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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 February 2025 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 FY26 Budget Schedule January — Discuss mayor and council salaries as required by city code 2.04.010 February — Review Impact Fee Committee recommendations on Police, Fire/Emergency Services, Parks Capital Plans and Impact Fees. 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 2, 2025 Budget published July 29, 2025 and August 5, 2025. August — Budget Public Hearing August 6, 2025 August Adopt Budget August 6, 2025 September — City Fees 21 I.1 win i� I r • r T J4 Fs —%b . A 1 / 1 ar(;Hu Buc, Ic �R.t `� FIRE EMS z� ZVI �' { - A - _ �� - I � •' Til ��� : i Ti i ■�ir(lfh�d111 13 R 1 �I . ■I Qf !/ '. `. _ j .; 1 f. f WN IAi a .s. r ii ' . S �:: �■.■� . ; �2,�`�` L's���,l. T r 1 �r R Y C • Zt• a J[:J R 11_/J. 1 /rl �� � � '�.�CF � l43•ffcG Y � Js 7l � - � p I.. _ I � . - 1 `I , - - .. . H r n i elf,!� - J 0 yy4J . • a . • i j j�Y y��%�Jr.�� L � I • L'� •�i•�i i•L's'•,ti S'oi• +q �fi �`'h. r _ __ V � � _ �� _. I ■ i� {� 11 Ar ■ Jw •v f{% — r r I �• Y etu 1_ s.4 �I '� ► r 11 I ■ ■ ■ L • 1 n� - -- r■ Continue working on Automatic Aid Agreement with Pocatello Fire Continue to explore ways to build Station 2 Station Alerting Software New Hires to Firefighter 1 Certification Work with current staff for Company Level Training Set up with Idaho Surveying & Rating Bureau for new City Rating (drop to a 3) Add additional 5 pay -call members Place Truck 12 into service Remove 3 vehicles from service 301, 302, & 304 C K 15-74 IDAHO FY26 STRATEGIC GOALS & OBJECTIVES FY25 Accomplishments • Staff Additions - Police Officers (2) • Evidence Tech / Ordinance Officer (1) - dual position • Ongoing funding for joining the Southeast Idaho Special Tactics and Response (STAR) team • $10,000.00 (annually) • A real answer to help address any critical incident(s) within the City of Chubbuck Law Enforcement Applicant Numbers are Up 0 People are taking auout the potential of our agency FY26 STRATEGIC GOALS & OBJECTIVES Lookina Forward to FY26 • Operational Budget Increase Cost of conducting busir«:ss is going up • K-9 Program Implementation Become a more self-sufficient and professional Law Enforcement Agency More opportunity within the department (similar to joining STAR) • Staffing Needs • Officer Administrator (1) • Doing a lot with a little (similar to last years Evidence Tech / Ordinance Officer position) Police Officers (1) 0 Potential School Resource Officer (PV -TEC) Public Works Department Strategic Plan Priorities/Goals 1/21/2025 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. In 2024 the Public Works Department implemented TextMyGov (TMG) to quickly and effectively communicate with our residents. To date we have sent 99,122 messages and have approximately 3,000 subscribers. Residents as well as city staff have recognized the benefit of the service already. Residents get timely notifications about issues that directly impact them which in turn reduces calls to the city. We utilized TMG for street maintenance/road closures, water line repairs, changes to sanitation routes for holidays, Christmas tree pick up and extra holiday trash collection. It has been an incredibly useful platform. We intend to continue utilizing this service whenever possible for all Public Works services. Hiehways. 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 are following our 5 -year priority project and funding plan. In 2024 we completed the City's largest micro surfacing project to date — which was a total of 267,189 square yards. We also completed a large mill and overlay project which was a total of 10,773 square yards. With those projects, we invested over $1 million in 2024 for pavement maintenance. We plan to continue street improvements in 2025 with additional micro surfacing and mill and overlay projects. 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. ITD is helping push UPRR to finalize a contract and schedule the work. In 2024 the Street Department made improvements to New Day Parkway to prevent damage to the landscaping from winter and spring runoff from the fields. Crews cleaned out the ponds at the top of New Day and piped them all to combat erosion and address overflow. They also put in additional landscaping and catch basins. Street crews also completed a significant storm drain project on Eagle Road near the end of 2024 and also completed installation of flashing beacons for pedestrian crossings on several of our major streets. Lastly, we have updated our Snow Removal Policy to create a less complicated version and address some issues that were noticed during snow removal operations at the end of 2023. Water Department In 2023, the Water Department completed the first phase of defining and implementing the city's policy regarding cross -connection control related to our secondary irrigation systems. In 2024 we continued our efforts to identify all homes in the city with potential cross connections. So far we have been able to inventory 1,012 homes (of these there are 196 known backflow devices) and have successfully remedied any issues. Going forward homeowners with backflow devices are required to complete and submit annual tests to the City. We will continue to track and monitor these homes using our Aqua Resource software. Until residents become familiar with the program we anticipate needing to send several reminders and do thorough checks to ensure compliance. In continuous efforts to prepare for future growth, we have been planning for our next well and storage tank, the Well 7 complex. We recently completed the update to our facility planning study which will help define the next steps for funding and construction. We have finished the design of a water line 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 believe ITD has postponed that project until 2026. The installation of a new, larger main water line that connects the water tanks on East Chubbuck Road to the rest of our distribution system is currently underway and will be complete this winter or early spring. We are also working to finalize an in-house design for the replacement of our waterline in Yellowstone Ave. that will be installed with ITD's Yellowstone widening project that will extend through the Yellowstone/New Day Parkway/Siphon Road intersection. All of these projects are taking advantage of ITD's road projects to minimize construction costs and increase the reliability of our water system and decrease future maintenance costs. We are continuing our efforts to complete a system -wide inventory of the water service line materials installed throughout the city that has been required of all water systems by DEQ. 