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HomeMy WebLinkAbout02 11 2021 CM Study SessionCITY OF CHUBBUCK COUNCIL STUDY SESSION AGENDA FEBRUARY 11, 2021 — 6:00PM 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- Discussion on the Strategic Plan, 2- Discussion on FY21 Strategic Plan Goals and Actions. GENERAL ANNOUNCEMENTS: ADJOURN: This meeting will be available to the public electronically or by phone. In-person attendance is allowed, but strict social distancing measures are in place. Attending via Zoom or phone is highly recommended and requested. Attendance is EXTREMELY limited in accordance with Governor Little's Modified Stage 2 order. MASKSTACE COVERINGS ARE RECOMMENDED. To join the meeting on Zoom: https://us02web.zoom.us/i/85259690641?pwd—QOM1aHFuRjZXNORQSOImTOdxREw 1 UT09 Meeting ID: 852 5969 0641 Password: 655901 Or to Join by Phone; +1669 900 6833 US +1 346 248 7799 US SUPPORT: htt s: su ort.zoom.us he en -us articles 201362193-loinin -a-Meetin City Hall and the City Council Chambers are accessible for persons with disabilities. Any person needing special acconunodations to participate in the meeting should contact City Clerk, Joey Bowers at 208.237.2400 at least 24 hours prior to the meeting. t �� _.. kri, qT �� rtiilYt.:�' .phi AL A Strategic Plan — Setting the Organizational Vision '� .., � .� t : rye. ��• "'�4 jy , d� ' ' •� jy(-•{.i„r71�. ` ��_ � .��r=�r � . `. � - y,�s ++�C” �1Ale. �i� /.F� �lr�j it _ __�• J. FIMMINA ML _ � �,���. 4 �\-'°'�`� .�,�,y:{�' -�_4 ��' + \ � �"fix - •.,Yk� �'- r 'i � �»� � � re � ,� kt Yds. I��•'.�' y�,� , i; •` • • ti ' - Y _ ;� ti's' _ f '�� ! } ,`, �', i@ 't r/r '' r` __�� . i , � v mo It -'!•- -ice f a. �.' '• ` � . _ • Y 1 •` ... 1. ,wry _. v�� •� �f ' _. •�� A.. ".�y♦ � •:� , ZP P jj ori S% 171x� Q+ Establishes LONG-TERM goals Creates ALIGNMENT with residents, elected officials and staff - Provides CLARITY of organizational purpose - Demonstrates TRANSPARENCY and ACCOUNTBILITY - Aligns FUNDING /RESOURCES with PRIORITIES - Provides ability to say NO ......... or YES!!! � Y +�r 5 Opera .,.._ 4_ _. w,d►�aet5 5� 5O---c- MISSION.......... - ReEtG, _----- _ - _ _-------� (Destination) FOCUSED PRIORITIES Y r. I'llim cot"mUNltY ItAls".tjotlxto ��e��O# P -- CITY , Rapp M AV s oEBULOUS IFLEE-OXAMLIE roCUSED DIPECTIArApN M�M�N uM WVAOu,PLxtA pT VI 0 .E w 14, Defining Success Aligning Operations with Vision Measuring Aligning Success Operations Making Evidence - Based Decisions too Achieving Your Vision Time: the path to alignment Start with your vision ' Define your goals IMap out your strategies it your actions 0 Assign resources - people, technology, budgets & more II Monitor your progress � Make small adjustments to operational plan as needed qBW Measure, assess and report on your strategy's progress • 3�1�-lam-��--.::�' � taA O two C Q A 'SS�s y.�..yy�r,,�.7fi '�. Ki "� r � . . T+ � M� w aye tr -'' •, �Fr - • �� -` }� • '> � � ih J.. �k �.�.� - - � aai wL.� _ - � `tom � �•�.% f • E��• 3 � - .. , � _ V . �. .'. ' Am- an— LA�r•'�,�•,•- � /+ �r' • _ l' %' 1, 'y Asa' �•. ��� .. - -— � -- i ��T .!•� n� � � y`�.�-- Y r .y:,� 1��_ -a.-i -,. i�� w� ��.� M�s�ys.'�.�. .' i•-` �-�-'��;' � -k' r� ;r�•1F�� w ,� ,y��ln meg'• st �. l�^ k - T 0'W—M&C C Fx-v.';cs .r � n 4 • 5 p• •� r F, I 5. rt t if ` ST as - 3 _ ate• 4 ° •�- _ - �., � ;yyM NR�;aj �'�� µms'• •',!A U f �1 10 REASONS WHY cTttATFr.1r PLANS FAIL 1. Having a plan simply for plans sake. . Not understanding the environment or focusing on results. . Partial commitment. 4. Not Laving the right people involved. 5. Writing the plan and putting it on the shelf. 6. Unwillingness or inability to change. 7. slaving the wrong people in leadership positions. 8. Ignoring marketplace reality, facts, and assumptions. . No accountability or follow through. 10. Unrealistic goals or lack of focus and resources. http:llww+uw.forbcs. com/sijgs/ai1erorV2011/11/30/1 Djeasons-why-strategic-pans_ - Celebrate the small wins! • a 40 • This is what a Strategic Plan provides to our Em staff Close. Haulers Close Rech BoaE'T'9 Rench O Broad Reach Points of Sail s"'ng Po,�Srble Close Hauled Close Reachf WIND Beam Keach 7 C;�:?: Rlk.li'mDI-] Bi-oad Reach Illustration 1. y SchooldSai'ling.net Nod Resist C�ange *Y Goafs .• — b bc o_-4--� /? s _ y iyP •i �I /� .chr ' 00/ Trim our SailsLVI zs �` �F4r H�- � - � � .i x ��'r ys��'--. �l M f �r�.�%r",1�' �''r r. �, Ny�,� �y�• - ��. �� ��,� �v 4.,r r' y ilinM i#,�_?.w{•. ����+� �i.e - „ 'i- - .- _.�+�' , r ,, {. < _} wind r r + f • 1 • / • r . 0 Tacking_ � � f Beating to Windward "Tactics" There may be more than one route / course to reach the destination i "Tacking" Constant monitoring and adjustment of course to arrive at the intended destination "Sail Plan" Destination, Route, Wind, Tide, Currents, Visibility, Shipping Traffic etc. W The Strategic Plan is intended to be a living document, reviewed annually by the City prior to budget presentations to identify emerging strengths, weaknesses, opportunities, and threats, and to have its action items amended as needed to add or remove projects crucial to accomplishing its key performance metrics. As part of the budgeting process and/or in other program shifts, City department heads should identify how their requests will further the goals and vision of this plan. The Strategic Plan is the Job Description of the Organization • Every year, department heads report on how their departments are fulfilling action items and the vision of the Plan • Action items are reviewed annually by staff and elected officials to determine if changes should be made • Every 5 years, questionnaires are sent to the public to evaluate how the performance metrics were met; the Plan is revised as needed A Healthier City 12% Better Schools 20% A Cleaner City 15% Innovative Safer Streets Government 6% Growing Economy Stranger 15% Neighborhoods i" 14% i i i How would we choose to allocate the budget How the budget is actually allocated Better Schools 21% u 1% iQ, 1ng-Conomv Sts�nger �����ri�Qrthoods Safer Streets 51.9 Our CommUNITY Strateg'i'c Plan Structure greatplace to liuly, work, & raiset� i� y CIT1" OF CHUBBUCK STRATEGTC PLS\ FY 2.0 19 to FY 2024 #choosechubbuck- #cr tech ibbuck #focgasonc iaibb-ack. Our CommUNITY: A great place to live, work and raise a family. �0 Growing Arts and Cultural Opportunities Thriving Youth and Children Accessible for Multimodal Transportation N%L. Healthy Residents La Vibrant and Aesthetic Jeighborhood Our CommUNITY Strong Economy Diverse, Inclusive and Unified Promotes Participatory Governance Well -Managed, Government Safe and Prepared Community Strategic Planning Structure Why s k in Our CommUNITY A great place to live, work, & raise a family Vision t4C 1E ')A" GOALS 4 OALS ER OR �0 sER'vlLta IDER ATE Air SU_ D4 M _.. DA1LY.