HomeMy WebLinkAboutItem #1 Strategic PlanClerk's Office
l290 East Linden Ave, Chubbuck, ID 83202
208.237.2430 — Fax 208.237.2409
CHUBBUCK www.CityofChubbuck.us
I D A H D
February 2023
Department Strategic Goals & Objectives
CONTENTS:
FY24 Budget Schedule
Fire Department
Police Department
Public Works
Community Services
Information Technology
Clerks
Finance
Human Resources
Treasurer's Office
l�L[ 290 East Linden Ave, Chubbuck, ID 83202
208.237.2430 — Fax 208.237.2409
CHUBBUCK www.CityofChubbuck.us
I D A H D
FY24 Budget Schedule
February — Mayor and Council discus and set policy/goals for FY24 Budget
March — Finance to estimate General Fund Revenue and Human Resource and related
expenses.
April — Department heads to present budgets to Council
May — Department heads to present budgets to Council
June - Incorporate any feedback from Council.
July — Adopt tentative budget 7.5.23.
Budget published 7.25.23 and 8.1.23.
August — Budget Public Hearing 8.2.23
August — Adopt Budget 8.16.23
September — City Fees
CFD 2023 Goals
1. Inform Council and Public, of the ability to fund an additional fire station
without a tax increase.
2. Purchase 50%of equipment for new ladder truck.
3. Finalize new ladder truck specifications.
4. Start training requirements for new ladder truck.
5. Add an additional 5 new Pay -Call firefighters to Department. (we just lost 2
to Idaho Falls and 1 to the INL)
6. All full-time Firefighters accredited with Level 2 Certifications.
7. Explore Automatic Aid with Pocatello.
CHUBBUCK POLICE DEPART
2023 Goals and Beyond
Work with our partners to finish remod
Upgrade Body Worn Cameras
Remain competitive with
package with an increase ►n
health and wellness hen
Increase recruitment E.
��OgIiCK PO YM
IDAHO
Public Works Department Strategic Plan Priorities 1/12/23
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. We had hoped to have a plan for 2023 created by this month but are slightly
behind schedule. We plan to identify the year's projects this spring so that they can be bid early in the
construction season. Over the next 6-12 months, we will also create a preliminary 5 -year plan. This will
likely require additional funding so a critical step will include investigating potential funding sources. As
part of this goal, we started the work with Community Services Department to develop in impact fee for
streets to be considered by the Council.
Other department goals include finishing the construction of the New Day Parkway project and railroad
crossing, as well as the Chubbuck Road railroad crossing. We still believe this can be accomplished in the
summer of 2023. We also plan to correct two storm drain problem areas this summer.
Water Department
The immediate goal is to define the city's policy regarding cross -connection control related to our
secondary irrigation systems. We started this discussion with Council in August 2022 and have continued
to develop a draft policy and evaluated the enforcement component to be followed by the water
department to protect the quality of our drinking water. We anticipate implementing initial steps to
educate the customers this spring. We plan to conduct a detailed evaluation of the condition of each of
the existing service connections this spring so that we have a better idea of the magnitude and severity
of the problems. We also intend to share additional options with the Council in late spring or summer.
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 and the consultant is currently working on the study.
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. We are a little behind our initial schedule but plan to to bid the
project by this summer.
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. We are in the process of hiring a consultant to start the
evaluation and design with hopes to start construction this year.
Community Services Department Action Plan for City Strategic Plan
12.13.22
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.
c. December'23 Update: Aiming for February/March'23 Public Rollout- press releases,
public speaking discussions, etc.
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.
b. December'23 Update: Have reviewed and discussed several with the Council.
i. The Grove along Canal: Mayor sent letters asking to move personal items from
City property; property corners located. Will do survey in Spring to further
demarcate City property.
ii. The Grove (north of Sawtooth): Will sell. Need to realign some irrigation lines to
do so.
iii. Park strip behind homes in Park Meadows and field by the church: Contacted
school district. No interest. Recommend disposal by required process.
