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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 August 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 Caption 1 - Additional Fire Station We Delayed this due to cost and personal to fill it. 2 - Purchase 50% of equipment for new ladder truck. We have about 10% 3 - Finalize new ladder truck specifications. We have been pushed back to February of 24 4 - Start training requirements for new ladder truck. 5 - Add 5 additional Pay -Call firefighters. We have added them but lost 3 additional members 6 - All full-time Firefighters to Level 2 Certification. 1 just finished 4 more still working on it. 7. Automatic Aid with Pocatello, Delayed due to staffing issues. Goals FY24 ➢ Continue working with our partners to finish our building remodel ➢ Quickly address any issues that may arise after completion ➢ ICOPA Re -certification ➢ Complete prior to certification lapse (September 2023) ➢ ICRMP insurance premium rates in mind ➢ Upgrade Body -worn Camera System ➢ Pending FY24 budget approval ➢ Remain Competitive with Benefits Package ➢ Explore potential changes to the Vehicle Use Policy ➢ Propose that officers are allowed to live 30 miles from the city limits ➢ Great officer benefit and retention tool (limited cost to the department) ➢ Stay fully staffed and explore the addition of another Corporal Detective position ➢ Criminal Investigations caseloads can be drawn out and time consuming, and the additional position is needed ➢ Working these types of cases takes a mental toll on our people ➢ Explorer Officer Mental & Physical Wellness Program Options ➢ Explorer Special Response Team (SRT) Options Public Works Department Strategic Plan Priorities 7/3/23 Our department goals are related to providing safe and adequate utilities and infrastructure 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 year's projects have been identified and will go out to bid in the next month or so with the plan to have them completed before October. We have had discussions with the Council regarding funding needs and plan to continue looking for other potential funding sources. We are waiting for the completion of the city's comprehensive plan so that we can start working through developing 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 are waiting for UPRR but are still holding out hope that the crossings will be accomplished in 2023. We are also in the process of designing two significant storm drain projects to correct problem areas that have had a negative effect on our streets and the public. We plan to complete the construction on those projects this summer and fall. Water Department We are in the process of working through our previous priority goal of defining and implementing the city's policy regarding cross -connection control related to our secondary irrigation systems. We are moving forward with our plan that was discussed with Council to hire contractors to test the existing devices and identify the deficiencies. We hope this work will be completed this summer and fall but it may extend into next year based on contractor availability. 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 currently have a consultant helping us update our facility planning study which will help define the next steps for funding and construction. The Water Department is also finishing their recent construction project of installing a new water main in Afton Place north of West Linden Ave. That project replaced an old, undersized water line with a new, larger main that will provide more fire flow for that area that is seeing development interest and growth. We're fortunate that our water department was able to do this work themselves as it saved the city significant money. 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 on track to bid this project this summer. The project is planned to take about four years to complete. The next goal out of the capital improvement plan is to design and construct the replacement of the Valenty Lift Station and to make improvements to the Ellis Lift Station. That project is currently underway and our consultant is working on the design. We plan to have the design finished later this year with construction occurring next summer. Sanitation Department The sanitation department's goal is to provide the best service possible while keeping the costs reasonable. We plan to complete a rate study starting in October to ensure that our rates are appropriate and allow us to better plan for the future. We are frequently updating our needs projections so that we can have the materials and equipment when needed. We are currently in the process of having our parking building constructed, which will allow the sanitation department to be more efficient and also better protect our equipment and vehicles. Community Services Department Action Plan for City Strategic Plan 6.15.23 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. July'23 Update: Rolled out. 9+ adopters thus far with more coming in weeky. Program is successful. 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. June '23 Update: i. The Grove properties —June council approval to highest bidder. Closing TBD. ii. Reviewing disposal of: 1. Lot 7 Block of Brookstone Estates Div. 1 2. Portion of property at the intersection of Mesuite Dr. and Adams St. 3. Park Construction: a. Downtown Park: i. 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. ii. 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. iii. Timeline: Current through 2023 construction iv. June '23 Update: Plans are being finalized. Should go out to bid very soon for completion in coming months. b. Long Park— Impact Fee Funded i. Park located south of Ellis Elementary. Construction should finish by end of this fiscal year. c. Hiram Park— Impact Fee Funded 1 i. Park located on Hiram in the Bilyeu subdivision northeast of the Chubbuck/Philbin interchange. 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. June '23 Update: Go live at end of June or early July anticipated. We were anticipating earlier but with a transition in city GIS technicians, some delay occurred with existing data transmittal to the contractor. We're progressing now, however. 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: Calendar Year 2023-2024 c. June '23 Update: Currently working with selected consultant to refine the scope of work. 16-18 month process anticipated for plan completion. 