HomeMy WebLinkAboutItem #1 Budget Workbook/ ao", t*- \
CHUBBUCK
1 A A H A
February 25, 2026
To: All Department Heads
RE: FY27 Budget Guidelines
Office of the Mayor
290 E. Linden Avenue, Chubbuck, ID 83202
208.237.2400 — Fax 208.237.2409
www.cityofchubbuck.us
As we begin the development of the FY27 budget, I would like to outline the key priorities that will guide
this year's process. These priorities are designed to establish citywide approach to budgeting, create
consistency across departments and ensure our budget aligns with historical financial performance.
Budget Development Priorities
• Implement "Budget Booklet" to inform /guide decision processes.
• Use standardized templates and data formats across all departments.
• Compare proposed FY27 budget requests to prior -year actuals rather than prior -year budgeted
amounts.
• Include five-year projections for equipment, capital projects, and staffing needs.
• Limit the three percent property tax increase to funding expanded or enhanced services.
• Align wage and benefit increases with new construction tax revenue and / or prior -year budget
surpluses.
Additional Process Improvements
We also intend to pursue implementing the following initiatives to support long-term financial stability:
• Establish a General Fund cash reserve policy (targeting 3 to 6 months of operating expenses).
• Develop a property tax revenue allocation framework to ensure consistent and transparent
distribution to each department.
• Create department -specific capital accounts to allow operational savings to be retained and
reinvested into operations..... or establish individual funds for each general fund department.
I appreciate the continued efforts of each department to operate responsibly within established
budgets. These guidelines are intended to empower you to effectively manage both your annual
financial needs and long-term strategic requirements, while also giving you greater flexibility to save for
future priorities.
The attached draft schedule outlines key dates for the entire process, including responsibilities and
required participation from your department.
Thank you for your commitment to the City of Chubbuck. I look forward to a productive FY27 budget
process.
Budget Kick-off Discussion
March 2"d - Administration
March 3rd — Public Works
March 4th — Police
March 5th — Fire / EMS
Proposed Council Study Sessions
April I"
• Budget Booklet Introduction
• Fund Balance Policy
April 15th
• Police Presentation
May 6th
• Public Works Presentation
May 20th
• Fire / EMS Presentation
June 3rd
• Admin
June 17th
• Council Priorities
August —As Needed Discussions
Proposed City Council - Action
July 1 - Adopt Tentative Budget
August 12 — Public Hearing
August 19th —Adopt FY27 Budget
�\_
CHUBBUCK
1 0
PO Box 5604 — 5160 Yellowstone Avenue, Chubbuck, ID 83202
208.237.2430 — Fax 208.237.2409
www.CityofChubbuck.us
The "Why" Behind the Chubbuck Budget Booklet
The Chubbuck Budget Booklet has been created to clearly and transparently communicate how
public funds are planned, allocated, and used to serve the community. It is designed to help
residents, elected officials, staff, and other stakeholders understand the City's financial priorities and
the decisions that support essential services, long-term stability, and responsible growth.
At its core, the booklet is intended to reflect the City's commitment to accountability,
transparency, and informed decision-making. By presenting financial information in a clear and
accessible way, the City empowers citizens to see how their tax dollars are invested and how those
investments align with community values and strategic goals.
The booklet also serves as a planning and leadership tool, documenting the City's financial
priorities, policy choices, and fiscal responsibilities. It supports effective / efficient governance by
providing an understanding of available resources, operational needs, and future challenges /
opportunities.
Ah
a reTel 6q, OW
1) Intro. /Summary
2) Historical Data /Trends
3) Assumption (input)
4) Fund Positions
5) Growth Tools
6) Debt Summary
7) Department Descriptions / Budget Docs
8) Employee Benefits
Appendix - Service Rates
Budget Booklet Outline - Draft
1. Intro /Summary (1-2 pages)
o Dept. Services (City summary — core services)
o Values/Mission statement(s)
o Org chart (council and staff)
o Dept Profiles
2. 5 -Year Trends (narrative and charts)(use copilot narrative)
o Total budget
o Property tax/ levy rate (shared + enterprise)
o Fund balance (as -of FY end date)
o Population
o FTEs (wages + benefits/health)
o CPI & MPI
o Fire & police calls
3. Assumptions (narrative and charts)(2-3 pages)
o Revenue assumptions
o Wage/ Benefit assumptions
o Wage allocation % (not dollars)
4. Fund Position (3 pages)
o Fund balance (restrictions, commitments, available $$)
o Reserve charts / opportunity
o Operational reserves policy
5. Debt Summary (1 page chart/ narrative)
o Long-term Debt Position
6. Growth Tools (narrative and charts)(multiple pages)
o Impact fees (narrative, balances, 8 -year CIP)
o Investment funds / allocations
o Fee Schedule
7. Department Detail/ Budget Worksheets
o Operating narrative (desc, accomplishments, FY goals, long-range goals)
o Summary budget (revenue, wages, admin, ops, debt service)
o Line -Item Summary
0 5 -year plans (staff, equipment, projects)
1. Administration
1. Legislative, Executive, Clerk, Finance, IT, Facilities
2. Community Services
1. Parks, Planning, Building, Permits, Util. Billing
3. Fire
4. Law Enforcement
5. Public Works
1. HSR, Water, Sewer, Sanitation, Shop
8. Employee Benefit Outlook
o Health trust projections
o Benefit package summary
Appendix - Public Service Rates
0 Rate studies (summary if available)
Budget Booklet Workflow - Draft
Phase 1 — Kickoff + Templates (Week 1 / Early FEB)
Owner: Rodney / Kami / Alexis
Inputs: Twin Falls example booklet, budget calendar,
Outputs: schedule, dept templates, booklet style / format
• Publish master production calendar (due dates + milestones)
• Issue standard templates:
o Dept narrative template (general services provided, source / use of funds)
o Org. chart assembly
o Vision / mission statements
Phase 2 — Baseline Data Build (FEB)
Owner: Alexis / Eric
Inputs: historical data, internal finance reports, external community data
Outputs: trends, draft summary tables
• 5 -Year Trends data
o Total budget, levy/property tax, fund balance, population, FTE,
wages/benefits, CPI/MPI, Fire/Police calls
o Actual #'s and percentages
Phase 3—Assemble Budget Assumptions (FEB)
Owner: Eric
Inputs: L2 data, shared revenue projections
Outputs: trends, assumptions, draft summary tables, allocation model
• Revenue Assumptions
o Property tax, new construction, fees / services, utility rates
• Wage/ Benefits
o Wage increases data COLA
o Health trust contributions
Phase 4— Draft Request FIRST 4 Department Meetings (Late FEB 4 Early MAR)
Owner: Kami / Rodney- Dept Heads
Inputs: historic budget data, new budget worksheets / templates
Outputs: draft budget requests, 5 -year CIP plans(?)
Department Heads deliver
• Operating narrative:
o Description, accomplishments, FY goals, long-range goals
• Revenue, Wages, Operational and Admin line items
• Debt Service
• Staffing requests / rationale
• Equipment requests /justification
• Projects CIP needs (if applicable)
Phase 5— Build "Summary Budget" + "5 -Year Plans" (MAR 4 APRIL)
Owner: Kami /Eric/ Rodney- Dept Heads
Outputs: completed templates requests ....... presentations to council
Tasks
• Assemble the Summary Budget (FY27):
o Revenues, wages, admin, operations, debt service
• Build 5 -Year Plans:
o Staff plan, equipment plan, 5 -year CIP
• Debt service schedule and narrative (if included in summary)
Quality checks (non-negotiable)
• Totals reconcile to finance system export
• Staffing counts reconcile to HR roster
• CIP totals reconcile to CIP workbook and funding sources
Phase 6— Specialty Sections (MAR 4 JUNE)
Impact Fees (MAR)
Owner: Rodney / Alexis - Dept. Heads
Outputs: impact fee narrative, balances, eligible projects, 5 -year CIP tie-in
• Narrative: purpose + legal nexus (high level)
• Balances by category
• 5 -year impact -fee -eligible CIP list
Health Trust Projections (MAR)
Owner: Eric (Scott)
Outputs: projections page(s) + assumptions
• Claims trend assumptions
• Contribution strategy
• Reserve targets / risk notes
Fee Schedule (JUNE)
Owner: Eric (Joey)
Outputs: current fee schedule + change highlights
• Compile adopted fees
• Mark proposed changes (if any)
• Cross-check ordinance references & effective dates
• Consistent Format
Rate Study (JUNE)
Owner: Kami
Outputs: summary, % change, long-range CIP
• Rate model summary and future demands
• Proposed rate impacts
• CIP tie-in and debt capacity considerations
Fund Balance Page (Timing???)
Owner: Eric
Outputs: restrictions / commitments / available $$ page + narrative
• Narrative policy options
• Insert final numbers after the fund balance position is confirmed
Phase 7 — Layout, Proof, Adoption, Publish (Late JUNE -4 Adoption)
Owner: All
Outputs: print -ready PDF + accessible digital version
Tasks
• Graphic layout all pages
• Proof numbers, headings, charts, footnotes etc.
• Accessibility: bookmarks, T.O.C. links, Sharepoint(?)
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Table of _.._=nts
City Summary
AIC Budget Guidelines
Department Profiles
Five Year Trends
Assumptions
Fund Position
Debt Summary_
Growth Tools
Employee Benefit Outlook
Future Challenges &Opportunities
Department Detail
Appendix
Chubbuck is an incorporated community of approximately 16,000 people located in Bannock County in southeast
Idaho. The City of Chubbuck is located immediately north of the City of Pocatello. The Portneuf River flows west of
the City, the Fort Hall reservation lies to the north, and the Pocatello Range rises to the east. Chubbuck is
transected by both 1-15 and 1-86 and is approximately seven -square miles in size.
Value & Mission
Statement
The mission of the City of
Chubbuck is to effectively use the
resources provided to us to earn
and retain the public's trust by
delivering high quality services
that maximize the safety and
quality of life of our residents,
businesses and visitors.
