Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
01 02 2019 Study Session
CITY OF CHUBBUCK COUNCIL STUDY SESSION AGENDA JANUARY 2, 2019 — 4:OOPM LOCATED AT CHUBBUCK CITY HALL 5160 YELLOWSTONE AVE. CALL TO ORDER: Mayor England COUNCIL MEMBERS PRESENT: STAFF MEMBERS PRESENT: AMEND COUNCIL STUDY SESSION AGENDA: GENERAL BUSINESS: 1- Update from the Fire Department. 2- Discussion on Building Permits and Impact Fees. GENERAL ANNOUNCEMENTS: ADJOURN: City Hall and the City Council Chambers are accessible for persons with disabilities. Any person needing special accommodations to participate in the meeting should contact City Clerk, Rich Morgan at 208.237.2400 at least 24 hours prior to the meeting. Chubbuck Fire Department Page 1 of 19 Revision 0 Date: January 1, 2019 Next Revision no later than January 2020 CFD Responsibility DEPARTMENT x x x x x x FIRE CHIEF . STAFF X X X gg,,,, ,_gy 3101"➢„`yg'b�4�.' ',,`; '- A �,4.i.. :40 '.61'JI41 � .jp oi-- OO WAO ol5 -g y1Ai. n -`- 1�7 moi= 'YN ® gn". to x x � I rF ii � � � i` _ieL• laX T,. kl$ MV X X Tar aft"r`i'a x x • da`�1ti�i��RW ®��i�: 91®lw e«i �Eaa��9'd�� x . � �+� .its ni��.� nl'+Al r. i�fi��Ai�A •��7�r ��� �14'l� :'�!d➢!'� -�iT A:f>- X X r p X X l • r• 3 i r x x • x x DEPARTMENT x x x x x x Chubbuck Fire Department List of Revisions STRATEGIC PLAN Paee 2 of 19 Date: 0 1/0 1 /2019 Revision: 0 Chubbuck Fire Department STRATEGIC PLAN January 01, 2019 Page 3 of 19 TABLE OF CONTENTS EXECUTIVESUMMARY.....................................................................................................................4 Mission, Vision, and Values..................................................................................................................................................4 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis..............................................................................4 Goals, Objectives, Performance Measures and Targets.......................................................................................................5 THE STRATEGIC PLANNING PROCESS.........................................................................................5 ORGANIZATIONAL BACKGROUND................................................................................................6 THEMISSION STATEMENT..............................................................................................................6 THEVISION STATEMENTS...............................................................................................................6 VALUES..................................................................................................................................................7 STRENGTHS..........................................................................................................................................7 WEAKNESSES.......................................................................................................................................8 OPPORTUNITIES ................. THREATS ............................... ................................................................................................ 8 ...............................................................................................................9 Statementfrom the Fire Chief................................................................................................................9 GOALSAND OBJECTIVES.................................................................................................................9 Goal 1 — Develop effective community outreach and involvement................................................................................. i l Goal 2 — Improve organizational effectiveness................................................................................................................. 12 Goal 3 — Provide quality and continually improving services to the community ........................................................... 15 Goal 4 — Provide and maintain quality equipment and facilities...................................................................................... 17 Goal 5 — Be fiscally pro -active and responsible................................................................................................................ 18 PERFORMANCE OBJECTIVES AND TARGETS...........................................................................19 FirstResponder.................................................................................................................................................................... 19 FireEmergency.................................................................................................................................................................... 19 OtherEmergencies.............................................................................................................................................................. 19 ATTACHMENT 1— SUMMARY OF GOALS/OBJECTIVES..........................................................20 Date: 01/01/2019 Revision: 0 Chubbuck Fire Department STRATEGIC PLAN January 1, 2019 Page 4 of 19 EXECUTIVE SUMMARY The Chubbuck Fire Department Officers continue to look critically at its paradigms, values, philosophies, beliefs, and desires. Their goal is to challenge individuals to work in the best interest of the "team." The Chubbuck Fire Department Officers have developed a strategic plan, which outlines long-term direction and focus for the development of the department. Mission, Vision, and Values Clearly stated and intentionally simplistic, Chubbuck Fire Department's Mission accurately describes the organizations general purpose. Dedicated to the protection of life, property, and our environment Building on this mission, the officers, thus established targets of excellence for the future. The following are among the identified Vision statements: ■ Continually exceed our community's expectations to protect life, property, and the environment. ■ Provide our team members with the skills, tools, and equipment to protect our community. ■ Maintain a respectful and compassionate environment among all members. Recognizing that its collective personality and the values of its members enhance the organization, the Chubbuck Fire Department declared a set of Values that included such statements as: We Value: • Safety fust ■ Community involvement ■ Open communications within the team and with the community ■ Working hard and having fun Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis The SWOT Analysis required Chubbuck Fire Department to look candidly at its strengths and weaknesses to identify opportunities and threats facing the Department. Some of the organizational strengths identified include: ■ Community support ■ Commitment to be successful ■ Open communication ■ Talented, diverse members Some of the areas identified as weaknesses or needing enhancement include: ■ Lack of pre -incident plans ■ Lack of consistent rapid response at all hours • Time requirements for training exceed time available from volunteer personnel ■ Funding and Annual Operating Budget process Date: 01/01/19 Revision: 0 Chubbuc Fire Department STRATEGIC PLAN January 1, 2019 Page 5 of 19 Many opportunities exist for Chubbuck Fire Department, some of which include: • Continue to form partnerships and share resources ■ Increase the organization's sense