HomeMy WebLinkAboutDepartment Strategic Goals & ObjectivesClerk's Office
l�� 290 East Linden Ave, Chubbuck, ID 83202
208.237.2430 — Fax 208.237.2409
CHUBBUCK www.CityofChubbuck.us
I D A H D
August 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
2024 GOALS
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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
GOALS FY25
Implemented Mindbase
(Officer Wellness)
Joined the STAR Team
(Southeast Idaho Special Tactics &
Response)
Explored Additional New Staff
N
Support our Human Resource
Department
• Competitive (salaries & benefits)
• If this slips, retention &
recruitment problems will follow
Plan for Organizational Growth
Police Officers (2)
Evidence Tech / Ordinance Officer (1) Officer / Population Ratio
• budget constraints in mind
GOALS
FY2 5
(lighten
overall liability)
L Explore adding a K-9 Component to
our Policing
(single purpose dogs)
Evaluate our Recruiting Strategy
(continue creating an inviting
environment)
rostering a erozessionai LL Agency
(always room for growth; up & down the
chain)
Looking Forward to our Fut-
Needs
(continuous)
Public Works Department Strategic Plan Priorities/Goals 7/12/24
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. The update on major tasks below is
intended to show what we are doing toward these overarching goals.
The Public Works Department also recognizes the importance of sharing information with residents
regarding their services. To provide citizens with timely notifications and alerts we have recently
implemented a text messaging service, TextMyGov, which allows us to easily communicate with
residents and can be isolated to a specific location. We are excited about this new service and hope our
community members find value in it.
Highways, Streets and Roads
The overall goal for Highways, Streets and Roads 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 in the process
of getting this year's project under contract. 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
for equipment and projects. We are waiting for the completion of the city's comprehensive plan so that
we can start working through developing impact fees for streets to be considered by the Council.
Other department goals include finishing the New Day Parkway and Chubbuck Road railroad crossings.
New Day Parkway roadwork has been completed and ITD is helping to finalize a contract with the
railroad. There is still a chance that the railroad crossing work could happen this year depending on
timing of the contract process. We're cautious but optimistic.
The street department is currently making improvements on New Day Parkway to prevent damage to
the landscaping from winter and spring runoff from the fields and will also have a significant storm drain
project to address flooding on Eagle Road completed this fall. Also, the Street Department will complete
a significant portion of the work to install flashing beacons for several pedestrian crossings on some of
our major streets this summer. The work that our street department can't do will be funded by the CDA.
In preparation for winter, we are also working on making changes to our Snow and Ice Removal Policy to
create a more streamlined version, and at the same time make some needed edits to the policy that
were observed during snow removal operations this past winter.
Water Deoartment
In 2023, the Water Department 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 the backflow prevention devices in a select area,
approximately 75 homes, and worked with the homeowners to get any issues corrected. Because of the
significant data and tracking requirements for this program we have implemented a software program
called AquaResource. We recently started the testing process again this year and hope to complete
testing for all of the remaining areas within the city this summer and fall. In future years it will be the
responsibility of the homeowner to have their device tested and submitted to the city.
In continuous efforts to prepare for future growth, we have been planning for 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. That study is nearly complete.
We have finished 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. We anticipate this project to be completed
in 2025. We also designed a project to replace the main water line that connects the water tanks on East
Chubbuck Road to the rest of our distribution system. That project is planned to be constructed this fall
as part of ITD's 1-15/1-86 system interchange project. Both of these projects will increase the reliability of
our water system and decrease future maintenance costs.
Finally, to stay in compliance with EPA and DEQ rules, we are nearly complete with a system -wide
inventory of the water service line materials installed throughout the city. This has included significant
document research and public outreach to determine the potential for lead components in the private
portion of the water service lines that feed homes and businesses. The preliminary inventory is due in
October, and we will continue to update it moving forward until we have a comprehensive inventory.
Wastewater Department
The Wastewater Department's major focus has been on implementing our capital improvement plan.