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
c. December'23 Update: Scaling down from larger concept. Will ask CDA to consider
donating one of the pad sites next to City Hall so that CDA can sell/develop the lot west
of City Hall.
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.
a. December'23 Update: Will continue in '23.
1
5. December'23 Upcoming Planned:
o Surveys to the three park spaces where impact fee monies will fund improvements in
'23 (Long Park, Hiram Park, Brookstone — West Park). Starting with Long Park by Ellis
Elementary.
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.
c. December'23 Update: March/April'23 go live anticipated.
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
c. December'23 Update: RFP drafted. Applying for Blue Cross of Idaho Foundation grant
for health component funding- up to $30,000. Then will publish RFP and commence
process.
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
c. December'23 Update: Some components completed- Design review code update
addresses light shielding for commercial businesses. Have not had time to work on
arterial buffering/HOA landscaping code in more detail since last update but will this
quarter.
4. Accomplish in past quarter:
a. Overhauled design review code/process
b. Amended ordinance clarifying separation of self -serve storage units
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.
b. Timeline: Current through end of 2022/early 2023.
c. December'23 Update: March/April'23 go live anticipated.
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
2
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.
c. December'23 Update: Commencing review, development projects and single -site
projects have absorbed staff time thus far.
Buildine 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.
c. December'23 Update: March/April'23 go live anticipated.
Other Duties
1. Impact Fee update for Parks, EMS, and Police per Council direction (Winter/Spring 2023).
a. December'23 Update: Updated numbers sent to Zion's Public Finance who are
analyzing numbers for update.
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).
a. December'23 Update: No progress. Awaiting direction for aid from Public Works Dept.
3. CDA- dispose of urban renewal properties and close the 1992 Downtown district (FY 2023)
a. December'23 Update: Minimal responses with first round of updates. Will be publishing
new RFPs with revisions in January/February'23.
December'23 Items for Council Awareness:
• Dept has two vacant positions:
o Parks & Recreation Worker: Currently advertising
o Building Inspector: Postponed looking; analyzing market conditions.
■ Cross -training our new Permit Coordinator, Becka Sidell, to become a certified
residential building inspector. We are optimistic that with her cross -training and
hopeful efficiencies coming from SmartGov, that we should get by with a
building division staff of 2 employees.
• Building permit numbers for calendar year'22 are well below 5 year average.
o '22 YTD: 42 new single-family residential building permits issued ('21= 130 new SFR; '20
= 86 new SFR; '19 = 105 new SFR)
o '23 is looking like a great year for new and remodeled Commercial and multi -family
housing projects. Looking forward to several upcoming announcements.
3
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
City of Chubbuck
Department Goals 2023
Utility Billing
1. Work toward better customer service with a focus on automation.
I include two examples of phone calls received from customers commending the customer
service they have received from the city's utility billing department.
The first was a commercial account and included a special shoutout to Amanda for going above
and beyond in making things go smoothly with their account. Call/Email from Cal Ranch.
The second was a resident who commented that after running a global organization in over 30
countries they seldom see the level of customer service they have received from our utility
billing department. Phone message from Eric Emfield.
There are more examples and certainly, things can go wrong but I believe comments like these
do show that utility billings focus is always- better customer service.
2. Streamline process to be more efficient and more customer friendly, the 2023 focus will be on
account set up including the options to sign up for services via email or online.
Continue to work on making more workorder process electronic.
The workorder process is electronic through 311. The focus for 2023 will be the remaining
paper component to new move ins and billable items.
4. Reduce the number of customers on the shut off list, with the focus on electronic pay options.
This year the average monthly customer shut off list was 35 the same time last year was above
40 and a large reduction from the past when shut offs could number in the hundreds.
This past year the average monthly customers added to Direct Pay was 20.
