. Kilchenmann: No, actually what it does is it puts more of the planning in this one. I don't think it's in here.. We have financial responsibility arfid we have -having a sound accounting system and a partnership. Stiffler: Any comment? It actually goes a little bit Shaun this even went to a little bit of something that we talked to earlier, a little bit about symmetric, but also in a more longer term basis because Stacy in discussion we had, we need to look at some of the issues sometimes it is just strictly to annualize, there is not that real forecasting. Meridian City Council Special ~ng/Workshop February 16, 2006 Page 45 of 94 Kilchenmann: Well, actually doing it -- we are just not - I tlhink we are spending enough time talking about it. Wardle: Let me ask this. If we are going to talk about forecasting, then I think we need to (inaudible---) in a assertive and accurate manner. I know that Stacy and what she does will forecast (inaudible---) to someone say like me and my business model. I am not a very conservative forecast. I forecast very, very aggressively so maybe set a stage and say if we are going to do this function, which we are, we are going to do it in the manner the city does all (inaudible--); be conservative, be accurate and get the best (inaudible). Stiffler: Well, I think the reason and actually this wasn't exactly or what was part of the discussion we had and actually Tammy and Thad -the reason we put that forecasting model through this (inaudible) contingency planning and decision making that that would have to include those models if you have that conservative or contingency issues, those all came from eldments that - Bird: Shaun, you are right you need to be more aggressive, but you are playing with your money, not with the tax payers. Wardle: Well, that is what I am saying we are going to forecast in a conservative manner and because I know some govemment agenciesi that forecast enough non-conservative or even an non-conforming manner (inauddible---). Drives them crazy. De Weerd: That is in private business. Wardle: I have seen it in govemment. You see some federal program (inaudible) - (Inaudible discussion) Kilchenmann: (Inaudible---) numbers come from everywhere, like Brad and it's something that we all do and the information is (inaudible) - Borton: Just one question on the wording - is there such a thing as finance forecasting that is not (inaudible)? I know the answer to that. Stiffler: No, that is a good point. StifFler: I guess what I - can I say that to you, though? I will say this and Shaun you might relate to it in the business you have, you'll haute a financial forecast that is done because it is based upon historical data of growwth and not related to the reality of the growth and forecasting - Meridian City Council Special ~g/V1/orkshop February 16, 2006 Page 46 of 94 Kilchenmann: Well, I think they are (inaudible). I mean ours is a lot just (inaudible). Stiffler: Sometimes businesses or departments might be alble to forecast based upon a historical side. To me as long as you know what it,means when you are looking at it, you take the (inaudible) - so it's developtl,`nent review ongoing financial forecasting (inaudible). Is that okay then, everybody? (Speaker unknown): I am a little hung up on it in that I am not an accountant or a marketer, I am a (inaudible) cop and you tell me how much money I have got to spend and what we are potentially looking at and my job is Xo try and provide you some resource management in terms of being able to apply that or bring it in. But, I will be the first one to say I don't know how to do a financial forecast model and I don't want to team at this stage in my life. I rely upon finance to provide that forme on it, but I will take the information and I have got access to be able to do other studies and that is one of the things that is already in my PAD to do some stuff. Kilchenmann: It's like do you tell because like when yob tell them what your (inaudible) management plan is that is part of it. That is part of it. (Speaker unknown): Right, but I provide all of that to you, but I guess I am getting kind of hung up on decisions in terms of what you dre saying to me that I need to do in terms of financial forecasting. I can give you idhe (inaudible---). Stiffler: Let's just make sure we are still consistent with ~ this was an initiative city-wide, which -that when it turns around to Stacy she hras got a responsibility to having role up all that data. Each individual department has a responsibility for providing part of that and the soul it takes to do that. Wardle: I guess one of the things that is the total responsibility (inaudible), which it will. It should be city wide. De Weerd: Yeah, maybe it's already under a (inaudible---) financially responsibility. (Speaker unknown): Yeah, and that is kind of the way I took that when we put that one in last year. That's when my job is to make surer that I am in line with what Stacy has available, what she is forecasting now anc~ in the parameters of what the Council and the Mayor has said on where need to go. (Inaudible---) anticipated (inaudible) planning and (inaudible) because sloe provides part of this discussion you said about being is not the issue to try and put words or change as long as you are on the same page with it, the discussioni goes on so nobody is misreading what it is. So, my view is given that discussion right there. I don't think you need to add anything to it. Meridian City Council Special I'~g/Workshop February 16, 2006 Page 47 of 94 (Inaudible) Stiffler: Well, you actually have it in your PAD. It is in your PAD. You have a thing on financial forecast. It's actually what you guys discu$sed originally. Strong: Is it a public trust that if your paying taxes and you are providing service, it is like you trust the local government to provide that (inaudible) that is a public trust and that is public trust, so (inaudible) effectively, so as a financial responsibility and making a good decision - it is more than just financial responsibility, it kind of comes back to that. Really what v~re are protecting with the stewards is the service that that community expects, continuing year after year. We manage it in such a way that we can do that. Actuually, last year in your first initiative, I think you very much covered that. De Weerd: Phil, the only thing that I have in this one is in the first initiative. I would like to add three words. It says participate in pudic involvement. My recommendation is participate in accountability to public involvement outreach (inaudible). So, it is not only participate, but you are also accountable. I think that is kind of one of those things that we have all worked through in the past and one of the discussions almost impeach meeting that PAD aiz our quarterly review, it is really what is this and it is accountability, not just this (inaudible), but to the process of communications to a number of different things as it evolves individually, but I guess by adding these three more words, participate and accountable to or whatever helps to clarify some of that. Musser: Well, I know where you are going here, but when I read the definition of stewardship, (inaudible---) it doesn't have these unnecessary (inaudible) but (inaudible) and stewardship of trust which it states 'right there, we are accountable with public trust. De Weerd: But, Bill I have gone through these quarterly, I have seen that that needs to be defined every time. So, if we can define it in ~n anticipatory way of even a public looking at this, it just helps to define it. I don't mean just add words because it has come up more than once. Stiffler: Anybody? Nary: Can I back up for just a second on the session om the proposed for an organizational (inaudible)? Does mentoring mean that for everybody because it doesn't necessarily mean (inaudible---). Is succession planning is different to me than mentoring. Mentoring to me is being a good leader and sometimes being a good boss or coaching and guiding and those types of things. But, succession planning is a little different to me anyway and I don't know, it seems like we went by that fairly quickly, but I think succession planning because of city sustainability and long term totality is important. Now, we don't necessarily want to always have to go out in the world and look for every job that we have or every record Meridian City Council Special ~ng/Vllorkshop February 16, 2006 Page 48 of 94 that we need, every time. I think it's positive reinforcement to try and to think that part of our focus and whether it is just adding in for that line or making (inaudible) or something it doesn't matter to me, but I guess I just didn't see training and coaching a (inaudible) the same as a succession of planning or (inaudible---). I don't know, maybe everybody else does. Bird: (Inaudible---) is that guys (inaudible---). Nary: It may not always fit and you may not always have the personnel that is necessary to do that, but I guess I just think they are different concepts. De Weerd: And different levels, too. It is not just you, its (inaudible---) someone that is being trained and - (Inaudible discussion) Wardle: When you talk succession planning, that to me doesn't always mean a term, for example you have an employee who is a great employee and you can bring that person up and you don't have anywhere for them to succeed and so you help them find another position out in the world. However, if you ever leave your position, that is the first person you are going to call is that individual to come back and step into that role. So, it doesn't always have to be the only availability we have. Kilchenmann: (Inaudible---). Canning: I kind of like the idea of maybe adding a little bit of that into that sentence where it talked about positive reinforcement (inaudible--). Maybe you could put it in the (inaudible) work environment and that makes employees make (inaudible--) and success (inaudible) and it provides opportunities for (inaudible), not that you have to have it, but it provides those opportunities. (Speaker unknown): I like that. StifFler: I will tell you that you need to recognize it because when you have a small department -like the guy that goes into Parks - if so and so leaves, we are out of luck then your job as a management leader (inaudible) that is part of the responsibility (inaudible--). I think the (inaudible---), I think that addition is a good one. Canning: -- and provides opportunities for management (inaudible--). Stiffler: I think it might work (inaudible) within the sentencing (inaudible) but I think the intent is there (inaudible--). (Inaudible discussion) Meridian City Council Special f~ng/Workshop February 16, 2006 Page 49 of 94 Canning: Well, I can't think of - (Inaudible discussion) Stiffler: It is in your category of your focus area of organizational excellence. I think it's already in that category and you are talking about that ongoing in your focus area and it has that opportunity (inaudible) the growth and that succession to meet those needs so it does fall in there. (Inaudible discussion) StifFler: The thing is there still are changes that I need into words - I guess kind of pushing through this because we do get a chance now to talk about each one of your departmental updates is that you could still, the final words and that word- smything alittle bit, you are not changing that much, you can end up doing. Because I think the work that you did last year on defining these focus areas, I think are very good and the idea of laying them out and keeping the consistency of the city-wide and then drawing it down, it does allow that to make sure that you are doing an execute and get it done. So, I don't want to get away from that. Musser: Being my usual (inaudible) I appreciate where Anna was headed with hers and going from there, but based on what Bill kind of said, I kind of took it as an enhanced employees skills potential session (inaudible--). As managers primarily the main things we have impact on is ability, not much desire, but we have a good workplace where they are stakeholders then the desire will come (inaudible), but it will provide the training, the coaching and then mentoring and it makes that potential (inaudible) then -that is just - Stiffler: Actually for what it is worth, I think that is saying what you were saying - enhance an employee, opportunities for success and through that training (inaudible) that seems to cover the whole thing. Okay, moving on. Since the Mayor is gone we are skipping - oh, she is back. This is -given those retention and I think Stacy and Ron said let's get forward and talk about what has to be done or planning or having it done in discussion, is that that is kind of an opportunity based on (inaudible) but here is a chance for Council and leadership for you to talk through those areas within your actual departments as you identified those in order to be needing those overall, at least your department initiatives. So, Tammy, I don't know if you want to go first, since you are the first one? (Inaudible--) update from the Mayor's Office with regard to --? De Weerd: No, I don't need to anything else. Stiffler: Well, we are talking about all the things you have to do -you are set? Meridian City Council Special I~g/Workshop February 16, 2006 Page 50 of 94 De Weerd: I am more than set. I know that is not what you were looking for, but it is all that I can give you right now. That is all. StifFler: I like the answer. Kilchenmann: I do too. Stiffler: I only want to make one statement. I do want to make one statement. I have heard from all of you of leadership and I have to say after talking with the Council, I would hope that if there are any concerns that you think that is Council on the same page we are? Are we looking at it -this is part of this alignment thing so here is your opportunity to have that discussion, so whether it may not be written here, now is the time to have that discussion. I am looking at the Council President. That is part of the reason you are here today, rather than to go back and leave and say oh well, I am not sure we are on the same page. De Weerd: Well, Phil, mine are pretty extensive and they flow into many of the others. I could spend time on this, but really I think it - I have more opportunity at least in reading with Shaun, reading with the other Council members and I have that dialogue, so I would like to confirm my plan to you (inaudible---). Wardle: And another thing I am going to say about the Mayor's Office is that I know personally and I know the other Council members utilize the Mayor's Office as to staff to ask (inaudible---) as communication director and I have (inaudible) would like to begin to do that economic development director so in that sense I think the Council will be working hand in hand as we do with other departments, but just to (inaudible---0. )• Stiffler: Well, it sort of is, though even though in the communication internal / external because it is in her pack and even in Tammy's pack, she has done that, just what you just said and Shelly's role, it is time (inaudible). Does anybody want or need to take a five minute break? Anybody? Anderson: I have a question. Are we on these departmental initiatives, are we covering the things that are here because a number of these things that are like on the Fire Department, we accomplished now, we are ready to move on to new things. So, are we here to talk about the stuff that is on here or talk about new directions? Stiffler: I think that the new directions, Ron, you said this is gone, this is gone, this is gone and this is where you are headed and you want to get that kind of discussion -that is the whole purpose of it. Kilchenmann: Yeah, and you inherit this. Meridian City Council Special M.g/Workshop a February 16, 2006 Page 51 of 94 Stiffler: So, Aspire On wanted to be first. In the expeditious nature of the Fire Department let's get the fire out and let's get going. Anderson: Well, I guess on the first initiative that maintain and enhance current service levels. I mean that could involve hours of discussion in itself. We just completed Station 4 out there, moved into it last Saturday, but Meridian is continuing to grow in all directions. So now the dilemma that we are faced with at this point are where do we head next? Do we build another fire station? If we do build another fire station, do we build it in the north planning area? We have a piece of ground that has been donated up there on Linder Road, (inaudible) on Chinden, about halfway between Chinden and Ustick or do we go to the south west comer of the Rural Fire District because the Rural Fire District has been the one who has been fronting the money for the city to build a fire station. The last two fire stations have been paid for by the Rural Fire District. Their desire is to go into the south west comer of their district because that would help their patrons a little bit more (inaudible). The city is also faced with an issue that because of the