� 4'0JEC TS 15v„1 PR1DRITIESJA A.1 L � pFF L =RA1 S ,RI< TASKS k it y GL A Strategic Priorities our 10 defined goals ,ANAL I-ROJEC. PERS -Vibrant and aesthetic neighborhoods - Diverse, inclusive, and unified - Participatory governance - Well-managed government -Safe and prepared community - Strong economy - Healthy residents - Accessible by multimodal transportation - Thriving youth and children - Growing arts and cultural opportunities Strategic Priorities Action Items (verb)....How can we accomplish our goals / priorities C-iAMGT>L—AN Tactics The detailed plan..... Who, When, Resources etc 1� s Our CommUNITY Structure Success Measured by Key Performance Indicators (KPI`s) Vision Strategic Priorities Action Items One (1) Vision Ten (10) Priorities Sixty-one (61) Action Items Tactics/ Hundreds of Tactics?? Strategic Priority Well Managed Government Vision Strategic Priorities Action Items \Tactl Action Item - WMG.1 Develop a continued education plan which contains training and certifications appropriate to their jobs Example Tactic (Not defined in the plan) Tactic —WMG.1.Z Employee Training, Education and Certification Program Tactic Title Description Department Owner Alignment with Strategic Priorities, Objectives and Actions Intended Outcome(s) Alignment with Master Plan(s) Key Tasks Schedule (proposed dates) Measure(s) of Success Stakeholders Resources Rewired Anatomy of a Tactic A short name that identifies what the tactic is icate the W What p leen you are addressing and reasons for proposing this oes i1support? Use this ection answer' ti 'H Vd t completion of this tactic address the problem u Indic in your eri n" Are there of plans (and plan eleme in t is tactic? What tasks need to complish the proje goals? Start and end dates, with key milestones identified Performance measures for outputs, efficiency and effectiveness (as appropriate) Who is impacted and who benefits? What personnel, equipment, contracts, and materials are required? Financial Implications What are the costs associated with the resources required (some may be existing)? (C) Well -Managed Government Employee Training, Education and Certification Programs Tactic WMG.1.2 actic Title E p owe Training,. Education. and Certification E'ro grains e cripti Regtuire tral=' and ceitifica.tion appropriate to each position to ensure professional performance szu d a ig quality u-Ld i7e.sponsI-V e staff capable of providin e dal services. Department Hwnan Resources QWOIIOOW Sett GummersaU lignment ,with Strategic Plan ' � ie oy,ernment rents, FInFlo- Tee Traintt , Education �7.nd Certification Flo ra-im Intended Outcomes Enable employ. ees to, develop the. s ols tl-ey need to implement and a&deve their careergoals and the goals of the strategic elan through tra -ring educatuon m -1d certification programs, 1 Key Tasks i. Evaluation all Job descriptions and update each including adding relevant certifi.cati'om and training 2. Add lob levels as needed, to compensate employees for a -dewing required certifications and training 3, Develop a coiitiniaed education ply for each full- dme employee whid-L contains traii- ing and certifications as appropriate to their lob duties, 4. Assist Department Heads in establishing programs to ensure training and certifications are obtained 5. Incorporate progress in obtaining required training and certffication requirements as well as activity. to achiev=e the goals of the strategic plan into performance evaluations for emplo vees and. leaders, Schedule (proposed dates) Start date is Janes? 2019 Complete job description and job level reviews by December 2019 Complete perfonrance e-�'ahiatic}.i"n updates by Decemb,ei 2020 1 Measure(s) of Success Increase employee engagement f ease (s) of Success 1=,ease citizen assessment of Cite se:nr.ces, 1n 20-24 the number of residents -�-tTho feel that the competence and cowled e -of city staff is very- pOor to poor Lis decreased to 5%. (Q14: 2018 - 82%) Stakeholders N Employees and citizens of the City of Chubbuc$k Resources Required w -or lad is req fired to complete analysis and implementation of changes to certification and training i"egxirements as ivell as Ynomtoring systems includinS perfor ance evaluations. Employees -will need pad time to complete training .and certifications for their cut -rent role. Financial Implications The cost of certifications and training for ars employ. ee's current position be borne by the Cite. Mane certifications .and tt ainit-fig are already. Mi place and trainhig budgets exist M the Fire, Police and Public Works Departmients. Total budget impact by. FCC's both one-time and ongomi has not been calculated. Roles in Plan Execution Public \ - City Council - Mayor - Combined Effort - Mayor - City Staff Vision Strategic Priorities Action Items One (1) Vision Ten (10) Priorities Sixty-one (61) Action Items Tactics \ Hundreds of Tactics?? 2019-2020 Staff Priorities Our CommUNITY: 2019-202OStaff Priorities DOT Voting Exercise — Department Heads W vel efA" Oki ldft 0— kee kJl room v5? 