Core Services
The City of Chubbuck provides
core municipal services focused
on public safety, infrastructure,
and community development.
Key services include police
protection, fire/EMS, water and
wastewater management, road
maintenance, and sanitation.
Additional services include park
maintenance, recreational
programming, and urban
planning/zoning. %A
Through a combination of good leadership, strategic planning, and
Chubbuck's prime location adjacent to major transportation
corridors, Chubbuck is a vibrant community that has captured a
large share of the region's commercial development. Chubbuck's
commercial areas now include the headquarters for Idaho Central
Credit Union, along with a range of national and regional retailers
and convenience restaurants.
overnment
Chubbuck operates under
JAI IJI Iy Mayor -Council form %J
government with four sitting Council 1
Members.
The City Council serves as the
governing body for the City of
Chubbuck and is the general
policymaker for the City. The City
Council is a legislative body, they
establish policy, set priorities and
control the budget.
The Mayor serves as chief
administrative official and runs the
day-to-day operations of city
government. The leaders of each City
department report to the Mayor.
As with all elected public officials, the
Mayor and City Council are ultimately
responsible to the residents ofthe
City.
CITY SUMMARY
Demographics
There are currently 5,682 households in the City of Chubbuck, the population of Chubbuck increased by nearly 12%
between 2010 and 2020. The U.S. Census 2020 population of Chubbuck was 15,570 with the dominant race as white
(85%). The educational attainment rate beyond a high school diploma is approximately 72% of adults aged 18 and
above. The median age in Chubbuck is 35, however, at present there is a large percentage of the population under
the age of 18 (about 36%) and a small percentage of persons 65 and over (14%).
N
PoNationsand People
15,570~
PT 2020 Decennra! Censers
Employment
Lmployment Rate
62.8%
DPO3 2024Amencan Gonane ity Survey 5-Yeu-Estrmatas
Families and Living Arrangements
Total I IGuscholOs
6,882
DPO2 1 2024 American Commtmay Styvey 5- Year Estimates
Inc�nrr and Povarly _.
Median Household Income
$82,977
51901 12024 Arrrerrcan Community Survey 5 -Year Estimates �
Flouring I
Total Housing Units i
825002 2024A wrican Communoty Survey 5-Yearfstrmates
Plam and E1lnic4
I lispa nic or Latina Tot arty race)
1,507
P9 12020 Decer n&W Census
Education
Bachelor's Degree or Higher
27.9%
51501 2G24 Amerman C mn7urMty Survey 5-Ysar fstrmates
H afth
Without Health Care Camrage
3.6
52701 12024 American ComuwnftyS&vey 5- Year fstimates
OPG CHART
MAYOR &
COUNCIL
...: ....:.................................................................
ADMIN FIRE/EMS POLICE PUBLIC
WORKS
CLERK/IT
FINANCE &
ACCOUNTING
FACILITIES
LEGAL & HR
BUILDING,
CAPTAINS INVESTIGATIONSPLANNING &
DEVELOPMENT
FIRE FIGHTERS
OFFICE ADMIN
SUPPORT
ENGINEERING
& GIS
CIET
ANCE
WATER &
WASTEWATER
PARKS & REG
STREETS &
SANITATION
UTILITY
BILLING
ASSOCIATION OF IDAHO CITIES
ROLES AND RESPONSIBILITIES
The Basics of City Budgeting
Governmental budgeting originated as a means to increase condrol and accountability over
spending taxpayer dollars. Now the budget serves to educate citizens about city services and
responsibilities, coordinate effective management by establishing levels of performance for
city services, and bring long-term community planning to fruition. Several important
considerations must be weighed when evaluating your city's budget.
The budget must balance o numher of competing concerns: the challenge of
budgeting is to allocate resources among a number of contending interests and
constituency demands. Some activities are mandated by federal or state law and there
is relatively little flexibility to make cuts in these areas.
The budget is an important policy statement to citizens: line -items are important,
but they must be explained) in commentary that relates spending to the leveis of city
services, explains the need for capital investment, reviews the historical and projected
gmw1h in revenues and expenditures, summarizes the legal constraints on city
revenues and debt, etc.
The budget must provide For continuous delivery of city services: it is essential
that the city has sufficient reserves for contingencies so that reductions in revenue do
not jeopardize the delivery of important services.
vI The budget should relate to the comprehensive plan, the operating and capital
budgets must relate to the city's comprehensive plan and other community planning
documents. The cominunityf's priorities for future growth and expansion need to be
reflected in spending.
+l The budget is a management tool: keep in mind that the budget is an effective
management tool if performance is measured through specific quantitative goals and
objectives. Some cities tie budgeting to perfonnance measures (`performance
budgeting'") and budget based upon desired levels of service, such as miles of street
paved, acres of parks mowed, number of building inspections performed, etc.
Roles and Responsibilities
There are two broad categories of responsibilities in the budgeting process: executive �
administrative and legislative J po I icymaking. Each has an important role to play in
developing, adopting, and implementing the budget.
Tho Executive f Administrative Role
Idaho Code 50-1002 provides that the city council is responsible for preparing the budget
however, the mayor and budget officer (the city clerk -treasurer, cit} administrator, city
manager, finance officer or budget director) typically take the lead in drafting the budget.
The most important tasks performed by the budget officer are collecting department budget
requests and developing a draft budget for the council to consider. The budget officer also
carries out a number of other responsibilities, including: developing the budget calendar,
designing budget worksheets and forms, providing instructions to department heads about
completing the budget documents, reviewmi g department requests for accuracy and
completeness, preparing revenue estimates, assisting the mayor and council in reviewing the
budget, and coordinating budgeting activities and meetings.
Tho Legislative l Policymaking Role
The council should be most concerned with translating policy into reality through the budget
process. It is easy for councilors to become engrossed in evaluating the minutiae of
budgetary line -items. Budgeting micromanagement wastes valuable time and distracts
attention Froin the most important questions that must be answered in the budgeting process,
specifically:
What new services should the city provide and how should these services be funded?
Should any services currently provided be cut, eliminated or privatized?
What levels of service should the city provide?
+ What spending or capital investment is necessary to support future growth and
development?
+ What are the policy priorities that the council wishes to fulfill with the budget?
The council also has a valuable role to play in the strategic planning process. Before the
budget is developed, councilors can engage citizens in strategic planning to determine their
priorities for city programs and services. The results of strategic planning should guide the
policy decisions that are implemented through the budget.
DEPARTMENT PROFILES
CITY PROFI LE
Emergency Services
• 7213 calls in 2025
• 26 Sworn Officers
• 17 Professional Staff
• 1 K-9
• 1925 ca I Is in 2025
• 18 Full Time Firefighters
• 20 Part Time Firefighters
• 1 Professional Staff
• 37 Police Vehicles
• 21 Patrol Cars
• 1 Radar Trailer
• 3 Fire Vehicles
• 5 Fire Trucks
• 3 Brush Trucks
CITY PROFI LE
Building Department
• 47 Single Family
Residential permits in 2025
• 1 Multi Family Residential
permits in 2025
• 18 Commerical
permits in 2025
• SFR: $7,402,821
• MFR: $425,000
• Commercial: $12,857,260
CITY PROFI LE
Parks & Recreation
• 24 Parks
• 6.25 Miles of Walking Path
• 21 Children's Lots/Playgrounds
• 3 Recreation Programs
(Baseball, Softball, T -Ball)
• 994 Participants (2025)
• 3 Volleyball Courts • 1 Splash Pad
• 1 Pickleball Court • 6 Baseball Fields
• 9 Tennis Courts • 3 Softball Fields
CITY PROFI LE
Public Works
• 87.8 Miles of lane maintained
• 7.75 Miles of bike lane
maintained
• 11 Traffic Signals
• 13 Sanitation Trucks
• 12,163 Tons disposed of at
the landfill in 2025
• 90.80 Miles of water mains
• 5,112 Number of water connections
• 73.31 Miles of sewer lines
• 1,671 Manholes
• 5 Lift Stations
CITY TRENDS
CITY TREN DS
Summary
GCLO%
-10,0% —
•20.095
Total
Budget
04yrcha%e 4$-146
4 yr change
Property Levy Rate FTE
is x
33-0% 11-19t 11-49
Wages CPI Papulation
32 645 8A45 ± 52%
■
■
Pallce Fire EMS Cost per
calls Calls Capda
3-546 5-746 41:644
A review of four-year data shows that growth in the City's total budget and
property tax revenues has outpaced population growth. Wage related costs
are a primary contributor to this trend and largely reflect staff increases
implemented to maintain core service levels. Historically low staffing ratios
required targeted additions to meet service expectations and public safety
demands, which has increased the cost of providing services on a
per -capita basis. While these adjustments have helped stabilize service
delivery, overall costs continue to rise faster than population growth and
inflation. Long-term financial projections indicate that this trajectory will
require policy direction and deeper understanding to ensure fiscal
sustainability.
Each of the individual categories is represented in the following trend data
sheets.
Pallce Fire EMS Cost per
calls Calls Capda
3-546 5-746 41:644
A review of four-year data shows that growth in the City's total budget and
property tax revenues has outpaced population growth. Wage related costs
are a primary contributor to this trend and largely reflect staff increases
implemented to maintain core service levels. Historically low staffing ratios
required targeted additions to meet service expectations and public safety
demands, which has increased the cost of providing services on a
per -capita basis. While these adjustments have helped stabilize service
delivery, overall costs continue to rise faster than population growth and
inflation. Long-term financial projections indicate that this trajectory will
require policy direction and deeper understanding to ensure fiscal
sustainability.
Each of the individual categories is represented in the following trend data
sheets.
CITY TREN DS
Financial
TOTAL BUDGET
Over the past five fiscal years,
the City's total budget has
increased from $17.8 million in
FY22 to $27.3 million in FY26.
The most significant growth
occurred in FY24, largely due
to the expiration of the 1992
Downtown Urban Renewal
Area (URA), which returned
substantial assessed value to
the City's tax base.