size of the building and the size of our community, at some point here in the not too distant future, we need to start looking at a big (inaudible) of things (inaudible---). Because that makes a big difference when it comes to our insurance of ratings and where the City of Meridian is a Class 4 in the Fire Department right now and the areas where we are taking the biggest hit in that rating process is the fact that we don't have a ladder (inaudible) and so that needs to come into discussion at some point here in the not too distant future. The other, I guess, issues where we are lacking is in training facilities here in Meridian. We have done the last recruit test over in Nampa, but the fact that we don't have any training facilities in Meridian itself that also gets taken into consideration in our rating process, so we (inaudible) because of that. So, knowing that we only have "x" amount of dollars to work at, we have to figure out okay what is the next logical step? Where do we go? Is a station? Is it a ladder truck or is it a training facility or if it's a station, where do we go? How much money do we have? How do we address those other concerns? So, do we layout a long term strategic plan that says we will do this in two or three years and this in another four and five and fifteen years we will build into these things? Those are the kinds of issues, I guess that we need to talk about and I wish that we had more time. I mean, I could provide charts, graphs and all those kind of things, but we really need to have those in depth discussion between the Mayor, the Council and our partners in the Fire Department and that's the Rural District Commissioner. So, at some point I would like to maybe set a meeting with you guys where we can talk about those things in depth and maybe we can (inaudible) where they want to go and what they are willing to (inaudible) about what the city wants to do also. Bird: (Inaudible---) and that meeting (inaudible---) that does need to be done before we start (inaudible---) and see which direction the Fire Department recommend (inaudible---) - Meridian City Council Special 11~g/Workshop February 16, 2006 Page 52 of 94 Anderson: Yeah, we would love to do that before we jump into the city (inaudible). Wardle: Let me ask you this and I understand essentially where (inaudible---) service in two stations and so we have to make some choices. Do we currently have the facility of (inaudible)? So, we don't have to recreate something? Anderson: No, we did put a little bit of thought into the stations, the ones as we have been building. Wardle: I am just making sure (inaudible---). De Weerd: You know, I guess, this goes back to a discussion that we had earlier amongst elected officials and the matrix verses visualizing and you know the fire rating is (inaudible) rate, but as we had the discussions on the ladder (inaudible) or the training facilities in the past and then recently you and Keith had a discussion with the issue and it's how we can best partner and maximize the current assets that (inaudible) this as well and maybe it is how we can integrate that into a rating system in showing how through partnering or (inaudible) or collaborations, partnerships we are meeting it, we don't have to own the ladder truck, but we have a give and take with other departments or through really (inaudible) partnerships so those are the kind of things also we try and take care some of this through the Capital Improvement Plan and that's that forecasting that talked about earlier as well. So, as we approach that partnership meeting with the Rural District, it's also taking all of those different pieces and parts in consideration as well. Is it necessary because of the community that we are and what we have right now to have a ladder truck? I don't know. (Inaudible--) for a fire rate. If in the fire rating we can show that because of collaborative efforts that we have made that we don't need it - we actually have it even though we don't own it because of a partnership. It is looking at it in terms of different types of (inaudible) and not necessarily all ownership. I guess the best way to really emphasize that is we don't own those fire stations, well - Bird: We own two of them. De Weerd: Well, we should somehow -that's by paper, but it is through a partnership that we are able to even do that. So, that (inaudible--) discussions (inaudible--) need to also capture. Anderson: And I think those are all good discussion points if you would like to throw all that out on the table and try and figure out priorities. The other thing that I think is going to come into play and not just with the Fire, but also with the Parks and Police also, but I think we are missing out on a great opportunity right now with impact fees. I think we have drug our feet on that for years and there has been a good solid few years of (inaudible) down in Meridian and we could have been capturing impact fees on new development and we are behind the Meridian City Council Special ~g/Workshop • February 16, 2006 Page 53 of 94 boat considerably and we have all this need now for capital and yet, we haven't put those in place and we have some Park impact fees, those are probably low compared to other cities, but we can use impact fees for other things, not just public safety and building police stations and fire stations and purchasing fire trucks, we are missing out on that everyday that goes by. I know there has been an effort to really get RFP's here recently on a consultant, but we are losing out everyday that goes by. (Inaudible discussion) Wardle: One of the things that I look at through -from the Fire Department is that - we talked about this and I have got two economic development impacts and I think at that without a ladder truck we are limiting the height of the buildings that could be built and in a consideration that I don't know if we thought about yet, but how tall is City Hall going to be? Man, are we going to limit the height of our building because of the restrictions that the Fire Department has? (Inaudible discussion) Bird: Well, you know Shaun the thing is in (inaudible), sure we want to have the (inaudible) rating we can. I have called five insurance companies and four of them look at your rates, the other one could care a less. I want to have that number to rate - my insurance company has to be one of the (inaudible). Stiffler: I guess one of the things that I appreciate with Ron's discussion and this comes back again from talking to all of you is I heard from Council (inaudible) said look we don't want to just go have a workshop or sit in a session and just recording on here is what happen in the Fire Department. I hear from the directors and Ron is saying, look have the kind of meetings and you know the strategic direction and what are those impacts, whether it's impact fees, the ladder truck, the capital improvements and to have that kind of discussion so you have an idea of direction and consistency and I think that is why some of the topics that you bring up today, the intent and purpose on that would be to have that meeting before you are meeting with the Rural so that you have got a fairly good common ground that impacts all of them? Am I incorrect? I mean that is kind of what I heard? Anderson: Yeah, and I mean it could be a meeting a head of the time or it could be a meeting that we just go in there - I mean I am not opposed to - I am going to lay out the options. I am going to tell you as a Fire Chief what my recommendation is, but then I do need the direction from you as yes, we want you to head this way because that also tells me that you are behind the commitment and you are going to tell me (inaudible) direction that you are probably going to support that financially and (inaudible--) but without that I could head all the direction I want, but without you guys saying yeah that is what I want you to do, it's pointless. Meridian City Council Special M~g/Workshop a February 16, 2006 Page 54 of 94 Stiffler: I mean that is why I am bringing that up is that I felt from each one of the directors and it's kind of like how do you facilitate? I think the idea is that I saw some of the Councilmen shaking their head. Charlie here today said the same thing and I know can talk (inaudible) Brad is if you come in as you just said, look Council I want to sit down with you, here is how I see the lay of the land, here is my recommendation based upon this, here is going to be the things then you have a feel for that and everyone of you on that. I guess that is kind of why we are here today about that alignment is that if everybody is on the page and say okay then you are calendaring and scheduling that. from the right use of time to accomplish that so you have to have that direction and know where you are going. Strong: Well and I think we are all here, too, so that particularly as we moved forward to budget, as we make decisions I think we all have to agree kind of with the priority of those decisions because I could sit here and say that the cost of the ladder truck (inaudible) neighborhood park and we could go back and forth on that. But, if we all agree on the priority that the ladder truck needs to come first or the park needs to come first then we (inaudible---) and it's all heading down the same path and nobody is in opposition. So, the big part of what we are doing is all understanding what our priorities are as a city, not just as individual departments. Anderson: I think it is a multi-step process. I mean first we have to be able to as individual departments express the needs to Mayor and Council then we do have to do a prioritization city-wide. You know, is the priority this year going to building a new fire station or doing a park and weigh all those things out or adding a Police Officers or whatever it is because otherwise we get into this (inaudible) one another interdepartmental wise and that is not (inaudible---). I don't know what the Park's needs are. I don't know what the Police Departments are. I do know what the Fire Departments are, so (inaudible---). (Inaudible discussion) Stiffler: I think that is the benefit right now, you get out on the table what you are doing, Ron -here are some of the issues and if everyone in the department, the people go through this and lays out and gets some of those things that are out there on the table then that needs to lead to it and it should be preliminary, too and that final decision is allocation and resources. De Weerd: Well, I guess it's to allocation and resources, but I guess the stresses the importance and priority of getting that impact fee evaluated and done, but it also again underscores the importance of priorities. Doug stated it will buy a neighborhood park. It will buy a neighborhood park every single year, but you have to remember the ongoing costs associated with that. So, if we only have ten buildings that you really need a ladder truck for or (inaudible) it links with City Meridian City Council Special It~g/Workshop February 16, 2006 Page 55 of 94 Hall. If the partnership qualified for the Meridian purposes and those are the kind of things that need to be evaluated. If eventually because of changes in design, expectations and standards we will eventually have 20 buildings and that makes sense and that Capital Improvement Plan and that impact fee is going to be extremely important and it is something like that today if we implement that safety impact fee, that is something that definitely will be (inaudible) capital wise, but not ongoing expense wise. That is yet another long term - Bird: You know when you said (inaudible) Mayor Tammy, we not only need that as long as we are letting these houses get so close, the two-story houses and stuff, there is no way where you have a four foot setback on each house, but you would expect that you could get a ladder up to it. So, you have got to have somebody up on the roof fighting. Same way with these long buildings. I mean, I don't know how many people have worked off of an extension ladder, I have worked off of them for years -eight feet and you when you are trying to go up 36 feet doesn't (inaudible-). So, there is not only - and I agree with you, you have got to (inaudible) what we need within a whole city, not just (inaudible---). Stiffler: Ron is there other issues -are you going to be able to kind of do that summary right now, kind of where you look? Anderson: Yeah, I mean I can finish going through these things -the implement of the event's life support and into the Fire Department, I think that is pretty much completed at this point. We had the paramedics recruited, hired with protocol (inaudible) state (inaudible---) and got all that equipment purchased and ready to operate as (inaudible---) right now. I tried to keep you guys pretty much informed through the monthly reports as the progress happens on that so I (inaudible---). That one I would consider we could put to bid. The only thing that I would like to mention there is there will be ongoing training expenses for the paramedics as well as ongoing ALS supplies that will then (inaudible) and we will see those things in the budget (inaudible--) Stacy and those things were listed in our capital this year (inaudible--) that will roll over into the ongoing operational part of the (inaudible) department too. Improvements in our training program - this I guess is an area that it would kind of roll into some of that same discussion, but not only trainings -training programs, but we have to look at facilities and where we do training at and things like that. There are things that we have to provide ongoing training that we are required by law and some of our Police Officers have to have proficiency in firearms and things like that. We have to provide ongoing (inaudible) training so there is material, supplies, facilities and all those kind of things. We are trying to work through partnerships, elaborations, like through BSU, for example trying to get a fire science program at this BSU West Campus. One of the things that we are talking about with BSU and with the other Fire Departments within the Valley is putting in basically a virtual classroom in the fire stations and that way they could have an instructor who might be teaching at Boise State and that could be telecast throughout the entire Treasure Valley or even the State of Idaho for that matter. They could be in an interactive Meridian City Council Special ~g/VNorkshop • February 16, 2006 Page 56 of 94 discussion with their instructor. Another thing that that will allow us to do is keep the crews in service in their area in case there is a call, instead of taking them out of service to do the training. That could be expanded, I would think (inaudible---) training and maybe even some city-wide training stuff. Provide coordination and innovative public .education programs. You guys hunted apart-time public education specialist for us last year and we got that individual hired in about May of this year. She has just been a novel job for us. She is going gangbusters. She has creative partnerships with the Meridian School District, with the local hospitals, with the assisted living facilities, nursing homes, senior centers and we are doing more public education in the Meridian Fire Department within the last seven months than what we probably had done in the last five years. The more contact she makes, the more work load is putting on the department, but it is a good kind of work load. It is the kind of stuff that we are talking about, getting out and reaching the community. So, we want to continue to expand that program, so we are going to be asking you on that position as a full-time position, not a part-time position because the gal that we have that is working there now is great and she just doesn't enough hours in the day. She is constantly saying do you mind if I put in more hours? I say, I can't pay you more hours. I don't have it in my budget and she says well do you mind if I volunteer? I say you can't volunteer (inaudible---). So, I am in a catch 22 situation. She certainly has the ambition and the desire to want to work more. There is more work there to be done, but we can't do it without (inaudible) time for the position. Then improve the departmental communications. I think we have made some tremendous strides in doing that, but we have got a long ways to. We do monthly staff meetings. We put out minutes within 48 hours of those staff meetings. (Tape turned over) Anderson: We have reformatted the monthly reports instead of just a one page that has had a bunch of numbers on it. We tried to make that read more like a news letter for you so that you could understand the events that are going on in the Fire Department and then we put out a quarterly news letter that we send to you guys also. We also send that home to all the spouses, too, because a lot of times the spouses don't get the word about what is going on at work and all the activities that are being conducted by the department so we are trying to make