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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 February 2024 Department Strategic Goals & Objectives CONTENTS: FY25 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 FY25 Budget Schedule January— Police, Fire/Emergency Services, Parks Capital Plans and Impact Fees. February — Discussion on Funds from the Chubbuck Development Authority Expired 1992 Urban Renewal District, and the possibility of reopening the 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 Mayor and Council Discuss policy and set priorities/goals. Incorporate any feedback from the Council. July — Adopt tentative budget July 3, 2024 Budget published July 30, 2024, and August 6, 2024. August — Budget Public Hearing August 7, 2024 Adopt Budget August 7, 2024 September — City Fees Open and True up FY24 Budget as needed 02/-. GOALS 1 Sign Automatic Aid Agreement with Pocatello Fire Station Alerting Software New Hires to Firefighter 1 Certification Set up with Idaho Surveying & Rating Bureau for new City Rating (drop to a 3) Move to Battalion Chief Model Hire 3 Additional Firefighters Receive new T ower from Pierce p0���F Goals FY24 IDAHO Foster a Professional LE Agency: • There is always room for improvement • Continued learning & training at all levels • Teach down & up the chain of command • This builds trust at all levels Fully Staffed: • We are currently down: • 1— Patrol Officer • 1— Communications Officer • Potentially 2 (pending) Adding Additional Staff: • Criminal Investigator • 5 to 4 (overcorrection) • Caseload Comparison • Mental Toll • Evidence Technician • Ordinance Officer p0���F Goals FY24 IDAHO "Mindbase" Platform: • Serious Approach: • Officer Wellness • Statistic Tracking (3 -year evaluation) Special Response Team (SRT) • Pocatello Police Department — Option Support our Human Resource Department: • Competitive (salaries & benefits) • If this slips, retention & recruitment problems with follow Plan for Future Organizational Growth: • Ofc. vs. Pop. Stats (budget constraints in mind) Public Works Department Strategic Plan Priorities/Goals 1/10/24 In Public Works, most of our goals are long-term goals and our projects often take years to complete. As a result, there is not a lot of change to our priorities and goals between reports. 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. Highways, Streets and Roads Our overall goal is to provide great service to our community while keeping our roads in good condition and well maintained. We believe this includes looking ahead and planning for the future as much as possible. The biggest single component of our overall goal is to implement and follow our pavement management plan. To accomplish this, we have created a 5 -year priority project and funding plan. Last year's project was completed in the fall and we are working to get this year's project ready to bid this spring. We have had discussions with the Council regarding funding needs and plan to continue looking for other potential funding sources for other needs as well, including equipment and projects. 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. The contractor on the New Day Parkway project is working on final punch list items. We've had recent communications with UPRR and it does appear possible that the crossing work could happen this year. We're cautious but optimistic. Our street department completed work on an important storm drain project and we are finishing design for another significant storm drain project to address flooding on Eagle Road. We plan to complete the construction on that project this summer. In addition, the Street Department is planning to complete a significant portion of the work to install flashing beacons for several pedestrian crossings on some of our major streets. The work that our street department can't do will be funded by the CDA. Water Department In 2023, we completed the first phase of our previous priority goal of defining and implementing the city's policy regarding cross -connection control related to our secondary irrigation systems. We completed the testing of all of the backflow prevention devices within the initial neighborhood and worked with the homeowners to get any issues corrected. We will continue to expand this effort and hope to complete all of the areas of concern within the city this summer and fall. The second primary goal for the water department is to be prepared for growth with our next well and storage tank, the 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. We are currently finishing the design of a water line replacement project to replace our most problematic section of water line located in Yellowstone Ave. That project will be completed in conjunction with ITD's project of replacing portions of the concrete roadway. 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 have hired a contractor to complete that work over the next few years. They intend to start this spring. 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 are still working on the property acquisition which has delayed the project a little. We plan to finish the design of both projects this year. 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 this year 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. Last year, the parking buildings were constructed and are currently being used. Community Services Department Action Plan 1.18.24 Parks Division 1. Review existing by-laws and practices and prepare baseball/softball/t-ball leagues, prepare league leadership, and follow formal processes for procurement for upcoming season. a. To ensure that the practices of the leagues are aligned with budgets, codes, national practices, has buy -in from league leadership, and work towards a more sustainable program b. November'23 - Ongoing 2. Sell certain unused/unusable/difficult to maintain city owned or maintained properties. a. Remove city obligations and responsibilities for lands to ease burdens on department and in some circumstances, place property back on the tax rolls. i. Small property at Adams St. and Mesquite Dr. 1. Needs: Need QBS process adopted for <$50k, obtain survey of non - ROW, commence formal disposal process per Idaho Code ii. Brookstone "park" area- West side of Brookstone St. 1. Needs: Review system stormwater capacity with City Engineer and determine whether improvements would be needed to control stormwater if sold; if none, proceed with formal disposal process. 