This past year the average monthly customers added to Express Bill Pay was 12
Although we don't have last years numbers for customers added to the city's electronic pay
options, we are confident that there is a direct correlation between the increase in electronic
pay customers and fewer shut offs. Currently the city's incentive for direct pay is a $5 dollar
credit on a customer's direct pay bill. Also, if a customer does find themselves on the shut off
list the city will waive the $50 shut off fee if the customer signs up for direct pay.
5. Work on process to reduce bad debt with the focus on utility accounts in the landowner's name.
This is something that will remain on the utility departments list of goals for discussion.
Discussions have been had in the past. As we look at this option the city of Meridian is an
example of how it can be done. This would take a change in the city's ordinances. The City of
Chubbuck's utility billing department believes this change would be monumental in curbing the
annual collections and bad debt of the city.
6. Increase communication between departments.
Feed back from department heads and managers is that the communication between
departments good. When issues arise, they are resolved quickly.
City of Chubbuck
Department Goals 2023
Accounting Goals
1. Review of budgeting process
a. Ensure a culture of frugality vs. "use it or lose it"
The current schedule for the 2024 budget does include time for review and feedback
2. Work toward Health Insurance Trust contract accounting
This was discussed by the trustees at the last Health Trust meeting. Although there are no
immediate steps being taken to outsource the Trusts accounting the trustees are aware that this
is a step the city would like to take in the future.
3. Help in maximizing franchise fees
This has been discussed and hopefully will remain an item of discussion.
4. Help in implementing a Highway, Streets and Roads impact fee.
This has been discussed and hopefully will remain an item of discussion.
5. Update and formalize an accounting policy manual.
The accounting policy manual is in a form ready for review. This manual is a living document
and currently reflects the accounting policies the City of Chubbuck's accounting department.
Over time there will be changes and additions as we strive to continually improve our process.
6. Implement electronic accounts payable.
Electronic pay is now available to the City of Chubbuck's vendors. The current percentage of
electronic payments in each payables cycle ranges between 50 and 60 percent. The Accounts
payable department continues to look for ways to encourage vendors to participate in
electronic pay. This is one of their focus targets for 2023
7. Finish the integration of Caselle and Nova Time.
Additional Goals for 2023
-Timely reports including accounts payable, payroll, cash, and reconciliation.
-Completion of all records scanned into laser fiche including utility billing, accounts payable, payroll
and financial accounting.
-Advanced Caselle training for utility billing, accounts payable, payroll and financial accounting.
Joey Bowers
Subject: Department Goals
HR Mission Statement:
Ensure that great employees work for a great employer; an employer that succeeds in delivering quality
services with maximum efficiency. Accomplish this by maximizing employee retention through actions and
programs that balance 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.
HR Goals for 2023
Continue to support a culture of employee engagement by providing information, resources and
services which promote collaboration, connection, and commitment to their work, their colleagues and
the goals of the organization.
• Continue to leverage, selection, retention and coaching systems to ensure that we have the needed
employees with the right skill sets to accomplish the goals of the City and enhance the City brand.
• Maintain effective, efficient, and economical HR services that are responsive to the City's needs.
• Continue work to enable employees to develop the skills they need to perform safely and effectively
through training, education and certification programs.
• Continue to maintain a cost effective and competitive benefits offering for employees to maximize
employee retention and engagement while controlling costs to meet the City budget.
• Continue to ensure compliance with benefits, payroll and employment laws.
Continue to gain efficiency by completing the transition to digital HR files and continue automation of
the onboarding and exiting process.
• Conduct a market salary review for all employee jobs to ensure that the salary structure meets the goal
of maintaining fair salary ranges consistent with the economic constraints of the City and the labor
market in which we compete.
Please let me know if you have questions.
Thanks,
CHUBBUCK
Scott Gummersall I Human Resources Director
290 E Linden Avenue
Chubbuck, ID 83202
(208) 239-3279
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 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.