some strides there. Those are also posted on our website (inaudible---). So, that is kind of a review of our initiatives. (Inaudible discussion) Wardle: Well, just one thing here real quick. Ron, if you could just also send us those cost estimates. They are great reports and (inaudible---). If we want to take a break here real quick, Will has got lunch ready so we are going to work through lunch, I assume? If everybody wants to line up, get some food and then we will get back to work. Meridian City Council Special 11~g/Workshop February 16, 2006 Page 57 of 94 Stiffler: Excuse me, the next director that has finished their food who wants to follow Ron, I guess go for it. Wardle: Just a quick announcement also, both Joe and I have some meetings and so our timelines are going to be (inaudible) so if we could (inaudible). Stiffler: Ron, did you have anymore? Anderson: Oh, yeah, I will go ahead and do some more. No, I won't. Stiffler: So any volunteers for the next -Bill is going to go. Musser: 1 can go ahead if you want me to. In terms of where we are at with growth participation, which was our first one we are tracking and looking some things right now to finish up on that in terms of staffing, our capital that we are going to be looking for replacements on it in terms of vehicles and that type of stuff. We are hoping to get some information in from our records management system, be able to dump it into our study that we have ongoing at this time. So, we can finish that. However, I have got three other new little curves that have come in since then and I will address those as we get into some of the other stuff. We do (inaudible) non-patrol staffing needs is in process now and we are going to have non-patrol staffing that we need to address in this upcoming fiscal year, so that will be part of our enhancements that will be coming forth as well. The contingency plan is limited to no staffing increases. It is in progress and I am waiting to see what comes out of the legislature and hopefully we will have a better idea as we work through March is that we are going to have to adjust in terms of - as I work through property tax issues down here. Tracking for alternative funding in progress as well - I know we have got at least two grants identified at this point and each one of the lieutenants have been asked to have at least two apiece, so we are continuing to look on the funding sources. Some of that may take us a little bit of time because we are just now getting in the funding cycle where the state is receiving information (inaudible---) available to us so we are still waiting to see what else we can pull up on that. We have an issue (inaudible) for all personnel at this point and kicked in and we have the PAD's completed down to the (inaudible) level and they are getting ready to initiate from (inaudible) on down into the regular staff members so we can keep moving forward on our coaching for performance. Providing mechanisms to help ensure fiscal accountability remains ongoing and that one specifically addressed some things that were included in (inaudible) PAD's in terms of how they report back, where they are responsible for on their budget lines and that type of thing. So, we are looking at well ahead on that one and then ensuring the open communication of the public, other agencies and other departments has been a big ongoing one that we are continuing with in terms of just meeting with other departments, my activities as a Chief with the city has expanded out and I will be the President of the Idaho Chief's Association in -well, basically I take over in 2006, but mostly for 2007. So, that will keep me busy there and I am relatively Meridian City Council Special ~g/Workshop , February 16, 2006 Page 58 of 94 active at this point with a lot of legislative stuff that has been going on through that association, working with the Sheriff's Association as well and then passing that onto the lieutenants too. John remains real active still in things related to traffic issues. Bob has been doing a pretty good job for our public information officer; Shelly hasn't had to slap him too many times at this point. (Inaudible discussion) Musser: Then with Gene Treckle we have got a real good working relationship still with the other departments in the Valley and then over in Nampa in terms of our investigating division communications remain open there and a lot of the things that we are sharing with and working on in terms of cases throughout the Valley, with the exception of white pick-up trucks, which still remain (inaudible). So, I think we are pretty much on track with most everything we had in terms of initiatives. Some of these will remain ongoing (inaudible) over the next couple of years, but I plan on having stages that we are going to be looking at so I could report back when I have that information available for Council with the budgetary process (inaudible). Now, as far as new things that tie in, growth anticipation number one for us - I am tracking what probably is going to be three significant capital expenditures that we may have to face over the next couple of years. First and foremost being is trying to figure out what we are going to do in terms of fire arms for (inaudible) for the City of Meridian -where Boise City, they typically don't have one we are just finding that they have some access to it, but it only may be available for about a year and one half on the old association (inaudible-) purchased by individual officers from Boise City. The county range is closed as of February 28~" so we won't have that available and we are looking at some alternatives for firearm restraint. The other one is as we grow and then looking at where we are potentially heading with staff meetings and looking at the expansion both through the northwest and potentially the south, depending on whether or not Kuna starts firing cannons at us - it is going to continue to have me come forth with increases of patrol staffing and looking at the space we have right now on the lower floor of this department. We are potentially looking at doing an expansion just the patrol section of the building here. So, I would like to have something for down the road, probably get by for the next couple of years, but something that I think we are going to have to look at and start the planning and set in sight whatever ideas we have for that. The third one in front of you in form of enhancement for this year is that we need to make an expansion on the animal or the dog pound that we have currently because we are already at capacity at most instances, we don't have a whole lot of room for dogs if they come in especially as we get our second (inaudible---) process and just trying to get that (inaudible--) done. That one is going to be a significant need. However, because of the building construction out there with (inaudible--) ours will be (inaudible--) down a little bit, but we will probably need a little bit of some expansion there and also seeing (inaudible) we might be able to utilize that one if it is existing. The old concrete building isn't the worlds best, but it has some Meridian City Council Special ~g/Workshop February 16, 2006 Page 59 of 94 (inaudible) right now. Additional things that I was looking at, if we could get ladder trucks here, I would like a couple of helicopters. Kilchenmann: I knew that. I was just saying that the next thing you know you will want a helicopter. Musser: It would make it easier to get to one side of the county to the other. But, that is not actually (inaudible--). (Inaudible discussion) Musser: We are looking right now potentially where we might be able to set a couple of satellite offices. I still need to get with Ron after they get in and at home down there and see what we can work out in terms of agreement and set some guidelines for the patrol and going to go ahead and set up a section down there by (inaudible) firefighters and get in and get established first before we (inaudible). Also, looking at the Bridgetower area. Right now we have got some business ads that are starting to come in and looking at that and see if we might be able to angle something with that without a whole lot of expenditure coming out. Hopefully we will have a little more (inaudible---) coming in for enhancement (inaudible). Staffing will continue to remain a priority for both patrol and CID and we are looking at community services this year and maybe some other items that the (inaudible) do that as we expand our outreach into the community and then on the planning side of it and I am glad we talked about the economic development stuff today, but I feel like I have been a little bit on the outside of what our major commercial pursuits are at this point, especially along the I-84 comdor, the Ten Mile corridor, anything that we are looking at there and potentially that we are already (inaudible) could have a significant impact on how our police response is and the type of policing is what we are looking at. But, (inaudible) predominantly geared towards a smaller community and with subdivisions and major commercial (inaudible--) housing response, so I would like to be part of whatever we are looking at there, just so I have an idea of what people are looking at, potential infrastructure or (inaudible). That is pretty much ours summed up. Anybody have questions? Bird: I have a question, Bill; regarding the firing range (inaudible---). Have you been in contact with the (inaudible--)? I know you have been talking about going outside. Musser: The one that was potentially geared for (inaudible--) properties? Bird: Yeah. Musser: We were involved with a committee with that of which I was a member of (inaudible) our firearms range master there as well. My last discussion with Chief Masterson, which was last week at our Chief Association meeting, he Meridian City Council Special I~g/Workshop w February 16, 2006 Page 60 of 94 basically dropped the news to me that it didn't look like the airport was going to be too willing to work with that situation, they didn't want other agencies (inaudible) on the airport property and being involved with it. Somebody had the attorney's mix onto it and that really confused the issue there. But, it doesn't look like it is going to be as viable for other agencies coming in, but they may develop a smaller concept for (inaudible) for the airport police and let Boise police use it. At least that is what I understand at this point. Bird: So, it is out in the cold. Musser: Yeah, they weren't really going to enter into afull-blown partnership and instead of looking at a year and a half to two years to have something in place, in may take as long as three to five years. Bird: The existing Boise Police range that they sold to the (inaudible) officers; would that be a conflict for us? Even though I know it will cost you a small fortune (inaudible--). Did that conflict, Bill (inaudible--) for us to use it? Nary: I wouldn't think so. I think we can contract with anybody. I think the issue that Boise made (inaudible--). Yeah, depends on the cost and such and it is not like there is a lot of options out there, so (inaudible--). Bird: That is straight across through Idaho, regardless of what they charge -for him he has to pay overtime to send (inaudible). (Inaudible discussion) Musser: Based price right now is going to cost us about $600 per day. We usually do at least a minimum of three day shooting when we are on the range and assign the officers in at least limit overtime, primarily to our ranging personnel. We have the occasional officer maybe on duty who has to try to (inaudible--) by assigning training dates. So, on the outset we are looking at probably (inaudible) dollars or $1,000 for this next shoot in March and (inaudible) looking at alternative or (inaudible--). We are considering (inaudible) in Caldwell (inaudible---) shoot at their facility. The range with the Department of Corrections out on (inaudible). It usually is so full from everybody else using it it's just hard for us to schedule in (inaudible) as well, but it is kind of availability issue. I am going to bring the issue up, but it is not something that Meridian hasn't faced for years, but our availability to get something else is significantly impacted now. Sheriff Rainey is going to continue to work on both his range, but he is at least considering a year and a half out having (inaudible---). Their new site will be down near the old airport facility out there - Bird: (Inaudible--)? Meridian City Council Special ~ig/Vllorkshop February 16, 2006 Page 61 of 94 Musser: Um, I think that was the old (inaudible). The Bradley Field out there off of - Bird: -- off of Chinden and Lynwood? Musser: No, no. Not that one. Turtling used to have some property that was private (inaudible) - Bird: Cartwright Road? Musser: It is on back further back behind - it is off the old Highway 55 access and there is the Old Tavem up there and you head back in that direction - Bird: (Inaudible---). Musser: At one time it was considered the county airport until (inaudible--). And the county now has it. However most of that land, well I should say all of that land out there has been deeded over the Ada County Landfill and the range that they are going to build, they project only has about a ten year life on it (inaudible) the landfill. That range area (inaudible---). StifFler: Any other questions for Bill? None. Okay, Stacy is next. Kilchenmann: Well, I don't need a ladder truck or a helicopter, just a measly little (inaudible). Bird: You are going to have to get her a microphone or get me a hearing aid. Kilchenmann: Okay, I will talk loud, can you hear me? I said what I am going to be asking for is an accountant. I am starting with what I am going to ask for first. Okay, they told me I need to go to initiatives. The purchasing function I haven't hired that person yet. It is kind of space factor, but I probably will start that in March and I am hoping to hear about a City Hall so I can tell the person that they will eventually have more space and they won't always be in the closet. The long term organizational alignment plan, I did that. I am working on the Capital Improvement Plan, right now with my current project. One thing that is not on here, but is going to be a big difference is we are looking at that I get a lot of requests for people to do online payments for utility billing and we have looked at that and actually budgeted that as an IT in-house development project and we just talked to Farmer's & Merchants Bank and they are partnering with somebody that does that on a contract basis. So, you just go to your site and it links to their site and we have all the security (inaudible---) which is much cheaper. So, they can enter any form of payment; where ours would be restricted and I guess Credit Card Company require a really good security, which we might not be able to pass that security (inaudible). That is our exciting project for this year. I also wanted to ask if there is any kind of reports or financial information that you want Meridian City Council Special ~g/Vllorkshop February 16, 2006 Page 62 of 94 to see and to be sure and tell me because we probably have a piece of data on just about every management (inaudible). Strong: Stocks. Kilchenmann: No, I don't have the stocks. Bird: Stacy the new printouts that you were doing (inaudible) - Kilchenmann: No, they are going to change. Bird: Are we still going to - I have got two questions (inaudible---). Are we going to stay at once a month pay? The reason task - Kilchenmann: Well, there is two reasons. One thing we did an employee survey and the vast of the majority of employees wanted to stay with once a month because everybody has their payroll deductions set up and so forth and then the second reason is it is so costly to switch. Right now payroll is in (inaudible) realignment costs. Bird: My next question is are you going to stay with the outsource? Kilchenmann: No we already switched it back to in-house. Bird: Thank you. Kilchenmann: You are welcome. Bird: I can hear you. StifFler: Anything you want to add there. Additionally what you started at we interrupted so we are back to the initiatives. (Inaudible--) as a pointer you wanted to address the issue regarding an accountant? Kilchenmann: Yes. As we have two people that are doing the accounting right now, that is Reta and myself and it doesn't leave a lot of time for the planning projects and the projects like that so we really need an accounting person to take over like those basic GL functions and doing adjusting entries and pulling the financial statements and in cash (inaudible) and so that is what we would be asking. Stiffler: Well, I guess I just want to make sure is there any other questions for Stacy? No, okay. Doug? Strong: As you look at the Park's initiative those are all ongoing initiatives that will continue this year as well. To build a community center an element is put in Meridian City Council Special M~g/Workshop • February 16, 2006 Page 63 of 94 there and it