The first project in implementation is to clean and analyze the entire collection system. We have hired a
contractor to complete that work over the next few years. The work is currently under way at various
locations throughout the city.
Another project component 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. This project is temporarily
put on hold while we explore potential options for property acquisition.
Our crews are doing a great job at keeping the sewer system maintained and operating properly. They
perform routine maintenance and improvements to provide great service to the residents.
Sanitation Department
The Sanitation Department's goal is to provide the best service possible while keeping the costs
reasonable. We have recently contracted with a company to complete a rate study this year to ensure
that our rates are appropriate and allow us to better plan for the future. We have also asked them to
analyze the costs associated if we were to add a yard waste program to our services.
With the accelerated growth the city is experiencing, the Sanitation Department is frequently updating
needs projections so we can have the materials and equipment available when needed. This includes
sanitation trucks, residential and recycling carts, commercial dumpsters, and repair supplies.
Fleet Maintenance Department
Fleet Maintenance remains a critical function of city operations. We continue to analyze and improve
operations and department efficiencies. Late last year we implemented an electronic vehicle repair
order system to better manage costs of repairs, streamline the repair process from start to finish, and
allow us to monitor workloads for staff. We anticipate data gathered from the system to be useful for
other department operations and efficiencies as well.
GIS and Engineering
We have been aware for some time that our work order system, Mobile 311, will be obsolete at some
point in the near future. Our GIS department has been thoroughly researching alternative software
programs that are reasonable priced and will accommodate our needs. We have recently contracted
with Novo Solutions to be our replacement software and anticipate full implementation this fall.
Google Fiber and all the new developments in the city have kept our engineering department incredibly
busy. New developments require significant needs from engineering, and we are very thorough in
making sure those issues are addressed throughout the entirety of the development process.
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CHUBBUCK
1 A A H A
Memo
To: Honorable Mayor & City Council
Community Services Department
290 E Linden Ave., Chubbuck, ID 83202
208.237.2430
www.CityofChubbuck.us
From: Devin Hillam, Community Services Director 111)T7
Date: July 30, 2024
Re: Community Services' Q3 Strategies
Q3 Plan- Community Services Department
Building Division:
• Continue review and inspections
• Some large possible projects; more details hopefully coming soon
Planning & Development Divisions:
• Finalize major overhaul to Title 16- land development standards and hold study sessions with the
Council prior to approval process
• Finalize Comprehensive Plan update
• Continue review of plans and applications and shepherd them through process
• Coordinate with CDA for Urban Land Institute planning workshops to analyze downtown plans and
future growth strategies
• Coordinate regional urban renewal training to legislators (across eastern Idaho) in preparation for the
upcoming legislative session
Parks & Recreation Division:
• Continue daily and seasonal maintenance, as required
• Propose significant update to city code related to parks
• Plan for targeted, highest use of deferred maintenance monies
• Analyze existing fees and propose changes to account for costs and needs
• Analyze opportunities for contractors or temps to achieve purposes and preserve existing staff capacity
• Start planning for 2025 Recreational Season and review opportunities for future sports
• Fundraise for All -Wheels Park at Miller Park
• Work on 3P opportunities at Miller Park
• Pursue land swap of land at New Day Parkway for land north of Capell Park
• Identify and dispose of excess park property. Currently identified areas include:
o Land on west side of Brookstone St
o Land behind homes on Independence Ave. south of LDS church (south of W Chubbuck Rd)
o Land on west of Mesquite Dr at its intersection with Adams St.
C:\Users\ bowers\AppData\Local\Microsoft\Windows\INetCache\Content.Outlook\6XOLPC2U\Q3 Update to
Council 07.30.2024.docx 1
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
CommUNI
7
Accessible by
Well -Managed
Multimodal
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,
CHUBBUCK
I a A H H
Scott Gummersall I Human Resources Director
290 E Linden Avenue
Chubbuck,ID 83202
(208) 239-3279