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 fulfill 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
oo Every year, department heads
report on how their
departments are fulfilling
action items and the vision of
the Plan
oo Action items are reviewed
annually by staff and elected
officials to determine if
changes should be made
oo Every 5 years, questionnaires
are sent to the public to
evaluate how the performance
metrics were met; the Plan is
revised as needed
1 1 Page
IMPLEMENTATION & ASSESSMENT CYCLE
City of Chubbuck Strategic Plan 2 1 Page
METHODOLOGY
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 Page
VISION
In 2024, the City of Chubbuck is a family-oriented community by being:*:
oo a city with vibrant and aesthetic neighborhoods (pg. 5);
oo a city that is diverse, inclusive, and unified (pg. 6);
oo a city that promotes participatory governance (pg. 7);
oo a city that has a well-managed effective, efficient, and economical government (pg. 8);
oc a city that is safe and prepared (pg. 9);
oo a city with a strong economy (pg. 10);
oo a city with healthy residents (pg. 11);
oo a city that is accessible for multimodal transportation (pg. 12);
oo a city with thriving youth and children (pg. 13); and
oo a city with growing arts, cultural, and recreational opportunities (pg. 14).
* Unless otherwise indicated, no fist 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 them 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 measures to address blighted or otherwise rundown properties and structures.
Key Performance Metrics to Achieve by 2024
oo In 2024, 60% of Chubbuck residents feel that the city's cleanliness is good or excellent. (Q8: 2018 = 50.5%)
oo In 2024, 60% of Chubbuck residents feel that the overall appearance of the City is good or excellent. (Q8:
2018 = 49.7%)
oo 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%)
oo 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%)
oo 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%)
oo In 2024, maintain or increase the percentage of residents who feel that "Home" best represents what
Chubbuck means to them. (Q3: 2018 = 42.2%)
Action Items (through FY 2020)
oo 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
oo 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
oo 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
oo Review and update the Comprehensive Plan's Future Land Use Map
o Lead: Planning & Development Director
oo Update City Code to better implement goals, objectives, and policies of the Comprehensive Plan
o Lead: Planning & Development Director
oo Use social media to promote property owner -led maintenance and beautification
o Lead: City Clerk
oo 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
oo 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
oo In 2024, increase the number of residents who feel that the City treats all residents fairly to 50%. (Q14: 2018
= 44.9%)
oo In 2024, decrease the percentage of residents who feel that transportation is the biggest challenge facing senior
residents in Chubbuck. (Q28: 2018 = 11.3%)
oo 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%)
oo 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 FY 2020)
oo Implement an ADA Transition Plan for facilities and programs
o Lead: ADA Coordinator, Each department head
oo 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
oo Create a downtown plan for all ages and abilities
o Lead: Planning & Development Director, Public Works Director
oo Make focused efforts on attracting and retaining affordable healthcare, childcare, adult education
opportunities, and preventative health services
o Lead: Planning & Development Director
oo 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 Strategic 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 Performance Metrics to Achieve by 2024
oo 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 15%. (Q14: 2018 = 21.9%)
oo In 2024, the number of residents who feel that opportunities to participate in community matters are good to
excellent has increased to 40% (Q6: 2018 = 34.81/o)
Action Items (through FY 2020)
oo Consider appropriate advisory committees on issues as needs arise
o Lead: Mayor
oo To address current issues, encourage and support grassroots community groups
o Lead: Mayor
oo 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
oo Continue to implement an application process for all appointed offices when vacancies arise
o Lead: Mayor
oo 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 1 Page
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
oo 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%)
oo 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 = 91.4%)
oo 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%)
oo 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)
oo 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
oo Continue to grow the City's social media presence and use it to promote resident involvement in major
policy decisions
o Lead: City Clerk
oo 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
oo Develop 5 year capital plans
o Lead: Each department head
oo Preserve interdepartmental communications and cooperation
o Lead: Mayor
oo Adhere to established budgets while ensuring that current levels of service are maintained or increased
o Lead: Each department
oo Annual review of department priorities with the City Council
o Lead: Each department head
oo 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 Plan 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.