is put in there because of our Capital Improvement Plan we have had a community center (inaudible) for years and every year we do our ten year update and it just keeps moving further down the road. So, just kind of to keep it on the radar screen -actually recently there has been some increased activity around in the community center committee (inaudible) where it will be and some of the possibilities for the community center and that is that it is not likely going to be (inaudible) partner (inaudible---) partnerships anticipation, but it is still being defined (inaudible--), so participating in the sense in trying to find direction (inaudible--) city resources is part of that. Acquisition (inaudible) space has gotten very difficult because of them, rather than .increase the land values. Somehow per acre costs have gone over $100,000 before they even realized they passed $50,000. Canning: It was about a two week process. Bird: I was going to say it had been (inaudible). Strong: Our plan a year ago was to get out ahead of development and buy some open space before it got away and we are already behind. So, we still certainly need to do that as the community grows and what it is forcing is for us to work with developers rather than to go out and buy (inaudible--) so we -part of that scenario is to recalculate our impact fees and we will start the process in March and hope to have process completed through March, April in Council with approval of a revised fee by sometime late April or early May and that will be ahead if I think (inaudible---). Kind of elected - in our park impact ordinance that we recalculate fees annually and a consultant comes on board (inaudible---). It is likely going to go up and I know that we have gone through that process in the past where developers have said they like incremental increases rather than big increases and I am expecting that this year that may not be the case because of just the increase of land values, but I know that in other Idaho cities there are impact fees and taken from adding (inaudible) this last year. (Inaudible---) probably a lot more and more current. Collectively I would say (inaudible---). Maintain developed park (inaudible---) and continue to maintain (inaudible---). One of the things that the Council asked us to do last year was to look at contracting the maintenance and some of the smaller park areas. (Inaudible---) at that contract yesterday (inaudible---) seeing how that worked for the smaller park areas like Generation Plaza, (inaudible), City Hall and (inaudible), the Fire Department. If all the (inaudible) activities go as we are anticipating in construction projects and by August we have 75 acres for (inaudible---) contract and we will be able to evaluate in the coming year how that works. Bird: How do the figures come in compared to what you (inaudible) in costs or (inaudible--)? Meridian City Council Special M~/Workshop • February 16, 2006 Page 64 of 94 Strong: It came in lower than we expected. We worry about contract amounts being too high and some of these like (inaudible--) was actually (inaudible---) that was just a very quick discussion this morning. Bird: (Inaudible---) that is what I was hoping would come into (inaudible--) Strong: Our worry with that with the budget process and if they are lower than what actually costs to do it. If they come back and collect that next year what you would be looking at is (inaudible) contract (inaudible---) and want to see if that is (inaudible--). Bird: You just remit it. I am glad to hear that Doug. I knew you were having a bid opening and I was certainly interested in how (inaudible---) and I thought the track record of Boise (inaudible) outsourcing a lot of their - Strong: When we first started exploring, we asked for preliminary estimates (inaudible) in light of the costs (inaudible--). Bird: Let's hope it is successful. Borton: As you go through these things, please remind me or clarify for me what is an initiative because a lot of them seem like they are going to be on this list for the next 20 years. Some of them seem to be (inaudible---) guaranteed (inaudible-----). Stiffler: No because in the reality is that the first year that they went through this there was identity to say that some things were consistent to report the overall city-wide initiatives and like Bill some of those were ones that he was looking at and some of those that Ron even eliminated went off and a new one would come in, but they should be supporting in this same kind of context and so there is not a rule that says this can't be on there because it is just a current six month one and because it may be time related to achievement of what they want to do overall. So, there is not a set rule, but while they are going through them the intent was to say look it when you start going into budgeting, what are the things that they want to add or the things that they feel are important that help with that alignment so you as Council are looking and understanding the direction and what are the resources that are going to be required there, where some of those issues that need to be resolved, so let's say that Ron or anybody that has a direction that they are getting aligns the best they can to I would say prioritize or make those decisions. So, to answer your question it was not a set rule that said you can't put down, like for example, you know building a community center as I think Doug was explaining that is something that has been out there on the table and he kind of explained the parameters for that. So, I think it is an evolving process, also related to how communication Meridian City Council Special ~gNVorkshop February 16, 2006 Page 65 of 94 Strong: (inaudible--) initiative as (inaudible) identified those objectives that are more short term that he wants to accomplish in order to achieve that, but it was more (inaudible) on his own strategic map for that initiative and then he goes off the new objectives and the (inaudible) updated and he said what the committee was going to put together and I will talk about some other things and as far as objectives and those new accomplishments and kind of like what the next step is to get this accomplished. (Inaudible--) stay on track to getting these and have to be on there for several years. Borton: (Inaudible) that is on there at the last - Strong: It is just the objectives that might change (inaudible---) is that being a departmental initiative and the objectives annually probably will come and go in order to achieve that objective, but to maintain (inaudible) of course that is the (inaudible), too, but contracting out this year is the focus for that. Maybe some of the focus kind of relates to a budget process, too, where you see an acquisition of open space developing (inaudible--). All of those kind of relate to a priority (inaudible--) to buy as much land as we can now because the price (inaudible---) because we are going to have so much impact. We developed the open space that we have (inaudible) so that -because we have so much (inaudible---). So, the figures stay on there and the (inaudible--) - De Weerd: And I guess just to further elaborate in December we gave you these and each department's accountability descriptions. These are initiatives on their work plan. They have success expectations define to them as well as action items, so this is kind of a summary of their PAD's. Stiffler: Actually, Joe, even just going back what -- kind of clarifying and remembering back with the city wide -each one of them -like for example, Bill and his department for positioning plan, Bill could say he went down there when it had to do with -you heard him say like each one of the lieutenants is assigned whatever he is talking about establishing a contingency plan or non-patrolling staff needs. He is putting that in the real world dynamics and what he needs to do within his resources and staff, which sure some of this might be more maintenance of an issue or maintenance of an ongoing program, but it still requires execution or action on people in this area of (inaudible). I think that is part of the nature of the city, too. De Weerd: Or you see the (inaudible) in a park plan, it is (inaudible---) through contract labor, it is through the irrigation system as a city wide system of turning it off fees or off and on and water (inaudible) having, using technology. There is a lot of different things in this service. Borton: The only thing that I was confused on was the distinction between those items, which are (inaudible) completed, which are improvement of the items that (inaudible--). Meridian City Council Special ~g/Workshop • February 16, 2006 Page 66 of 94 Stiff1er: The dynamics of it -your question, the dynamics, it is like Ron said - implemented then it is life support -they had the implement, they still have the training issue, but now becomes ongoing and even the one - if you look at Doug's it had to do with maintenance and develop parts. He was also tasked to look at the outsourcing opportunity and how that financially could be feasible to accomplish that for the city. So, that is why I said, there is a mix. I guess that is the best way to say it. Strong: Part of this relates to Meridian's growth, too. I was (inaudible--) to Boise. I might put the following in (inaudible--). I think that just defies (inaudible--). So, here we are going to be developing parks every year until we get some level of (inaudible) so some of it is the (inaudible--). I could continue on through these or just answer questions you might have. Stiffler: I would say why don't you just finish, you were down to (inaudible) - finish at your comments on those. Strong: Our recreation program expansion relates to community growth and some connection with applying facilities and how we expand whether or we have a community and what our involvement is going to be (inaudible) more staffing - our relationship with the school district for programs that we can establish or just adding software programs about (inaudible) just draw a line (inaudible---) with recreation initiatives that attempt to address (inaudible----) be updating the Comprehensive Plan and part of the plan is the master pathway plan (inaudible--) which is one of the things that probably would drop off (inaudible--) and that is a partnership effort with planning and a sub committee of Parks and Recreation, which is made up of (inaudible--). Wardle: Just a comment on your last item here, Doug and that is from my perspective and my initiative and something that personally I have been talking about and other Council have been talking about, but I haven't a game plan movement or even action for a pathway development. We are -that is one of the areas that as new developments come through, we missed that opportunity and we are never going to get it back. You can't, in my opinion in the pathway is not a stripe on a road, so again, if that is all we are going to go back and get we are never going to get ahead. So, we have got to, in my mind, there has to be a critical focus of your department. I guess, I have just been a little frustrated as that is a component of the Park's system that is important to us and you talk about focusing on and acquiring land acquisitioning. Well, that is important, we have the opportunity as we sit in our four chairs to work with the people that are in front of us asking to bring this development to the community and we need to be asking for different things. We have got to have that information or we are going to lose the opportunity. Meridian City Council Special M~/workshop t February 16, 2006 Page 67 of 94 Bird: I agree with you 100 percent. I also think that we should be asking, while Doug is looking over these plans and stuff (inaudible--). Wardle: That is what I am saying. Bird: By the time the preliminary plat gets to us, it can be too late. Wardle: Nell, it is too late. Bird: (Inaudible--). Wardle: 1~Ne don't have the (inaudible--). De Weerd: You did a study for this year and (inaudible). Wardle: Just to make my point, I mean, this is more of an action. I understand (inaudible) the study, let's get something done. Go on with it, let's review it and get the plan and get an action on it and (inaudible---). I am getting to the point, Keith, where we fund a lot of studies and then we fund a lot more studies. We study and study. (Inaudible---). I mean we have standards and we need to build to them. I mean, asphalt, how wide it is? Where does it go? Strong: Actually it is more complicated than (inaudible---). (Inaudible discussion) Stiffler: Anna, you don't have anything to say about that? Canning: I don't. (Inaudible discussion) Anderson: When (inaudible) the Council, we approved some map (inaudible) and later on found out that they kind of scammed us a little bit because you think you are going to get a nice improved (inaudible) and all we got was a strip of asphalt with weeds on both sides of it. Has there been something down now with city ordinances or something that when somebody presents a pathway in a project that that does include landscaping? Because ultimately the city is going to spend a lot of money landscaping those things and (inaudible) and maintaining them, unless they could be a part of the city ordinance, but do they have to green them up and make it part of the common lot for the homeowner's? Does that ever take place? De Weerd: Well, just one of the criteria is to have a big irrigation box created right in the middle - to say that this is where it begins. Meridian City Council Special ~g/Workshop • February 16, 2006 Page 68 of 9~i Anderson: So, that is a recent one, so I am assuming that nobody has ever done anything (inaudible) ordinances to - Bird: The ideal pathway to look at is right across the street over here (inaudible) they have been to the developer (inaudible---). Strong: We have recent correspondence (inaudible--) they didn't want to go (inaudible--). There is a lot of pathway issues - (Inaudible discussion) StifFler: I have maybe a question or a comment; I guess (inaudible) what I heard Shaun say is get ahead of the curve instead of being behind it. I understand that there is a study done, but I understand there is more to it. But, I guess I am questioning now - Ron's question is that - I will ask specifically is there a plan though that the development next to me goes in, did they have to (inaudible--) as part of that? Canning: It is actually the City Comprehensive Plan does have a number of multi-pathways (inaudible). The issue is ground (inaudible). It is much easier for (inaudible--) which side is usually (inaudible--) irrigation. How do you get the (inaudible--)? At what point do you take it to the street and how do you get people across the street? Strong: ®r across the canal. Canning: Yeah, or across the canal. But, when they don't follow the (inaudible) Nampa Imgation District then (inaudible). Those are the ones where the (inaudible---) an extra wide sidewalk, which is very frustrating for everybody. We don't want that. Wardle: The ones that I have seen where those questions come up -what I have seen is not a decision that says it is going to go here; it is going to be improved today. What I hear is we will put an easement in and sometime later when you are ready we will let you improve it as you go along when part of the development agreement and you know where it is going to go. They have to gain access (inaudible) irrigation district -that's it -they have to landscape it and we make a part of (inaudible). We are not doing that on a consistent basis. Does that make sense? Canning: Yeah, in most of them, we actually do. I think that some of these the wording is a little awkward on your conditions of approval because they can't dedicate it to us until it's ready - we haven't been willing to accept responsibility of it until connects from one road to another. So, that is why the wording is just easement. They have already agreed that those were (inaudible--). Meridian City Council Special Ilorkshop February 16, 2006 Page 69 of 94 Nary: And yet, we do see the occasion where the developer is asking to not approve it until we (inaudible) and I can think of when in the last year that that has come up we have always said no. You have to approve it now because we are not going to ring the bell in three and go back and approve it. So, if you need to approve it now, we won't take ownership but we will (inaudible--). Canning: The times that we (inaudible--) telling us we are not sure that we really want it, like the one behind EI Gato the other day was a perfect example of (inaudible). We are not sure this is really what we want because we couldn't make that decision at that time and so it is that we -staff has walked from those. Wardle: I guess and I will say in that respect (inaudible--). There are so many pathways in Meridian, Idaho that we need to be either turning them down, not connecting them or doing something that we do not have a (inaudible) for kids to ride bikes safely or people to walk from one house to