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Home My WebLink AboutPH #1 Tentative BudgetNOTICE OF PUBLIC HEARING PROPOSED BUDGET FOR FISCAL YEAR 2022-2023 (FY 2023) CITY OF CHUBBUCK A public hearing, pursuant to Idaho code 50-1002, will be held for consideration of the proposed budget for the fiscal year from October 1, 2022, to September 30, 2023 and for the consideration of the proposed use or reserve of forgone property taxes for the fiscal year from October 1, 2022 to September 30, 2023. The hearing will be held at Chubbuck City Council Chambers, 290 E Linden St, Chubbuck, Idaho at 6:OOpm on August 3, 2022. All interested persons are invited to appear and show cause, if any, why such budget should or should not be adopted. Copies of the proposed City Budget are available at Chubbuck City Hall during regular office hours. City Hall is accessible to person with disabilities. Anyone desiring accommodations for disabilities related to the budget documents or to the public hearing please contact the City Clerk's Office, 237-2400 at least 48 hours prior to the public hearing. The proposed FY2023 budget is shown below as FY2023 proposed expenditures and revenues. PROPOSED REVENUE FY2021 FY2022 FY2023 Budget Budget Proposed Fund Name Revenues Revenues Revenues Property Tax Levy 7,520,858 8,148,545 8,638,894 General Fund 5,325,956 5,559,550 5,948,412 Highway, Streets 927,000 927,000 955,000 Tort Claim Ins. 185,000 185,000 185,000 Total Property Tax Levy 6,437,956 6,671,550 7,088,412 Revenue Sources Other Than Property Taxes 17,470,960 17,875,545 22,600,094 General Fund 2,009,902 2,403,995 2,505,482 Highway, Streets & Roads 950,000 950,000 1,345,000 Water Fund 3,096,062 2,750,000 4,701,300 Wastewater Fund 3,162,405 3,250,000 4,517,000 Sanitation Fund 1,814,635 1,850,000 2,442,900 Grand Total All Funs 17,470,960 17,875,545 22,600,094 PROPOSED EXPENDITURES FY2021 FY2022 FY2023 Budget Budget Proposed Fund Name Expenditures Expenditures Expenditures General Fund 7,520,858 8,148,545 8,638,894 Highway, Streets & Roads 1,877,000 1,877,000 2,300,000 Water Fund 3,096,062 2,750,000 4,701,300 Wastewater Fund 3,162,405 3,250,000 4,517,000 Sanitation fund 1,814,635 1,850,000 2,442,900 Grand Total 17,470,960 17,875,545 22,600,094 The proposed expenditures and revenues for fiscal year 2022-2023 have been tentatively approved by the city council. Citizens are invited to attend the budget hearing, August 3, 2022, 6:OOpm. Rich Morgan, City Treasurer Please Publish two times: July 26 and August 2, 2022 City of Chubbuck Fiscal Year 2023 Wage, Wage Related, Obligated, Operations Fund 10 GEN General Budget Wage Wage Rel Obligated Operations LG EX CK FN LL GV LE FC PQ IT HR EN SW PK CS GA Legislative Executive Clerk Financial Legal Other General Government Law Enforcement Fire Control Planning & Development Information Technology Human Resource Engineering Storm Water Parks Community Serivices Other General Government Admin 119,150 33,000 73,750 66,600 40,000 23,600 9,200 0 0 73,295 0 21,000 135,700 58,000 28,500 185,000 0 0 4,329,500 2,285,000 1,132,785 2,145,613 1,025,000 682,376 436,886 267,000 119,000 118,000 0 0 59,200 0 50,000 0 0 0 25,000 0 0 748,750 352,000 197,000 74,000 0 0 113,000 0 0 0 0 0 600 40,000 185,000 616,015 142,000 0 31,500 0 0 25,000 107,500 74,000 113,000 12,400 3,000 9,200 51,695 9,200 0 295,700 296,237 50,886 86,500 9,200 0 0 92,250 0 0 8,638,894 4,060,000 2,328,011 1,334,615 916,268 Fund 11 HSR Highway Streets and Roads 2,300,000 519,133 259,567 689,000 832,300 Fund 31 WW Water 4,701,300 732,533 366,267 2,524,800 1,077,700 Fund 32 SW Wastewater 4,517,000 609,600 304,800 2,717,000 885,600 Fund 33 SN Sanitation 2,442,900 636,733 318,367 897,000 590,800 Total Budget 22,600,094 6,557,999 3,577,012 8,162,415 4,302,668 June 16, 2022 Council, Our next council meeting, July 6, will include an action item for the council to adopt a tentative fiscal year 2023 (FY23) budget. This tentative budget will be published twice in our local paper on July 26 and August 2. A public hearing will be held August 3 for interested citizens to join the discourse and on August 17 the council will need to finalize and adopt the FY23 budget. Attached you will find the proposed FY23 budget. Represented are the 5 major funds of the City. The general fund, highway, streets and roads, water, wastewater and sanitation. The spreadsheet is broken into 8 Columns. The general fund is further broken down by department. The first 3 columns identify the fund and department. The fourth column is the proposed budget in total. Columns 5 through 8 break down the total budget by wage, wage related expenses, obligations, and operations. For example, under fund 10, the general fund, you will find the proposed budget for law enforcement is $4,329,500. This represents 50% of the general fund