PERCENT GROWTH
Total Budget
Ms 000,000
owe
$25, 000.000
$2Q 000,000 —
$15,000,000
$10,000,000 —
$5,000.000
FY22 FY23FY24 FY26 FY26
Total Budget $17,875,545 I $21,756,094 $28,275,290 $27,875,9037 $27,285,699
Budget growth was strongest between FY22 and FY24, with
increases of 21.7% and 30.0°/x, respectively. In contrast, budget
growth moderated in subsequent years. FY25 reflected a smaller
increase, while FY26 shows a 2.1% overall reduction, indicating a
stabilization phase following the one-time impacts realized in FY24.
Percent Growth
30.0%
30.0%
21.7%
25.0%
20.0%
15.0%
10.0%
5.0%
0.0%
FY23 FY24
-5.0%
-2.1°Yo
FY26
CITY TREN DS
Financial
Property Tax
$10,000,000
$9,000,000
$8,000,000
$7,000,000
$6,000,000
$5,000,000
Sa,0WON
$3,000,000
$2,000,000
$1,000,000
FY22 FY23 FY24 FY25 FY26
wAlm—Propertyr Tax $6,671,550 $7,014,354 $9,204,227 $8,813,510 $8,889,900
PERCENT GROWTH
PROPERTY TAX
Property tax revenue has
increased from $6.7
million in FY22 to $8.9
million in FY26. Similar
to overall budget trends,
the most notable
increase occurred in
FY24, driven by t h e
expiration of the 1992
Downtown URA.
The expiration resulted in previously sheltered property values being
recognized as new construction, significantly expanding the taxable base.
Property tax growth has varied between FY23 and FY26, with FY24 representing
the largest year -over -year increase due to this one-time structural change.
Percent Growth
35°!0 31.2%
30%
25%
20h
15%
10°16 5.1%
0.9°Ya
s
Q%
FY22 FY23 FY24 FY26
-5% -4.2%
CITY TREN DS
Financial
LEVY RATE
Over the five-year period, the
City's levy rate has generally
trended downward, with the
exception of an increase in
FY24. It is important to note
that a decrease in the levy
rate does not equate to a
decrease in the City's budget
or property tax revenue.
0.0064000000
0.0062000000
0.006000000
0,0058000000
0,0056000000
0.0054000000
0.00520000xa
Lever Rate
0,0050000000
FY22 FY23 FY24 FY25 FY26
L" Rate 4.0062044040 0.0059649730 0.0062242840 0.0055060670 0.005506067C
The levy rate is calculated by dividing the property tax portion of the
budget by the total taxable valuation within the City. When property
valuations grow faster than the budget, the levy rate decreases.
Conversely, when budget growth outpaces valuation growth, the levy
rate increases.
PCrmit Grovith
6% 42%
4%
2%
0O6
FY22 FY24
,446 -3.9%
-846
-1096
-]2%
-11.5%
X126
PERCENT GROWTH
Between FY23 and FY26,
levy rate changes ranged
from an increase of 4.3% to
a decrease of 11.5%,
reflecting the interaction
between budget needs and
valuation growth during
this period.
CITY TREN DS
Personnel
125
120
115
110
105
100
FTE
FTE
FY22 FY23 FY24 FY25
110 110 113 119
PERCENT GROWTH
FY28
123
Annual staffing growth has remained relatively consistent,
averaging approximately 3% in FY24 and FY26, with a higher
increase of 5% in FY25. This measured growth aligns with service -
level demands while maintaining staffing stability.
FTE'S
Over the past five years, the
City's total full-time
equivalent (FTE) staffing has
increased by 13 positions.
The majority of this growth
occurred within the Fire /
EMS Department, reflecting
increased service demand
and operational needs.
Percent Growth
5%
3%
3%
W
W
■
FY22 FY23
FY24
FY25
FY26
CITY TREN DS
Personnel
gages
W A G E S
$10,000,000
$9,000,000
Total wages and benefits
$$.000,000
have increased from $6.3
$7,000,000
million in FY22 to $9.6
$6,000,000
million in FY26, reflecting
$5.000,000
both staffing growth and
$4,000,000
market driven compensation
$3,000.000
adjustments.
$2,000,000
$1,000,000
FY22 FY23 FY24 FY25 FY26
Wages $6,314,562 $6.610,949 $7,251,755 $7,921,501 $8.634,436
PERCENT GROWTH
The wage increase in FY23 was 4.7%. In the three most recent fiscal years
(FY24 through FY26), wage increases have averaged approximately 9.5%
annually. These increases exceed a standard cost -of -living adjustment and
reflect a combination of factors, including staffing additions, competitive
labor market pressures, public safety compensation adjustments, and
benefit cost increases.
Percent Growth
10% U7 Zl a 9.0
9%
8%
7%
6% 4.7%
5%
4%
3%
2%
1%
0%
FY22 FY23 FY24 FY25 FY26
330
325
320
315
310
305
300
295
290
285
CITY TREN DS
Inflation
Ma
FY22 FY23 FY24
CPI 299 302 308
PERCENT GROWTH
FY25 FY26
318 325
Percent Growth
4%
39r5
395 2.2%
2%
2%
0.9%
19r5
19r5
0%
FY22 FY23 FY24 FY25
CPI
Over the five-year
period, Consumer Price
Index (CPI) data shows
inflation rates ranging
from 0.9% in FY23 to
3.0% in FY25. These
figures provide context
for cost pressures
impacting City
operations.
2.3%
FY26
CITY TREN DS
Demographics
POPULATION
Population data
reflects steady growth
of approximately 2%,
increasing from 16,174
i n CY22 to 17,032 i n
CY26. This growth rate
aligns with the
assumptions used in
the City's long-range
infrastructure and
service planning efforts.
PERCENT GROWTH
x1:1
2%
2%
17200
17000
16800
16600
16400
16200
16000
15800
15600
FY22
Population 16174
Population
Percent Growth
1%
1#h
0%
FY22 FY23 FY24
FY2!-
FY23 FY24 FY25 FY26
16266 16362 16697 17032
2.00K•
Page 22
CITY TREN DS
Emergency Services
tPolice Calls
Police Calls
FY22 FY23 FY24 FY25
7474 7479 7739 7193
PERCENT GROWTH
Notably, the 7.1% decrease in FY25 is directly attributed
to a reduction in retail -related calls for service during
this redevelopment period, rather than a decline in
overall public safety needs.
FY26
7193
POLICE CALLS
Police call volume has shown
an overall downward trend
over the five-year period. This
decline is largely influenced
by reduced retail activity
associated with the Pine
Ridge Mall reconstruction.
Percent Growth
3.5%
4.0%
2.0% 0.1%
0.0%
s
FY22 FY23 FY24
2.0%
4.04
-6.0%
-8.0% -7.1%
0.0%
FY26
7800
7700
7600
7500
7400
7300
7200
7100
7000
6900
tPolice Calls
Police Calls
FY22 FY23 FY24 FY25
7474 7479 7739 7193
PERCENT GROWTH
Notably, the 7.1% decrease in FY25 is directly attributed
to a reduction in retail -related calls for service during
this redevelopment period, rather than a decline in
overall public safety needs.
FY26
7193
POLICE CALLS
Police call volume has shown
an overall downward trend
over the five-year period. This
decline is largely influenced
by reduced retail activity
associated with the Pine
Ridge Mall reconstruction.
Percent Growth
3.5%
4.0%
2.0% 0.1%
0.0%
s
FY22 FY23 FY24
2.0%
4.04
-6.0%
-8.0% -7.1%
0.0%
FY26
CITY TREN DS
Emergency Services
FIRE/EMS CALLS
Fire and EMS call volume
experienced a significant
increase in FY24, rising by
approximately 11%. This
elevated call volume has
remained consistent
through FY25 and FY26.
PERCENT GROWTH
2000
1950
19DO
1850
1800
1750
1700
1650
1600
FY22
Fire I EMS Calls 1831
Fire / EMS Calls
FY23 FY24 FY25 FY26
1742 1941 1925 1925
As referenced in the narrative above, the 11% increase in calls in FY24
has normalized as the baseline call volume for future projections.
12%
109x5
8%
6%
4%
2%
09x5
-29x5
-49x5
-69x5
FY22
-5%
Percent Growth
FY24 FY15/.
0%
FY26
ASSUMPTIONS
REVENUE ASSUMPTIONS
GENERAL FUND
The development of the City of Chubbuck's FY27 budget has been shaped by a range of
financial pressures affecting both revenues and expenditures. While the City remains
committed to fiscal responsibility and long-term planning, several external and structural
factors have created a challenging budget environment.
The General Fund is primarily supported by three revenue sources: property taxes, state
revenue sharing, and other revenues.
Property tax revenue in Chubbuck consists of four key components that together support
stable planning and the delivery of essential services:
• Base Property Taxes
This is the most stable portion of property tax revenue. It represents the highest amount
collected over the past three fiscal years, as certified by Bannock County. Base taxes typically
account for 90-95% of annual collections and serve as the foundation for budgeting and
forecasting.
• New Construction
As new residential and commercial developments are built; their assessed value is added to
the tax roll. This growth -driven revenue helps fund the increased demand for public services in
expanding areas.
• Annexed Property
When land is annexed into the City, it becomes part of the tax base. This generates additional
revenue while also extending City services to those areas.
• 3% Allowable Growth
Under Idaho law (Idaho Code §63-802), the City may increase its property tax revenue by up to
3% annually over the highest amount collected in the previous three years. This provision helps
offset inflation and increased operating costs. The City Council reviews and approves this
increase each year.
In addition to property taxes, the City relies on a variety of other revenue sources to fund
services and infrastructure:
• State Sales Tax Revenue Sharing
The State of Idaho collects sales and use taxes and distributes a portion back to cities through
a revenue-sharing program established in Idaho Code §63-3637 and §63-3638.
• State Liquor Revenue Sharing
Revenue from state-controlled liquor sales is partially distributed to local governments,
including cities.