of"family" ■ Foster public involvement • Utilize technological advancements to enhance our services Fundamental to the success of any strategic plan is the understanding that threats are not completely and/or directly controlled by the organization. Some of the current and future threats to Chubbuck Fire Department include: ■ Lack of Pay Call Members for Responce • Time Commitment for Members ■ Antiquated equipment needing replaced Goals, Objectives, Performance Measures and Targets Armed with the mission, vision, values, SWOT analysis, and customer priorities, expectations and concerns, the officers of Chubbuck Fire Department have developed realistic strategic goals and objectives designed to guide the department into the future. The following departmental goals are identified: Goal One - Develop effective community outreach and involvement Goal Two - Improve organizational effectiveness Goal Three - Provide quality and continually improving services to the community Goal Four - Maintain quality equipment and facilities Goal Five - Be fiscally pro -active and responsible This strategic plan provides a detailed roadmap into the future. It is a living, working document, and a "tool" to be used at all levels of the department. Constant evaluation of outcomes is critical to determining the success of the department's efforts and direction. A set of performance objectives has been developed to provide a quantitative method to monitor performance. In addition, they include targets for maintenance or improvement of the specific measures. THE STRATEGIC PLANNING PROCESS The fire service has entered into a very competitive evolutionary cycle. Public demands continue to increase while dollars, and other resources, continue to shrink. These trends place increased pressure on the modem fire service manager, policy makers, and staff, to come up with ways to be more efficient and more effective. In many cases, the public is demanding the accomplishment of specific goals, objectives, and services, with fewer resources. To do a more efficient job with the available resources organizations must set objectives based on constructive efforts, while eliminating programs that do not serve the customer. The specific steps of the process are as follows: 1. Develop the Mission Statement, giving careful attention to the services currently provided and which logically can be provided in the future. 2. Develop a Vision of the future. 3. Establish the Values of the members of the organization. 4. Identify the Strengths of the organization. 5. Identify any Weaknesses of the organization. 6. Identify areas of Opportunity for the organization. 7. Identify potential Threats to the organization. 8. Define the Services provided to the community. 9. Establish the community's expectations of the organization. 10. Identify any concerns the community may have about the organization and its services. Date: 01/01/19 Revision: 0 Chubbuck Fire Department STRATEGIC PLAN January 01, 2019 Page 6 of 19 11. Identify those aspects of the organization and its services the community views positively. 12. Establish realistic goals and objectives for the future. 13. Identify implementation tasks for each objective. 14. Define service outcomes in the form of measurable performance objectives and targets. 15. Develop organizational and community commitment to the plan. ORGANIZATIONAL BACKGROUND Chubbuck Fire Department, is a City Fire Department and Two Fire Districts. CFD serves a population of approximately 25,000 people and covers an area of 200 square miles. CFD provides service from one Station. The City's fleet consists of three first -out fire engines, one aerial pumper, one water tanker, and three wildland vehicles The City carries an insurance rating, assigned by the Insurance Service Organization, of Class 4/9. This rating was assigned based on a review conducted in 2012. The CFD is a Combination department with 14 Full time staff and + or - 20 pay call staff with 1 volunteer. Chubbuck Fire Department provides a variety of services including fire suppression, emergency medical first responder service, and public safety education. THE MISSION STATEMENT The mission statement of an organization is intended to describe, in succinct terms, the purpose for the organization's existence. It articulates the principal reason for the organization's presence within the community. Chubbuck Fire Department officers developed the mission statement below. Chubbuck Fire Department Mission Statement Dedicated to the protection of life, property, and our environment THE VISION STATEMENTS In addition to knowing who they are and understanding their beliefs, all successful organizations need to define where they expect to be in the future. After having established the organizations mission the next logical step is to establish a vision of what the organization should be in the future. Vision statements provide targets of excellence that the organization will strive towards and provide a basis for their goals and objectives. The following vision statements were developed by the Chubbuck Fire Department. Date: 01/01/19 Revision: 0 Chubbuck Fire Department STRATEGIC PLAN _January 01, 2019 Page 7 of 19 Chubbuck Fire Department Vision Statements • Continually exceed our community's expectations to protect life, property, and the environment ■ Be recognized by our community, peers, and neighboring agencies as an enthusiastic organization capable of providing effective protection of life, property, and the environment. ■ Provide our team members with the skills, tools, and equipment to protect our community. ■ Continue to effectively and enthusiastically provide public education. ■ Provide our community with an agency that, through teamwork, communication, and education, embraces change. ■ Maintain a respectful and compassionate environment among all members. VALUES Establishing values embraced by all members of an organization is extremely important. Values define those features and considerations that make up the personality of the organization. The Chubbuck Fire Department felt it absolutely necessary to declare the following statements of values for the department. Chubbuck Fire Department Values We value: ■ Safety first ■ Diversity ■ Community involvement ■ Open communication within the team and with the community ■ Providing quality service ■ Continuous improvement • Working hard and having fun • The importance of balancing the needs of the individual, family, and the organization ■ Fiscal responsibility ■ Trust, integrity, and ethical behavior ■ Professionalism ■ Dedicated teamwork With the completion of the mission, vision and values, the Chubbuck Fire Department established the operation of the department. The mission, vision, and values are the foundation of any successful organization. Every effort should be made to keep these current and meaningful so that the individuals who make up the organization are well guided by them in the accomplishment of the goals, objectives, and day-to-day tasks. STRENGTHS It is important for any organization to identify their strengths in order to assure they are capable of providing the services requested by customers and to ensure that strengths are consistent with the issues facing the organization. Often, identification of organizational strengths leads to the channeling of efforts toward primary community needs that match those