budget. Wages and related expenses for LE are 80% of the department's budget. The departments general operations run on $295,700 annually, 7% of the department's budget and 3% of the general funds budget. The general fund proposed budget in total is $8,588,894. Law enforcement and fire control are 75% of the total. The five departments of law enforcement, fire control, parks, planning and information technology comprise 90% of the general fund budget. These five departments also represent 90% of the general fund's operation budget. Wages and related expenses are 75% of general fund budget. General fund operations, $916,268, represents 10% of the general fund budget. Only two departments' operations in the general fund reach 3% of the total budget, law enforcement and fire control. Parks, planning and IT operations reach 1% of the total. Other departments in the general fund are operating on under 1% of the total budget. The department heads at the City of Chubbuck are doing an outstanding job of managing their departments operations. It is incredible what they do with the resources they are allotted. The proposed General Fund Budget does include a 3% increase in property tax dollars from the previous year as well as 1% of the foregone amount. This 1% of foregone requested allows the City to recover the foregone amount and permanently recognize it in its property tax base going forward. The increases in this year's general fund budget are a result of 6 specific items: An overall 5% increase in wages along with the related increases in wage related expenses, a 10%'increase in health benefits, a 50% increase in the legal department, an additional 15.5% increase in Law Enforcement and Fire Control IT budgets, a 25% increase in fuel expenditures and an initial funding of operations in the planning department. These are in line with the City's stated priorities. Over the next 62 days please get your questions and requests to the mayor so that I can prepare the needed information you would like during this budget process. Thank you Rich la Clerk's Office 290 East Linden Ave, Chubbuck, ID 83202 208.237.2430 — Fax 208.237.2409 CHUBBUCK www.CityofChubbuck.us I D A H D August 2022 Department Strategic Goals & Objectives CONTENTS: Fire Department Police Department Public Works Community Services Information Technology Clerks Finance Human Resources CHUBBUCK FIRE DEPARTMENT promotes and protects the health and safety of the commUNITY through dynamic programs, professional services and continuous quality improvements Strategic Direction: Chubbuck Fire Department is a progressive, innovative and critical -thinking organization that optimizes opportunities to serve our commUNITY Core Values: Always consider what's best for the commUNITY ® Excellence in customer service ® Constantly in search of a better way Tits is Ri�lwlft(lr-� 1 .Wy� � i Ql'� i', .,,-.,,-Nqwow, KVoci MCERNG 2013 14.93% 2014 23.52% 2015 15.14% 2016 17.32% 2017 13.76% 2018 17.33% 2019 14.02% 2020 16.91% 2021 17.03% 2022 12.89% 1 Overlapping Emergency service Calls JANUARY DECEMBER 2013 2014 2015 2016 2017 2018 2019 2020 2021 2922 Year to Date TOTAL OVERLAPPING 170 291 192 212 189 226 188 245 274 111 300 - ----------------------------------------------------------------------------------------------------------------------- 225 W1111 M141 10 11010 2013 2014 2015 2016 2017 2018 2019 20281 Year to Date ■ Call Volume by Year YEAR CALL VOLUME • 2013 1,383 0 2014 11511 2015 1, 489 ■ 2016 1,497 2017 11522 2018 1, 546 2019 1, 472 Call Volume 2020 11454 15800 ------------------------------------------------------------ - 2021 1791 i 2022 111 1,350 - 900 450 0 2013 2014 2015 2016 2017 2018 2019 2020 2021 Mission Statement 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. �w We accomplish our mission through providing the highest quality law enforcement, community information and support services possible within the resources provided to us. We are perceived as a "go to agency" in our community, as professional, responsive, 4 systematic, adapting rapidly to changes in the community, and as adding value in return for the tax dollars with which we are entrusted. Y" � Visign Statemeil 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. Public Works Department Strategic Plan Priorities 7/1/22 Our department goals are related to providing safe and adequate utilities and ensuring our funds are spent as responsibly as possible as part of a well managed government. Hiehways. Streets and Roads Primary goal is to implement our pavement management plan. This will include creating a 5 -year priority project and funding plan. This has been underway for the past 12 months with a goal of having a written plan by January 2023. This will likely require additional funding so critical steps will include education the Council and