REVENUE ASSUMPTIONS
GENERAL FUND
• Franchise Fees (Gas, Electric, and Cable)
Utility providers pay fees to the City for the use of public rights-of-way and infrastructure
under franchise agreements.
• Personal Property Tax Replacement
The State compensates the City for revenue losses resulting from reductions or limitations
on personal property taxes.
• County Road and Bridge Funds
Bannock County shares a portion of property tax revenues designated for road and bridge
maintenance. The amount distributed may vary with growth and changes in taxable value.
These funds are allocated by the State and are primarily derived from fuel taxes, vehicle
registration fees, and other transportation -related charges. They support the maintenance
and improvement of local roads.
The City also operates enterprise funds, which function similarly to private businesses.
These funds are primarily supported by user fees rather than taxes and include services
such as water, sewer, and sanitation. Revenue is generated through monthly service
charges, usage -based fees, and connection or impact fees.
Water and Sewer funds will have a FY27 rate increase of 5% in Water and 3.5% in Sewer
based on rate study data (Appendix C) completed in 2019.
We also anticipate a rate increase to Sanitation services based on the rate study data
(Appendix D) that is currently underway.
WAGE &
BENEFIT
Gross Wages
$6,314,562 $6,610,949 $7,251,755 $7,921,501
Above Market
107% to less than 115%
ASSUMPTIONS
City of Chu bbuc k
$66.69
$70.04
FY27 Salary schedule
C(JMPENSATIrJN
The policy of the City of Chubbuck is to maintain fair salary ranges consistent with the economic constraints of the City
and the labor market in which we compete.
The current salary structure approved by the City Council includes an assigned salary grade level for each job. Salary
minimums, market points and maximums are evaluated and adjusted by Human Resources based on periodic salary
surveys. The minimum, market point and maximum salary may also be adjusted annually for inflation based on the
consumer price index.
Annual pay increases are determined using a market-based system. Employees whose salaries are below the market
point for their position will receive a higher percentage increase than employees whose salaries are above the market
point. The specific amount of each increase will be recommended by Human Resources based on the employee's salary
in proximity to the market point. Another factor is the amount of the budget dedicated to salaries as determined by the
department head in consultation with Human Resources and the Mayor, and as approved by the City Council.
Wage expense is expected to increase 5% to 6% each year. This does not include any new positions but does include
adjustments for inflation. Below are the gross wages over the last four years. An increase in staffing including 8 new first
responder positions impacted wage costs in FY24 and FY25.
Range
Maximum
Salary
Grade
FY22 FY23 FY24 FY25
Gross Wages
$6,314,562 $6,610,949 $7,251,755 $7,921,501
Above Market
107% to less than 115%
4.7% 9.7% 9.2%
City of Chu bbuc k
$66.69
$70.04
FY27 Salary schedule
Market
Effective 912012026
Point
Range
Maximum
Salary
Grade
Range
Minimum
Hering Range
Less than 83%
Proficiency Range
89% to less than 95%
J1
Market Range
95/ to less than 107%
Above Market
107% to less than 115%
High Range
115% and above
20
$66.69
$70.04
$74.68
$74.69
$78.69
$84.12
$84.13
$94.42
2.43
$94.43
19
$59.54
$62.53
$66.68
$65.69
$70.26
$75.11
$75.12
$WM.73
2.74
$84.31
18
$53.16
$55.83
$59.53
$59.54
$62.73
$67.06
$67.07
$72.08
2.09
$75.28
17
$47.47
$49.85
$53.16
$53.17
$58.01
$59.88
$59.89
$64.36
.37
$67.22
16
$42.38
$44.51
$47.46 1
S47.47
$50.01
$53.46
$53.47
$57.46
7.47
$60.01
15
537.&4
$39.74
$42.38
542.39
$44.65
$47.73
$47.]4
$51.31
1.32
$53.58
14
S34.40
$36.13
$38.52
538-53
$40.59
$43.39
543-40
546-64
6.45
13
$31.27
$32.84
$35.02
$35.153
$35.90
$39.45
$39.46
$42.40
$29.86
$31.84
$31,85
$33.55
$35.86
$35.87
$38.55
S6
26$25.85
$27.14
$28.94
$28.95
$30.50
$32.60
$32.61
$35.04
5.05
$36.64
P12$28.43
$23.50
$24.68
$26.31
525.32
$27.73
$29.64
$29.65
$31.86
1.87
$33.27
$21.35
$22.43
$23.92
523.93
525.21
$26.94
$26.95
$28.96
97
$30.25
$19.42
$20.39
$21.75
521.76
$22-91
$24.50
$24.51
526.33
6.34
$27.50
7
$18.15
$19.06
$20.32
520.33
$21.41
$22.89
$22.90
$24.61
4.62 1
$25.70
6
$16.96
$17$1
$IS."
519.00
$20.01
$21.39
$21.40
523.00
3.01 1
$24.02
5
$15.85
$16.65
$17.75
517.76
$18.70
$20.00
$20.01
$21.49
1.50
$22.45
4
$14,K
$15.56
$16.59
$16-60
$17,48
$18-69
$18-70
$20-09
010
$20.98
3
$13.85
$14.54
$15.50
$15.51
$15.34
517.46
$17.47
$18.77
Z.78
2
1 512.94
1 $13.59
$14.49 1
$14.50
515.27
$16.32
1 $16.33
r $17.54
7.55
$1$
1
1 $12.09
1 $12.70
$13.54 1
$13.55
514.27 1
$15.25
1 $15.25
r 516.40
&41
517.
'campa-Ratio: 854c S9 951� 100, 10796 115% 120%
relation to mkt Dint
WAGE & BENEFIT
ASSUMPTIONS
The policy of the City is to provide eligible employees with a benefits package within the
budgetary limitations approved by the City Council. The City periodically reviews benefit
programs to provide reasonable benefits at a reasonable cost to both employees and the City.
Approved benefits include:
• Health Plan - Single plan offered with plan design eligible for a Health Savings Account
• Health Savings Account -Annual contribution from the City of $1,500 per eligible employee
paid bi-weekly for time employed. A portion of the City contribution to the HSA may be
contingent upon the employee's participation in a wellness program. Included in the FY27
budget is increasing the City HSA contribution to $1,700 per eligible employee, or one-half
of the individual deductible (whichever is higher).
• Tele -medicine
• Dental Plan
• Vision Plan
• Life Insurance
• Long Term Disability Plan
• Employee Assistance Program
• PEPSI Retirement Plans
• 457(b) Retirement Savings Plan
Overall benefit costs are expected to increase at 8 to 10% per year including the impact of
inflation and added staff. This includes any new positions and adjustments for inflation.
WAGE
&
BENEFIT
PualIeWakS
ASSUMPTIONS
PD
11`0111[eChief
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14
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17
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16
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PI arming Manager
C icy Clerk I I
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Parol SerseaR
Budding Mid 21
Armlrtklg MNNer
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Deelvpnnort Servioes Ma1zjer
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CKy Cliek I
Perks and RedBa ion MaM1a2v
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Pl01ii;wo Pr4ge¢montyer
Sjmu & San RatIm SwfYikterdert
W eerWaaewae Malatalalte Marlaper
Water-WastGwael Operatares Mager
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AC MaR 11
Pard Corporal
W03o direlw-1
I'mil RiesServi�s redveclan 111
Emagenry temnwlk�ipns° #eruavar
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ErlgineerinpTmtiniciat 11
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FUND POSITION
FUND BALANCE
The City, like other state and local governments, uses fund accounting to ensure and
demonstrate compliance with finance -related legal requirements. The City of Chubbuck's
funds are organized into two categories: governmental funds and proprietary funds.
The City maintains seven individual governmental funds.
Proprietary funds consist of three enterprise funds and one internal service fund. The
enterprise funds account for the City's Water, Wastewater, and Sanitation departments. The
internal service fund is used to account for central garage operations and is allocated
proportionally between governmental and business -type activities.
Fund Balance Classifications:
Committed -This category includes amounts that may be used only for specific purposes
determined by formal action of the City's highest level of decision-making authority. These
commitments can be modified or removed only by the Council through the same formal
action used to establish them.
Assigned -Assigned amounts reflect the City's intent to use resources for specific purposes.
The City Council may designate these funds for particular uses.
Unassigned -This category represents the remaining fund balance in governmental funds
that has not been classified as committed or assigned.