5', vp e 40 Perpero„ I 6l�ees � Our CommUNITY: 2019-2020 Staff Priorities VAN. 1 GAC.3 VAN.2 TCY. 2 AMT. 3 HR. 4 2019- 2020 Staff Priorities SE. 6 DIU. 3 PG. 3 WMG. 1& WMG. SPC.4 2 SPC. 5 2019-2020 Staff Priorities 13 Action Items Goal 1- Vibrant and Aesthetic Neighborhoods Bill Guiberson Action Item VAN.1- Increase Code Enforcement Bill Guiberson Action Item VAN.2 - City maintain oublic spaces to exceed expectations Rodney Burch Goal 2 - Diverse, Inclusive and Unified City Action Item DIU.3- Create Downtown Plan for ALL Ages Goal 3 - Participatory Governance Action Item PG.3 - Department Obtain Public Input Goal 4 - Well -Managed Government Action Item WMG.1- Employee Training, Education and Certification Programs Action Item WMG.2 - Grow Social Media to Seek Residents Input Goal 5 -Safe and Prepared Community Action Item SPC.4- Enhance EMS in City (County Commissioners) Action Item SPC.5 - Identify Location for new EMS and Police facilities Goal 6 -Strong Economy Action Item SE.6- Pursue City -Wide High Speed Internet as a Utility Goal 7 - Healthy Residents Action Item HR.4- Identify Opportunities for Bike and Pedestrian Accommodation Goal 8 -Accessible by Multimodal Transportation Action Item AMT.3- BIA and Fort Hall Agencies - Canal Sank Greenway System Goal 9 -Thriving Children and Youth Action Item TCY.2- Establish Portneuf Greenway Relationship Goal 10 - Growing Arts and Cultural Opportunities Action item GAC.3- Develop Programmable Space in Downtown Plan Rodney Burch Devin Hillam Joey Bowers Rodney Burch Rodney Burch Scott Gummersall Joey Bowers Kevin England Kevin England Merlin Miller Devin Hillam Kevin England Rodney Burch Devin Hillam Devin Hillam Devin Hillam Devin Hillam Devin Hillam Rodney Burch Devin Hillam Goa[ -Action -Tactic Summary 10 13 27 Goal Action Item T�,c Lil_ Overall Summary Date not set Report Created On: Feb 05, 2021 a O On Track 59.28 Some Disruption 14.81 �1 / • Completed 25.93 4 2% Progress 100 Fire j EMS Plan Number Tactic 4.1.1 Description O."'.1er Start Date End Date Progress Status Last Update Improve Skills through Training andCertifications ScottGummcrsall Jan01,2D19 Dec 31, 2019 Will fin atizecertification requirements and ongoin; Staff will improve skills through training, education, and annuai training in operations departments by end ofAugust certifications to provide the best services possible to the public. Tactic 5.5.1 Station 2 Location is Hunan Resources Merlin Miller With the addition of Grace Assisted Living Center and it in the opposite direction of all otherAssisted Centers. The station to the north may need to be built before the one to the vest Plan Number Description Ovmer Start Date End Date Progress Status Last Update Tactic 411 improve Skills through Training and Certifications Scott Gummersall Jan 01, 2019 Dec 31,2019 Will finalize certification requirements and ongoing Staff will improve skills through training, education, and annual training in operations departments by end of certifications to provide the best services possible to the August public. Tactic4.1.3 Employee training and Education. ScottGummersall Jul 01, 2019 (May 01,202007.52:22)Rodney Burch; All PWD staff has Develop maintain trained employee. completed OSHA 10- Safety Training Tactic 4.2.2 Grow the use of social media for Human Resources Joey Boyers Oct 01, 2019 Added Activities Story Map to the City App, Working on a activities, media campaign to promote app. Better leverage social media to fill Cityjob openings and to better communicate the qualifications of current employees. Next Steps Councils 2021 Plan Priorities Start with your vision Define your goals 0 Map out your strategies IEA ! Plan out your actions Assign resources - people, technology, budgets &mare IDMoNtor your progress Make small adjustments to LI 4h L -operational plan as needed 1-9 Measure, assess and report onyour strategy's progress Establish 2021 Council Priorities 7ml Low Ef f o rpt High Impact High Effort Love Impact A Healthier City 12% A Cleaner City 15% Innovative Govern ment 6% Better Schools �L 20% Safer Streets 1B%a Growing Economy Stronger 15/o Neighborhoods 14% Better Schools 21% pry j rrnovtiue G � aver 7%�e�C tOVJ Ec,on©M4. 5 StKonger Neo hborlhoods 9% Safer Streets 51% 2021 loading... Future Sessions?? February 25th March 11th March 25th IT'S 4 + f 0�0 L44, • • i t: F r Our CommUNITY: A great place to live, work and raise a family. Summary; A Strategic Plan — Setting the Organizational Vision Our CommUNITY— Strategic Plan Structure 2019-2020 Staff Priorities Councils 2021 Plan Priorities paxMaT 9� 9 5agpnanaa Onkeme�si balks welalin lack edellm-�- c n a C VI 6 O faalew lana Yiaaka b d sok e misaalla paldies g[azzi cnac�n6, lagodaram 1 malaudo cv c klllas daakieE On CO,a xaana dha�yanad = asa�le mauaaa a� =� � � ob�igada o eakasi 'c � ����� � djieiedieui �mochchakke�am I glocios -T"o �0 90 [Oibh �mamaua C= zi jo d kuchaa�akalauli� un g�alias aga g�aies sulpay � sabadi d�ku�� � � ko khuo kra � � � .� mess4==-, co��`�� ani ado MumObiigodo :i=—lauemirtglozie -�--- FEE COID naf�s fuke , me cm kamsahhamaida I Who kasih lallmel 3 dlglcb dha�yanadagalu Shukffya p nl- �` !� i L� �- XI2Xie Q X D MOICIw Growing Arts and Cultural Opportunities Thriving Youth and Children Accessible by Multimodal Transportation Healthy Residents Vibrant and Aesthetic Neighborhoods I Our CommUNITY Strong Economy Diverse, Inclusive and Unified Promotes Participatory Governance Well -Managed Government Safe and Prepared Community Our CommUNITY: A great place to live, work, & raise a family 1 z U • VANA - Increase code enforcement, code education, review code enforceability and promote city-wide Q, 0 cleanup 0 • VAN.Z - City will maintain public spaces at higher level 4"'J V than expectation of private property ® • VAN.3 - Review and update PUD Code • VANA - Review and update Comprehensive Plan's Future Land Use Map • VAN.5 - Update City Code to reflect goals, objectives •� and policies of the Comprehensive Plan r • VAN.6 - Promote property owner led maintenance and beautification • VAN.7 - City facilities will serve as model for xeriscape landscaping • VAN.8 - Create programs and funding to incentivize property owners to beautify properties in target areas z 3 DIU.1 - Implement ADA Transition Plan for > facilities and programs :"~ a DIU.2 - Support non -profits that provide f opportunities to disadvantaged populations V U � DIU.3 - Create a downtown plan for all ages e and abilities DIU.4 - Attract and retain affordable Ln healthcare, childcare, adult education ( ! opportunities and preventative health > services .v ® • DIU.5 - Ensure housing meets all levels of affordability through use of mixed and PUD codes and incentives 3 C� CL m� U � PG.1 - Consider appropriate advisory committees on issues as needs arise • PG.2 - Address current issues, encourage and support grassroots community groups • PG.3 - Departments will analyze and implement programs to obtain public involvement • PG.4 - Continue to implement an application process for all appointed offices when vacancies arise ® PG.5 - Evaluate opportunities to provide youth with more opportunities to participate in city