HomeMy WebLinkAboutDepartment Strategic Goals & ObjectivesClerk'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.
HUBBUCK POLICE DEPARTM
2023 Goals and Beyond
Work with our partners to finish remod,
Upgrade Body Worn Cameras
Remain competitive with bene
package with an increase in
health anwellness bene n'
Increase Recruitment Eff
jr
�3QgUCK P84
t.
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,
—lade\
CHUBBUCK
IQRH0
Scott Gummersall f Human Resources Director
290 E Linden Avenue
Chubbuck, ID 83202
(208) 239-3279