another. (Inaudible--) in my opinion. Strong: 'We don't have (inaudible) across the school. There are a lot of issues beyond just pathways and sidewalks (inaudible). Nary: Well, pathways and sidewalks are residential (inaudible---). De Weerd: I think Doug is (inaudible). Stiffler: Any other questions for Doug? Nary: An at interesting time (inaudible--) and I looked at all of these initiatives and I really, you know the focus of all of them are ongoing. They are not really things that you can cross off the list this year or (inaudible) in the near future. All of them surround really the concepts of communication, collaboration, cooperation involved intemally and externally. Lots of times intemally and in our department we talk about us being a support service for all the other departments and really the functions that we do predominantly really support the needs and goals and initiatives of all the other departments. I can talk about the individual ones very briefly and quickly. To providing time with response and support with internal and external customers. I think we have improved significantly in the last year on that and continue to do that, which is a very people driven type of initiative. It does allow for (inaudible--). Some of it can be technology base and we will talk about that in a second. Creating new and innovative methods of efficiency with minimum fiscal impact. That is a technology type of an initiative that can provide better access, better communication, quicker response to providing, I guess, more support to the other departments and what they want to accomplish. Some of that is (inaudible--), Council (inaudible--) subject matter in the IT division of our department, trying to make sure we can respond quickly. Everyone knows we have had some issues with some of our changes and Meridian City Council Special M~/Workshop . February 16, 2006 Page 70 of 94• services this year in IT that without the intemal IT function going on that the computer access, the intemet access, the Outlook email access. We - (Tape turned over) Nary: -- that again is an ongoing task and always at the very people oriented type of task. I think again we would establish a much better responsive and cooperative nature in our department - we don't spend a whole lot of time from our department dictating to others this is how you have to do it. It really is more of a focus of how do we accomplish -with what we can do, how can we help you accomplish what your goals and objectives are? I think we have been doing a pretty good job with that and I think we will have to work on those issues daily. Aggressively anticipate the (inaudible--) intemal customers and address the issues before they arrive. Some of that (inaudible) comes right now as we are seeing that in the department, sometimes it is a reminder and leaming process to look at all the functions that we do and we still have even in the short time period (inaudible) have to go back and say you know we need to review those contract employees right now. If you want to sign a contract for personnel, for example, on a Tuesday night and we have never seen it before, we kind of need to see that before Tuesday night. Or if we want to purchase I don't know, Blackbemes and we didn't ask IT if that would fit in the system that we have and how long it would it take to make some. Those are the things that are a little things, little glitches tlhat we are getting better at to make sure that we integrate with all the departments the little things that - De Weerd: (Inaudible--) and you are fair game now. Nary: I am just saying, that it's little bits like that and it is a good leaming process because part of the reason I think most of that wasn't always done is because either we didn't have the function internally and now we do and so it is a leaming process or it wasn't very collaborative or cooperative in the past and so you know people don't come and ask for assistance or work with departments who don't really want to participate or assist very easily. So, I think because we have done that more, now we are part of our responsibilities to make sure that all of the departments know exactly what we can or can't do for you to help you, so that it doesn't slow down your process. I mean I think that is really our objectives to make sure - De Weerd: Ron that was in response to your RFP for impact -that (inaudible) has been going on for a year now. Nary: Anyway, moving on. So, that is sort of a lot of what we are doing, planning for future growth and expansion within your department (inaudible) the city and again it is the same thing, it is an ongoing responsibility. Our budget process is a lot of that, I mean I like what Ron said earlier is that one of the things that we do here is wlhen I talk to other cities it is not as common as you would think it should Meridian City Council Special/Workshop February 16, 2006 ~~ Page 71 of 94 be is having that internal discussion of priorities, not just with the Council, but with the departments. Lots of cities don't do it like that. I mean, everybody does their own thing and they throw it in a big barrel and the past year it was sort of done than way as well and it is better to work together and better to cooperate internally to figure out what the priorities are and to focus on city-wide initiatives and fit everyone's goals and objectives and figure out what they can do best to derive a whole city, not just a department. That is true to the budgetary process because as we see some of those things on the public (inaudible) and on Stacy's report it gives them an opportunity to go back to the department saying we can help you with this. There is a way that we can probably. provide that to you so we aren't just all (inaudible) either hiring a person or building something else or buying something else -figuring out ways so we can begin (inaudible--) so all or most of, hike I say, a lot of it is just really service and not much else. It really is provide better service. It really -most of the stuff we do isn't seen. I mean a very small portion of what we do from our departments seen by the outside world. Most of it is seen by all of you. So, it's all in my objective to make sure we are providing a level of support to you and not being (inaudible--) and not being people that say, we can't do it (inaudible--), but try to figure out how to we get it done so 1rhat you can keep doing the things that you do so the public does see. That really does make a difference. (Speaker unknown): I would be interested and (inaudible) talked about exploring the possibility of creating an Intranet? A password protected section of a website that would be used for a way to (inaudible--). Nary: That was already an ongoing project that IT was working on before they became a part of our department. Some of it is driven by programming needs and time. One of the things and I guess this is the other side that maybe as we develop the budget process, but we support the majority of what we do in the IT function and I don't think anyone around this table would not say that the IT function of what we do is important. We support a big majority of that on high school in~tem and we have great high school interns. We have continually able to define very good bright students and the cooperation with the Charter School that we have, working together has been a great partnership (inaudible) so I am not trying to dismiss that, but that makes it tough when you have got really two full- time people and to meet all those needs and longer term planning needs and longer term programming needs and not trying to outsource every single type of programming function. So, we balance that pretty well. I don't use the term (inaudible), really, but I do think we do it pretty lean. I think we always do need to evaluate are we too lean and we are losing public service or customer service and not helping get it done and really all we are doing is -- and what I want to avoid is irhat the IT perception is all we ever think of is thinking of the box and turning it on and fixing it when it is broke. It has to be more than that because the longer term needs around this table are greater than just making sure the computer is turned on. There is more to what we do than that function through whether 'the Internet and Intranet, a wireless network service or something else Meridian City Council Special M~/Workshop • February 16, 2006 Page 72 of 94 and so looking at that 1 think is something that we have to do a little bit more often. (Inaudible discussion) Wardle: I just need to (inaudible) that maybe the City Attorney's Office can do this. Stiffler: A,ny other questions for Bill? Brad, your turn? Watson: These focus areas are really ongoing things (inaudible) and water and sewer master planning and in segments (inaudible--). Number two is a kind of change in direction (inaudible--) process. We asked for and received an enhancement in this current fiscal year and $10,000 (inaudible--) is supposed to be a (inaudible--}. Long story short is that they have little interest in the (inaudible) base, but a lot of interest in the (inaudible) base and what we are discovering is that any system worth (inaudible--). You will be seeing that in the enhancement. They are still researching. Wardle: Brad, I know one of the options that we are looking at is to utilize the current s~/stem that we have and take that and expand that function. Is that no longer a possibility of (inaudible) not working well or --? Watson: The research that we have done, I will even back up. I think the system is (inaudible---). I don't know if it is just (inaudible--). There is no sense putting (inaudible--) and through next year. (Inaudible--). It is a lot easier to do it now than two years from now (inaudible--). But, you will hear more about that. Enhance number 10 water quality (inaudible) ongoing and catch all for water supply in the wastewater treatment (inaudible--). Public education outreach and information was (inaudible--). Public Works function (inaudible--). That is kind of one of the lines I inserted in there to tie into the overall focus areas -the objective there was to get the employees a little more engaged (inaudible--) professioinal organization and (inaudible). Departmental aspects is we really just played here with focus areas and organizational (inaudible) and that is where we get some (inaudible). (Inaudible). Stiffler: I (inaudible) needed to be looked at was a set of a higher level of expectations. (Inaudible--). Watson: I said no fair helping. (Inaudible--). Stiffler: But I heard you in the spirit of collaboration, communication, coordination and your support area (inaudible). Watson: A couple of things that I think that you may look at for future focus areas are (inaudible) environmental advancements (inaudible) in terms of Meridian City Council Special ~g/Workshop • February 16, 2006 Page 73 of 94 technology and programs they (inaudible). I don't want everyone to get to the point where we are spending (inaudible--). There are some things (inaudible) more confined and stricter and we can't just spend our way out of the hole (inaudible--). As we learned recently, we have some (inaudible) infrastructure that we are going to have to take a look at rephrasing (inaudible--) because of it's old, (inaudible) and also the last (inaudible--). That's all I have for now. Questions? Wardle: Brad, just a couple of comments and I know that you are looking at these. areas, talking about aging infrastructure in downtown in the core of Meridian -not just our utilities, but the opportunity to (inaudible--) issue. I think from -even though it may not be only the requirements (inaudible). All are looking a1: those and it makes sense to look at the bigger (inaudible) and if we are going to Ibe doing any downtown redevelopment, we need to look at what, you know, where are the (inaudible), what are the contents of (inaudible) and how much power we would have (inaudible)? I am not suggesting that we run out and do a bunch of studies right now, but as you are looking and preparing some of our infrastructure, at least have a staff to take notes as to (inaudible) because if Idaho Po~~ver or any of those other utilities want to do something, they are going to call us (inaudible--) say (inaudible--). I guess secondly from a perspective, I had an issue come up during the north Meridian area planning and that is the area around the wastewater treatment plant is (inaudible--) and it referred to a number of requests for community members to change that and in my personal opinion is that we need to work and be the experts as to what (inaudible) and asking how from? The people afterwards (inaudible) what would be acceptable development surrounding (inaudible--)? So, I guess I am definitely leaning towards your staff to help us (inaudible--). Canning: I think really what every landowner in town has this sense of urgency on the table (inaudible), but I think that the (inaudible--) residential and the hot demand is for residential property that is going in the Meridian area and as the Highway 16 (inaudible--) with the (inaudible) right there at Ustick that makes that look muchh more suitable for the kinds of commercial, industrial and stored uses that are holed out there, so I think that it is not (inaudible) the planning that we have done so far, it is just that there is (inaudible) different directions right now, but that over time goes (inaudible--). Wardle: 'While I agree with you, I think one of the things that we need to do is if that is no longer the case, let's remove that orange piece (inaudible--). We don't need a specific (inaudible) the industrial land use around there or commercial is what we need. Zone in (inaudible). Don't create a special area. Does that make sense to you? Canning: It's not a - Wardle: Nell, I know it is zoned what it is zoned, but we still have an overlay. Meridian City Council Special M~/Workshop February 16, 2006 Page 74 of 94 Canning: It is just a Comprehensive Plan (inaudible) for a mixed use. The only thing that we (inaudible) is residential (inaudible). So, some come in and request any zone except residential. (Inaudible discussion) Canning: So, really the only use its need most wide open category (inaudible--). (Inaudible discussion) De Weerd: No, it it's really found lacking in imagination and it was kind of crummy to hear the bucket demands and everything on the comer of Ustick and Linder when Mark Bottles came and testified that there was too much of that stuff that we needed to open up around the sewer treatment plant to residential with Jake Centers, but you know that was really funny. Bird: Need to figure out how to get in and out (inaudible). Wardle: So, I guess Brad that it is still going to be - if I want to locate my commercial and industrial business next to the wastewater treatment plant, I am still going to have to rely on (inaudible--). Am I going to build my beauty salon way back by the (inaudible)? Stiffler: Any other comments for Brad? Okay, we have got Anna and Will left. Canning: Brad said I should go last because I talk more than anybody else. Stiffler: Okay, Will you are on. Berg: I am on. I just don't have flashy words because I can make my box a lot bigger. I teamed that from my attorney. The way he worded things is pretty much (inaudible). But, I was going to tell you Joe that this positioning plan that you have in your (inaudible) kind of explains the steps that we have to take and the initiatives and that is why some of them are still on there because (inaudible). I don't have anything to take off (inaudible) in the process and I don't know if you find a complete success in trying to get information either internally or externally, so access to information is still going to be a vital deal for our department. I think we are improving on some of that stuff and providing different information with the intra and that would be a very useful tool, which (inaudible) talking about to have that (inaudible) all hooked up and being accessible - so everyone wouldn't have to be calling us to get that so that would be a very good asset to accomplish with some of these things. Relationships with other departments and relationships with other agencies is kind of an ongoing thing -try to work with the other departments and agencies on a day to day basis and getting information back and forth and try to accomplish their projects and the work that they have Meridian Ciry ~ ;ouncil Special ~g/Workshop i February 16, 2006 Page 75 of 94 and meek those deadlines. Process and preparation of information in which is becoming more increasing, so we are always looking for more efficient ways and better efficiencies to do that. The more meetings that everybody has and the more impact it has on our department. I will just say another planner in Anna's department impacts a little bit in my department. When their workload increases, everybody's will increase because the projects deal with so many aspects (inaudible--) and they have to (inaudible) with