strengths. Programs that do not match organizational strengths or the primary function of the business should be seriously reviewed to evaluate the rate of return on precious staff time. The strengths of the Chubbuck Fire Department are identified below. Strengths of Chubbuck Fire Department ■ Commitment to longevity of members ■ Commitment to acquire state of the art equipment ■ Commitment to training ■ Commitment to be successful • Open communication • Talented, diverse members ■ Explorer program Date: 01 /01 / 19 Revision: 0 Chubbuck Fire Department Adopted STRATEGIC PLAN January 01, 2019 Page 8 of 19 WEAKNESSES Performance or lack of performance within an organization depends greatly on the identification of weaknesses and how they are confronted. While it is not unusual for these issues to be at the heart of the organization's overall problems, it is unusual for organizations to be able to identify and deal with these issues effectively on their own. For any organization to either begin or to continue to move progressively forward, it must not only be able to identify its strengths, but also those areas where it does not function well or not at all. These areas of needed enhancements are not the same as threats to be identified later in this document, but rather those day-to-day issues and concerns that may slow or inhibit progress. Weaknesses of Chubbuck Fire Department • Lack of pre -incident plans and Inspections ■ Lack of consistent rapid response at all hours • Need to develop additional trust and further refinement of internal communications systems ■ Lack of a clear long-range sense of direction ■ Time requirements for CFD fire training exceed time available from personnel ■ Lack of practical experience contributes to a lack of proficiency ■ Lack of personnel precludes compliance with NFPA 1720 and the 10 -minute response times ■ Selective response by personnel to different types of emergencies ■ Lack of understanding of and adherence to some S.O.Ps/S.O.Gs ■ Lack of a budget process that ensures funding matches growth. OPPORTUNITIES The opportunities for an organization depend on the identification of strengths and weaknesses and how they can be enhanced. The focus of opportunities is not solely on existing service, but on expanding and developing new possibilities both inside and beyond the traditional service area. Many opportunities exist for Chubbuck Fire Department. Opportunities for Chubbuck Fire Department ■ Continue to form partnerships and share resources with: o Mutual Aid agencies o School District 25 o Community/Religious groups ■ Increase the organization's sense of "family" ■ Foster relations with the media o Local o Regional ■ Foster public involvement in: o Public forums — broader public involvement, member recruitment o CPR and first aid training ■ Utilize technological advancements to enhance our services ■ Maintain Department Web site ■ Enhance records management systems ■ Enhance revenue • Grants ■ Wildland funding Date: 01/01/19 Revision: 0 Chubbuck Fire Department STRATEGIC PLAN January 1, 2019 Page 9 of 19 THREATS To draw strength and gain full benefit of any opportunity, the threats to the organization, with their new risks and challenges, must also be identified. By recognizing possible threats, an organization can greatly reduce the potential for loss. Threats to Chubbuck Fire Department include: ■ Annexation by City. ■ Loss of revenue from Fire Districts. • Unfunded federal and state mandates and their impact on the budget ■ Increasing training requirements and how that impacts members time ■ Natural disasters (earthquake, wildland fires, storms) ■ Major incidents (multiple casualty incidents, hazardous materials, etc) ■ Socio-economic changes in the Bannock County and the City. ■ Lack of water for fire suppression ■ Change in the composition of the City Government • A split in department opinion over our future direction ■ Work related fatalities and injuries ■ Major equipment loss ■ Loss of public support STATEMENT FROM THE FIRE CHIEF The primary purpose of the Chubbuck Fire Department is to provide life, property, and environmental protection within a reasonable time and at an acceptable cost to the taxpayers. The Officers continues to emphasize their commitment to maintaining a strong community oriented emergency services department. Chubbuck Fire Department has a longstanding 'volunteer" tradition and believes one way of providing emergency services is based on the philosophy of "neighbor serving neighbor." As a result of this philosophy, emergency services will continue to be provided by a Department staffed by community volunteers and full time members. The primary role of the Chief regarding this strategic plan is to review the Mission, Vision and Values of the Department as developed and then to adopt Goals and Objectives that will be used to achieve them, as well as the Performance Objectives and Targets by which we will measure our success. This finalized Strategic Plan is an attempt by the Department to chart a course for the future and to outline proposed actions for the Officers to take. These future actions by the Department will be driven by revenue, levels of service needs and input from citizens of the City including possible future tax levies. The Officers will address specific implementation of the Goals and Objectives outlined in the Plan. Periodic review and updating of this entire Plan will be necessary to keep up with changes in community needs, demographics and departmental resources. GOALS AND OBJECTIVES The Strategic Planning process, to this point, has dealt with establishing the mission, vision, and values of the organization. In addition, identification of strengths, weaknesses and needs of both the organization and customer was accomplished. In order to achieve the mission of Chubbuck Fire Department, realistic goals and objectives must be established. Goals and objectives are imperative to provide the individual members with clear direction. In order to establish the�goals and objectives the officers met a number of times to complete this critical process. As goals and objectives are management tools, they should be updated on an ongoing basis to identify what has been accomplished and to note changes within the organization and the community. The attainment of a performance target should be recognized and celebrated to provide a sense of organizational accomplishment. Date: 01/01/19 Revision: 0 Chubbuck Fire Department STRATEGIC PLAN January 01, 2019 Page 10 of 19 The goals and objectives (as well as the performance objectives included later in this document) should now become the focus of the efforts of Chubbuck Fire Department. Great care was taken to ensure that the critical needs and areas of needed enhancement previously identified were addressed within the goals and objectives. By following these goals and objectives carefully, the organization will be guided into the future. They should also greatly reduce the number of obstacles and distractions for the organization and its members. The officers set priorities (designated by an "A", `B" or "C") for the accomplishment of specific objectives, with "A" being the highest and "C" being the lowest. Those that carried higher priorities are scheduled for completion first and lower priority objectives scheduled later. The assigned priorities are indicated in parentheses prior to the timelines in the