affairs, such as establishing a youth advisory committee for Chubbuck 21 3 4—J • WMG.1 - Develop a continued education plan for full-time C: employees which contains training and certifications Q appropriate to their job duties EC WMG.2 - Continue to grow the City's social media presence • WMG.3 - Review employee job descriptions and make necessary chanes to ensure the description matches fob C duties • WMG.4 - Develop 5 year capital plans o • WMG.5 - Preserve interdepartmental communications and cooperation • WMG.6 - Adhere to established budgets while ensuring levels of service are maintained or increased • WMG.7 - Annual review of department priorities with City Council i • WMG.8 - Continue to hire employees and promote from within, based on technical competence and EEO practices 3 CL O U • SPC.1- Research and implement best practice designs water conservation in new and infill development • SPC.2 - Engage residents on social media about water conservation, the recycle program and other efforts to increase sustainability • SPC.3 - Evaluate water meter rate program • SPC.4 - Continue to engage the County Commissioners in discussions regarding enhancing ambulance and emergency medical services in Chubbuck • SPC.5 - Identify location for new fire and police facilities • SPC.6 - Maintain a city-wide emergency response plan, hold exercises, and publicize plans • SPC.7 - Lead the development of an anti-drug task force • SPC.8 - Research opportunities to increase residents involvement in efforts to increase safety 0 • SEA - Continue to work to assist existing businesses in retention and expansion efforts • SE.2 - Evaluate and propose programs to improve the Yellowstone Highway corridor ® SE.3 - Focus economic development efforts on healthcare -related industries SEA - Continue to promote the benefits of smart growth principles to developers • SE.5 - Continue to work closely with education institutions serving Chubbuck • SE.6 - Research and pursue options that would create a city-wide high speed Internet connectivity network • SE.7 - Continue to make appropriate investments in sewer and water infrastructure so cn 4-J Ct3 ® HRA - Participate in the redesign of the Flying Wye Interchange to ensure bicycle and pedestrian connectivity to the Wellness Complex from Chubbuck • HR.2 - Continue efforts to research a recreational center and develop a funding strategy • HR.3 - Continue to expand league sports • HRA - Take efforts to identify locations that could accommodate bicycle and pedestrian facilities and implement best practices for streetscapes which aid in increasing pedestrian and bicycle comfort levels • HR.5 - Promote outdoor activities within existing city limits 7 AMT. 1- Work with BTPO and other stakeholders to evaluate ® bike/pedestrian system and propose solutions which would { increase alternative modes of transportation • AMT.2 - Establish a relationship and plan with the Portnuef ® Greenway Foundation for a system of multi -use paths and side paths in Chubbuck s AMT.3 - Work with the Shoshone -Bannock Tribes, B1A and other stakeholders to determine the feasibility and plan for a a canal bank greenway system; pursue the creation of a Blackfoot to Pocatello greenway along the Hiline Canal AMT.4 - Continue to strengthen the City's relationship with ITD and seek to promote increased focus on multimodal transportation alternatives at the State and local levels 7 a AMT.5 - Work with ITD to alleviate congestion at the Chubbuck ) (1) Q Interchange U AMT.6-Work with School District #25 to identify the location U of future schools and to develop a walking/biking plan to said Schools 7 10 I i • TCY.1- Continue efforts to research a recreational Q,j -F-J center and develop a funding strategy �' • TCY.2 - Establish a relationship and plan with the ® Portneuf Greenway Foundation for a system of multi- j use paths and side paths in Chubbuck • TCY.3 - Develop a downtown plan to create an area where youth will feel valued and have opportunities • TCY.4 - Meet regularly with groups such as the United Way, Boys and Girls Clubs, and YMCA to determine how Chubbuck can promote the creation of good '— programs and areas for youth • TCY.5 - Develop a Chubbuck employees' mentorship program and permit employees paid time to volunteer with youth and to serve as community examples 10 1.1 GAC.1 - Encourage public art in urban .L renewal areas through TIF districts, through coordination with property owners and the 4-) :3 CDA 5'. GAC. -Work with residents and others to ® identify opportunities to increase art and cultural activities in Chubbuck GAC.3 - Develop a downtown plan with art and cultural opportunities throughout an pp g d 0 L.. M with programmable and programmed space (D GACA - Increase the number of arts and music related activities in Chubbuck 1.1 GAC. 3 TCY. AMT. 3 0 HR. 4 VAN. 1 .VAN. 2 2019-2020 Staff Priorities SE. 6 DIU. 3 PG. 3 WMG. 1 'IMG. 2 SPC, 4 SPC. 5 Our CommUNITY: 2019-2020 Staff Priorities 12 D ✓ VAN -1 - Increase code enforcement, code education, review code enforceability and promote city-wide cleanup ✓ VAN -2 - City will maintain public spaces at higher level than expectation of private property ✓ DIU.3 - Create a downtown plan for all ages and abilities ✓ PG.3 - Departments will analyze and implement programs to obtain public involvement ✓ WMG.1 -Develop a continued education pian for full-time employees which contains training and certifications appropriate to their job duties ✓ WMG.2 -Continue to grow the City's social media presence ✓ SPC.4 - Continue to engage the County Commissioners in discussions regarding enhancing ambulance and emergency medical services in Chubbuck ✓ SPC.5 - Identify location for new fire and police facilities ✓ SE.6 - Research and pursue options that would create a city-wide high speed Internet connectivity network ✓ HRA - Take efforts to identify locations that could accommodate bicycle and pedestrian facilities and implement best practices for streetscapes which aid in increasing pedestrian and bicycle comfort levels ✓ AMT.3 - Work with the Shoshone -Bannock Tribes, BIA and other stakeholders to determine the feasibility and plan for a canal bank greenway system; pursue the creation of a Blackfoot to Pocatello greenway along the Hiline Canal ✓ TCY.2 - Establish a relationship and plan with the Portneuf