that project. So, that is (inaudible). The other thing is that some of the legislature is changing. Right now, just so you know there are some election clause (inaudible) that we will probably start elections in August in 2007. It used to be September. It starts your declaration (inaudible--). If you remember the process usually starts in September and now it will be in August. I wish it was just a two week process. Are there any questions? Phil said these are ever changing and I would sure like input if you think we need to go some other direction, emphasizing other things and put our priorities (inaudible--). A cafeteria at City Hall was another thing. I wouldn't have to go very far for getting food. Bird: Sounds like a good idea. Wardle: One of the things Will that I certainly think your department is in charge of now, but will change as you mentioned the new City Hall and that is records management and archiving in the long term. I will be honest with you it is something I don't want to think about or deal with, but I think it is still very importaMr for us to make sure that when we design that that we do it correctly for long periods of (inaudible). Bird: I told Will I have the advantage of being (inaudible) and they have got the ideal deal. (Inaudible--) that if we don't get something like that for our City Hall - Canning: Like the file cabinets that roll together, is that what you mean? Bird: Yeah, they roll in and out and you just walk down there and pick out what you want, and roll it back up. That one down there is probably about six feet wide -- (inaudible--). Canning: Well, the Ada County Development Services has one similar to that and they added it to the County Courthouse. After the fact they had to go back in and add additional (inaudible) so it is something that needs to be important. Bird: That (inaudible-) Police Station. We figured out we would save enough money (inaudible--), if I remember right (inaudible--). Musser: It does, they lay it on those tracks and it's ready to go. (Inaudible--). Stiffler: Anna? Meridian City Council Special N~g/Workshop February 16, 2006 Page 76 of 94 Canning: I am going to go ahead and apply this from the bottom; to me it would make more sense. (Inaudible--) about Joe's initial comment about why some of these are the way they are. I know when I did my first one it was very (inaudible) specific. I (inaudible--) down to five. So, I think some of them - so the last one that I have on my list is the developer will pioneer a training plan. That is an ongoing one. Planners generally come to planning very late in life (inaudible). Kilchenmann: Late in life? Canning: Compared to engineers that know how to (inaudible). So, I don't actually have anybody to train, educate those planners, so really I have to do a lot of that training there and (inaudible--) and that will be ongoing. Improves on implementation and consistency and processing - we have (inaudible--) Police Department quite a bit on that and I think are really including a lot more efficiently and some protocols going and who makes what decision and at what point and time (inaudible--). The next one will work towards government planning functions and this was kind of -someone had an ongoing one and I put this in here because I recognized that Terry had a lot of ideas and this was before Terry went over to HR, so you know maybe this is not appropriate (inaudible), but I noticed that Terry was struggling with the IT Committee in providing some vision before that. I thought this Planning Department would help with getting an IT through strategic and you have heard several things today that should possibly go to (inaudible). You heard Stacy talk about it. You heard Brad talk about it and you heard Shelly talk about it and I think that everybody has some ideas of where to take these (inaudible--). (Inaudible discussion) Canning: But, all of those things I think are IT connected, but they are only (inaudible--) just probably a little overwhelming for Terry (inaudible). Kilchenmann: (Inaudible--). Canning: He did come up with the one for the (inaudible--). (Inaudible) didn't participate in that and that is kind of where that was going on that one. (Inaudible) transportation issues both internally and externally. I think Steve was going to do a (inaudible--). (Inaudible) tools and studies for the Old Town area. I guess I do see this as an ongoing one, although it kind of overlaps (inaudible). I think because of the MDC and the relationship there (inaudible--) it will always be important in doing something in that area. (Inaudible---). Shelly Houston: Anna, you guys use the term "Old Town" and downtown, I mean is that the same -when you say "Old Town" what does that --? Are you talking about closer maybe to the railroad tracks and some of that stuff? Meridian City Council Special ~g/Workshop February 16, 2006 Page 77 of 94 Canning: There is Old Town district (inaudible) that goes all the way up to Fairview, so actually we were working on things for that whole "Old Town" area and the downtown is where (inaudible--). Then there is the MDC, which actually goes almost all the way to the freeway. S. Houston: Okay. Canning: I might refine this one to clarify that I will (inaudible--) have something in the MDC area and I think Old Town thus far because that is kind of where the design guidelines are being done down there, but (inaudible) MDC is now working on the downtown master plans and things like that. So, really it is taking advantage of that (inaudible--) always having some (inaudible) of plan for that area. (Inaudible--) and get those (inaudible--). Strong: (Inaudible) south bound? Canning: Pardon? Strong: The freeway? Canning: The freeway. Strong: The same as MDC? Canning: Well, no MDC -okay, Old Town boundary is south of the river (inaudible--) - (Inaudible discussion) Canning: I am not sure. It could be. It is somewhere between the river and Franklin - Bird: No, it doesn't go all the way to Franklin. (Inaudible discussion) Bird: It is about that same area. Wardle: And I guess to answer one of Shelly's questions is Old Town is actually a zoning designation and before MDC and all those things, Meridian as I understand wanted to have some revitalization. To do that, some of the Old Town zones are a lot easier to take it home and tum it into a business. Twist the lot lines up. So, it is more of a planning perspective as opposed to a - we don't call them -when we talk about revitalization and MDC we don't call it "Old Town". Meridian City Council Special ~g/Workshop February 16, 2006 Page 78 of 94 (Inaudible discussion) Canning: Okay, the next one is prepare planning studies to those critical growth areas and opportunities. Obviously, that has been ongoing (inaudible) with the Planning Department. The ones that we are working on (inaudible). The ones that are on track right now, well (inaudible). I feel that we are doing well in accomplishing our goals for this fiscal year. There are a couple of things that have come up, just getting the south Meridian north Kuna area study done is probably taking more time than (inaudible) study or getting it started is taking more time than getting it done. That is - we are still trying to get the work on that (inaudible--) if things go well on the (inaudible). De Weerd: That goal is still (inaudible). Canning: I have selected a (inaudible), but they haven't signed a contract. We are waiting on that. We don't have (inaudible). Bird: (Inaudible). Canning: That one is really up in the air. Ten Mile they have started working on it and given what Council has expressed as a joint Council and Planning Commission meeting, I wanted to run thing by you. The Ten Mile specific plan was here for (inaudible) land use and transportation. If you want to think about this as one of those districts, do you want us to expand that scope to include a specific target in (inaudible) and provide some numbers? In honesty it is probably going to double the cost of the study. Now, I do have some cost saving designs just came into the studies (inaudible). I would request for this (inaudible) - I didn't know that the Attorney's Office would be doing one as well. I don't see a real need (inaudible--) other department (inaudible--) study. It is part of the study. It is part of the follow up, but it seems like the city (inaudible--). South Meridian, the way things are working right now, it looks like we will be partnering with Kuna and Ada County. Right now, it probably flip flopped five times, but right now it does look like we will be partnering and the opportunity there would be that Ada County at staff level anyway concedes that it would be inappropriate for Meridian to provide an (inaudible) once they have (inaudible) for us to do $65,000 and for Ada County to do $30,000 and Kuna (inaudible) doesn't seem right. So, they said that Ada County will match whatever we do. So, I anticipate all of that (inaudible--). So, I did save a little money of those. If you want us to change (inaudible) the Ten Mile one, now is the time because it is just getting up and getting going. If you want those designs to stay as (inaudible) uses, Steve estimated that it would take about another $60,000 (inaudible--). It is an expensive study, I would think and we may be able to get away with (inaudible). Yeah, I agree, (inaudible--). Wardle: Anna, I would say on that study that certainly the dollar amount (inaudible) allows us to change gears right now. I know that given once we Meridian City Council Special M~NVorkshop • February 16, 2006 Page 79 of 94 understand what kind of transportation the corridors (inaudible--) transit infrastructure will be there where certain accesses are, I know I will just tell you right now (inaudible) dictate almost to the square foot of that property (inaudible). Canning: We anticipate it going all retail, so I don't know that we need to refine it (inaudible). That is fine. Okay. Now what about design statements (inaudible--) of that (inaudible--) generic ones that we were (inaudible--). Will the generic design standards do you think be appropriate for that area or is there a special look you want? Wardle: I think when those things come in, especially class retail, let's be honest with you, we are talking big bucks. So that is going to come in already cookie cutter and (inaudible--). Canning: Well, you don't have to let them. Wardle: I understand that and I am personally okay with the (inaudible--). As long as they try to match - De Weerd: If we are going to do something, we should do it right and I know that Councilman Rountree has cited a couple of studies that he has seen in other metropolitan areas that - I think there is great benefit to do it right the first time and some cost aids. If we want to take control of the division that we have in this area and be more focused in who we want there and the type of jobs now is the time to really do that. So, spend it now or you double it later. We have a blank canvas to create a vision out there. I think it is going to be an exciting time to really develop that area and addition for it that you want to see and that you want public input on. We are the treasurers of the center of the Treasure Valley and we have an opportunity to be something a little different than the rest of the Valley is and a chance to identify ourselves and market ourselves differently and this can be a cornerstone. I think people are actually looking at it (inaudible) as well. Canning: You know the Mayor asked us (inaudible). The kind of rapid growth that we have (inaudible--) discover that we (inaudible--) suburban beginnings of that and those blue birds that bear (inaudible--). The tragedy of that is that the (inaudible) so high, so fast they are just the darling of everyone, but it doesn't take long (inaudible--). The communities that seemed to have survived that initial boom are the ones that really took control of what they wanted different. They didn't let the 20 story office tower go in, but (inaudible--). They worked on it (inaudible--) strategy (inaudible--). If you don't plan for it, the thing you will get is a big (inaudible) and they are not bad, it's just that they become very generic and it doesn't give a lasting (inaudible--). Wardle: Maybe I need clarify because I am assuming you are talking setbacks and things like that. If we can function within our current zone and add to that Meridian City Council Special N~g/Workshop February 16, 2006 Page 80 of 94 more of a for lack of a better term design review or some sort of standard for actuality. We are really talking about building material and height of the sod - Canning: (Inaudible) and massive and those types of things. Wardle: Yeah, we are talking about those kinds of things in modulation. I could see us looking more (inaudible). I was just - if we were trying to recreate some sort of a renaissance - Canning: Oh, no, no. No. Wardle: Okay, I misunderstood. I don't want it to end up looking like (inaudible). Canning: Right. Yeah, that is what I am saying. But, it does sound like you may just want some generic - De Weerd: You don't want a (inaudible) for that area. (Inaudible discussion) Canning: Okay, moving towards the enhancements, the big ones I have heard from Council over the last year has been (inaudible). So what I would like to do is work forward on having a presentation (inaudible--) do it before your budget or at your budget or however you want. So, the direction we would take and what kind of resources that it will take from staffing perspective and public perspective and try and get those to you. The other -kind of just a couple of quick (inaudible) other enhancement of - we are losing COMPASS support for some of our mapping functions and so I would like to work with Public Works to try and get maybe some more GIS capabilities just because the public presentations I have to ask Robyn for a map and sometimes, quite honestly she has a little too much to do so I don't ask her much. But, just from a public communication standpoint maps are so much more effective and I just don't have that capability. Nary: I was just going to say that we just had a discussion last month with Public Works in removing some of those functions out of so that Robyn can really focus on Public Works (inaudible) GIS. Again, because our GIS needs better city-wide and moving it a different way, whether it is the right (inaudible) or doing something else, but doing it differently than currently because it has come (inaudible--). So, it really makes it (inaudible--). Canning: So, there is another thing for that IT (inaudible--). Those are the big ones. The south is still (inaudible). I already talked about the pathway plans and certainly the (inaudible) responsibilities for (inaudible). Stiffler: The other one with Anna is just one comment is just to share, I think with the Council and I think to share in discussion with Anna (inaudible) is Tammy has Meridian City Council Special ~g/VUorkshop February 16, 2006 Page 81 of 94 interviewed some of the major developers around the area -continues to (inaudible) from most developers about design standards. Not saying that they want them down, but that they want quality. They view that as a feature of Meridian for their investment - (inaudible) what that was that Joe was asking. I am not talking not to anyone in particular; I am talking a group of them. It is because the (inaudible) that one of the other things that you do (inaudible) read and study is go back and get some information and went back with some other cities that were going through that nature back in Minneapolis and St. Paul area and go back to certain segments (inaudible). One of the things that happen during the boom is they went out and there was just office buildings and medical buildings and something built and then the design standard - watch a building going in next door, once those people's booths ran out, those buildings ended up empty buildings because the design standards and the quality there was not maintained and the next thing you know we have the boom and you have that growth. It would move out to the next area and this ended up being empty and realistically it had to do with investment of that dollar and keeping that standard. This is not my - I am repeating what I heard from people here. Keith, you have a comment? Bird: On the leasing out - (inaudible) because when you put up a new building, the building (inaudible) the same developer is building. You might have one in Boise that they have leased for years and then all of a sudden, it comes to Meridian and it is $2 a square foot cheaper and you have got 3,000 or 4,000 square feet, where are you going to go? You are going to go to that big building where it is cheaper, right? Stiffier: Assuming it is cheaper. Bird: Yes, assuming it is cheaper. Stiffler: Yeah, I guess what I am saying to you is that there is other (inaudible) to that - Bird: Assuming it is cheaper, but (inaudible--). Canning: The other enhancement that I actually (inaudible) dollar in the next section, but