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Home My WebLink About02 06 2019 Study SessionCITY OF CHUBBUCK COUNCIL STUDY SESSION AGENDA FEBRUARY 6, 2019 — 4:00pm 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 Regional Economic Development for Eastern Idaho (REDI). 2- Discussion with the Pocatello Development Authority (PDA). 3- Update from the Streets & Sanitation Departments. 4- Update on the SAUSA and HIDTA programs. 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. EASTERN IDAHO IS Chubbuck City Council Create an environment where business and industry will remain in Eastern Idaho k 11-z I Itq AIL -anui-13 I Help Foster a culture where business and industry meet their needs allowing growth and expansion Create a stable ecosystem that attracts talent, jobs, and industry mkdlL REGIONAL ECONOMIC DEVELOPMENT eastern idaho VISI VALUES MISSION C3 • FBI • DOD • DOE • NRF/NAVY • Homeland Security • Portneuf • EIRMC • Madison • Bingham • Mountain View • ISU • BYU-I • U of I • CEI • 32 School Districts • Simplot • Premier • On Semi Conductor • NAVEX • Basic American • Idahoan • Melaleuca REGIONAL ECONOMIC DEVELOPMENT EASTERN IDAHO Tow Define the Regiol All Counties 1990 - 2017 125000 � Bonneville Bingham 100000 Bannock Madison ... Clark 75000 o Butte c� 5 CL Teton 50000 Onieda Power 25000 Franklin Jefferson 0 Fremont 1990 1995 2000 2005 2010 2015 .� gear l-ake Year w Caribou 01 4(\U�-SURE FIVE KEY INDUSTRIES • Companies • Talent Flows • Access to Workforce • Growth by Industry • Wages 52 1135 1124 1270 1604 Finance and Insurance 72 2381 3108 3072 3482 Accommodation and Food Services 53 340 332 269 257 Real Estate 54 588 1053 951 1159 Scientific and Technical Services 61 30 53 1951 2083 Educational Services 62 1603 2656 4894 5676 Health Care 72 2381 3108 3072 3482 Accommodation and Food Services 31 1836 2842 2095 2080 Manufacturing BAN NOCK COUNTY WHY DOES THIS MATTER? REGIONAL ECONOMIC DEVELOPMENT EASTERN IDAHO E -Idaho Idaho National Median Income $0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 2.72 Million Median Household Income: 120,000 Median Home Price: $1.0 Million i 2.2 Million Median Household Income: 66,035 Median Home Price: $226,700 i 1.1 Million Median Household Income: $58,004 Median Home Price: $369,950 r M nnfnn� 7 232,680 Median Household Income: $50,949 Median Home Price: $150,000 s 300 New Jobs 4 12-18 Months Majority Degreed Positions Idaho National laboratory s 1500 New Jobs Super Computing Building Cyber Security Building R E O` P 11 135 New Jobs Over the Next 4 Years 50+ Bachelor's Plus: 50% 16 Bachelor's Plus: 43% Higher Education Base i Con Bachelor's Plus: 51.3% Eastern Idaho r1 Bachelor's Plus: 23% Percentage ofGraduates County High School Grad Rate (Avg) Number of Graduates Cohort Weighted average Bannock 89.40% 963 1075 Bear Lake 78.20% 79 101 Bingham 92.06% 644 719 Bonneville 87.50% 1322 1671 Butte 74.10% 20 27 Caribou 93.53% 101 111 Clark 100% 17 17 Franklin 89.60% 223 265 Fremont 86.60% 103 119 Jefferson 92.40% 490 546 Madison 91.90% 475 523 Oneida 88.60% 62 70 Power 92.80% 102 117 Teton 89% 113 127 Tata) 88.98% 4714 5488 85.89650146 0.895437062 32 i Population 25-44 40% LJ Population 25-44 39% Talented Technical Workers U Population 25-44 30.6% i Population 25-44 21% IMPACT 0 THE Small Modular Reactor CRDM 0 Nods R=CtDFCIOZUW Hmd RCP - 400r - O 7- "NED, st— N..J. Feadmter N=19 Structure General Description NuScale SMR Cost Expenditures Sourced or Originating within Idaho Capitalized Direct Costs - Structures and Improvements - Reactor Plant Equipment - Turbine Plant Equipment - Electric Plant Equipment - Heat Rejection Systems - Miscellaneous Plant Equipment Capitalized Indirect Costs - Design Services at Home Office - Field Construction Management - Field Construction Supervision - Field Indirect Costs $1,805,616,142 $612,136,797 $869,360,876 $196,121,808 $34,982,052 $62,934,255 $30,080,354 $663,710,610 $130,978,572 $60,906,859 $246,930,385 $224,894,794 $744,613,814 $422,374,390 $234,727,437 $52,952,888 $9,445,154 $16,992,249 $8,121,696 $532,894,794 $0 $60,906,859 $246,930,385 $224,894,794 Total Manufacture and Construction Costs $2,469,326,752 $1,277,345,852 Expenditures Occurring within Idaho: $1,277,345,852 REGIONAL ECONOMIC DEVELOPMENT EASTERN IDAH-.