Greenway Foundation for a system of multi -use paths and side paths in Chubbuck ✓ GAC.3 - Develop a downtown plan with art and cultural opportunities throughout and with programmable and programmed space ij I Our CommUNITY: A great place to live, work, & raise a family CITY OF CHUBBUCK STRATEGIC PLAN FY 2019 to FY 2024 #choosechubbuck #createchubbuck #focusonchubbuck INTRODUCTION The FY 2019 — FY 2024 Strategic Plan is the City of Chubbuck's first strategic plan. The Plan was created through gathering community input through questionnaires, obtaining input from all City Departments, and having discussions with the City's elected officials. The result is a vision, key performance metrics to achieve by 2024, and identification of actionable opportunities to bring the Plan to fruition. While not a binding policy document, this Plan provides a roadmap to achieving the community's goals in consideration of the City's resource constraints. The Strategic flan is intended to be a living document, reviewed annually by the City prior to budget presentations to identify emerging strengths, weaknesses, opportunities, and threats, and to have its action items amended as needed to add or remove projects crucial to accomplishing its key performance metrics. As part of the budgeting process and/or in other program shifts, City department heads should identify how their requests will further the goals and vision of this plan. Action items in the Plan are assigned to specific department heads (or division managers). The intent of this plan is that the action items are effectuated by identified department personnel and/or through coordination boards/commissions which are administered by department heads (e.g., Public Works Director, as Executive Director of the Chubbuck Development Authority (CDA), works with the CDA to fi,lflli a specific action item; the Planning & Development Director works with the Land Use & Development Commission to fulfill a specific action item). City of Chubbuck Strategic Plan • Every year, department heads report on how their departments are fulfilling action items and the vision of the Plan Action items are reviewed annually by staff and elected officials to determine if changes should be made . Every 5 years, questionnaires are sent to the public to evaluate how the performance metrics were met; the Plan is revised as needed 11 Page IMPLEMENTATION & ASSESSMENT CYCLE 7and eof Manons City of Chubbuck Strategic Plan 2 1 Page t1� • From December 27, 2017 through February 20, 2018, the City of Chubbuck sought input from area residents on a questionnaire which would lead towards the creation of the City's Strategic Plan. The questions were drafted by City of Chubbuck Staff and reviewed by the City Council prior to seeking responses. The survey was not intended to be exclusive to City of Chubbuck residents as City Staff and the Council sought input from all residents within and near the City. The questionnaire occurred in 2 formats, one being digital in which a Survey Monkey link was published on the City's social media accounts and Mayor's vlog, provided by the Highland High School Principal to students, and linked in the Mayor's December quarterly newsletter and the second form being paper surveys which were mailed to randomly selected households within the City of Chubbuck. Randomly selected households were determined using mailing info received on November 14, 2018 from the City of Chubbuck's utility billing database under the City Clerk. Responses were incentivized through a drawing for 5 $25.00 gift cards to an area restaurant through the Pocatello-Chubbuck Chamber of Commerce. The database contained 4,367 billing addresses and was converted from .txt format to Excel format. Duplicate names were removed from the database using the "Remove Duplicate" data tool in Excel leaving 4,047 unique names, and the list was randomized using the "RANDBETWEEN" function. With the list randomized, the first 600 names were selected. Finally, businesses were removed from the list to create a list of 543 random survey recipients. Paper surveys were distributed along with postage paid return envelopes via the Highland High School Honor Society and a local church youth group. The Questionnaire for the Strategic Plan received 409 responses with 332 of the responses coming from respondents who indicated that they reside in the City of Chubbuck. At a 95% confidence level, using 2016 ACS 5 - Year estimates that the City of Chubbuck has 14,644 residents, responses for those who so indicated that they reside in the City have a confidence interval of +/- 5.4%. Survey results for Chubbuck residents and non-Chubbuck residents are included as appendices to this Plan (malicious comments redacted). City of Chubbuck Strategic Plan 3 1 P a g e � � r In 2024, the City of Chubbuck is a family-oriented community by being:': • a city with vibrant and aesthetic neighborhoods (pg. 5); • a city that is diverse, inclusive, and unified (pg. G); • a city that promotes participatory governance (pg. 7); • a city that has a well-managed effective, efficient, and economical government (pg. 8); • a city that is safe and prepared (pg. 9); • a city with a strong economy (pg. 10); • a city with healthy residents (pg. 11); • a city that is accessible for multimodal transportation (pg. 12); • a city with thriving youth and children (pg. 13); and • a city with growing arts, cultural, and recreational opportunities (pg. 14). * Unless otherwise indicated, no list within this document is intended to be in order of importance. City of Chubbuck Strategic Plan 4 1 Page Vibrant and Aesthetic Neighborhoods In 2024, Chubbuck maintains its small town feel despite rapid growth and its neighborhoods have distinct characteristics that set thein apart from other neighborhoods in the city and which set the city apart from other cities in the region. The City has ensured that development projects are compatible with, and enhance, the rest of Chubbuck, has ensured that development standards are implemented which facilitate excellent public spaces, and has taken proactive treasures to address blighted or otherwise rundown properties and structures. Ifey Performance Metrics to Achieve by 2024 • In 2024, 60% of Chubbuck residents feel that the city's cleanliness is good or excellent. (Q8: 2018 = 50.5%) • In 2024, 60% of Chubbuck residents feel that the overall appearance of the City is good or excellent. (Q8: 2018 — 49.7°/b) ► In 2024, maintain or increase the percentage of residents who feel that Chubbuck is a good to excellent place to live. (Q4: 2018 = 80.5%) • In 2024, maintain or increase the percentage of residents who feel that their neighborhood is a good to excellent place to live. (Q4: 2018 = 84.8%) • In 2024, maintain or increase the percentage of residents who feel that Chubbuck is a good to excellent place to raise children. (Q4: 2018 = 85.2%) • In 2024, maintain or increase the percentage of residents who feel that "Home" best represents what Chubbuck means to them. (Q3: 2018 = 42.21/1,)) Action Items (through FY 2020) • Increase code enforcement, code educational efforts, and promotion of city-wide cleanup day(s); review codes to ensure that they are enforceable o Lead: Police Chief, City Clerk • The City will maintain public spaces to the same level (or higher) of expectation as private properties o Lead: Public Works Director, Parks & Recreation Superintendent, Streets Superintendent • Review and update the Planned Unit Development section of code, particularly related to infill, fringe greenfield development, and land redevelopment o Lead: Planning & Development Director • Review and update the Comprehensive Plan's Future Land Use Map o Lead: Planning & Development Director • Update City Code to better implement goals, objectives, and policies of the Comprehensive Plan o Lead: Planning & Development Director • Use social media to promote property owner -led maintenance and beautification o Lead: City Clerk • City facilities will serve as model for xeriscaped landscaping by developing a city facility plan o Lead: Public Works Director, Parks & Recreation Superintendent, Streets Superintendent • Evaluate and create programs to incentivize property owners to beautify properties in targeted areas; evaluate potential funding mechanisms related to said programs o Lead: Mayor City of Chubbuck Strategic Plan 5 1 Page Diverse, Inclusive, and Unified City In 2024, Chubbuck is a caring, kind, compassionate, fair and equitable community that supports an affordable and livable community to all, regardless of age, sex, race, religious belief, ability, or otherwise. Key Performance Metrics to Achieve by 2024 • In 2024, increase the number of residents who feel that the City treats all residents fairly to 50%. (Q14: 2018 = 44.9%) • In 2024, decrease the percentage of residents who feel that transportation is'the biggest challenge facing senior residents in Chubbuck. (Q28: 2018 = 11.3%) • In 2024, decrease the percentage of residents who feel that a lack of activities and recreation is the biggest challenge facing youth in the city. (Q28: 2018 = 25.3%) • In 2024, the number of residents who believe that openness and acceptance is very poor to poor is below 10%. (Q8: 2018 = 16%) Action Items (through n' 2020) • Implement an ADA Transition Plan for facilities and programs o Lead: ADA Coordinator, Each department head • Support nonprofits that provide opportunities to disadvantaged populations such as those related to public health, children and seniors, and those with disabilities. o Lead: Mayor • Create a downtown plan for all ages and abilities o Lead: Planning & Development Director, Public Works Director • Make focused efforts on attracting and retaining affordable healthcare, childcare, adult education opportunities, and preventative health services o Lead: Planning & Development Director • Make focused efforts to ensure that housing within Chubbuck meets all levels of affordability through use of mixed and planned unit development codes and incentives and other tools o Lead: Planning & Development Director City of Chubbuck Sti:ategic Plan 6 1 Page Participatory Governance In 2024, the City of Chubbuck actively seeks opportunities for involvement of its residents in all aspects of governance and in City programs. Resident input is actively sought from all demographics within the community. Key Perfotmance Metrics to Achieve by 2024 • In 2024, the number of residents who feel that Chubbuck is doing a very poor or poor job of welcoming resident involvement has decreased to 1511/o. {Q14: 2018 = 21.9%) • In 2024, the number of residents who feel that opportunities to participate in community matters are good to excellent has increased to 409/o (Q6: 2018 = 34.8%) Action Items (through FY 2020) • Consider appropriate advisory committees on issues as needs arise o Lead: Mayor • To address current issues, encourage and support grassroots community groups o Lead: Mayor • Departments will analyze all programs for ways in which public involvement can be better sought; when ways are identified, departments will implement programs to obtain public involvement o Lead: Each department head • Continue to implement an application process for all appointed offices when vacancies arise o Lead: Mayor • Evaluate opportunities to provide youth with more opportunities to participate in city affairs, such as establishing a youth advisory committee for the City of Chubbuck o Lead: Mayor City of Chubbuck Strategic Plan 7 �' a g e Well -Managed Government In 2024, the City of Chubbuck provides effective, efficient, and economical services that are responsive to the community's needs. City government is fair and equitable while being accountable, transparent, and backed by quality and responsive staff. Key Performance Metrics to Achieve by 2024 • In 2024, the number of residents who feel that the value of Chubbuck services provided for the taxes paid is very poor or poor has decreased to 15%. (Q14: 2018 = 24.5%) • In 2024, the number of residents who feel that the quality of the city is average, good, and excellent with regards to the overall confidence in city's government and the overall direction that the city is taking has been maintained or increased. (Q14: 2018 = 91.40/4) • In 2024, the number of residents who feel that the competence and knowledge of city staff is very poor to poor has decreased to 5%. (Q14: 2018 = 8.2%) • In 2024, the number of residents who feel that the overall communications of the City is very poor to poor has decreased to under 10%. (Q14: 2018 = 20.6%) Action Items (through FY 2020) • Develop a continued education