wondering how much we will get done with that. But it is the idea of districting and we talked about the medical district, kind of taking a fresh look at Old Town as well, but it would be helpful to sit down with you all and see if there were other areas of (inaudible). Stiffler: Tammy since the (inaudible) talk in 20 minutes, I guess I am asking the question. The two other agenda items you have on there had to do with that budget side of discussion and them going into the - Meridian City Council Special ~g/Workshop • February 16, 2006 Page 82 of 94 De Weerd: I think Stacy has a pretty short one and then Shelly and Anna can at least introduce their information and (inaudible--). Musser: I had one question with all the discussion that went down and everything else, I was just trying to still get a feel for where the Council and you were at in relation to the public records issue? There is a lot of time and energy being expended on those and we really haven't been charging the public for public record's copies and it is another area where we could get a little bit of offset, not a whole lot, but, I was just curious what direction? It had been costing us a bundle in regards to some big investigative cases that we had to make copies for the media outlet and that type of thing. I have heard that we really don't have an ordinance on it and there hasn't been a whole lot of support - (Tape turned over) Nary: -- for two hours of staff time to compile the records and put them together. I would say a large majority of the records that we provide don't reach that threshold. But, until you reach that threshold and once you reach that threshold, you actually are charged and then have to implement that schedule and that has never been done. Very few cities charge because, again, most of them don't reach that. Like Chief was saying in some of our larger investigator cases, it can be quite a bit of money lost when you have to provide those types of things. But, we only have very limited opportunity to charge, we just have never (inaudible) the process to actually charge for (inaudible). But we can bring that forward. You only have a very little window to charge for those. De Weerd: Would you like to see that Council? (Inaudible discussion) Musser: (Inaudible--) until I get ready to charge the Statesman for (inaudible) a special bull. We don't have anything in place to do so and to carry forward. We were talking and I think Will said (inaudible--). Well, around $700 in terms of copy and I (inaudible--). Nary: And like I said a large majority, I mean a super majority of what we get requests for are 25 pages or less. You can't charge for that. They don't take items out; it is just a photo copy of a police report, an accident report and things like that. Most of them we probably could charge, but we don't want to lose that opportunity when it does arise. We had it happen in the reverse for us when we asked for records in Kuna, they sent me a letter saying they were going to charge me and I said show me where you did this right and then they said oh you are right, we didn't. So, they didn't charge me their records either. So, like I said it's not uncommon, not very many cities charge for copies because some of it is just a hassle. I think it's worth the (inaudible) in the Police Department (inaudible--) have got the right information retracted and we can get that done. Meridian City Council Special M~g/Workshop , February 16, 2006 Page 83 of 94 De Weerd: Sounds like there is interest. Kilchenmann: The one thing the Mayor did want to talk about was the budget; I think is on the presentations. We used to do like a day and one half and the first day would be presentation and people would kind of go over what they did with the money that they did the prior year and then explain what they are asking for. We shortened it up quite a bit and I think the theory was that we wanted to go back and to having a day of presentations and then usually the actual budget setting - it hasn't even been taking us half a day. So, we scheduled it that way. I know you guys like to do it. I know you have take turns (inaudible--). De Weerd: Until last year it has been a day and one half, actually I think the (inaudible) is two days, but it is an opportunity for each department too. I like what they have been doing, their accomplishments, where they have been and setting the stage for where they are going. Last year in light of the time constraints that was eliminated and I think it left it kind of flat and why their budget request was really where they were at because you need to talk about how they were (inaudible--) thought they wanted to go the next year and so we would like to propose and make sure that (inaudible--) now in that schedule the (inaudible) and we are recommending to do it as we had before this last year. So, (inaudible) polling (inaudible) so we planned it to make sure we actually specified. Borton: It sounds like the situation was (inaudible--). (Inaudible discussion) Wardle: I guess the process that I feel important is the ability for the department to make their presentation to City Council and at that time the City Council to hear the request and not to then -and to discuss the merits of that request at the time that that department director is there. I think splitting the process could lose a little bit of that from what I have been (inaudible). De Weerd: It doesn't split it (inaudible). Wardle: So, why would we need a second day? De Weerd: Because one day wasn't enough time for the departments to give the overview of that entire department. Kilchenmann: And then to go through - De Weerd: They were just giving you their budget request. Meridian City Council Special N~g/Workshop February 16, 2006 Page 84 of 94 Anderson: So, just the presentations would be a little bit longer. It sounds like within the last year or two, we just come in and primarily talk about it and what is not necessarily what he did, their accomplishments because what we want to do is kind of wrap those together so the presentations (inaudible) a little bit longer. It is not just accomplishment; it's what has transpired over the last year. It's (inaudible--). (Inaudible discussion) Anderson: I have to jump on my band wagon here because I have said this a couple of times. I think it is kind of ironic, somebody could come in front of the merit Council because we had a problem with the neighbor who built their fence five feet too close to their house and they can get an hour's worth of your time to talk about this fence and I am going to spend $5 billion worth of tax payers money and it is hard for me to get 30 minutes' worth of your time to talk about that. In comparison, I think that budgeting is very important and (inaudible). Wardle: My opinion of the budget process was that the directors (inaudible--) so we need to expand that service and take a look at that. I just assumed that everything that you had presented to us at the budget hearing was everything that you wanted us to know, either that or you would lobby beforehand or you would lobby afterwards. (Speaker unknown): Usually you have got 30 minutes. Bird: But you know maybe we need to go back to - when I first got on, even I helped our department set the budget. So, when we come in we had a Councilman that a lot of this stuff that we thought was (inaudible) we already had and (inaudible). Kilchenmann: No, we already went through that whole thing with developing and base budget. You don't want to go back to the line item budget and you are supposed to talk about your enhancements. Bird: Why don't you want to go back to line items? If I had my way we would go back to zero budget. Kilchenmann: That was a (inaudible) in the `60's, it was proven to be ineffective. Borton: The 1860's? Kilchenmann: The 1960's. Bird: That is where I am coming from. Kilchenmann: Tammy goes through everybody's base budget. Meridian City Council Special ~g/Workshop February 16, 2006 Page 85 of 94 De Weerd: The Council should be going through it. Bird: I agree with you. Last year we told not to go do it. Nary: I think what you have got to look at is the bigger picture and the idea I think of what is wanting to be presented -abetter presentation and also a presentation for the public. Now, the public doesn't sit in those very much, but I think everyone of you has to -you know has said many, many times you have what your responsibilities (inaudible--). You don't have a very expansive presentation because you have already talked about it; you are going to know about it and all that. It is very hard to go back to somebody at the coffee shop or somebody at the restaurant and why they do that. You can say - go look at - you can sit there, but if you want to go look you can go pull up your minutes and here is the presentation and here is the information that we received and here is what they did in the budget before and here is why the needs are greater now and here is why we chose to do this. I think that is all we are really talking about in our process and is just making sure we can give you a fuller presentation of what we did, why we need to some other things and all that. It just gives you folks a much better (inaudible) response and ability to tell that story to folks because I know that most of you know that and most of the you have already heard it and most of the departments are going to meet with their liaison and discuss their budgets and what they are going to need for in a (inaudible). That has already been happening. But, that way and at that presentation and if you want to sit there as a member of the public or you want to read it later, you are going to know that is why they did it. I think that is really all we are (inaudible). That is why it just may take longer. Stiffler: I think also it may also enhance your ability (inaudible) all of them said earlier about the fact that (inaudible--) look at this in each department, whether it was a helicopter or -you as Council still have to say there is a prioritization, so you (inaudible) be proposed and then you would have to look and say from the overall view for all the information that has been on the table, there is more communication and you at least feel like Ron said did I get (inaudible) time for the guy that wants to move his fence. I don't think the Council said to me - is at least I hear from all the Council members, they are more interested in what you really see about enhancing your store and what you need to do to get that accomplished and they are listening to you reiterate all the things you (inaudible) just did. It is more related to that side of it, but yet that may mean that there is a historical background that is important. It is part you telling your story. I think Council is then in a better position to look at the whole thing on your stewardship, under your PAD's (inaudible) talked about to make those decisions. Bird: I think that you are right on the head, Phil, that's our (inaudible) support this job is the City Council (inaudible) and maintain a financial of the city and we should take all the time that is needed to do it, you know whether that is three Meridian City Council Special ~g/Workshop February 16, 2006 Page 86 of 94 and a half or two days, three days I guess we would need to sit down and do it, we don't want to rush people through, but at the same time (inaudible) and bring forward what is best for (inaudible) -accomplish in what we did last year and accomplish what you are asking for this budget year. (Inaudible--). Canning: Bill is passing out a (inaudible) sheets. What we have been introduced provides a future between -and some of this is based on (inaudible) occurred from Council and the Mayor and in all honesty as department directors we haven't had an opportunity to talk about this and it seems to just kind of written from the Planning perspective, but I think you heard there are a number of people that say that what we do tends to drive them (inaudible) with something else. I apologize for the Planning emphasis (inaudible) and didn't know where else to go right now, but none the less another thing that when the Mayor said that (inaudible) I think that you will all receive (inaudible--) and in preparation for this we talked about the target to be identified and the ideal community (inaudible) form and feel with population and geographic area is needed to fund sustainability -what support (inaudible--), quality of life issues, cultural arts program, community civic center (inaudible--) water conservation and try to build those environmental goals for housing through all levels and all of those things that are (inaudible--) that are necessary to really make this a unified (inaudible--) and (inaudible--). De Weerd: Before Keith criticizes the typos or incomplete sentences, this was just from my cell phone that I type and (inaudible--) and I cut and paste never thinking it was going to show up. Kilchenmann: Just don't show it to Clair Bowman. Canning: So, I looked at that and I panicked and had a mini heart attack, but I started thinking about what was it that the Mayor was looking for and I think what we are talking about is a transition from a Comprehensive Plan that is really land use based and (inaudible) that talks about all services and incorporates all the departments from the very (inaudible--). There is some overlap (inaudible), but it really is a land use based Comprehensive Plan. I think we are really talking about a city comprehensive plan that (inaudible) of a perhaps a more (inaudible) city or certainly a more urban city. I think the last one really focused on land use as we are going through big changes (inaudible) - a small city (inaudible), but now it is time to recognize we area (inaudible) sized city (inaudible--) of services. Then I started to think about that in relationship to some of the (inaudible) that I heard from Council regarding (inaudible) and looking at some more specifics there and the (inaudible). So, it is just kind of amassing the steps of the future. What it seemed like to me what we did this year or doing last year and this year is to take some of those mixed use designations on our Comp Plan and really define that and just get the land use issues worked out and then what we are looking for this fiscal year '07 is to kind of grill down into those use districts in trying to come up with some visions for specific areas to get that synergy and to Meridian City Council Special M~g/Workshop • February 16, 2006 Page 87 of 94 get the quality levels in there (inaudible--) and really a narrow type focus and then maybe in fiscal year '08, '09 go back out to a more broad focus and reevaluate the Comprehensive Plan to include, not just the land use public facility issues, but also the (inaudible--) then focus on those things for more urban cities (inaudible--). Houston: Anna and I teamed up -like everybody else we kind of forgot to touch bases until it was almost too late and we both came with this kind of a from a different perspective or angle and Anna because of her position and knowledge, interest she was thinking - I didn't even know exactly what the Comprehensive Plan was and how sophisticated it was, how far along and so focused on that and so we are not trying to (inaudible) and so I get something a little different that was kind of pretending that we are starting totally from scratch and what would be the areas that a city or town might look at. So, I guess part of what we need is clarification or a discussion on what is it we want to focus on. Like I said we approached it from two different directions and didn't have time to clarify - Canning: What happened with Shelly, given the statement from the Mayor starting looking for things and what she found were Comprehensive Planning (inaudible). I mean I think that what is clear is that there is (inaudible). What we to know from Council is do you want to move onto that level of that kind of Comprehensive Plan verses the one we have or do you want to do it through programs and other types of community programs. Wardle: Anna, I guess my preference is because having gone through just one Comprehensive Plan amendment my personal feeling for that is that is a very, very lengthy process that involves certainly a lot of public input, but it seems to me it falls a lot on bureaucracy, so I think that the ideas that you bring forward to get us a better vision of what we want to see and what this community is going to be, I think those are important. I guess at this time, I am not sure that we need to reopen the entire Comprehensive Plan and take it back to the drawing board. (Inaudible--) programs, specific areas so that it (inaudible) take square miles or districts or zones or whatever those types are and drill those down (inaudible). That would be my preference. Canning: Just a kind of take what we are kind of proposing for (inaudible--). That is a lot of communities have a very general Comprehensive Plan and then they have specific areas (inaudible). They just kind of go area by