goals and objectives that follow. Overall these goals and objectives provide very specific timelines for the next two years and more general timelines beyond that. The leadership of Chubbuck Fire Department should meet periodically to review progress towards these goals and objectives, adjust timelines and specific targets as needs and the environment change. Date: 01/01/19 Revision: 0 Chubbuck Fire Department STRATEGIC PLAN January 01, 2019 Page 11 of 19 Goal I —Develop effective community outreach and involvement Objective 1-A Maintain positive relations with local media through the use of a Public Information Ofcerposition Timelines (C) Immediately Critical Tasks: ■ Identify and establish a public information officer position ■ Seek opportunities to provide information to the media (current program) • Provide articles to the local newspaper ■ Prepare a fire department fact sheet for distribution to the press ■ Provide media relations training to staff Objective 1-B Encourage active public involvement in the department Timelines (B) January 2019 Critical Tasks: ■ Provide open communication with the community through the use of meetings and publications • Conduct public discussion forums ■ Provide a periodic Fire Prevention community message Maintain the department website Provide "flash" notices to the public of important issues facing the department Conduct an annual city Target Hazard Identification analysis ■ Produce and distribute an annual report of department activities and accomplishments. ■ Increase the department's participation with State and County Organizations (LEPC, DIGB District Interoperability Governance Board) Increase the amount of public education presented to the community, Fire Prevention, Emergency Planning, CPR, and First Aid Date: 01/01/19 Revision: 0 Chubbuck Fire Department STRATEGIC PLAN January 01, 2019 Page 12 of 19 Goal 2 — Improve organizational effectiveness Objective 2-A Define the role of the Ojjicers in relationship to the operational management role of the Department Timelines (B) Janaury 2019 Critical Tasks: ■ Review existing SOP/SOG for clarity of roles ■ Draft revisions to SOP • Present revisions to the Chief Objective 2-B Review, reorganize and revise the Standard Operating Guidelines Timelines (B) January 2019 Critical Tasks: ■ Review guidelines for consistency and currency (ongoing) ■ Revise guidelines as needed (ongoing) ■ Reorganize the document into Policies, Rules and Standard Operating Guidelines ■ Present the revised document for adoptions ■ Improve and communicate the department harassment/bullying and discrimination policy Objective 2-C Develop desk manuals for critical functions Timelines (B) Immediately Critical Tasks: ■ Identify critical functions ■ Draft step by step procedures to accomplish critical functions ■ Publish and maintain desk manuals for critical functions Objective 2-D Employee Assistance Program to all members Timelines (B) January 2019 Critical Tasks: ■ Determine the need for an EAP within the department ■ Review employee assistance program options if required ■ Include funds for program in budget if required ■ Implement the program and ensure all personnel are aware of how to use it. Date: 01/01/19 Revision: 0 Chubbuck Fire Department January 01, 2019 STRATEGIC PLAN Page 13 of 19 Objective 2-E Improve entry level qualifications review and ongoing medical and fitness monitoring of members Timelines (A) Immediate — Ongoing Critical Tasks: ■ Include qualifications, background, and reference checks in the member selection process ■ Establish a policy for physical fitness testing of all emergency service personnel • Establish a policy for medical evaluation of all emergency service personnel meeting the standards of NFPA 1500 Objective 2-F Develop a guldeline for access to Critical Incident Stress debriefing (CISD) services Timelines (A) Immediate — Ongoing Critical Tasks: ■ Identify sources for CISD ■ Draft and adopt a guideline describing when and how to access CISD services ■ Train all personnel in use of the system Objective 2-G Develop a competency evaluation system Timelines (B) Ongoing Critical Tasks: ■ Identify required skill sets by department position ■ Establish performance criteria for the various skill sets ■ Develop a schedule for competency evaluation • Conduct competency evaluations Objective 2-H Manage the increasing training requirement impacts on members time Timelines (A) Immediate Critical Tasks: ■ Identify the specific training needs of individual members ■ Offer training opportunities on a more flexible schedule within the department ■ Implement a training program evaluation system ■ Ensure good communications of changes in upcoming training offerings ■ Improve the quality of training facilities and resources Date: 01/01/19 Revision: 0 Chubbuck Fire Department STRATEGIC PLAN January 1, 2019 Page 14 of 19 Objective 2-1 Establish and annually update an Accident Prevention Plan. Timelines (A) Immediately Critical Tasks: ■ Establish an accident prevention plan with the assistance of the Department Members • Train department members in the accident prevention plan ■ Research and purchase safety equipment as appropriate Objective 24 Create a more experiential approach to training Timelines (B) January 2019 Critical Tasks: ■ Increase the use of simulations in the training program ■ Increase the number of multi -company, scenario based, training sessions ■ Use in -station duty assignments as an experience gaining opportunity ■ Balance the amount of classroom based training in lieu of hands-on training Objective 2-K Improve response times to achieve established targets Timelines (A) Janaury 2019 Critical Tasks: (Critical tasks are contained in Objectives 3-B, M) Objective 2-L Create an organizational environment that will promote member commitment, loyalty, and improve participation Timelines (A) Immediate - Ongoing Critical Tasks: ■ Review and revise the recognition program • Explore new incentives such as: o A meaningful pension program (LOSAP) o Recognition and rewards (i.e. logo garments) o Health and life insurance benefits o Supplemental disability insurance ■ Host more social activities ■ Develop an internal newsletter Date: 01/01/19 Revision: 0 Chubbuck Fire Department STRATEGIC PLAN January 01, 2019 Page 15 of 19 Goal 3 — Provide quality and continually improving services to the community Objective 3-A Prepare for and request a re-evaluation of the current insurance rating of the City Timelines (C) Janaury 2019 — Ongoing Critical Tasks: • Gather required information • Identify improvement opportunities ■ Implement improvements in advance of the rating visit ■ Request and support the rating visit Objective 3-B Develop pre -incident plans for City target hazards and quality City maps Timelines (A) Current and Ongoing Critical Tasks: ■ Identify target hazards ■ Assign responsibility to do surveys and develop maps ■ Provide training to those assigned to do surveys and produce maps ■ Conduct pre -incident plan surveys ■ Develop pre -incident plans ■ Provide training to personnel on target hazard features ■ Update pre -incident plans annually ■ Produce and distribute map books and pre -incident plans Objective 3-C Develop a comprehensive emergency plan annex with Bannock County that includes all phases of emergency planning Timelines (B) Immediate — Ongoing Critical Tasks: ■ Identify and coordinate with Mutual Aid Fire Departments ■ Develop and deliver training as required ■ Participate in exercises with Bannock County including training in the Emergency Operations Center (EOC) Objective 3-D Conduct inspections of new construction Timelines (C) Immediate - Ongoing Critical Tasks: ■ Participate in new construction inspections with the city staff ■ Develop pre -incident plans on new buildings as a result of participating in the inspection Date: 01/01/19 Revision: 0 Chubbuck Fire Department STRATEGIC PLAN January 01, 2019 Page 16 of 19 Objective 3-E Work with other City Departments to improve the Emergency delivery system Timelines (B) January 2019 Critical Tasks: ■ Encourage the City to maintain a "Fire Department" signature on development planning documents and permits ■ Lead efforts to develop a more unified approach to emergency operations ■ Evaluate alternative fire suppression techniques and equipment Objective 3-F Provide a strong Pay -Call Roster Timelines (A) Immediate — Ongoing Critical Tasks: ■ Provide and Maintain a sufficient number of Pay -Call members (24 hours per day, 7 days a week) ■ Maintain Training CEU and skill levels for each Member ■ Encorage participation for all Department Activities Objective 3-G Utilize special skills and talents of department members Timelines (B) Immediate — Ongoing Critical Tasks: ■ Create a skills inventory ■ Recruit responding and "non -responding" members who can provide specialized skills to the department Objective 3-H Develop, Maintain and enhance a Explorer program Timelines (B) Immediately — Ongoing Critical Tasks: ■ Continue to develop the program with additional representation and support ■ Develop a recruitment partnership with the high school Objective 3-I Provide good post -emergency victim support Timelines (B) Janaury 2019 Critical Tasks: ■ Offer a Post -emergency Kit ■ Provide basic training for members on victim support ■ Provide post event handouts Date: 01/01/19 Revision: 0 Chubbuck Fire Department STRATEGIC PLAN January 01, 2019 Page 17 of 19 Goal 4 — Provide and maintain quality equipment and facilities Objective 4-A Develop a comprehensive apparatus needs assessment Timelines (B) January 2019 — Ongoing Critical Tasks: ■ Establish and fund an Apparatus Reserve Fund ■ Develop a comprehensive end of life apparatus replacement plan ■ Explore and use alternative financing options when appropriate Objective 4-B Conduct a comprehensive facilities assessment Timelines (A) 2019 Critical Tasks: ■ Develop a comprehensive facilities assessment ■ Identify improvements needed at facility ■ Develop a schedule and funding plan to complete the improvements Objective 4-C Continue to provide quality maintenance for facilities, apparatus and equipment Timelines (A) Current and Ongoing Critical Tasks: ■ Ensure adequate funding for Facilities, Apparatus & Equipment program ■ Streamline and improve the daily/weekly equipment/maintenance check sheet Date: 01/01/19 Revision: 0 Chubbuck Fire Department STRATEGIC PLAN January 01, 2019 Page 18 of 19 Goal 5 — Be fiscally pro -active and responsible Objective 5-A Explore and implement partnerships with other emergency response agencies and other service providers. Timelines (B) Current and Ongoing Critical Tasks: ■ Review and update mutual aid agreements ■ Develop programs to share training resources ■ Identify joint purchasing opportunities and establish an information sharing system ■ Identify opportunities to share physical resources such as equipment and facilities Objective 5-B Explore and implement partnerships with School District 25 Timelines (B) Current and Ongoing Critical Tasks: ■ Deliver fire safety education ■ Identify opportunities to share facilities ■ Develop an event standby capability ■ Conduct career days at the schools ■ Assist schools in developing disaster management plans Objective 5-C Continually explore revenue enhancement opportunities Timelines (B) Current and Ongoing Critical Tasks: ■ Apply for grants as available and appropriate ■ Utilize the state surplus program as appropriate ■ Continue to explore other revenue opportunities Objective 5-D Provide an effective risk management program to ensure a major equipment loss does not adversely affect the City Timelines (B) Current and Ongoing Critical Tasks: ■ Ensure capital assets are adequately insured ■ Develop a station and apparatus security system ■ Maintain quality reserve apparatus Date: 01/01/19 Revision: 0 Chubbuck Fire Department January 01, 2019 STRATEGIC PLAN Page 19 of 19 PERFORMANCE OBJECTIVES AND TARGETS The ability to define "great service" requires a set of tools that can be used to measure the performance of an organization. These tools allow an organization to evaluate its performance through observation of changes in key performance indicators. They also allow an organization to compare itself with other similar organizations to identify opportunities for improvement. Chubbuck Fire Department selected the following Performance Objectives and established targets where improvement from current performance was desired. Only response time objectives have been identified thus far. Medical Emergency Provide for the arrival of at least two properly equipped and trained First Responders to provide scene size up and basic life support to the scene of a medical emergency within 5 minutes of the receipt of the call, 90% of the time. Current performance: Unknown Fire Emergency Provide for the arrival of sufficient resources to initiate attack on a fire (first application of an extinguishing agent) within 6 minutes from receipt of the call from dispatch, 90% of the time. Current performance: Unknown Other Emergencies Provide for the arrival of sufficient resources to initiate an evaluation of the emergency within 10 minutes from the receipt of the call from dispatch, 90% of the time. Current performance: Unknown Date: 01/01/19 Revision: 0 Building, Development and Impact Fees Presented to City Council Study Session — January 2"d, 2019 "Every growing city that is fiscally responsible implements impact fees" - Brody Bovero, Syracuse City Manager 1 Proactive �a c 4 •-c o E o CHUBBUCK tA I- E u 100% Effective "Every growing city that is fiscally responsible implements impact fees" - Brody Bovero, Syracuse City Manager 1 Index Section 1 - Fee Comparison Summary Graphs Section 2 - Internal Comparison Details - Section 3 - Building Fee Details Section 4 - Development Fee Details Section 5 - Total Development Fee Details _ Section 6 - Building Permit - Line Item Description Section 7 - Park Fee - Development Example - Section 8 - Old vs New Comparative Costs Details 2 Section 1 Fee Comparison Summary Graphs $14,000.00 $12,000.00 $10,000.00 $8,000.00 $6,000.00 $4,000.00 $2,000.00 Internal Comparison TOTAL BUILDING PERMIT 4854 Jake BP18-108, $11,834.00 4658 Pahsimeroi BP18-144, $8,826.00 5252 Canterbury BP18-150, $7,193.00 J: IPlanninglStrategic Planjlmpact FeesIBuilding - Development Comparison Charts.xlsx 12/21/2018 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 $14,000.00 CITY OF CHUBBUCK, $12,000.00 $11,657.00 $10,000.00 $8,000.00 $6,000.00 $4,000.00 $2,000.00 $- Building Permit Fees TOTAL BUILDING PERMIT CITY OF POCATELLO, $8,016.00 CITY OF CITY OF TWIN FALLS, BLACKFOOT, $5,098.00 $4,355.00 CITY OF AMMON, $8,819.00 J: �PlanningkStrategic Plan�lmpact Fees�Building - Development Comparison Charts.x/sx CITY OF IDAHO FALLS, $5,263.00 CITY OF REXBURG, $9,293.00 5 12/21/2018 Building