FUND BALANCE
CITY OF CHUBRUCK
COMBINED CASH INVESTMENT
FEBRUARY 28, 2026
COMBIHEID CASH ACCOUNTS
01-1414000 OAS H-CITIZENSCOMMUNITlBAN K 35,210,32-0,46
01.1111100 CASH -KEY BANK 416,223."
01.1111200 CASH-ZIONS BANK 3179
01-11111400 CASH -IDAHO CENTRAL CREDIT UNTO 21546,284,01
a4-1121000 CASH-STATEi_GIP %D09,333,21
01-1461500 MPRESSDEP0,87ACCT 16T,04D,12
TOTAL COMBINED CASH 41,351,183.17
01.1010000 CASH -ALLOCATED TO OTHER FUNDS { 41,351,183.17)
TOTAL UNALLOCATED CASH 00
CASH ALLOCATION RECONCILIATION
10 ALLOCATION TO CITY OF GHUBBUCK
11,41 g,247.22
11 ALLOCATION TO HIGHWAY, STREETS, AND ROADS
788,922.29
12 ALLOCATION TO FIRE CONTROL IMPACT FEE
439,413.78
13 ALLOCATION TO LAW ENFORCEMENT IMPACT FEE
482,968,37
14 ALLOCATION TD PARKS IMPACT FEE
1,302,007.02
20 ALLOCATION TO STREET GUARANTEE FUND
88,855,37
22 ALLOCATION TO JUVENILE REFERRAL FUND
1,327.60
24 ALLOCATION TO COURT FUND
282,122.37
25 ALLOGATIDNTO ROAD CAPITAL PROJECTS FUND
181,853,72
20 ALLOGATIDNTO PARKS GUARANTEE FUND
404,980,64
30 ALLOCATION TO CITY GARAGE
{ 28,750.90)
31 ALLOCATION TO WATER UTILITY
4,283,301.68
32 ALLOCATION TIO SW WASTEWATER
8,831,747,25
33 ALLOCATION TO SN SANITATION
1,822,033.58
34 ALLOCATION TO WN CFFY CONNECTION FEE
1895.993.52
36 ALLOCATION TO SW CITY CONNECTION FEE
4,288,016,59
36 ALLOCATION TO SW POC TREATMENT CAP FEE
19,599.04
41 ALLOCATION TO NWSI SERVICE
2,901,349.21
TOTAL ALLOCATIONS TO OTHER FUNDS
41,351,183.17
ALLOCATION FROM COMBINED CASH FUND - 01.4010000
{ 41,351,193.17)
ZFRC PROOF IF ALLOCATIONS BALANCE .00
OPERATIONAL RESERVES
General Fund Cash Balance $ 7.892,360:00 need to confirm an average numberforthis
current report is $11.419247
General Fund FY26 Budget $ 12,14D,598.DD
Outstanding Obligations $ 750.000.00
MonthlyGFBudget $ 1,O11,716.5D
Threshold Availability
3MonthReserveThreshold $ 3,785,149.5D $ 4,107210.50
6 Month Reserve Threshold $ 6,820,299.00 $ 1,072,061.00
$4,598,948
$4.107.210.59
$7,634,097
5 Month Policy Reserve
Ci AT'] lIC1 nn
5r,1520,299_ud
6MomhiteseNeihreshold •ThresholdA%oiL9bility
Non -Operations Budget Obligations $ 750,000.00
3 Month Policy Reserve
■ 3NmIh Reserve Threshold ■ Threshold A.mllabirlty
53, 785,1,19,50
OPERATIONAL RESERVES
SAMPLE POLICY
City of Chubbuck - Financial Reserve Policy
Purpose
The purpose of the City of Chubbuck's Financial Reserve Policy is to ensure the City remains a financially
stable organization by maintaining appropriate reserve levels. Adequate reserves allow the City to
effectively plan for both anticipated and unanticipated needs, including cash -funded projects, economic
downturns, revenue reductions resulting from actions of outside agencies, and unexpected emergencies
such as natural disasters, catastrophic events, or significant legal liabilities.
In concert with the City's other financial policies, this Financial Reserve Policy guides the prudent use of
City resources, supports service continuity, and provides a framework for responding to future financial
uncertainty in a fiscally responsible manner.
Policy Overview
This policy documents the City of Chubbuck's approach to establishing and maintaining reserve target
levels across City funds based on operational risk, revenue volatility, and long-term sustainability. Reserves
are measured using budgetary fund balance, which represents accumulated resources from prior years
available for future use. Although budgetary fund balance differs from GAAP fund balance, it is subject to
the same legal and policy spending constraints.
Under GASB Statement No. 54, fund balance is classified as non -spendable, restricted, committed,
assigned, or unassigned. The committed, assigned, and unassigned categories are considered Unrestricted
Fund Balance and are subject to this policy.
Reserves may be designated as appropriated or unappropriated, depending on whether the City intends
for the reserve to be available for expenditure during the current fiscal year.
General Fund Reserve Policy
The General Fund is the City of Chubbuck's primary operating fund and finances core municipal services
including public safety, public works, parks, and administrative functions. Due to its reliance on
economically sensitive revenue sources and its role as the primary emergency response fund, the General
Fund carries the highest level of operational risk.
Total General Fund Reserve Target
The City of Chubbuck shall maintain total unrestricted General Fund reserves equal to 25% of annual
General Fund operating revenues (approximately three months of operations).
OPERATIONAL RESERVES
SAMPLE POLICY CONT.
This target exceeds the Government Finance Officers Association (GFOA) minimum recommendation of
months while remaining appropriate for a mid-sized municipality with moderate revenue volatility.
Association of Idaho Cities recommends 3 to 6 months reserves.
If total General Fund reserves fall below the minimum target of 25%, the City will develop and implement a
plan to restore reserve levels within a period not to exceed three fiscal years.
General Fund Contingencies and Reserves
The Unrestricted Budgetary General Fund Balance may include the following reserve components:
General Fund Contingency (Emergency Reserve)
• Appropriated / Unassigned
• Maintained at a target of 15% of annual General Fund operating revenues.
• Intended uses include emergency events, unforeseen one-time expenditures, and authorized interfund
transfers.
• Use of this reserve requires City Council approval unless otherwise delegated in the adopted budget.
City Council Contingency
• Appropriated / Unassigned
• Established annually at 2.0% of General Fund operating expenditures.
• Intended for City Council initiatives, mid -year budget adjustments, and community priorities identified
during the fiscal year.
Budget Stabilization Reserve
• Appropriated / Unassigned
• Maintained at 8% of annual General Fund operating revenues.
• Intended to offset temporary operating deficits caused by economic downturns, state revenue
reductions, or other significant external impacts.
Capital and Economic Development Reserves - FUTURE
• Maybe established to fund capital improvements, infrastructure maintenance, economic development
initiatives, and redevelopment projects.
• These reserves help reduce reliance on debt and manage long-term cost impacts to taxpayers and
ratepayers.
Personnel and Operating Reserves - FUTURE
• Maybe created to address short-term personnel and operating costs that are reasonably estimable but
subject to economic variability.
OPERATIONAL RESERVES
SAMPLE POLICY CONT.
Other Fund Reserve Policies
Certain City funds require reserves due to their self-supporting nature, exposure to revenue volatility, need
for fee stability, or responsibility to safeguard public health, safety, and welfare.
Reserves should be used only after all other available budgetary resources have been evaluated. If a fund's
reserves fall below the minimum target, the City shall implement a restoration plan within one fiscal year,
not to exceed three fiscal years.
Enterprise Fund Reserve Targets - FUTURE
Water Enterprise Fund
• Maintained at 25% of annual operating revenues.
• Additional reserves maybe established for capital planning/ system expansion needs.
Wastewater Enterprise Fund
• Maintained at 25% of annual operating revenues.
• Additional reserves maybe established for capital planning/ system expansion needs.
Solid Waste (Sanitation) Enterprise Fund
• Maintained at 25% of annual operating revenues.
• Additional reserves maybe established for capital planning/ equipment replacement needs.
Street/ Highway Fund
Funds used for street maintenance and construction shall maintain a minimum reserve equal to 10% of
annual operating revenues in order to manage seasonal expense fluctuations and unanticipated
maintenance needs.
Self -Insurance Funds ????
Self-insurance reserves shall be maintained at levels sufficient to cover the City's potential liability
exposures. Qualified actuarial firms shall be retained annually to recommend appropriate reserve funding
levels for:
• Insured and uninsured liability
• Workers' compensation
• Employee health and related benefit funds
Annual contributions shall be reviewed and incorporated into the budget process.
OPERATIONAL RESERVES
SAMPLE POLICY CONT.
Replacement Funds
Vehicle Replacement Fund - FUTURE
• Maintained at 10% of the total City fleet replacement value.
• A fleet replacement plan shall be reviewed annually to support systematic and cost-effective vehicle
replacement.
Technology Replacement Fund - FUTURE
• Maintained at 10% of the total technology asset replacement value.
• Supports lifecycle replacement, system reliability, and cybersecurity readiness.
Policy Review
This Reserve Policy shall be reviewed annually by City staff and the City Council and updated as necessary
to reflect changes in financial conditions, operational risks, or best practices.
DEBT SUMMARY
DEBT SUMMARY
The City's long-term debt is divided between obligations repaid from governmental activities
and those repaid from business -type activities.
Governmental Activities
On April 14, 2022, the City issued a $1,000,000 debt obligation to finance the purchase of a fire
aerial ladder truck. The note carries an interest rate of 3.03%, with annual payments of $117,410
beginning April 14, 2023. The debt matures on April 14, 2032.
Business -type Activities
In 2006, the City refinanced a construction line of credit with a note payable to the
Department of Environmental Quality (DEQ). This note has an interest rate of 3.25% and
requires semiannual payments of $12,332 over 20 years.
The City has also been authorized to borrow $17,569,518 from the DEQ under four separate
loans. These loans carry a 0% interest rate and are repayable in semiannual installments over
20 years:
• Loan closed April 22,2010: semiannual payments of $5,499; matures November 1, 2030
• Loan closed January 31, 2011: semiannual payments of $3,266; matures April 27, 2035
• Loan closed April 9, 2013: semiannual payments of $212,757; matures May 17, 2033
• Loan closed March 5, 2015: semiannual payments of $204,750; matures April 27, 2035
On August 23, 2023, the City received an additional DEQ loan of $9,222,747 at an interest rate of
2.75%. The loan is to be repaid in equal semiannual installments of $301,377 over 20 years.
Proceeds are being used to design and construct a well in Copperfield Landing, expand water
distribution lines, and construct the Hiline booster station.
The Water Revenue Bonds, Series 2011, were issued on September 28, 2011, in the amount of
$1,930,000, with a premium of $110,330. The bonds carry interest rates ranging from 2.0% to
4.75% and mature on September 1, 2026.
Notes Payable
On June 4, 2008, the City issued a $1,375,000 note to finance sanitation equipment. The note
was originally issued at 5.25% and refinanced in 2009 at 3.5%. Monthly payments are $9,321,
with a maturity date of June 1, 2027.
DEBT SUMMARY
Due To/Due From
On October 1, 2017, the Sewer Enterprise Fund loaned $4,000,000 to the Highway, Streets,
and Roads Fund to finance the Siphon Road Interchange project. The loan carries an
interest rate of 0.10% and requires annual payments of $135,409.98 over 30 years. Payments
began on October 1, 2018, and will continue annually each October 1 through October 1,
2047.
At the end of the current fiscal year, the City of Chubbuck had total outstanding long-term
debt of $17,005,390. Of this amount, $7,417,010 consists of notes payable to the Department
of Environmental Quality for wastewater infrastructure.