plan for each full-time employee which contains training and certifications as appropriate to their job duties o Lead: Each department head Continue to grow the City's social media presence and use it to promote resident involvement in major policy decisions o Lead: City Clerk • Review employee job descriptions and make necessary changes to ensure that the description matches duties and needs; reassign employees where necessary o Lead: Human Resources Director, Each department head • Develop 5 year capital plans o Lead: Each department head • Preserve interdepartmental communications and cooperation o Lead: Mayor • Adhere to established budgets while ensuring that current levels of service ate maintained or increased o Lead: Each department • Annual review of department priorities with the City Council o Lead: Each department head • Continue to hire employees, and promote from within, based on technical competence and equal employment opportunity practices o Lead: Each department head, Human Resources Director City of Chubbuck Strategic Platy 8 1 Page Safe and Prepared Community In 2024, the City of Chubbuck's residents, visitors, and workers feel safe at all hours. Emergency responders are timely, well-trained, courteous, and professional. The City is resilient and prepared for emergencies and risks. Ivey Performance Metrics to Achieve by 2024 • In 2024, maintain or increase the number of residents who feel that the quality of the following services provided in the city are average to excellent: o Crime prevention (Q13: 2018 = 89.71/4) o Emergency preparation (Q13: 2018 = 91.24%) o Ambulance/medical/emergency services (Q13: 2018 = 92.6%) o Fire prevention/education (Q13: 2018 = 94.19/4) • In 2024, the number of residents who feel that the city's efforts to engage residents about environmental and sustainable practices is average, good, and excellent is SO%. (Q15: 2018 = 70.7%) Action Items (through FY 2020) • Research and implement best practice designs for water conservation in new and infill development o Lead: Public Works Director, Planning & Development Director, City Engineer • Engage residents on social media about water conservation, the City's recycling program, and other efforts to increase sustainability o Lead: City Clerk • Evaluate water meter rate program o Lead: Public Works Director • Continue to engage the County Coma-dssioners in discussions regarding enhancing emergency medical services within the City o Lead: Mayor • Identify location for new fire and police facilities o Lead: Mayor, Fire Chief, Police Chief • Maintain a city-wide emergency response plan, hold exercises, and publicize plans o Lead: Fire Chief, Police Chief, IT Director • Lead the development of an anti drug task force related to decreasing the presence and effects of hard drugs within the community o Lead: Police Chief, Mayor • Research opportunities to increase resident involvement in efforts to increase safety c Lead: Police Chief, Fire Chief City of Chubbuck Strategic Plan 9 1 Page Strong Economy In 2024, the City of Chubbuck is a business destination and center of innovation. New businesses are complimentary to the characteristics of the city and mixed use development is beginning to develop around arterial roads. The City is attractive to new workers as a live, work, play community. Ivey Performance Metrics to Achieve by 2024 • In 2024, the number of residents who feel the quality of Chubbuck as a place to work is very poor to poor has decreased to 10%. (Q4: 2018 = 20.2%) • In 2024, the number of residents who feel the quality of Chubbuck as a place to visit is very poor to poor has decreased to 15%. (Q4: 2018 = 24.80/6) • In 2024, the number of residents who feel that the overall opportunities for employment in the city is very poor to poor has decreased to 20%. (Q5: 2018 = 31.8%) • In 2024, the number of residents who feel that the vibrancy of the city's downtown/commercial area is very poor to poor has decreased to 30%. (Q8: 2018 = 441%) Action Items (through FY 2020) • Continue to work to assist existing businesses in retention and expansion efforts o Lead: Planning & Development Director • Evaluate and propose programs to improve the Yellowstone Highway corridor o Lead: Planning & Development Director, Public Works Director, City Engineer • Focus economic development efforts on healthcare --related industries in conjunction with area landowners o Lead: Planning & Development Director • Continue to promote the benefits of smart growth principles to developers o Lead: Planning & Development Director • Continue to work closely with educational institutions serving Chubbuck residents and businesses o Lead: Planning & Development Director, Mayor • Research and pursue options that would create a city-wide high speed Internet connectivity network, such as the Ammon model o Lead: Mayor, Public Works Director, Planning & Development Director • Continue to make appropriate investments in sewer and water infrastructure to prepare for current and expected growth. o Lead: Public Works Director City of Chubbuck Strategic Plan 10 1 Page Healthy Residents In 2024, the City of Chubbuck has taken steps to ensure that residents have equal and ready access to opportunities that promote mental and physical well-being, and a happy, active lifestyle. The City has taken steps to draw more healthcare -oriented businesses to the area and has worked with Bannock County to address emergency medical services within the city. Key Performance NIecrics to Achieve by 2024 • In 2021, the number of residents who feel the quality of health and wellness opportunities in the City of Chubbuck is very poor to poor has decreased to under 15%. (Q5: 2018 = 20.5%) • In 2024, the number of residents who feel that the fitness opportunities (exercise classes, paths, trails, etc) in the City of Chubbuck is very poor to poor has decreased to under 20%. (Q9: 2018 = 29.311/o) Action Items (through FY 2020) • Participate in the redesign of the Flying Wye interchange to ensure bicycle and pedestrian connectivity to the Wellness Complex from Chubbuck o Lead: Public Works Director • Continue efforts to research a recreational center and develop a funding strategy o Lead: Mayor, Public Works Director • Continue to expand league sports o Lead. Parks & Recreation Superintendent • Take