Permit Fees $7,193 --aTY OF POCATELLO, $8,016.00 CITY OF CITY OF TWIN FALLS, BLACKFOOT, $5,098.00 $4,355.00 CITY OF AMMON, $8,819.00 CITY OF IDAHO FALLS, $5,263.00 CITY OF REXBURG, $9,293.00 J: � Plan nin g �Strategic Plan�lmpact Fees�Building - Development Comparison Charts.xlsx I I I I I I I I I I I i I I I 6 12/21/2018 I I $14,000.00 CITY OF CHUBBUCK, $12,000.0 $11,657.00 $10,000.00 -- $8,000.00 $6,000.00 $4,000.00 $2,000.00 Building Permit Fees $7,193 --aTY OF POCATELLO, $8,016.00 CITY OF CITY OF TWIN FALLS, BLACKFOOT, $5,098.00 $4,355.00 CITY OF AMMON, $8,819.00 CITY OF IDAHO FALLS, $5,263.00 CITY OF REXBURG, $9,293.00 J: � Plan nin g �Strategic Plan�lmpact Fees�Building - Development Comparison Charts.xlsx I I I I I I I I I I I i I I I 6 12/21/2018 I I Development Fees TOTAL DEVELOPMENT FEES (10 Lot Subdivision) CITY OF TWIN FALLS, $30,000.00 $28,510.00 $25,000.00 $20,000.00 $15,000.00 CITY OF POCATEiLLO, $9,250.00 $10,000.00 CITY OF $5,000.00 t BLACKFOOT, CITY OF CHUBBUCK, ) $1,480.00 $661.00 Iii J: � Planning IStrategic Plon jlmpact Fees�Building - Development Comparison Chorts.xlsx CITY OF AMMON, $2,750.00 CITY OF IDAHO FALLS, $26,300.00 IDAHO FALLS (2), $8,350.00 CITY OF REXBURG, $400.00 w 7 12/21/2018 $14,000.00 $12,000.00 $10,000.00 $8,000.00 $6,000.00 $4,000.00 $2,000.00 CITY OF CHUBBUCK, $11,723.10 Building Permit Fees TOTAL DEVELOPMENT COST CITY OF POCATELLO, $8,941.00 CITY OF BLACKFOOT, $4,503.00 CITY OF CITY OF AMMON, CITY OF IDAHO REXBURG, CITY OF TWIN $9,094.00 FALLS, $9,333.00 FALLS, $7,949.00 $7,893.00 J: �Plonning�Strategic Plan jlmpact Fees�Building - Development Comparison Charts.xlsx I I I I I I I i I I I 8 12/21/2018 1 $14,000.0 $12,000. $10,000.00 $8,000.00 $6,000.00 $4,000.00 $2,000.00 CITY OF CHUBBUCK, $11,723.10 Building Permit Fees TOTAL DEVELOPMENT COST � $7,259 ITY OF OCATELLO, $8,941.00 CITY OF BLACKFOOT, $4,503.00 CITY OF CITY OF AMMON, REXBURG, $9 094.00 CITY OF IDAHO CITY OF TWIN FALLS, $9,333.00 FALLS, $7,949.00 $7 893.00 J: �Planning�Strategic Plan jlmpact Fees�Building - Development Comparison Charts.xlsx 9 12/21/2018 $16,000.00 $14,000.00 $12,000.00 $10,000.00 $8,000.00 $6,000.00 $4,000.00 $2,000.00 BEFORE / AFTER COMPARISON $14,435.00 $13,712.00 BEFORE / AFTER COMPARISON o Integrity Before a Integrity After V Grove Before W Grove After 64 Briscoe Before Li Briscoe After 10 J:\Planning\Strategic Plan\Impact Fees\Building - Development Comparison Charts.xlsx 12/28/2018 Section 2 Internal Comparison Details 11 $14,000.00 $12,000.00 $10,000.00 $8,000.00 $6,000.00 $4,000.00 $2,000.00 Internal Comparison TOTAL BUILDING PERMIT ....._ ............................... . 4854 Jake BP18- 108, $11,834.00 4658 Pahsimeroi BP18- 144, $8,826.00 52-- - - -- • - 150, $7,193.00 J:l Planning�Strategic Plan�lmpoct FeesIBuilding - Development Comparison Charts.xlsx 12 12/21/2018 Internal Comparison 4854 Jake BP18-108 Building Permit $ 1,113.00 9% Water Connections $ 2,250.00 19% Sewer Connection $ 5,490.00 46% Treatment Plant $ 1,800.00 15% Water Meter $ 400.00 3% Utility Deposit $ 100.00 1% Park Guarantee $ 400.00 3% Development Fee - Philbin $ 68.00 1% Development Fee - Chubbuck $ 213.00 2% $ 11,834.00 Park Guarantee, 3% Development Fee - Utility Deposit, 1%_ Water Meter, Treatment Plant. 3% 15% Philbin, 1% __.------ r).".1--+ r wck, 2% Building Permit, 9% iter Connections, 19% Sewer Connection, 46% O Building Permit o Water Connections V Sewer Connection HTreatment Plant 0 Water Meter V Utility Deposit O Park Guarantee ■ Development Fee - Philbin o Development Fee - Chubbuck 13 J: lPlanninglStrategic Planjlmpact Fees�Building - Development Comparison Charts.xlsx 12/21/2018 Internal Comparison 4658 Pahsimeroi BP18-144 Building Permit $ 1,052.00 12% Water Connections $ 2,250.00 25% Sewer Connection $ 1,000.00 11% Treatment Plant $ 1,800.00 20% Water Meter $ 400.00 5% Utility Deposit $ 100.00 1% Park - Cash in Lieu $ 2,044.00 23% Development Fee - Chubbuck $ 180.00 2% $ 8,826.00 Development Fee - Chubbuck, 2% Building Permit, 12% Park - Cash in Lieu, Utility Deposit, 1% Water Meter, 5% Treatment * Building Permit *Treatment Plant ■ Park - Cash in Lieu Water Connections, 25% „action, 11% * Water Connections V Sewer Connection * Water Meter V Utility Deposit ■ Development Fee - Chubbuck J:1 PlanningkStrategic Plan�lmpact Fees1 Building - Development Comparison Charts.xlsx 14 12/21/2018 Internal Comparison 5252 Canterbury BP18-150 Building Permit $ 1,103.00 Water Connections $ 2,250.00 Sewer Connection $ 1,000.00 Treatment Plant $ 1,940.00 Water Meter $ 400.00 Utility Deposit $ 100.00 Park Guarantee S 400.00 .? /'-Lm3.VV Utilitv DPnncit 1% Park Guarantee, 6% Wate Treatment Plant, 27% 'nit, 15% Water Connections, 31% Sewer Connection, 14% o Building Permit v Water Connections V Sewer Connection HTreatment Plant o Water Meter W Utility Deposit O Park Guarantee 15 1: � Planning �Strategic Plan jlmpact Fees�Building - Development Comparison Charts.xlsx 12/21/2018 Section 3 Building Fee Details i[1 $14,000.00 CITY OF CHUBBUCK, $12,000.00 $10,000.00 $8,000.00 $6,000.00 $4,000.00 $2,000.00 $- Building Permit Fees TOTAL BUILDING PERMIT CITY OF CITY OF AMMON, POCATELLO, $8,819.00 $8,016.00 CITY OF CITY OF TWIN FALLS, BLACKFOOT, $5,098.00 $4,355.00 J: I Planning �Strategic Planjlmpact FeesIBuilding - Development Comparison Charts.xlsx CITY OF REXBURG, $9,293.00 CITY OF IDAHO FALLS, $5,263.00 17 12/21/2018 Building Permit Fees CITY OF CHUBBUCK Building Permit $ 1,077.00 9% Water Connections $ 2,250.00 19% Sewer Connection $ 5,490.00 47% Treatment Plant $ 1,940.00 17% Water Meter $ 400.00 3% Utility Deposit $ 100.00 1% Park Guarantee $ 400.00 3% $ 11,657.00 Utility Depc-it i°/� Park Guarantee, 3% Ridleing Permit. 9% Water Meter Treatment Plant, 17 Water Connections, 19% Sewer Connection, 47% o Building Permit o Water Connections V Sewer Connection ® Treatment Plant Y Water Meter N Utility Deposit ■ Park Guarantee 1:l PlanningkStrategic Plan�lmpact Fees�Building - Development Comparison Charts.xlsx 18 12/21/2018 Building Permit Fees CITY OF POCATELLO Building Permit $ 1,122.00 14% Water Connections $ 3,330.00 42% Sewer Connection $ 1,540.00 19% Treatment Plant $ 1,800.00 22% Water Meter $ 224.00 3% $ 8,016.00 Treatment Plant, Sewer Connection, 1' Water Meter, 3% t, 14% ter Connections, 42% W Building Permit 0 Water Connections v Sewer Connection o Treatment Plant kil Water Meter J:jPlanning�5trategic Planjlmpact FeesIBuilding - Development Comparison Charts.xlsx 19 12/21/2018 Building Permit Fees CITY OF BLACKFOOT Building Permit $ 1,985.00 46% Water Connections $ 2,335.00 54% Sewer Connection $ 35.00 1% Treatment Plant $ - 0% $ 4,355.00 Water Connections, 54% Sewer Connection, 1% Treatment Plant, 0% Building Permit, 46% o Building Permit vWater Connections rSewer Connection ©Treatment Plant v J:IiPlanning�Strategic Plan�lmpact Fees�Building - Development Comparison Charts.xlsx 20 12/21/2018 CITY OF TWIN FALLS Building Permit Water Connections Sewer Connection Treatment Plant Impact Fees Impact Fees, 42% Building Permit Fees $ 2,184.00 43% $ 296.00 6% $ 481.00 9% $ - 0% $ 2,137.00 42% $ 5,098.00 Building Permit, 43% Treatment Plant, 0% Sewer Connection, 9% Water Connections, 6% o Building Permit O Water Connections V Sewer Connection o Treatment Plant o Impact Fees J: I Planning IStrategic Planjlmpact FeeslBuilding - Development Comparison Charts.xlsx 21 12/21/2018 CITY OF AMMON Building Permit Water Connections