The City also has outstanding bonds with a remaining balance of $160,000, which were
issued to finance the purchase of water rights.
Additional long-term obligations include:
• $8,486,903 for water distribution
• $12,012 for water tank repairs
• $198,794 for sanitation system setup
In addition, the City has a remaining balance of $730,672 on a debt obligation issued to
purchase a fire aerial ladder truck.
(JBLI� GATI(JR
Fund
Purpose
Ori ginot 0bligation
Interest Rate
Annual Payment
Balance
Maturity Dale
10
Ladder Truck
S
1,000.000.00
3.03%
$
117,410.00
$
730,672.00
4114120032
RefinanceWaterTank 116ab
???
3.25%
S
24,654.00
$
12.012.00
2026?
32
NWSI
??
0.0094
$
10,988X0
60.593.40
111112030
32
NWSI
??
0.00%
$
409,500A0
$
3,890.234.00
412712035
32
NWSI
??
4.00%
$
425,514.00
3,444.114.00
511712033
32
NWSI
??
4.00%
$
6,532.00
63,049.44
412713035
31
Water
S
9.222.747.00
2.75%
$
602,754.00
$
8,486.903.00
812312043
31
Water Band
S
1,934,400.00
4.75%
???
167.356.00
911=26
33
Sanitation
S
1,375,404.00
3.50%
$
111,852.00
196,7903.44
61112027
11
Streets
S
4,000,004.00
4.10%
$
135,409.98
$
3,077.366.40
141112047
GROWTH TOOLS
GROWTH TOOLS
Since the inception of parks impact fees, the city has collected a total of
$1,533,583. Total expenditures in the amount of $315,815 have been used leaving
a fund balance of $1,217,768.
$1,400,DOo
$1,204, D40
$1,000, D00
$800,D00
$600,D40
$400,D00
$20 D, D40
Fund Balance
$1,217,768
tl ,':F77AQ
2024 2021 2022 2023 2024 2025 2026YTD
Impact fee collections have varied significantly by year, with
2023 being the highest collections.
$60D,000
$500,000
$400,000
$300,000
$200,000
#100,000
Fee Collected
$5
$321,199
$220,587 $201,126 $206,666
MUM
2020 2021 2022 2023 2024 2025 2026 YTD
GROWTH TOOLS
mmJVARICS EXPlijauRE
To date, Park impact fees have been used to fund the impact fee update study,
playgorund improvements in Long and Bilyeau Parks and public improvements
adjacent to city hall.
Expenditures
$180,000 $167,281
$160,000
$144,000
$120,000 8107,634
$100,000
$80,000
$60,000 $40'50,0
$44,000
$20,000 $- $00 $-
2020 2021 2022 2023 2024 2025 2026YTD
Collected fees are required to be spent within 8 years of the collection date.
This chart indicates the required schedule for project expenditures.
Required Expenditure
$400,000
$350,000
$300,000
$250,000 $220,187
$200,000
W0,000
$100,000
WAN $400
$- AA�
2028 2029
$321,199
2030 2031
$166,166
$80.020
$33.845
2032 2033
2034
GROWTH TOOLS
Since the inception of Fire / EMS impact fees, the city has collected a total of
$505,098. Total expenditures in the amount of $71,450 have been used leaving a
fund balance of $433,558.
$5C0,000
$450,000
$40,000
$350,000
$300,000
$250,000
$200,000
$ 550,000
$ 7.00,000
$3`
$50,000
Fund Ba la ne
$433,558
2020 2021 2022 2023 2024 2025 2026YTD
Impact fee collections have varied significantly by year, with
2023 being the highest collections.
Fee Collected
$14D,000
$12D,000
$10D,000
$50,00 0
$60,000 $52,467 $51,034
05.067
$40,00 0
$20,000
2020 2021 2022
$127
$91,871
= $79,744
2023 2024 2025 2026 YTD
GROWTH TOOLS
EXPENDITURES-VRE
To date, Fire / EMS impact fees have been used to fund the impact fee
update study
Expenditures
$70,000
$60,000
$50,000
$40,000
$30,000
$20,000
$10,000 $5,000
$- 0
2'20 2021 2022 2023 2024 2025 2026YTD
Collected fees are required to be spent within 8 years of the collection date.
This chart indicates the required schedule for project expenditures.
Required Expenditure
$100,000 $91.871
$90,000
$80,000 573,74
$70,000
$62,380 $66,9%
$60,000 $52,467 $51,034
$50,000 5,067
$40,000
$30,000
$20,000
$10,000
2028 2029 2030 2031 2032 2033 2034
GROWTH TOOLS
Since the inception of Police impact fees, the city has collected a total of
$484,825. Total expenditures in the amount of $6,000 have been used leaving a
fund balance of $478,825.
$804, 640
$500,040
$400,040
$300,000
$200,00
$100,D40 $3f
Fund Balance
$478,825
202D 2021 2022 2623 2024 2025 2026YTD
Impact fee collections have varied significantly by year, with
2023 being the highest collections.
$160,000
$14D,000
$12D,000
$10D'000
$8D'000
$60,000
$40,000
$20,000
Fee Collected
$44,117 $38,416
$30,880
2020 2021 2022
$66,511 $2,685
$82,868
2023 2024 2025 2026 YTD
GROWTH TOOLS
To date, Police impact fees have been used to fund the impact fee update
study
Expenditures
K EA
Collected fees are required to be spent within 8 years of the collection date.
This chart indicates the required schedule for project expenditures.
$160,000
$140,000
$120,000
$100,000
�eo,000
$60,000
$40,000
$20,000
Required Expenditure
$44,117 $88.446
o,asa
2028 2029 2030
$149,318
$66,511 $66.685
2031 2032 2033
82,s68
2034
$-
-
0
$- -
2020
2021
2022
2023
2024
2025 2026 YTD
Collected fees are required to be spent within 8 years of the collection date.
This chart indicates the required schedule for project expenditures.
$160,000
$140,000
$120,000
$100,000
�eo,000
$60,000
$40,000
$20,000
Required Expenditure
$44,117 $88.446
o,asa
2028 2029 2030
$149,318
$66,511 $66.685
2031 2032 2033
82,s68
2034
GROWTH TOOLS
As of September 2023, the City holds approximately $3.5 million in money market
funds and U.S. government bonds, $2.4 million in Certificates of Deposit (CDs), and an
additional $3.0 million in the State Local Government Investment Pool (LGIP).
The City remains committed to sustainable financial planning. Use of reserves will be
regularly evaluated to avoid supporting ongoing structural imbalances and to ensure
that operating costs remain aligned with recurring revenues over time. The City will
continue to manage public funds prudently by prioritizing capital preservation,
liquidity, and long-term financial stability, while allowing for the strategic investment
of surplus reserves under clearly defined conditions.
GROWTH TOOLS
The City adopts a fee resolution, (Appendix A) to establish and periodically update
user fees to ensure that costs of municipal services, programs, permits, and licenses
are accurately recovered. The City annually evaluates and adjusts user fees to reflect
current operational and capital costs, while also considering strategic increases,
where appropriate, to offset growing demand on property tax revenues and reduce
reliance on property taxes as the primary funding source. This process promotes fiscal
responsibility, aligns fees with current operational costs, and ensures equitable
distribution of costs among those who directly benefit from these services.
• ADD SUMMARY OF REVENUE GENERATED BY "FEES" FDR EACH DEPARTMENT
• ADD ACTUAL FEE SCHEDULE TO APPENDIX
EMPLOYEE BENEFITS
EMPLOYEE BENEFIT
OUTLOOK
The City provides a competitive benefit package as defined in the Wage & Benefit
section of this budget book. The health care plan is the largest portion of the cost of
City benefits and is the driver of cost increases above the Consumer Price Index (CPI).
The City sponsors a self-funded health care plan for qualifying employees. Operating a
self-funded plan removes the cost of insurer profit built into fully insured plans. A self-
funded plan also allows the City to take advantage of low costs in years when claims
are low. Conversely, the City pays more in years when claims are high. The self-funded
plan has a stop -loss of $50,000 per individual claim and an aggregate limit. Claims in
excess of these amounts are paid by the stop -loss provider.
BENEFI RrJJECTIrJNS
AA
Overall, benefit costs are expected to increase at 8 to 10% per year including the
impact of inflation. Benefits, other than health care, are projected to increase at or
close to the CPI increase each year. However, the health care plan has increased
substantially more than the CPI each of the last four years. The increase is driven by
the cost of claims. An increase in first responder staffing also impacted benefit costs
in FY24 and FY25.
FY22
FY23
FY24
FY25
Health Plan Cost $1,300,742
$1,388,144
$1,630,966
$181,3275
7.9%
6.7%
17.5%
11.2%
Page 52
FUTURE CHALLENGES &
OPPORTUNITIES
FUTURE CHALLENGES
The 3% budget growth limitation typically mirrors the rate of inflation, indicating
the city cost to provide core services increases 3% annually.
As previously stated in the trend section, wage growth over the past 4 years has
averaged 9%. This is attributed partly to addition of new positions. It is estimated
that wage growth without adding positions averages 5% annually. The current
trend of budget increases including wages and benefits is unsustainable without
influx of additional revenue, likely in the form of new construction and outside
funding partnerships (grants).
HB0842 proposed in the 2026 legislative session impacts the city's ability to
budget property taxes in the following ways: (currently not passed)
• 1 - Increases the cap on overall property tax growth for cities under 30,000
people, from 8% to 15%.
• 2 - Increases the amount of foregone property tax revenue that can be added
to the ongoing property tax budget to 2%, replacing the current 1% limit.
• 3 -New construction and annexations are added to property tax budgets
based on the prior year's levy rate.
• 4 - Prohibits the accumulation of additional foregone property tax balances in
the future.
• 5 - Provides that city and county voters may utilize the existing local initiative
process to reduce property tax budgets, using the same threshold for passage
that the law currently provides for voters to increase property taxes.