investigating potential funding sources. As part of this goal, we intend to work with Community Services Department to develop in impact fee for streets to be considered by the Council. Water Department The immediate goal is to define the city's policy regarding cross -connection control related to our secondary irrigation systems. We will develop a policy and determine the enforcement component to be followed by the water department to protect the quality of our drinking water. The first step will be to educate the council and get their input regarding next steps. This is planned for August 2022. We anticipate having a policy established by January 2023 with a goal of implementing the first steps in spring 2023. The second primary goal for the water department is to be prepared for growth with our next well and storage tank, Well 7 complex. We anticipate updating our facility planning study by summer 2023 which will help define the next steps for funding and construction. A planning study grant for 50% of the cost has been awarded through DEQ. Wastewater Department Our primary goal is to implement our capital improvement plan. The first project will be to clean and analyze the entire collection system. Our goal is to bid the project by October 2022. The next goal out of the capital improvement plan will be to start the design and construction for the replacement of the Valenty Lift Station. Our goal is to hire a consultant to start the evaluation and design by September 2022. Community Services Department Action Plan for City Strategic Plan 6.30.22 Parks Division 1. Establish an adopt-a-park/field/trail program similar to the City of Idaho Falls' recently launched program. a. Objective: Promote increased community buy -in via labor and possible monetary donations to increase aesthetics, functionality, and use in our public recreational areas. b. Timeline: July 2022 (program development) — October 2022 rollout in preparation for next year's season. 2. Sell, Lease certain unused/unusable/difficult to maintain city owned or maintained properties a. Objective: Remove city obligations and responsibilities for lands to ease burdens on department and in some circumstances, place property back on the tax rolls i. "Park" area south of Sawtooth in the Grove but north of the canal ii. "Park" area north of Sawtooth in the Grove without amenities iii. City property south of New Day Parkway, west of Whitaker Road that was purchased for the road/intersection improvements. iv. Review other properties. 3. Work with the Blue Cross Foundation to establish a low -maintenance, good value public urban area on the CDA property (CDA will donate to the City) just west of City Hall. Plan is for a public restroom to serve the park and the downtown, feature to draw people to the downtown during the day, and to draw people from outside of the area. a. Objective: Project will be a mix of grant money, impact fee money, and the CDA donation and purposely planning to minimize operations and maintenance obligations once built. b. Timeline: Current through 2023 construction 4. Contract with landscaping companies that will do landscaping services for the HOA firms at Northside Crossing and Harvest Spring to maintain city parks/properties. Planning Division 1. Implement SmartGov online permit/licensing program a. Objective: Make operations for city and for our stakeholders more effective and efficient. Allow for online applications, transparent reviews, and online inspections. b. Timeline: Current through end of 2022/early 2023. 2. Revise the Comprehensive Plan a. Objective: The Plan is over 20 years old and while we believe it's policies and goals are still valid, the community has changed substantially since the Plan was adopted and a new Plan needs to be adopted to ensure or course correct based on community desires. b. Timeline: FY2023 3. Review and adjust regulations related to light shielding to protect night skies, landscape buffering owned by HOA along roadways and fences, sign requirements to minimize heights and to meet SCOTUS requirements, etc. a. Objective: Use text change scalpel to adjust city code to protect features that make our city/area unique and loved as we grow, meet legal requirements, and place obligations on development that in most other cities, are the functions of HOAs or property owners, not the city. b. Timeline: FY2023 Development Services Division 1. Implement SmartGov online permit/licensing program a. Objective: Make operations for city and for our stakeholders more effective and efficient. Allow for online applications, transparent reviews, and online inspections. c. Timeline: Current through end of 2022/early 2023. 