- Direct 2,000 Indirect 521 Induced 834 Total 3.0356 Annual Job Increase During Construction REGIONAL ECONOMIC DEVELOPMENT EASTERN IDAHO Direct 8,1000 Indirect 2,086 Induced 3,337 Total 13,1422 Cumulative Job Increase During Construction RFGIONAt LCONOMIC DEVELOPMENT EASTERN IDAHO Direct $111,398,774 Indirect $22,435,533 Induced $271211.1149 Tota 1 $161,045,455 Labor Income of Construction $445.1595,1095 $89,742,130 $108,844,596 $644,181,821 REGIONAL ECONOMIC DEVELOPMENT EASTERN IDAHO Direct 360 $37,523,037 Indirect 61 $2,287,739 Induced 246 $8,077,649 Total 667 $47,888,424 Job I ncrease a nd La bor I ncome of OperatioEn ECONOMIC DEVELOPMENT EASTERN IDAHO State a n d Local Federal $2,928,058 $4,683,277 $11611,907 $9,223,243 $1,038,137 $34,706,554 $351744,690 Annual Fiscal Impacts of Construction REGIONAL ECONOMIC DEVELOPMENT EASTERN IDAHO $10,861,303 Annual Fiscal Impacts of Operations $2,972,034 REGIONAL ECONOMIC DEVELOPMENT EASTERN IDAHO URBAN RENEWAL PLAN FOR THE NORTHGATE URBAN RENEWAL PROJECT POCATELLO DEVELOPMENT AUTHORITY POCATELLO, IDAHO EXHIBIT 1 -...r I TEoLddppp— T a ira�w- W aiew:�si.'L� I . i - lf9iv vI --------------------" SEC q�mwr SEC. S ��z .�Y, [,� <�.a>� a tea, .+0•. .1 .. I 6 CURVE TABLE JPGJW 3 r r» � �C7!!ifiYtti)v 6� SMS [ !!f•O3TW I 9 �+ 15 � . 2 v � tYOlNUOn 9 %y Y W N 7f"M'�O- W [ tR.Q' l s 2 2T " ------------ --------- l 16.5 ri'S YJ6 4+. 1 [ Naa'QS2'Y OT11'W^L' t IXY ]N T f , tva'w t:favn � i 1 b • Wt. SS2.b xveaeun:o� [ [ [ rLL.AKo NORTHGATE. uRLLAN R F.WAL PARCH MAF CHU21HICKR(IAI> fif�iNS'IAaYMYm SURVEYORS CERTIFICATE 7 yµ{{K)yytt;T 68LYKSH»[N6564T.a3L 1. CHRL4TOPMEK ADAMS, PIS 17437OF IDAHO. WPiE HBY cCR77PY THAT Toils MAF co"La Y RilYRYSL'HT7's A SURVIiY s•`iO S ]'b^W MAD•Irr Aim CONFOAIIA`JCEVV17H IAWM OF CHAPl"UR 19. TRI.: S3. IDAHO CODE. TIF Boundary Otherwise Excluded City of Chubbuck ' Bannock County / O 1200 2400 BASIS OF BEARING 1 rhzl- RAL 143atm AN OF'DW XASi ZONE OF THE 1 IDAHO STATE RANE OOORDWATH SYSIMM LEGRN D RUUNDARY L04H - - - - "T. R10R WFCI]ON UNP. PAACUI.IAiIi �va LL SUCTION CARNFJL 66.^O QUAICrolk SSCTKM CORNIi R C:AI.CUtATIM POSMION - u RECC)RD UP SURYEY MUNUMPN'r r _ • BUM SURVEY MONUMJilW L= I 5SSSSVZ=== WOO MORID AREAS r IJNCWDF.D AREAS SEG 36 EXHIBIT 1 -...r I TEoLddppp— T a ira�w- W aiew:�si.'L� I . i - lf9iv vI --------------------" SEC q�mwr SEC. S ��z .�Y, [,� <�.a>� a tea, .+0•. .1 .. I 6 CURVE TABLE JPGJW 3 r r» � �C7!!ifiYtti)v 6� SMS [ !!f•O3TW I 9 �+ 15 � . 2 v � tYOlNUOn 9 %y Y W N 7f"M'�O- W [ tR.Q' l s 2 2T " ------------ --------- l 16.5 ri'S YJ6 4+. 1 [ Naa'QS2'Y OT11'W^L' t IXY ]N T f , tva'w t:favn � i 1 b • Wt. SS2.b xveaeun:o� [ [ [ rLL.AKo NORTHGATE. uRLLAN R F.WAL PARCH MAF CHU21HICKR(IAI> fif�iNS'IAaYMYm SURVEYORS CERTIFICATE 7 yµ{{K)yytt;T 68LYKSH»[N6564T.a3L 1. CHRL4TOPMEK ADAMS, PIS 17437OF IDAHO. WPiE HBY cCR77PY THAT Toils MAF co"La Y RilYRYSL'HT7's A SURVIiY s•`iO S ]'b^W MAD•Irr Aim CONFOAIIA`JCEVV17H IAWM OF CHAPl"UR 19. TRI.: S3. IDAHO CODE. TIF Boundary Otherwise Excluded City of Chubbuck ' Bannock County / (18) "Area of operation" shall mean the area within the corporate limits of the municipality and the area within five (5) miles of such limits, except that it shall not include any area which lies within the territorial boundaries of another incorporated city or town or within the unincorporated area of the county unless a resolution shall have been adopted by the governing body of such other city, town or county declaring a need therefor. (2) "Municipality" shall mean any incorporated city or town, or county in the state. (1) To adopt a new urban renewal plan or create a competitively disadvantaged border community area containing a revenue allocation financing provision, the local governing body of an authorized municipality must enact an ordinance in accordance with -harter - 9,- tit!