Page 54
FUTURE CHALLENGES
In 2023 Idaho legislature passed HB292 providing direct property tax relief to
Idaho residents. The bill is designed to transfer state funds to local
jurisdictions thereby reducing the amount of property tax collected to meet
budget demands. This relief is only scheduled through FY27. (assumed
values .... need to confirm actuals)
S12.OPD.000.09
F
S10.4PP.P4P,99 � c
961000,000,00
96,000,000.00
$4,000,000.00
$2A00,000.00
3
FM FM FY24
State Pro pe rty Tax Re d uct1 c
o
Qu
iii
O]
r•
A
6
4
FY2 ii•3•aJ
FY25
FY26
■ SSale Funded Portion
■ Local Furled
FY281+3%1 FY2y l+sal
Property tax growth and new construction valuations inside the 4 urban renewal
areas will not contribute to city general fund revenue. 50% of new building in
2025 occurred inside a URA.
By design, any tax growth within the district is allocated to Chubbuck
Development Authority for developer reimbursement or corridor enhancement.
Impacts to general fund operations, specifically public safety, must be considered
during future plan implementation.
Page 55
FUTURE OPPORTUNITY
Infill development refers to building new homes, businesses, or mixed-use
projects on vacant or underused land within existing city limits, rather than
expanding outward into undeveloped areas. Benefits of infill include:
• Increases property tax revenue by turning vacant or underused land into
higher -value residential or commercial properties.
• Reduces infrastructure costs by using existing roads, utilities, and public
services rather than extending them outward.
• Boosts sales tax and business revenue by supporting local retail, services,
and mixed-use development.
• Improves efficiency of city spending by generating more revenue per acre
compared to low-density growth.
• Supports housing availability for local workers, helping maintain a stable
tax base and local economy.
• Revitalizes older areas, increasing nearby property values and reducing
vacant or blighted properties.
• Promotes long-term fiscal sustainability by increasing revenue faster than
service and maintenance costs
Land Utilization Totals
Dove lnped:68.66%
UnderuNllzed;,17.87°% .� •,
Vacant: 15,68% � ,
W.
LN
{-
.f
r ,
- I ,
r I f
I ,
----d
WR
r I-1 '
I---------------,------�----------J
Land Utilization
5tt,6y Area
f -
' 1 Developed Paea
Underutilized Area
VacantArea
6 025 0 5 t Arles
Racent Llndevelop
FUTURE OPPORTUNITY
Proposed Grant Writing Staff Position
• Why this is needed:
o Chubbuck's growth is increasing demand for infrastructure, public services,
and community amenities, while local funding sources remain limited. Grants
offer a way to fund priority projects without increasing the tax burden.
• Current challenge:
o Grant work is currently handled alongside other staff duties. This limits the
City's ability to consistently pursue competitive funding opportunities and
manage compliance requirements.
• What this position does:
o A dedicated grant professional would identify funding opportunities, write
competitive applications, manage deadlines, and ensure grant reporting and
compliance.
• Dual Pole/ Cost efficiency:
o This position can function as a dual role within the Planning Department and
potentially other departments, maximizing value and avoiding duplication of
staff resources.
• Return on investment:
o Even a small number of successful grants can exceed the cost of the position
and fund projects that might otherwise be delayed or unfunded.
• Strategic alignment:
o Grant pursuits would be tied directly to Council priorities, capital improvement
plans, and economic development goals.
• Taxpayer benefit:
o Securing external funding reduces reliance on the general fund and property
taxes while delivering tangible improvements to the community.
• Bottom line:
o This position is a fiscally responsible investment that strengthens the City's
capacity to deliver projects, pursue economic development, and plan for
sustainable growth.
DEPARTMENT DETAIL
t I i k 1: 1-1 '-1 P -
MAYOR & COUNCIL
4 a
CDRE SERVICES
Core Duties of the Mayor
• Executive Leadership: Serving as the top executive official, implementing
ordinances, and overseeing Administration, Police, Fire, and Public Works
Departments
• Administration Management: Hiring, firing, and supervising department heads.
• Budgeting: Preparing and presenting the annual budget for council approval.
• Representation & Leadership: Acting as the official representative of the city in
meetings, at events, and with the public.
• Legislation Management: Presiding over council meetings, casting tie -breaking
votes, and exercising veto power.
Core Duties of the City Council
• Legislative Authority: Developing, debating, and adopting local laws
(ordinances) and policies.
• Budget Approval: Reviewing and approving the annual operating budget, taxes,
and expenditures.
• Policy Direction: Setting strategic goals for the community.
• Oversight: Providing consent for mayoral appointments and overseeing, but not
managing, city operations.
FISCAL YEAR OBJECTIVES
• Adopt an Operational Reserve Policy
• Maintain fiscal stability despite anticipated decrease in revenue
• Protect essential services & staff
• Enhance transparency & strengthen public trust
• Support community -facing programs
• Ensure equitable cost allocation across departments
• Improve citywide communication and engagement
• Operate efficiently while still pursuing strategic improvements
BUDGET HIGHLIGHTS
CHUBBUCK
VISIDN AND MISSION
The City of Chubbuck, under Mayor Rodney Burch (elected Jan 2026), focuses on
a mission of transparent, accountable government with a vision of united
community progress, balancing rapid growth with a small-town, family -friendly
feel. Key priorities include proactive infrastructure planning, economic
development, and fostering collaboration with the council and community.
Vision and Core Pillars:
• Unity and Collaboration: Establishing a common vision between the mayor's
office, city council, land use commission, and local businesses.
• Accountability and Transparency: Implementing efficient, responsive
governance and restoring the City's strategic plan.
• Smart, Balanced Growth: Managing infrastructure projects (water, sewer,
roads), promoting public safety, and preserving Chubbuck's quality of life.
• Community Engagement: Actively listening to residents, improving
communication, and encouraging public participation.
MAIDR GDALS
Mayor and Council Strategic Focus:
• Public Safety and Amenities: Enhancing services to keep
neighborhoods safe and expanding recreational opportunities (e.g.,
parks and trails).
• Development and Economy: Supporting local business and ensuring
developments are high-quality, contributing to the "small town"
charm.
• Long -Term Planning: Utilizing a five-year Strategic Plan and
Comprehensive Plan to guide decisions for future generations.
• Under the current leadership, the council and mayor work toward
maintaining a strong local economy, safe, thriving neighborhoods,
and a healthy community.
FISCAL YEAR _QUTCQMES
Page 59
O RG CHART
MAYORS OFFICE
WORKS
ADMINISTRATION
CARE SERVICES
Administrative Departments include:
• Legislative (City Council)
• Executive (Mayor)
• Clerk
• Finance
• Legal
• IT
• Human Resources
• Facility Maintenance
MAJQR GDALS
1. Stabilize Operating Costs Amid Revenue Declines
Revenue is projected to decrease by $174,319 (-17%) in FY27. The budget responds
with reductions across nearly all divisions, indicating an emphasis on maintaining
essential services while absorbing a significant revenue contraction.
2. Maintain Legal, Governance, and Public Interface Functions
Goal of strengthening transparency, compliance and civic responsiveness. With
steady or increased investments in:
• Legal services
• Public information
• Committees and community engagement
3. Continue Cross -Department Cost Sharing & Alignment in efforts to centralize
overhead and improve inderdepartmental equity.
FISCAL YEAR aBJECTIVES
• Objective 1: Manage Revenue Contraction Responsibly
• Objective 2: Maintain Continuity of Core Administrative, Legal, and
Governance Functions
• Objective 3: Continue Technology Modernization
• Objective 4: Strengthen Public Engagement
• Objective 5: Enhance Cost Transparency & Cross -Department Equity
VISI -ON AND MISSION
The Administration Departments are committed to providing transparent, efficient, and
community -centered administrative services that strengthen public trust and support every
aspect of city operations. Our vision is to lead with integrity, modernize our systems, invest
wisely in our people, and foster a responsive government that delivers long-term value and
meaningful engagement for every resident.
BUDGET HIGHLIGHTS
1. Revenue Decline as Primary Driver
• FY26Revenue: $1,025,587
• FY27 Revenue: $851,268
• Change: -$174,319 (-17%)
This is the most significant financial shift for FY27 and shapes the entire spending structure.
2. Total Expenditures Reduced to Match Revenue
• FY26 Expenses: $1,160,987
• FY27 Planned: $966,118
• Change: -$194,869 (-16.8%)
This reduction nearly mirrors the revenue drop, maintaining fiscal balance.
3. Personnel Requests Focus on Public Engagement and Legal Capacity
• Community Event Coordinator / PIO
• Additional Legal support
4. No New Capital Equipment or Project Requests
• Both the Capital Equipment and Capital Projects worksheets show zero requested
investments across FY27—FY31.
This indicates a hold -steady posture given revenue constraints.
FISCAL YEAR _aUTCQMES
• Sustain balanced government operations despite decline in revenue growth
• Preserve staffing and essential services
• Maintain legal, financial, and administrative stability
• Continue technology modernization at a maintenance level
• Strengthen public engagement and transparency
• Operate more efficiently through reduced discretionary spending
• Defer capital spending in favor of core operational continuity
CHUBBUCK
Page 61
OPG CHART
Aui\/IINISTRAJ ION
ADMI
Insert budget spreadsheets here
Page 63
CARE SERVICES
The core services of center around providing fire suppression and emergency medical
care. The Chubbuck Fire Department conducts rescue operations and responds to
hazardous material spills and leaks. As part of the department services, they conduct fire
safety inspections and enforce fire codes.
MAJDR GOALS
1. Enhance Emergency Response Capabilities
• Reduce response times for fire, EMS, and rescue incidents.
• Improve deployment strategies to ensure optimal coverage.
2. Strengthen Firefighter Training & Professional Development
• Maintain ongoing skills training in fire suppression, EMS, technical rescue, and
hazardous materials.
• Support career development through certifications and leadership programs.
3. Improve Community Risk Reduction
• Expand fire prevention inspections and code enforcement activities.