Sewer Connection Treatment Plant Utility Deposit Treatment Plant, 44% Building Permit Fees $ 1,868.00 21% $ 1,300.00 15% $ 1,400.00 16% $ 3,850.00 44% $ 401.00 5% $ 8,819.00 'ermit, 21% Water Connections, 15% Sewer Connection, 16% ra Building Permit o Water Connections V Sewer Connection oTreatment Plant J: k Planning kStrategic PlanVmpact Fees�Building - Development Comparison Charts.xlsx 22 12121/2018 Building Permit Fees CITY OF IDAHO FALLS Building Permit $ 2,138.00 41% Water Connections $ 1,890.00 36% Sewer Connection $ 1,085.00 21/ Treatment Plant 0% Utility Deposit - Temp Power $ 150.00 3% $ 5,263.00 Sewer Connectioi Utility Deposit - Temp Power, 3% Building Permit, 41% Water Connections, 36% it Building Permit O Water Connections v Sewer Connection oTreatment Plant 0 Utility Deposit - Temp Power JIPlanninglStrategic Planjlmpoct Feesl Building - Development Comparison Charts.xlsx 23 12/21/2018 CITY OF REXBURG Building Permit Water Connections Sewer Connection Treatment Plant Water Meter Impact Fees Impact Fees, Water Meter, 5% Treatment Plant, C Building Permit Fees $ 2,756.00 30% $ 1,745.00 19% $ 1,700.00 18% $ _ 0% $ 482.00 5% $ 2,610.00 28% $ 9,293.00 ling Permit, 30% Water Connections, Sewer Connection, 18% 19% o Building Permit o Water Connections v Sewer Connection o Treatment Plant W Water Meter u Impact Fees J:�Planning�Strategic Plan jlmpact Fees�euilding - Development Comparison Charts.xlsx 24 12/21/2018 Section 4 Development Fee Details 25 $30,000.00 $25,000.00 $20,000.00 Development Fees TOTAL DEVELOPMENT FEES (10 Lot Subdivision) CITY OF TWIN FALLS, $28,510.00 CITY OF IDAHO FALLS, $26,300.00 0 M $15,000.00 CITY OF POCATELLO, $9,250.00 $10,000.00 $5,000.00 CITY OF CITY OF BLACKFOOT, CHUBBUCK, $1,480.00 $661.00 6.....i CITY OF AMMON, $2,750.00 0 l: �Planning�Strategic PlonVmpact Fees�Building - Development Comparison Charts.xlsx IDAHO FALLS (2), $8,350.00 CITY OF REXBURG, $400.00 y� 26 12/21/2018 CITY OF CHUBBUCK Preliminary Plat Final Plat Plan Review Inspections Final Plat, 62% Development Fees $ 253.00 38/ $ 408.00 62 $ 661.00 Preliminary Plat, 38% W Preliminary Plat O Final Plat V Plan Review P Inspections J: lPlanningt5trategic Planllmpact Fees�Building - Development Comparison Charts.xlsx 27 12/21/2018 CITY OF POCATELLO Preliminary Plat Final Plat Plan Review Inspections WATER RIGHTS REQUIRED Development Fees $ 350.00 4% $ 750.00 8% $ 400.00 4% $ 1,250.00 14% $ 6,500.00 Inspections, 14% $ 9,250.00 Preliminary Plat. 4% Final Plat, 8% Plan Review, 4% 0 Preliminary Plat Iii Final Plat N Plan Review ® Inspections H WATER RIGHTS REQUIRED I:\Plonning�Strategic PlaMimpoct Fees\Building - Development Comparison Chorts.xlsx 28 12/21/2018 CITY OF BLACKFOOT Preliminary Plat Final Plat _ Plan Review Inspections Development Fees $ 590.00 40% $ 590.00 40% $ 300.00 20% $ 1,480.00 Inspect Preliminary Plat, 40% Final Plat, 40% M Preliminary Plat o Final Plat W Plan Review W Inspections v J: lPlanningl5trategic Planllmpact FeesIBuilding - Development Comparison Charts.xlsx 29 12/21/2018 CITY OF TWIN FALLS Preliminary Plat Final Plat Plan Review Inspections WATER RIGHTS REQUIRED Water Connection Fees Sewer Capacity Fee Development Fees $ 150.00 1% $ 150.00 1% 0% 0% $ 6,500.00 $ 16,640.00 58% $ 5,070.00 18% $ 28,510.00 Sewer Capacity FE Plan Review. 0% Inspections, 0% a Preliminary Plat o Final Plat V Plan Review v WATER RIGHTS REQUIRED V Water Connection Fees ® Sewer Capacity Fee 1:�Planning�Strategic Plan�lmpact FeeskBuilding - Development Comparison Charts.xlsx n Fees, M Inspections ■ 30 1212112018 CITY OF AMMON Preliminary Plat $ 800.00 Final Plat $ 600.00 Plan Review Inspections Noticing / Advertisement $ 250.00 Development Agreement $ 1.100.00 Water Connection Fee 40% .,a G1/-3V.uv Development Fees 29% 22% 0% 0% 9% 40 iminary Plat, 29% WATER REQUIREDED,, 9% 9% "_ Final Plat, 22% Plan Review, 09%.f Inspections, 0% o Preliminary Plat to Final Plat Id Plan Review O Inspections WATER RIGHTS REQUIRED W Water Connection Fees ■ Sewer Capacity Fee l: lPlanningistrategic Planjlmpact FeesIBuilding - Development Comparison Charts.xlsx 31 12/11/2018 CITY OF IDAHO FALLS Preliminary Plat Final Plat Plan Review Street Fee Drainage Fee Water Capacity Fee Sewer Capacity Fee Development Fees $ 550.00 $ 650.00 $ 2,300.00 $ 4,300.00 $ 550.00 $ 11,425.00 $ 6,525.00 $ 26,300.00 $ 8,350.00 Preliminary Plat, 2% Sewer Capacity Fee, 25% 2% 2% 9% 2% 43% 25% Final Plat, 2% i. Plan Review, 9% WATER RIGHTS REQUIRED, 2% Water Connection Fees, 43% o Preliminary Plat v Final Plat V Plan Review M Inspections v WATER RIGHTS REQUIRED u Water Connection Fees ■ Sewer Capacity Fee J:lPlanningl5trategic PlanVmpact Fees�Building - Development Comparison Charts.xlsx 32 12/21/2018 CITY OF REXBURG Preliminary Plat Final Plat Plan Review Inspections Development Fees $ 150.00 38/ $ 250.00 63% $ - 0% $ - 0% $ 400.00 Insnprtinnc n-/ pl— P.";o.., n./ Final Plat, 63% Preliminary Plat, 38% M Preliminary Plat o Final Plat r Plan Review M Inspections 33 l:l PlanningI5trategic Plan jlmpact Fees�Building - Development Comparison Charts.xlsx 12/21/2018 Section 5 Total Development Fee Details 34 u I Ul Ul LI - $14,000.00 CITY OF CHUBBUCK, $12,000.00 $10,000.00 $8,000.00 $6,000.00 $4,000.00 $2,000.00 Building Permit Fees TOTAL DEVELOPMENT COST CITY OF POCATELLO, $8,941.00 CITY OF BLACKFOOT, $4,503.00 CITY OF CITY OF AMMON, REXBURG, $9,094.00 CITY OF CITY OF TWIN IDAHO FALLS, FALLS,... ® $7,893.00 J: IPlanning j5trotegic Planjlmpact Feesl Building - Development Comparison Charts.xlsx 35 12/21/2018 CITY OF CHUBBUCK Building Permit Development Cost Building Permit Fees $ 11,657.00 $ 66.10 $ 11,723.10 Development Cost, 1% 99% 1% Building Permit, 99% o Building Permit o u Development Cost o J: jPlanning�Strategic Plan�lmpact Fees�Building - Development Comparison Charts.xlsx 36 I2/21/2018 Building Permit Fees CITY OF POCATELLO Building Permit $ 8,016.00 90/ Development Cost $ 925.00 10% $ 8,941.00 Development Cost, 10% Building Permit, 90% o Building Permit w V Development Cost o l: lPlanningI5trategic Planjlmpact FeeslBuilding - Development Comparison Charts.xlsx 37 12/21/2018 Building Permit Fees CITY OF BLACKFOOT Building Permit $ 4,355.00 97% Development Cost $ 148.00 3% U $ 4,503.00 Development Cost, 3% Building Permit, 97% o Building Permit W v Development Cost O 38 J:�Planning jStrategic Plan�lmpact FeesliBuilding - Development Comparison Charts.xlsx 12/21/2018 CITY OF TWIN FALLS Building Permit Development Cost Development Cost, 36% t Building Permit Fees $ 5,098.00 64% $ 2,851.00 36% $ 7,949.00 o Building Permit v V Development Cost u iuilding Permit, 64% 39 J: IPlanning j5trategic Plan IImpact Fees Building -Development Comparison Charts. xlsx 12/21/2018 Building Permit Fees CITY OF AMMON Building Permit $ 8,819.00 97% Development Cost $ 275.00 3% $ 9,094.00 Development Cost, 3% Building Permit, 97% o Building Permit Y V Development Cost J:�PlanningkStrategic Plan�lmpact FeeskBuilding - Development Comparison Charts.xlsx w 40 12/21/2018 Building Permit Fees CITY OF IDAHO FALLS Building Permit $ 5,263.00 67/ Development Cost $ 2,630.00 33% $ 7,893.00 Development Cost, 3-- O Building Permit id v Development Cost u iilding Permit, 67% 41 J: JPlanning�5trategic Planjlmpact FeeslBuilding - Development Comparison Charts.xlsx 12/21/2018 Building Permit Fees CITY OF REXBURG Building Permit $ 9,293.00 100% Development Cost $ 40.00 0% $ 9,333.00 Development Cost, 