Key Performance Metrics to Achieve by 2024
oo 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 = 89.7%)
o Emergency preparation (Q13: 2018 = 91.24%)
o Ambulance/medical/emergency services (Q13: 2018 = 92.6%)
o Fire prevention/ education (Q13: 2018 = 94.1%)
oo 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 80%. (Q15: 2018 = 70.7%)
Action Items (through FY 2020)
oo Research and implement best practice designs for water conservation in new and infill development
o Lead: Public Works Director, Planning & Development Director, City Engineer
oo Engage residents on social media about water conservation, the City's recycling program, and other efforts to
increase sustainability
o Lead: City Clerk
oo Evaluate water meter rate program
o Lead: Public Works Director
oo Continue to engage the County Commissioners in discussions regarding enhancing emergency medical
services within the City
o Lead: Mayor
oo Identify location for new fire and police facilities
o Lead: Mayor, Fire Chief, Police Chief
oo Maintain a city-wide emergency response plan, hold exercises, and publicize plans
o Lead: Fire Chief, Police Chief, IT Director
oo 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
oo Research opportunities to increase resident involvement in efforts to increase safety
o 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.
Key Performance Metrics to Achieve by 2024
oo 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%)
oo 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 = 24.81/o)
oo 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%)
oo 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 = 44.11/6)
Action Items (through FY 2020)
oo Continue to work to assist existing businesses in retention and expansion efforts
o Lead: Planning & Development Director
oo Evaluate and propose programs to improve the Yellowstone Highway corridor
o Lead: Planning & Development Director, Public Works Director, City Engineer
oo Focus economic development efforts on healthcare -related industries in conjunction with area landowners
o Lead: Planning & Development Director
oo Continue to promote the benefits of smart growth principles to developers
o Lead: Planning & Development Director
oo Continue to work closely with educational institutions serving Chubbuck residents and businesses
o Lead: Planning & Development Director, Mayor
oo 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
00 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 Metrics to Achieve by 2024
oo In 2024, 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%)
oo 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 = 29.3%)
Action Items (through FY 2020)
oo 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
oo Continue efforts to research a recreational center and develop a funding strategy
o Lead: Mayor, Public Works Director
oo Continue to expand league sports
o Lead: Parks & Recreation Superintendent
oo 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
oo Promote outdoor activities within existing city limits
o Lead: Parks & Recreation Superintendent
City of Chubbuck Strategic Plan 11 1 Page
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
oo 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 = 29.31/6)
oo 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 = 41.41/o)
oo 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 = 22.7%)
Action Items (through FY 2020)
oo 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
oo 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
oo 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
oo 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
oo Work with the Idaho Transportation Department to alleviate congestion at the Chubbuck Interchange
o Lead: Public Works Director, Planning & Development Director, City Engineer
oo 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 Page
Thriving Children and Youth
In 2024, the City of Chubbuck ensures that needs of emerging generations are met. The City works with School
District #25 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
oo 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 = 38.90/0)
oo 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%. (Q6: 2018 = 38.9%)
Action Items (through FY 2020)
oo Continue efforts to research a recreational center and develop a funding strategy
o Lead: Mayor, Public Works Director
oo 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
oo 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
oo 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
oo 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 Page
Growing 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.
Key Performance Metrics to Achieve by 2024
oo 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 = 42.9%)
oo In 2024, the number of residents feel that the city has good or excellent public places where people want to
spend time has increased to 30%. (Q8: 2018 = 17.9%)
Action Items (through FY 2020)
oo 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
oo Work with residents and others to identify opportunities to increase art and cultural activities in the City of
Chubbuck
o Lead: Planning & Development Director, Mayor
oo Develop a downtown plan with art and cultural opportunities throughout and with programmable and
programmed space
o Lead: Planning & Development Director, Public Works Director
oo 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 Page
Appendix No. 2
Questionnaire Responses: Non-Chubbuck Residents Only
City of Chubbuck Strategic Plan 16 1 Page