• Conduct targeted risk assessments for high -hazard locations (schools, hospitals,
industrial sites).
4. Expand Public Education & Community Engagement
• Increase public fire safety programs for schools, homeowners, and businesses.
• Promote smoke alarm installation, home evacuation planning, and CPR education.
5. Maintain & Modernize Equipment and Facilities
• Ensure apparatus, tools, and protective gear are modern, safe, and fully functional.
• Upgrade fire stations to support health, safety, and operational readiness.
6. Enhance Health, Wellness & Safety for Firefighters
Implement physical fitness, mental wellness, and cancer -prevention initiatives.
Strengthen safety policies and incident review practices.
7. Strengthen Disaster Preparedness & Multi -Agency Coordination
• Improve readiness for natural disasters, mass -casualty incidents, and hazardous
materials events.
• Build stronger partnerships with law enforcement, EMS, public works, and
emergency management.
8. Improve Data -Driven Decision Making
• Use incident data and analytics to guide staffing, deployment, and resource
allocation.
• Track performance indicators such as response times, training hours, and
prevention outcomes.
9. Enhance Organizational Culture & Leadership
• Foster teamwork, accountability, and professionalism.
VISIQN AND MISSIDN
We are dedicated to preserving life, property, and the environment. It is our goal to
be trained to the highest level of current technology and provide service to our
community. We are committed to the principles of Respect, Accountability,
Brotherhood and service. We appreciate and recognize the value of each other. We
stand united.
FISCAL YEAR QBJECTIVES
• Battalion Cheif Model
• Promotions
• Wildland Program
• Automatic Aid - Pocatello
• Advanced Training
BUDGET HIGHLIGHTS
• 1. Battalion Chief Model
Focuses on strengthening leadership structure by establishing or refining the Battalion
Chief role to enhance supervision, incident command, and operational coordination across
shifts and stations.
• 2. Promotions
Supports career development and internal advancement, ensuring that qualified personnel
move into leadership or specialized positions to maintain organizational effectiveness and
morale.
• 3. Wildland Program
Enhances the department's ability to respond to wildland and wildland-urban interface
fires by improving training, equipment, and deployment strategies for these incidents.
Including generating revenue for the future.
• 4. Automatic Aid — Pocatello
Improves regional emergency response by strengthening coordinated operations, resource
sharing, and joint response protocols with the City of Pocatello.
• 5. Advanced Training
Expands and elevates firefighter competencies through specialized, high-level training in
areas such as technical rescue, hazardous materials, leadership development, and emerging
technologies.
FISCAL YEAR QUTCQMES
• Promote diversity, equity, inclusion, and strong internal communication. 1. Battalion Chief Model
10. Increase Financial Sustainability 62.Promotions
• Secure grants, manage budgets effectively, and ensure responsible resWildland Program
planning Automatic Aid -Pocatello
Prioritize investments that improve public safety and operational efficienAdvanced Training
Page 64
OPG CHART
DEPARTMENT
h 0
FIRE CHIEF
'aAPTAI NS
OFFICE
JISTRATOR
FIRE
'HTERS
insert budget spreadsheets here
Mill'
CARE SERVICES VISION AND MISSIDN
The Chubbuck Police Department's primary function and responsibilities are to
safeguard freedom, to preserve life and property, to protect the constitutional rights
of community members and maintain respect for the rule of law by proper
enforcement thereof.
• Patrol Division (uniformed law enforcement officers)
• Criminal Investigation Division (detectives)
• Support Services Division (civilian staff)
• Community dedicated:
• Communications Center (dispatch)
• Evidence Technicians
• Animal Control Department
• Ordinance Department
• Records Department
MAJ_QR GDALS
• Maintain a proper police department staff to population threshold (people for
people)
• Keep our employees competitive (wages & benefits)
• Keep employees in a state of constant readiness
• Officer Wellness (physical & mental)
• Upholding state & federal training requirements (reduce liability)
• Stay up-to-date on technological advancements within the industry (stay
engaged)
BUDGET HIGHLIGHTS
• Officer Wellness Funding
• Continued Mindbase funding (wellness platform)
• On -duty workout overtime funding
• Addition of a Deputy Chief position (with the rank of Major)
• The demands for executive law enforcement officers are huge and growing...
• Constantly changing state & federal driven policies, ensuring compliance with
a vast amount of officer training requirements, statistical analysis, community
relations, budgeting, staffing, correct placement of employees, creating and
maintaining a positive culture, etc.
• Power DMS Platform Funding
• Power DMS (field training officer & evaluation tracking software)
• Power Ready (use of force tracking software)
• Safe Room Remodel Project Funding
• Future office requirement for a potential Attorney General funded Chubbuck
Police Detective (Crimes Against Children Criminal Investigator)
The mission of the Chubbuck Police Department is to consistently contribute to our
community's reputation as a safe place to live, work, play, learn and visit.
It is the vision of the Chubbuck Police Department to deliver exceptional police service; to
work collaboratively with our community and our employees as a unified team in order to
achieve the highest level of safety and trust; and to value, support, and invest in our
employees.
FISCAL YEAR aBJECTIVES
• Proactively support the mental and physical wellness of our employees
• If we don't take care of our people (first responders), they can't take care of our people
(community members)
• Continue to safeguard freedom, to preserve life and property, to protect the constitutional
rights of community members and maintain respect for the rule of law by proper
enforcement thereof.
• Law Enforcement Primary Function & Responsibilities
• Continue to contribute to our community's reputation as a safe place to live, work, play,
learn and visit (this is not a one -and -done task)
• Department Mission
FISCAL YEAR QUTCQMES
1. Officer Wellness Funding
2. If we do not take care of our people, they cannot take care of our people.
3. Addition of a Deputy Chief position
4. Will support the Chief of Police by giving him much needed time to better focus on police
department policy, budgeting concerns, culture of the department, department statistics,
building community relations, etc.
5. This addition will allow the Chief of Police to better look to the future of our organization,
instead of constantly being driven by prioritizing daily, but necessary, tasks that could be
handled by a Deputy Chief.
6. Power DMS Platform Funding
7. Provides better tracking of our officer's performance and use of force involvement.
8. This information will help our department better train and prepare our officers in the field.
9. Safe Room Remodel Project Funding
10. The AG's Office has expressed interest, depending on their available future funding, in
funding a Crimes Against Children Criminal Investigator for the Chubbuck Police
Department.
11. One of the requirements is that the investigator must have their own lockable office, due to
the nature of the position and the material they must view (video, pictures, etc.).
All four of these requests will improve the services that our police department provides to our
community members (healthy officers + resources = better community service). Page 67
OPG CHART
NU DEPAR I MENT
POLICE
CHIEF
DIVISION
STIGATIONS
DIVISION
PATROL
DIVISION
insert budget spreadsheets here
PUBLIC WORI<S
CDRE SERVICES
The Chubbuck Public Works Department is composed of several divisions that
collectively deliver essential public services, manage city infrastructure, support long-term
growth, and administer development activities. These divisions include Planning and
Development (including Building), Parks and Recreation, Streets and Sanitation, Water
and Wastewater, Utility Billing, Fleet Maintenance, and Engineering and GIS.
• Develop and implement long-range planning documents, including the
Comprehensive Plan.
• Review building, zoning, annexation, and development applications for compliance
with applicable codes and plans._
• Issue and manage building and construction permits.
• Conduct inspections to verify that construction meets approved specifications.
• Manage and maintain parks, recreation facilities, and other city -owned properties,
including park planning and impact fee administration.
• Oversee the city's youth baseball, softball, and T -ball programs.
• Maintain the street network, including sweeping, pavement repair, snow removal,
stormwater system upkeep, traffic control devices, and pathways.
• Coordinate regionally to support an effective valley -wide transportation network.
• Provide reliable household waste services and an optional recycling program.
• Maintain the drinking water distribution system, wastewater collection system, and
secondary irrigation service areas.
• Conduct long-term planning to ensure capacity for future water, wastewater, and
irrigation needs.
• Support all other divisions through Utility Billing, Fleet Maintenance, and
Engineering and GIS services.
BUDGET HIGHLIGHTS
PLACE HOLDER
VISIDN AND MISSIDN
The Public Works Department delivers essential services, manages critical
infrastructure, and plans for responsible growth to ensure a safe, resilient, and
well-maintained community. We are committed to stewardship of public resources,
regulatory compliance, and service excellence for all residents and businesses.
Building a thriving future by delivering exceptional service, maintaining reliable
infrastructure, and fostering a community where people and businesses can prosper.
MAJQR GDALS
The department's overarching goal is to provide high-quality services while
maximizing the value of public funds, whether generated through taxes or user fees.
• Planning and Development: Guide growth through sound planning, permitting,
and inspection practices to ensure safe, resilient development and infrastructure.
• Parks and Recreation: Deliver a well-maintained park system that supports
community engagement and recreational opportunities.
• Streets, Sanitation, Water, Wastewater, Engineering, and GIS: Provide safe and
dependable services, maintain critical infrastructure, meet regulatory
requirements, and protect the city's long-term investments.
Across all divisions, Public Works aims to shape a community that reflects shared
values and to ensure that infrastructure and service investments generate the greatest
possible benefit for residents and businesses. Cost impacts—current and future—are
always key considerations.
FISCAL YEAR DBJECTIVES
PLACE HOLDER
INTENDED DUTCDMES
PLACE HOLDER
CHUBBUCK
Page 70
ORG CHART
PUBLIC WORKS
PARKS &
RECREATION
STREETS &
SANITATION
°•
WATER &
PUBLIC , ...• ••• •' " WASTEWATER
WORKS .... ...............
DIRECTOR
UTILITLY
BILLING
BUILDING &
PLANNING
ENGINEERING
& GIS
FLEET
MAINTENANCE I
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Page 72
APPENDIX
AppendixA - Fee Resolution.......................................................................................................pg. 2
AppendixB - Fee Schedule..........................................................................................................pg. 4
Appendix C - Water & Sewer Rate Study
Appendix D - Sanitation Rate Study
Page 73