HomeMy WebLinkAboutItem #1 City Departmentsla
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
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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.
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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