( , Idaho Code, and section 50-2008, Idaho Code. To modify an existing urban renewal plan, to add or change a revenue allocation, an authorized municipality must enact an ordinance in accordance with i ; , Idaho Code, and conduct a public hearing as provided in section ' ''008(cJ, Idaho Code. No urban renewal project, plan, competitively disadvantaged border community area or modification thereto, or revenue allocation financial provision shall be held ineffective for failure to comply with the requirements of this section if compliance with the section is substantial and in good faith and administrative authority of both the local governing body and urban renewal agency does not extend beyond the municipal boundary of the authorized municipality. Urban renewal plans and revenue allocation financing provisions may be held ineffective if an urban renewal area or revenue allocation area extends outside the municipal boundary of an authorized municipality and a transfer of powers ordinance has not been adopted by the cooperating county. (3) The local governing body of an authorized municipality shall prepare a notice stating: (a) that an urban renewal plan or modification thereto or a competitively disadvantaged border community area has been proposed and is being considered for adoption, and that such plan or modification thereto or proposal to create a competitively disadvantaged border community area contains a revenue allocation financing provision that will cause property taxes resulting from any increases in equalized assessed valuation in excess of the equalized assessed valuation as shown on the base assessment roll to be allocated to the agency for urban renewal and competitively disadvantaged border community area purposes; and b that an aareement nn nrlminic+r,r4;-- -6 .. ------..._....--. �--� w u u�C� �► ower orainance adoated by that county; and (c) that a public hearing on such plan or modification will be held by the local governing body pursuant to section 2008(c), Idaho Code. The notice shall also state the time, date, and place of the hearing. At least thirty (30) days but not more than sixty (60) days prior to the date set for final reading of the ordinance, the local governing body shall publish the notice in a newspaper of general circulation and transmit the notice, together with a copy of the plan and recommendation of the urban renewal agency or the municipality which by ordinance created the competitively disadvantaged border community area, to the governing body of each taxing district which levies taxes upon any taxable property in the revenue allocation area and which would be affected by the revenue allocation financing provision of the urban renewal plan proposed to be approved by the local governing body. W Agency accepted the Eligibility Study: Resolution No. 2018-1, on January 17, 2018 W Bannock County adoption of findings in the Eligibility Study: Resolution No. 2018.23, on February 13, 2018 w City Council adopted the Study and directed the Agency to prepare the Plan: Resolution No. 2018-03, on February 15, 2018 Agency adopted the Plan: Resolution No. 2018-3, on December 19, 2018 City of Chubbuck - Annexation of parcels east of 1-15, effective following date of Agency adoption of the Plan, but before December 31, 2018 Chubbuck City Council Work Session: February 6, 2019 Chubbuck City Council - Consideration of the Intergovernmental Agreement and Transfer of Powers Ordinance: February 20, 2019 Bannock County Commissioners - Consideration of the Intergovernmental Agreement and Transfer of Powers Ordinance: TBD Published Notice of Public Hearing: March 1 and 15, 2019 Transmittal of Plan and Notice to Overlapping Taxing Districts: March 1, 2019 Pocatello City Council Public Hearing on the Plan: April 4, 2019 r Streets and Sanitation Street Department Mission Statement: To help maintain a clean and safe environment for the citizens of Chubbuck. The top function of the Street Department is to maintain all streets in reference to potholes and deterioration. The second prioritized function of the Streets Department is to maintain the curb inlet and drainage fixtures in the city. Other