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 locations and design for CDA funded rectangular rapid flashing beacons on City streets. a. Objective: Make pedestrian safety improvements as agreed upon by the City and CDA. b. Timeline: Expect to go out to bid by end of July. 3. 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. c. June '23 Update: Anticipate that the sidewalk buffer code, which contains sidewalk standards, will be at the August LUDC public hearing and at council for review and approval shortly thereafter. Building Division 1. Implement SmartGov online permit/licensing program 2 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. Assist new Building Inspector with obtaining necessary certifications as soon as possible. a. Objective: Meet the demands of the division to provide inspections and plan reviews for all classes of permits. b. Timeline: Mid -2023 through Mid -2024 3. Reviewing applicable sections of City Code regarding building codes to ensure that city code is up-to-date with current codes. Other Duties 1. Working with Police, Fire/EMS, and Legal to determine best course of action for legislation for extended stay facilities. a. We've drafted a code based on several other ordinances from around the country and are reviewing it in detail for use in Chubbuck. Together with the Mayor, we met with the owner and manager of the existing extended stay to communicate issues the city is experiencing. The meeting also had participants from the nearby business community who vocalized their issues as well. 2. Impact Fee update for Parks, EMS, and Police per Council direction (Winter/Spring 2023). a. June '23 Update: Updated numbers sent to Zion's Public Finance who are analyzing numbers for update. Zion's requested more information over the spring and they are currently reviewing the data. I expect to have the plan draft in the coming month for review. 3. 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. June '23 Update: Street impact fees will rely on the comprehensive plan map and future plans and projections. Until the plan is done, street impact fees will be on hold. 4. CDA- dispose of urban renewal properties and close the 1992 Downtown district (FY 2023) a. June '23 Update: Second round of RFPs were successful. All 4 properties received proposals and of those, 3 have completed agreements to negotiate exclusively. Developers are now doing due diligence and are developing more formal plans to submit to the appraiser who will be doing a Fair Reuse Appraisal (unique to urban renewal disposal in Idaho). 5. Termination of the 1992 Downtown Improvement District a. June'23 Update: CDA will pass a resolution in July and then I will work with the Council to enact an ordinance thereafter to terminate the district. If the pedestrian safety improvements and other approved projects cannot be completed by end of FY23, those monies under contracts will be withheld from transmittal to the County for project completion. June '23 Items for Council Awareness: • Dept has is fully staffed and is operating well. o Parks & Recreation: We have had great success with high school aged temps this year thus far, after a rule change last year that allowed us to seek help under age 18. o Parks & Recreation: We hired 2 new full-time employees after one left last fall to go back into construction and the other transferred to the Water Department. Our 2 new employees, Natalie McHugh (mowing) and Brandon Bonner (irrigation), are working hard to learn the parks and their intricacies. After the long winter and heavy rain storms all spring, grass and weeds are growing fast and together with Cody Johnston and Aaron Schilhabel, the crew is working as hard as possible. We've had some critical mowing equipment failures this year and had to reallocate funds to purchase new equipment. o Building Inspector: Our former Permit Coordinator, Becka Sidell, passed the residential building inspector exam and with the hire of Marie Lloyd to fill the Permit Coordinator position, has moved to full-time building inspector. If you haven't met Marie or Becka, I'd encourage you to stop by the Permit Desk and introduce yourself. • Building permit numbers o Calendar Year'22: 42 new single-family residential building permits issued ('21 = 130 new SFR; '20 = 86 new SFR; '19 = 105 new SFR) ■ 72 multi -family residential units permits issued; ■ 15 new commercial permits issued o Calendar Year'23 YTD: ■ 17 single-family residential (detached) permits issued; 13 in review queue ■ 0 single-family residential (detached) permits issued; 6 in review queue ■ 116 multi -family residential units permits issued; 152 units entitled remaining at Knudsen/Hawthorne roads ■ 11 new commercial permits issued (75,791 square feet total) ■ Note: Unsurprisingly due to national interest rates, the first quarter of 2023 was very slow for new single-family residential, however, permits are picking up as of June 2023 for that class of permits and some developers who put the brakes on new single-family lots are now starting the process for new phases; unsurprisingly, they are looking at lots which will offer smaller, more affordable starter homes versus larger homes that are not appealing to many under current interest rates. 4 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 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 Strategic Goals Utility Billing 1. Streamline processes looking for efficiencies and automation opportunities. 2. Reduce paper and increase electronic filing systems. 3. Look for ways to minimize shut offs and bad debt. 4. Strive for competent and friendly customer service. 5. Increase communication between coworkers and departments. 6. Take advantage of educational and training opportunities 7. Work toward utility billing accounts being in landowner's name. Accounting 1. Update accounting and utility billing policy manuals 2. Integrate nova time and Caselle 3. Reduce paper and increase electronic filing systems. 4. Review budget process, implement 5 -year plan. 5. Foster a culture of frugality. 6. Create a safe space for all feedback. 7. Look for ways to automate. 8. Contract for Health Trust Accounting 9. Take advantage of educational and training opportunities 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 I Q A H 0 Scott Gummersall I Human Resources Director 290 E Linden Avenue Chubbuck, ID 83202 (208) 239-3279