3. All -wheels Park. a. Continue design and planning- Initial phase will need to construct parking lot, 2 stall unisex bathroom, and likely some portions of the all -wheels park features. b. Continue seeking outside funding L Several possible donors have been informed about the project and we'll continue to work with them. c. Timeline is ongoing 4. Budget requests from returned 1992 plan monies. a. Playground surfacing renovation b. Add a side-by-side to parks equipment for snow removal, weed control, etc. c. Add ADA access where not available to playgrounds in the city 5. Miller Park Master Planning a. Needs: Need QBS process adopted for <$50k, due to project size, find contractor to do public outreach, create park plan alternatives and renderings, and create a final plan with detailed phasing plans, and provide a guide to the city to understand ongoing maintenance costs. Planning process will involve working with community groups to ensure that needs of the community are met and that outside groups are vested in the construction projects, hopefully as ongoing partners. 6. Update Park Inventory and provide detailed maintenance costing analysis of every park improvement Planning Division 1 1. Update the Comprehensive Plan. a. The Plan is over 20 years old and while we believe its policies and goals are still valid, the community has changed substantially since the Plan was adopted and a new Plan is underway with substantial public input. b. Timeline is FY2023-2024 Development Services Division 1. Title 16 overhaul. a. Make operations for city more effective and efficient and create better policies for the city and its residents long-term. b. Fall 2022 through 2024; this project is substantial, and we're reviewing existing and future drafts along with Public Works to address the law of unintended consequences and working with stakeholders for technical feedback. Building Division 1. Continue to implement SmartGov online permit/licensing program, and work with Finance and IT to get online payments working. a. Make operations for city and for our stakeholders more effective and efficient. Allow for online applications, transparent reviews, and online inspections. b. Timeline is ongoing January `24 Items for Council Awareness: • Building permit numbers for calendar year'23 were as follows: 0 18 commercial building permits were issued including 11 new construction permits, 4 tenant improvement permits, and 3 commercial addition permits, all equaling a combined $9.6 million in calculated valuation (for permitting purposes). 0 220 new multi -family units were permitted with a calculated valuation (for permitting purposes) of $30.3 million. 0 51 new single-family dwellings were issued. Early 2023 was slow for new permits but the number increased after May. In comparison, 42 SFD permits were issued in 2022 and 130 were issued in 2021. Total calculated valuation (for permitting purposes) was $9 million. • The Chubbuck Development Authority is continuing with the process to dispose of its properties from the 1992 Plan. o The process has been slower than anticipated due to the unique nature of the fair re- use appraisals. o The final agreement was signed for the former Parrish Warehouse at 339 E. Chubbuck Road but then on 1/7/24, the building was a total loss due to a fire. The building was insured and we are working with ICRMP for a resolution. The developers with whom the CDA entered into a disposal agreement have agreed that they wish the transfer of property to continue despite the catastrophe. 2 o The appraisal was just received back for 152 Evans and the CDA will be working with the developer to create a disposal agreement. o The appraisal for the lot across the street of City Hall is not completed yet. This lot's preferred developer is SICOG, who will construct a business incubator center in partnership with the EDA and ISU, and the building will serve to house some of SICOG's staff. 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. Move from Paper to Electronic Forms. 2. Organize & Automate Electronic Record Keeping in each Department. 3. Scan Commercial Construction Plans into Laserfiche. 4. 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 1. CommUNITY` Accessible by Multimodal Well -Managed Government Transportation Healthy Safe and Residents Prepared Strong Community Economy City of Chubbuck Department Goals 2024 Utility Billing 1. Work toward better customer service with a focus on communication. Customer service will always be the number one goal of Utility Billing. Last year there was a focus on automation. This year's focus will be real time. Customers that come through the door and other departments within the city organization should have a positive experience when interacting with the City's Utility Billing Department. The Utility Billing Department wants to be known as effective communicators. 2. Streamline process to be more efficient and more customer friendly, Last year's focus was on account set up, the 2024 focus will be on the meter proof process. 3. Continue to leverage electronic processes over paper processes. This includes encouraging electronic pay with Customers and internal processes between on the ground operations and the billing office. 4. 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. 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" b. Work toward City priorities asset by Mayor and Council c. Ensure the process includes time for review and feedback d. Provide support to departments if requested 2. Finish the integration of Caselle and Nova Time. Help finalize the integration of Caselle and SmartGov 3. Work toward independent Treasury account reconciliations 4. Help in implementing a Highway, Streets and Roads impact fee. This has been discussed and hopefully will remain an item of discussion. 5. Conduct an annual update of the City's accounting policy manual. This manual is a living document and currently reflects the accounting policies of the City of Chubbuck's accounting department. Over time there will be changes and additions as we strive to continually improve our process. 6. Continue to look for ways to encourage vendors to participate in electronic payments additional Goals for 2024 -Timely reports including accounts payable, payroll, cash, and reconciliation. -Maintain all records scanned into LaserFiche including utility billing, accounts payable, payroll and financial accounting. -Advanced Caselle training for utility billing, accounts payable, payroll and financial accounting. 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 2024 • 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 processes. • Continue to manage compensation 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. Thanks, 4�04-\- CHUBBUCK I a A H H Scott Gummersall I Human Resources Director 290 E Linden Avenue Chubbuck,ID 83202 (208) 239-3279