responsibilities of the Street Department include sweeping all city streets, installing and maintaining all of the city street names, stop signs, speed limits, etc. Sanitation Mission Statement: The City of Chubbuck Sanitation Division is committed to protecting public health and safety while providing reliable service rendered with professionalism The Sanitation Division is committed to providing curbside waste services and commercial services of the highest quality, delivered with pride to our customers while supporting the City of Chubbuck's vision to create a sustainable future for generations to come. Maintain Public Spaces Implement inspection and cleaning of catch basins and inlets once every 5 years or 20% a year. Sweep streets, checking for safety and aesthetic. Work with Parks Department to spray for noxious weeds for public health reasons. Remove snow to provide adequate traction for vehicles properly equipped for winter driving conditions. j Lead Xeriscape Efforts Use a wide variety of attractive plants that will help conserve water. Group plants with similar water requirements. Promote using native plants, as they are adapted to the local climate and consequently require less human -supplied water. Implement ADA Transition Plan 41111 �Z, 0 (65 III T Develop a plan so that when a street is scheduled for resurfacing it will be ADA compliant. Develop at least a six year pavement management priority. Alternate concentration each year between ADA and chip seal. Obtain Public Input Use computer assisted processes in receiving real time quantitative feedback to ideas or proposals. Obtain input through the City of Chubbuck's Facebook page. Use Mobile3l 1 for making data driven decisions. Employee Training, Education, and - Certification Programs Take advantage of training and courses in our area. Sign up for online classes and certifications. Road Scholar certifications. C7 Review Job Descriptions and Adjust as -„ Necessary Conduct evaluations. Work with crews to make adjustments as their responsibilities grow. Keep job descriptions accurate so employees can prosper. Develop a 5 Year Capital Plan Schedule projects and equipment within a five year span based on the city's needs. Stay within budget. Seek out grants and other funding options. Adhere to Established Budgets While Maintaining Level of Service Prioritize projects and cost. Schedule capital improvements. Re-evaluate priorities each year. Annual Department Review, with City Council Talk with council about budgetary and other projects throughout the city. Keep council informed in developing a five year capital plan. i•A Hire Employees and Promote from Within Based on Competence and EEO Promote training, education, and certification Keep job descriptions accurate and up to date. Develop employee mentorship programs. fA Implement Streetscape Best Practices for Multi -Modal Transportation Recognize that streets are places where people engage in a variety of activities. Roadway design and operating practices intended to safely accommodate drivers, pedestrians, cyclists, and motorists. Improve streetscape with the understanding that it can have a significant effect on how people perceive and interact with the city. Identify Opportunities for Bike and ,N Pedestrian Accommodation o�`o � Identify safe and effective pedestrian and bicycle access points. Add bike racks and park benches. Make sure streets are well lit. Bike Lane, Right Bike Lane, Left Bike Lane NO, NO, NO YES, NO, YES YES, YES, NO YES, YES, YES H Road Segment Width (ft) 0 Reference Origin 0.5 0:25 0 0.5 Miles Coordination with BTPO and Agencies to Evaluate Bike/Pedestrian System Reduce travel time and number of trips through a better mix of land uses. Improve street, bicycle, and pedestrian circulation to reduce congestion. Provide more transportation options to improve the quality of life for our residents and visitors. Develop Employee Mentorship Programs Develop a program for seasonal employees. Develop training, education, and certification programs. Work with human resources to help promote from within.