area, similar to the Boise neighborhood communities, but they go area by area (inaudible) and that is one way to do it. Wardle: So, even to do that is (inaudible)? I don't keep (inaudible) studies (inaudible--). Canning: Comp Plans do need to be updated. Unfortunately, Comp Plans do need to be updated and unfortunately they are very, very graphic and the idea is Meridian City Council Special ~g/VVorkshop February 16, 2006 Page 88 of 94 to have a lot of public participation. I think it would be unfortunate to not provide that opportunity, especially with regard to something (inaudible--). Wardle: I guess one thing that I look at from public participation standpoint is the entire community, if you open the whole thing up, just what we have seen in the North Meridian area, people are focused on one specific area and it's usually the one that is most (inaudible--). (Inaudible discussion) Wardle: I think it is okay if we are going to open those areas up, get real specific because most people, in my mind, when they come forward they have a specific idea in their mind anyway on even down to the square foot of what it should or shouldn't be. So, I think it would be (inaudible) to help (inaudible). De Weerd: I guess, Council, my challenge to you the leadership team is we have been going through this (inaudible) rapid growth process for what seems like ages, maybe it's only been a year and one half, but it seems like at least the last 20 and as we come hopefully to a close, we all have a piece of paper and now I think it's the elected officials and senior managements responsibility to then take that and develop a vision for it and it has to be beyond -the blue print has been unique in it's not just been transportation, it has not just been land use, it's been the quality of life aspects that Comprehensive Plans also get into circus level. I think we are as a community are at a threshold where we can not only step and raise the bar in planning expectations, but our citizens and what you have seen in the paper questions that the Statesman seem to always nit pick on the letter to the editor this last week on the strip malls and the ugly mess of Meridian and I have heard it in a couple of different venues of design and whether we want to look like, who are we as a community, what belief -that (inaudible) help a statement for an integrated, self reliant community and what does that mean to us? What does that mean to us as a city and what kind of vision do we want to create for our citizens that we are hitting targets, we are hitting benchmarks of this is the direction we are going and we are getting better along the way and this is how they know we are. Do we want cultural centers and do we want to have an identity or do we want to go and just develop our identity for us? Or do we want to help guide that in a better way and help create a balance, instead of an overload of one specific use in one area that will create a pocket for the Police Department to focus on in the negative way or to balance it out and make it synergistically work throughout the community. A lot of this has transpired in the question that Joe Borton asked and some discussions that Shaun and I have had with staff in looking at targeted recruitment for certain jobs we want for this area or why we would want to expand an area of impact and what does that mean for our community and what are we lacking? These kind of steps will start to develop the vision that we have for a fully integrated community that we can tell our citizens that this is who we are and this is what we are going to look and this is how we are going to preserve the quality of life and everyone that is sitting Meridian City Council Special ~g/V1/orkshop February 16, 2006 Page 89 of 94 around this room has a stake in it. It will be bringing back to you their pieces of this picture, their long term and short term steps in getting to target that identity and bringing new examples as to what has worked in other communities and why in other communities it has failed so that we don't recreate a boil or what we are creating has already been proven not to work, why would we go down that road? So, this is the challenge that our leadership team has in front of them to bring back to you and help set a more visionary direction as to how they are going to take the plans from blue print and create that premiere place that showcase of what Meridian is striving to be. Strong: I have a question is there any timeframe that we need to work towards? The city's comments (inaudible--) to (inaudible) to the (inaudible) funding -some of the reasons (inaudible--). In some cases it is a requirement for compliance (inaudible--) occurring, so what you are asking for (inaudible--). (Inaudible discussion) Canning: 1860, that's right. I think - I guess Mayor (inaudible) more confused now than (inaudible--) this morning. Do you want them to be - do you want to look at that in more narrow areas (inaudible) to begin with or do you want it city wide or --? I am at a loss as how to do both (inaudible--) to look at the whole setting (inaudible--) look for small areas at the same time? Is that what you -the one thing I was hoping to get some direction on. Wardle: If we are talking about catalyst (inaudible) being the Blue Print for Good Growth, being one of catalyst, Communities in Motion (inaudible--), but if you take and carve out of -you are going to see some very specific, in my opinion, some very specific land use types (inaudible) or thing for you to be asked about in good growth. They will very specifically address some areas in Meridian (inaudible--). Canning: They don't realize that though. They say things like set up transfer (inaudible--). They say develop any (inaudible--). Wardle: So, some of those things are -but, again at a majestic perspective, the Comprehensive Plan also says that we want some transitional periods, so to take 50 acres in a square mile of our (inaudible) and develop it as an (inaudible) right in the center isn't going to be (inaudible) without comment, so you are going to have a limited area of opportunity where we could make changes to our current policy. Does that make sense to you? Canning: Yeah. Wardle: Because I think those are going to be very specific. I mean, they will be general, but you could limit them to (inaudible) or a major collector or a (inaudible). Meridian City Council Special ~gNVorkshop February 16, 2006 Page 90 of 94 Canning: Yeah. There is (inaudible--) Wardle: You are not going to make us (inaudible--)? Canning: No, it is mostly the service stuff that is going to be the (inaudible). Wardle: That will be a specific area of addresses -retail, here or here and access and those are specific to not (inaudible--) - De Weerd: Well, it also going to be your densities downtown and your densities along the rail corridor and we don't want them up on the rail corridor, but how you would connect them to the rail corridor because I heard yesterday them talking about wanting (inaudible) development in the corridor (inaudible--). That is one of the things that we could track. (Inaudible discussion) De Weerd: Yeah, except the chicken and the egg, they want a high density downtown, yet you don't have a transportation system that will even accommodate them right now. How do you transition? What is it going to look like? You (inaudible--) gateway into your downtown area -what do you want that to look like? You know, what do you want to be when you grow up? Wardle: I guess the question that I heard was do we open the Comp Plan up or do we not open the Comp Plan up? My preference is don't re-open. (Inaudible discussion) De Weerd: We will do the areas specific and design standards. Canning: Do you have a minute to go through some of the possible specific districts before you guys take off? I listed (inaudible), we talked about that one already. Ten Mile Interchange, we already talked about. Downtown, I think we already talked about that. I guess I am thinking there might be some (inaudible-). I think we are all kind of talking about wireless downtown to begin with. (Inaudible---). Wardle: Let me ask about that. Talking about wireless downtown, talking about (inaudible--). One of the things that I heard from is they under-serve so the expectation is the use of travel and you can go in and utilize the connections to do your business, however, (inaudible--) speed of dial up at (inaudible). So, that is something to take into consideration (inaudible) to make that commitment I would rather not just - I think it of it as some times you go to a hotel with a fitness center and it is one room with a treadmill thing. Let's not do it - so let's not do it to just say we have it. If we are going to do it, let's bring a (inaudible). Meridian City Council Special ~g/Workshop • February 16, 2006 Page 91 of 94 (Inaudible discussion) Canning: Start downtown and make it expand as time went on (inaudible). Borton: That is also something that (inaudible--). As the downtown develops a hotel is a good example of why it was (inaudible--) and that just seems to be where that grows and the market and stride and the consumer and customer wants that - a coffee shop has started and it is naturally evolving, whether or not that is the function of the government to create that (inaudible--) - Canning: Well, I think one of the reasons we look at starting it in the MDC is what one of the things that working relationship has started with is providing additional infrastructure in order to encourage development (inaudible--). Wardle: One of the things that I would look at is instead of just saying (inaudible), say broad band access throughout downtown. One of the reasons I say that is they are anew -wireless is a new technology. (Inaudible) is new technology that I think some of the industries are talking about tracking that we absolutely have to have and you talk about speed in (inaudible) verses wireless, there isn't a comparison. De Weerd: It is a combination thereof and actually (inaudible--). He is doing that in his development. He really has an interest in participating on that committee and the dual or a complimentary system that would address future needs, current needs and the research they have been doing (inaudible) developments and (inaudible--). Wardle: I guess I would say let's not just assume wireless is going to be the technology that will always (inaudible), connectivity is probably the better. Canning: The list I really wanted to get to now that we are there -the other mixed use comdors or heights, activity center areas that I wanted to quickly look at was Chinden, South Eagle, Overland, Lake Hazel (inaudible) and then the Meridian Interchange and do any of these - do you feel that any of these --? (Inaudible discussion) De Weerd: You think you are busy right now, just wait until the Public Works gets sewer over there. Canning: That is my nightmare. De Weerd: That is (inaudible) and our parks and our fire - (Inaudible discussion) Meridian City Council Special ~g/Workshop February 16, 2006 Page 92 of 94 Canning: Are there specific -will all of those remaining areas be served by a single set of design guidelines (inaudible--) need special attention similar to the (inaudible--) or similar to Old Town or Ten Mile? (Inaudible discussion) De Weerd: You know I think, Anna, it's probably (inaudible--) because Lake Hazel, you know I think sometimes there is different zones or (inaudible), but Lake Hazel -the City of Boise has identified as a key east west corridor. Amity, Nampa has identified as a primary east west corridor. So, those two roads there are going to be really key including (inaudible) services, potential employment center opportunities. Right now it's really hard to answer those - Canning: And we can talk about that more (inaudible--) - De Weerd: Well and even in north Meridian, we really touched on it in passing, but (inaudible) employment corridor there is no major employers of HP and that is pretty far down the road and (inaudible) population centers -you look at McDermott as a restricted transportation corridor we might have an employment center opportunity there and so maybe - (Inaudible discussion) Canning: Does anybody see anything special happening in south Eagle area or Overland or do you feel that development pattern is appropriate to continue? (Inaudible discussion) Canning: What about this area? Do you see any need to work on this whole Meridian Interchange area as (inaudible--)? (Inaudible discussion) Canning: Do you want it just to be - MDC should be planning for some (inaudible--). (Inaudible discussion) Bird: I think that is pretty good, but I think this area right here (inaudible--). I think once that overpass is (inaudible--) you are going to see a (inaudible), but what it is going to be I don't have the slightest clue and I (inaudible--). (Speaker unknown): I haven't heard on (inaudible), but there is still that wide open area back in there on (inaudible--) Waltman. (Inaudible--), but we don't access to do anything until that overpass goes in and once it goes in (inaudible) will take off and tie in with -one RV park on (inaudible--). More demands for Meridian City Council Special ~g/V1/orkshop February 16, 2006 Page 93 of 94 some other stuff. I know that is -well if we are looking at the gated community on it, we are going to have people coming in that they are going to be (inaudible). Bird: That is one nice RV Park. Canning: Sounds like just the standard design right-of-way - we talk about those for arterials, collectors and gateway (inaudible--) and I will make an effort to expand my sphere of influence with all of the departments (inaudible--). (Speaker unknown): Can I ask a question about the corridors like Meridian Road and Chinden? What are we doing, I guess to try to protect those to limit the access because it is my understanding that state wants to use those as state highways and be able to keep higher speed and be able to move larger volumes of traffic, but yet when I was on the Council, I think we just made one mistake after another because they just come in one at a time and chip away and we created this mess on Eagle Road. What have we done differently to avoid creating that mess on south Meridian and out on Chinden Boulevard? What are we doing differently? Canning: Well, the Unified Development Code says we can only take access to half a mile, so anything other than that was required (inaudible--). (Speaker unknown): But we already have one of those requests. Canning: We have five. One is (inaudible--). (Speaker unknown): It seems like we have set ourselves up to create those kinds of requests. We set ourselves up to create those kinds of requests because of how we are doing the land use and planning because we allow the subdivision to fill up behind it and then they leave a few hundred feet left in the front that borders those roads where they are going to build the commercial and then there is no room for a frontage road to go in there, so you are going to get this request after (inaudible--) - Canning: We are also asking for a collector (inaudible--) separated (inaudible) commercial or residential or interior (inaudible--). So, we did go the frontage route. We talked to Council. I mean, there is that option to do frontage road, but then we (inaudible--) worked out to be, what 300 feet or right-of-way or something like that? So, we decided that we would incorporate that more in so that you would have still that parallel road system, but you would have (inaudible). (Speaker unknown): Is there any place that that is happening at? Canning: Actually Ustick and Eagle we are getting one of the north (inaudible) roads (inaudible--). We are fighting for it. Meridian City Council Special ~g/VNorkshop February 16, 2006 Page 94 of 94 (Inaudible discussion) Canning: Yeah, and the last piece is connecting over to the other mile. So, that one would probably be one of the first ones - (Inaudible discussion) (Speaker unknown): Looks like a similar layout (inaudible) Chinden and a section of Paramount, too, where they have got (inaudible--). Those are at least kind of taking place and we should set the stage (inaudible--). Canning: We are getting them. They are not built yet, but we are getting them. (Speaker unknown): I have to ask this question because this has stirred my curiosity more - (inaudible) Victory and Eagle (inaudible--)? Wardle: Well, we are going to close up our meeting - it is 2:30 and we are out. MEETING ADJOURNED AT 2:30 P.M. (TAPE ON FILE OF THESE PROCEEDINGS) APPROVED: /~ TAMMY ERD, MAYOR ATTESTED: ~~~~~~° 'l ~ Jr / f7~ DATE AP~~R~`U' D'~~~e,, ~~~ ~ s ~~~ WILLIAM G. BERG, JR., ,TY RK , ;' I11~H tt` February 10, 200b MERIDIAN CITY COUNCIL MEETING February 16, 2006 APPLICANT ITEM NO. S REQUEST Discussion of Strategic Planning and Focus Areas for the City of Meridian AGENCY COMMENTS 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: OTHER: Contacted: Emailed: Date: Phone: _ Staff Initials: Materials presented at public meetings shall become properly of the City of Meridian.