0% Building Permit, 100% Id Building Permit M V Development Cost o J: �PlanningkStrategic Planklmpact Fees�Building - Development Comparison Charts.xlsx 42 12/21/2018 Section 6 Building Permit — Line Item Description 43 CITY OF CHUBBUCK Permit Fee based on 1997 UBC Valuation Building Permit $ 1,077.00 Table as adopted by Ordinance Fee based on rate study. Represents the Water Connections $ 2,250.00 proportionate share of each SFR impact cost (buying into) to the existing water system Fee based on rate study and NWSI committee recommendation. Amount is based on 1) SFR Sewer Connection $ 5,490.00 amount required to service debt 2) amount to fund future replacement Pass along cost to City of Pocatello for Treatment Plant $ 1,940.00 Treatment Plant fees Actual cost of the hardware required to install Water Meter $ 400.00 new meter facilities. Cost to setup new account and provide Utility Deposit $ 100.00 security deposit on the account Only applicable if park is being built by Park Guarantee $ 400.00 developer in future phase. Monies are returned to developer upon park completion $ 11,657.00 44 Section 7 Park Fee — Development Example 45 M 95' 55' 95' Lot 1 = $40,000 Lot 11 = $40,000 N 4-j Lot 12 = $40,000 Lot 2 = $40,000 V1 Q) O Lot 13 = $40,000 Lot 3 = $40,000 Lot 4 = $40,000 E Lot 14 = $40,000 �^ Lot 5 = $40,000 '+_� Lot 15 = $40,000 Lot 16 = $40,000 �^ Lot 6 = $40,000 ca Lot 17 = $40,000 Lot 7 = $40,000 cn Lot 8 = $40,000 Lot 18 = $40,000 zn Lot 9 = $40,000 u Lot 19 = $40,000 a� z^ Lot 20 = $40,000 Lot 10 = $40,000 M Cash in Lieu of Park Park Requirement Cash in Lieu of Park - Fair Market Value Analysis Number of Total Lots 20 Current Census - Residents per Household Required Park Area (acres) Average Lot Size for Development 0.141 65x95 Number of Lots Dedicated for Park 1:\Planning\Strategic Plan\Impact Fees\Cash in Lieu of Park Worksheet.xlsx 2.82 0.282 2.0 47 12/21/2018 Cash in Lieu of Park - Fair Market Value Analysis Number of Lots Required for Park Average Lot Valuation Fair Market Value of Land Per Acre Cost for Improvements Value of Improvements Total Due for Cash in Lieu of Park Assesment per Lot this Phase Cash in lieu of Park Cash in Lieu 2.0 $ 40,000.00 $ 50,000.00 C �= $ 14,100.00 $ 94,100.00 $ 4,705.00 48 12/21/2018 1:\Planning\Strategic Plan\Impact Fees\Cash in Lieu of Park Worksheet.xlsx 95' 55' 95' zn Let 1 $49,wv Lot 11 = $40,000 zn zn `° LST �n a) E Lot 12 = $40,000 zm Zn O Lot 3 = $40,000 Lot 13 = $40,000 Q Lot 14 = $40,000 ko Lot 4 = $40,000 Ln 110 `^ Lot 5 = $40,000 Lot 15 = $40,000 zn 6 = $40,000 110 `"Lot � Zn Lot 16 = $40,000 ca in zn Lot 7 = $40,000 Lot 17 = $40,000 +-j cn zn Lot 8 = $40,000 0 Lot 18 = $40,000 zn 4-1zn ca in Lot 9 = $40 000 , Lot 19 = $40,000 Zn LD Lot 10 = $40,000Lot O 20 = $40,000zn 49 Profit Analysis Raw Ground Cost 3.6 acres @ $20,000 Construction / Development Cost Total Cost Total Lot Sales Total Profit Profit Difference Per Lot Difference Cash in Lieu of Park Profit Analysis N No Park $ 72,000.00 $ 600,000.00 $ 672,000.00 20 $ 800,000.00 $ 128,000.00 N $ 94,100.00 $ 4,705.00 50 12/21/2018 1:\Planning\Strategic Plan\Impact Fees\Cash in Lieu of Park Worksheet.xlsx I I I I I I I I I I I I I I I I I I With Park $ 72,000.00 $ 614,100.00 $ 686,100.00 18 $ 720,000.00 $ 33,900.00 $ 94,100.00 $ 4,705.00 50 12/21/2018 1:\Planning\Strategic Plan\Impact Fees\Cash in Lieu of Park Worksheet.xlsx I I I I I I I I I I I I I I I I I I When is the Park Fee Applied With Park Improvements Without Park Improvements With Park Improvements Without Park Improvements Adjusted Without Park Improvements If we collect the fee at the building permit stage, the developer needs to discount the lot. This does not change total price of the home. J:\Planning\Strategic Plan\Impact Fees\Cash in Lieu of Park Worksheet.xlsx Cash in Lieu of Park Profit Analysis (2) # of Lots Total Cost Cost per Lot 18 $ 686,100.00 $ 38,116.67 20 $ 672,000.00 $ 33,600.00 # of Lots Sales Price per Lot Total Sales Profit 18 $ 40,000.00 $ 720,000.00 $ 33,900.00 20 $ 40,000.00 $ 800,000.00 $ 128,000.00 20 $ 35,295.00 $ 705,900.00 $ 33,900.00 $ (4,705.00) discount 51 12/21/2018 Section 8 Old vs New Comparative Costs Details 52 u L I � 1 $16,000.00 $14,435.00 $14,000.00 $13,712.00 $12,000.00 $10,000.00 $8,000.00 $6,000.00 $4,000.00 $2,000.00 BEFORE / AFTER COMPARISON BEFORE / AFTER COMPARISON $9,643.00 $8,826.00 6z;;i— ----- J:\Planning\Strategic Plan\Impact Fees\Building - Development Comparison Charts.xlsx rV Integrity Before Y Integrity After • Grove Before • Grove After • Briscoe Before d Briscoe After $7,193.00 $7,299.00 i 53 12/28/2018 Integrity Estates Building Permit $ 1113.00 , 8% Building Permit $ $ 1,113.00 2,250.00 8% 16% Water Connections $ 2,250.00 16% Water Connections $ 5,490.00 38% Sewer Connection $ 5 490.00 , 40% Sewer Connection $ 1,940.00 13% Treatment Plant $ 1,940.00 14% Treatment Plant $ 400.00 3% Water Meter $ 400.00 3% Water Meter $ 100.00 1% Utility Deposit $ 100.00 1% Utility Deposit Park Impact Fees * $ 2,355.00 16% Park Guarantee * $ 2,138.00 16% Police Impact Fees $ 232.00 2% Development Fee -Philbin $ 68.00 0% $ 274.00 2% Development Fee - Chubbuck $ 213.00 2�° EMS Impact Fees $ 68.00 0% Development Fee -Philbin $ 13,712.00 Development Fee - Chubbuck $ 213.00 1% Difference = $ 723.00 $ 14,435.00 * Was Paid by Developer Police = $ 232.00 EMS = $ 274.00 Park = $ 217.00 54 12/28/2018 J:\Planning\Strategic Plan\Impact Fees\Building - Development Comparison Charts.xlsx i I 1 I i I I 1 I I I I I I I I I I I ! I I I 1 1 I I I I I I I I I 1 I I The Grove Building Permit $ 1,052.00 Water Connections $ 2,250.00 Sewer Connection $ 1,000.00 Treatment Plant $ 1,800.00 Water Meter $ 400.00 Utility Deposit $ 100.00 Park - Cash in Lieu $ 2,044.00 Development Fee - Chubbuck $ 180.00 23% $ 8,826.00 12% Building Permit $ 1,052.00 2S% Water Connections $ 2,250.00 11% Sewer Connection $ 1,000.00 20% Treatment Plant $ 1,800.00 5% Water Meter $ 400.00 1% Utility Deposit $ 100.00 23% Park Impact Fees $ 2,355.00 2% Police Impact Fees $ 232.00 EMS Impact Fees $ 274.00 Development Fee - Chubbuck $ 180.00 Difference = $ 817.00 $ 9,643.00 Police = $ 232.00 EMS = $ 274.00 Park = $ 311.00 JAPlanning\Strategic Plan\Impact Fees\Building - Development Comparison Charts.xlsx 7% 16% 7% 12% 3% 1% 16% 2% 2% 1% 55 12/28/2018 Briscoe Estates Building Permit $ 1,103.00 15% Water Connections $ 2,250.00 31% Sewer Connection $ 1,000.00 14% Treatment Plant $ 1,940.00 27% Water Meter $ 400.00 6% Utility Deposit $ 100.00 1% Park Guarantee $ 400.00 6% $ 7,193.00 Building Permit $ 1,103.00 15% Water Connections $ 2,250.00 31% Sewer Connection $ 1,000.00 14% Treatment Plant $ 1,940.00 27% Water Meter $ 400.00 5% Utility Deposit $ 100.00 1% Park Impact Fees * $ - ° ° Police Impact Fees $ 232.00 2% EMS Impact Fees $ 274.00 2% Difference = $ 106.00 Police = $ 232.00 EMS = $ 274.00 Park = $ (400.00) * Credit to Developer for Builidng Park $ 7,299.00 56 12/28/2018 J:\Planning\Strategic Plan\Impact Fees\Building - Development Comparison Charts.xlsx I I I I I I I I i I I 1 I i I I I I ! 1 i 1 I I I I 1 1 1 1 1 1 1 1 1 1 1 2018 Impact Fee Analysis Single Family Multi -Family Total Potential Collected $ FY2018 Budget $ 3% increase $ 85 $ 2,355.00 $ 200,175.00 $ 231.56 $ 19,682.60 20 $ 2,195.00 $ 43,900.00 $ 154.83 $ 3,096.60 $ 244,075.00 $ 22,779.20 Parks Police 295,014.05 5.5% 5,332,355.00 159,970.65 274.01 $ 23,290.85 243.45 $ 4,869.00 $ 28,159.85 EMS