efforts to identify locations within and around the city that could accommodate bicycle and pedestrian facilities and identify and implement best practices for streetscapes which aid in increasing pedestrian and bicycle comfort levels o Lead: Planning & Development Director, City Engineer, Streets Superintendent, Public Works Director, Parks & Recreation Superintendent • Promote outdoor activities within existing city limits o Lead: Parks & Recreation Superintendent City of Chubbuck Strategic Plan 111 P a g e Accessible by Multimodal Transportation In 2024, the City of Chubbuck ensures that all modes of transportation are considered as the City grows and as construction projects are planned. Walking and biking corridors have been established and have enhanced the ability for all residents to access shopping, employment, and recreation without needing to rely on a motor vehicle. Key Performance Metrics to Achieve by -2024 • In 2024, the number of residents who feel that ease of travel by bicycle is very poor to poor has decreased to under 25%. (Q10: 2018 = 29.3%) • In 2024, the number of residents who feel that availability of paths and walking paths is very poor to poor has decreased to under 35%. (Q10: 2018 = 41.4%) • In 2024, the number of residents who walked or biked instead of driving over 2 times a month has increased to over 30%. (Q7: 2018 — 22.70/.) Action Items (through FY 2020) • Work with Bannock Transportation Planning Organization and other stakeholders to evaluate bike/pedestrian system in Chubbuck and propose solutions which would increase alternative modes of transportation o Lead: Planning & Development Director, City Engineer, Streets Superintendent, Parks & Recreation Superintendent • Establish a relationship and plan with the Portneuf Greenway Foundation for a system of multi -use paths and side paths in and around Chubbuck o Lead: Planning & Development Director • Work with the Shoshone -Bannock Tribes and the Bureau of Indian Affairs and other stakeholders to determine the feasibility and plan for a canal bank greenway system; pursue the creation of a Blackfoot to Pocatello greenway along the Hiline Canal o Lead: Mayor; Planning & Development Director • Continue to strengthen the City's relationship with the Idaho Transportation Department and seek to promote increased focus on multimodal transportation alternatives at the State and local levels o Lead: Public Works Director, Planning & Development Director, City Engineer • Work with the Idaho Transportation Department to alleviate congestion at the Chubbuck Interchange o Lead: Public Works Director, Planning & Development Director, City Engineer • Work with School District #25 to identify the location of future schools and to develop a walking/biking plan to said schools o Lead: Planning & Development Director, Mayor City of Chubbuck Strategic Plan 12 1 P a g e Thriving Children and Youth In 2024, the City of Chubbuck ensures that needs of emerging generations are met. The City works with School District 425 regularly and works with other stakeholders to promote after-school programs. Youth in Chubbuck feel welcome and are given opportunities to recreate in the community. Key Performance Metrics to Achieve by 2024 • In 2024, the number of youth respondents under the age of 18 who reside within Chubbuck who feel that Chubbuck as a place to visit is very poor to poor has decreased to under 30%. (Q4: 2018 = 38.9°/o) • In 2024 the number of youth respondents under the age of 18 who reside within Chubbuck who feel that opportunities to attend cultural, art, or musical activities within Chubbuck is very poor to poor has decreased to under 20%. (QG: 2018 = 38.9%) Action Items (through FY 2020) • Continue efforts to research a recreational center and develop a funding strategy o Lead: Mayor, Public Works Director • Establish a relationship and plan with the Portneuf Greenway Foundation for a system of multi -use paths and side paths in and around Chubbuck. o Lead: Planning & Development Director • Develop a downtown plan to create an area in the city where youth will feel valued and have opportunities; ensure that youth have a seat at the planning stage table o Lead: Planning & Development Director; Mayor • Meet regularly with groups such as the United Way, Boys and Girls Club, and YMCA to determine how Chubbuck can promote the creation of good programs and areas for youth o Lead: Planning & Development Director • Develop a Chubbuck employees' mentorship program and permit employees paid time to volunteer with youth and to serve as community examples o Lead: Mayor, Human Resources Director, each department head City of Chubbuck Strategic Plan 13 1 P a g c Crowing Arts and. Cultural Opportunities In 2024, the City of Chubbuck has public places throughout the community with public art and that are programmable and programmed with performances, concerts, and activities. Art and cultural opportunities are accessible to residents of all ages and abilities. Ivey Performance Metrics to Achieve by 2024 • In 2024, the number of residents who feel that opportunities to attend cultural art, or musical activities in Chubbuck is very poor to poor has decreased to under 30%. (Q6: 2018 = 42.90/0) • In 2024, the number of residents feel that the city has good or excellent public places where people want to spend titne has increased to 30%. (Q8: 2018 = 17.9%) Action Items (through FY 2020) + Encourage public art in urban renewal areas through tax increment finance districts through coordination with property owners and the Chubbuck Development Authority o Lead: Public Works Director • Work with residents and others to identify opportunities to increase art and cultural activities in the City of Chubbuck c Lead: Planning & Development Director, Mayor • Develop a downtown plan with art and cultural opportunities throughout and with programmable and programmed space o Lead: Planning & Development Director, Public Works Director • Increase the number of arts and music related activities within the City of Chubbuck o Lead: Mayor City of Chubbuck Strategic Plan 14 1 Page Appendix No. 1 Questionnaire Responses: Chubbuck Residents Only City of Chubbuck Strategic Plan 15 1 P a g e Appendix leo. 2 Questionnaire Responses: Non-Chubbuck Residents Only City of Chubbuck Strategic Plan 16 � P a g e