2. Review development and development construction standards in coordination with Public Works and the Planning Division. Topics for consideration by the group include city curb standards (ribbon curb vs vertical curb, stormwater policies, sidewalk width policies, lot splits, pressurized irrigation, concurrent construction agreement removal from code, etc.) a. Objective: Make operations for city more effective and efficient and create better policies for the city and its residents long-term. b. Timeline: Fall 2022 through mid -2023. Building Division 1. Implement SmartGov online permit/licensing program a. Objective: Make operations for city and for our stakeholders more effective and efficient. Allow for online applications, transparent reviews, and online inspections. b. Timeline: Current through end of 2022/early 2023. nthnr mitinc 1. Impact Fee update for Parks, EMS, and Police per Council direction (Winter/Spring 2023). 2. Work with Public Works Department to do a street study and impact fee analysis for a possible streets impact fee for Council consideration (Winter/Spring 2023). 3. CDA- dispose of urban renewal properties and close the 1992 Downtown district (FY 2023) IT Strategies, Goals & Objectives • Move from obsolete hardware and software to current generation infrastructure. o Provide clearer descriptions of IT department structure, services, and contracts. o Eliminate incompatible software. Continually maintain and upgrade appropriate technology infrastructure. • Create an IT capital replacement plan to forecast and fund hardware and software replacement costs. Maintain accurate hardware and software inventories to predict replacement needs. o Migrate compute and storage workloads to the cloud to improve efficiency, decrease costs, increase redundancy, and improve disaster recovery. • Create a City IT purchase policy and procedure. o To establish guidelines and procedures for purchasing information technology hardware, software and services to ensure compatibility. o Make data driven decisions in order to inform technology purchases and services through prioritization and optimization. • Foster a customer service attitude for all aspects of IT services delivery. o Leverage technology, resources, and training opportunities in order to ensure improved services, support, and research. Provide professional development for staff to foster their ability to support the adoption of software tools, computing devices, and emerging technologies. o Streamline information technology processes in order to promote greater autonomy and improved use of resources. • Develop a plan to implement disaster recovery capabilities. o Develop a plan to recover IT applications in the event of a major incident. CHUBBUCK 1 A A H A Clerk's Office 290 East Linden Ave., Chubbuck, ID 83202 208.237.2430 — Fax 208.237.2409 www.CityofChubbuck.us The Office of the City Clerk will accomplish its goals by creating better transparency, accountability, simplicity and consistency in everything we do. We strive to continuously improve service to our residents while integrating technology and reducing paper whenever possible. Top Priorities: 1. Organize & Automate Electronic Record Keeping in each Department. 2. Scan Commercial Construction Plans into Laserfiche. 3. Increase Public Transparency through increased Access to Electronic Records. Vibrant and Aesthetic Growing Arts Neighborhoods Diverse, and Cultural Inclusive and Opportunities Unified Thriving Youth Promotes and Children Participatory Governance Our CommUNITY Accessible by Multimodal Well -Managed Government Transportation Healthy Safe and Residents Prepared Strang Community Economy Utility Billing Goals 2022/2023 1. Always work on bettering customer service with a focus on automation. 2. Streamline process to be more efficient and more customer friendly, focus on account set UP. 3. Continue to work on making more workorder process electronic. 4. Reduce the number of customers on the shut off list, with the focus on electronic pay options. 5. Work on processes to reduce bad debt with the focus on utility accounts in the landowner's name. 6. Increase communication between departments. Accounting Goals 2022/2023 1. Review of budgeting process a. Ensure a culture of frugality vs. "use it or lose it" 2. Work toward Health Insurance Trust contract accounting. 3. Maximize franchise fees. 4. Help in implementing a Highway, Streets and Roads impact fee. 5. Update and formalize an accounting policy manual. 6. Implement electronic accounts payable. 7. Finish the integration of Caselle and Nova Time. Maximize employee retention by balancing job requirements and accountability compared to rewards including salary, benefits, career path opportunities, recognition and an organizational culture of transparency and consistency where employees are truly valued. CHUBBUCK 1 0 A H R Scott Gummersall I Human Resources Director 290 E Linden Avenue Chubbuck,ID 83202 (208) 239-3279