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. We submitted a preliminary inventory in October 2024 and are continually updating information as it is received. 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 completed the first phase of this in 2024. The Contractor will return in the summer/fall of 2025 to complete the next phase. 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 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 are currently working with FCS to complete a rate study 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. We anticipate the study will be completed this fall. 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. We are currently working to make improvements to the repair order system to improve effectiveness and ensure usable data is available. GIS and Engineering Public Works' new work order and asset management system, Novo Gov has been successfully implemented throughout Public Works departments and after minor, expected hiccups, crews are adapting to the new software well. We are looking into other areas where the software may be useful. 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 in conjunction with the Development Services Division throughout the entirety of the development process. 440d,t\ CHUBBUCK 1 0 0 H 0 Memo To: Honorable Mayor & City Council From: Devin Hillam, Community Services Director Date: January 28, 2025 Community Services Department 290 E Linden Ave., Chubbuck, ID 83202 208.237.2430 www.CityofChubbuck.us Re: Community Services' Operational Planning - First Half of 2025 Plan Community Services' First Half of 2025 Plan is as follows: Building Division: • Continue review and inspections of permits • 2025 will likely have numerous projects including: large-scale demolitions and big box construction, numerous multi -family projects, several new or expanded healthcare facilities, new restaurants, new light industrial, etc. Planning & Development Divisions: • Finalize major overhaul to Title 16- land development standards and hold study sessions with the Council. We are wrapping up these proposals with Public Works right now and hope to start the study sessions to review them in March 2025. This has been a multi-year update to ensure that all considerations are given towards future implications. • Discuss roadway opportunities with Tree Valley landowners and work towards a solution that is tied with the upcoming development; in the evening on January 22"d, Councilmember Heiner and I met with all but one of the affected property owners and all indicated that they'd support deeding property to the city in exchange for roadway construction. • Finalize Comprehensive Plan update — Survey is out to the public right now for feedback on draft; upcoming months will include study sessions and hearings with LUDC & Council • Coordinate with CDA to discuss how to implement recommendations from the ULI TAP Study o Report is available here: https://knowledge.uli.org/reports/tap/2024/chubbuck-idaho- gateways-to-growth o My major project recommendation via a new urban renewal district: Landscaped median on Yellowstone Ave. ■ Currently starting discussions with SICOG to pursue a 2025 CDBG Downtown grant to fund first phase of landscaped median on Yellowstone Ave. • Continue review of plans and applications and shepherd them through process Present and become involved with community groups who are interested in bettering the community through partnerships; groups include: Portneuf Health Trust, Greenway Foundation, Portneuf Valley Partners, Pocatello Trails Committee, etc. B:\Community Services\Director\Reports to Council\January Update to Council-01.28.2025.docx • Working with an ISU grad student intern to perform a county -wide tax value per acre analysis to determine long-term financial stability through lot sizes; initial data strongly supports smaller lots versus larger lots (1+ acre). When data assembled, plan to help educate upcoming discussions with County regarding the Area of City Impact updates between County and City. • Promote regional planning and economic development through upcoming Bannock Development rebranding and marketing plan • Hold Impact Fee committee meeting in February to review the annual report and make recommendations to the Council afterwards. Parks & Recreation Division: • Continue daily and seasonal maintenance, as required • Continue to implement new software system which will allow for online league registration, event registration (like Chubbuck Days), sponsorship donations, facility reservations and requests, etc. • Baseball / Softball /T -ball Registrations are currently open. • Work with league commissions to promote establishment of a separate non -city involved Foundation to assist with special improvement funding at ball fields. The groups are interested in holding fundraisers for scholarships and improvements but at the staff level, we believe it would be best if those were held by a nonprofit organization who then could dedicate funding as desired (similar to how the Portneuf Greenway Foundation funds certain path improvements). • Install signs with new standards from the city code update in all parks • Plan and act for 2025 parks maintenance including: o Replace Hiram Park turf — soil test to verify nutrients and likely replace existing grass with sod o Replacing sections of pathway in several areas o Sealing large amounts of pathways to prolong life of pathways; ; likely will purchase trailer and equipment for this and seal coat together with Streets in order to save tens of thousands of dollars versus contracting out o Replacing numerous aged playground surfaces o Tennis court resurfacing proposals and possibly Mary's Park court resurfacing o Dandelion spraying o Sterilize areas for weed control o Finalize leveling of ballfield surfaces and remove sections of overhanding backstops • Analyze opportunities for contractors or temps to achieve purposes and preserve existing staff capacity o Planning to attend high school job fairs to recruit temps- part-time and full-time • Stand up educational courses: o I will likely teach an Intro to Photography course through the Parks & Rec department and ask that the Council commit generated all registration funds to recreational programs or events. Several city employees are interested in educational courses — without any additional instructor payments — in order to build resident opportunities in Chubbuck; we'd like the ability for them to do so and then work with the department director to allocate the portion of the registration that would otherwise be an "instructor's fee" towards a program or improvement at the City (buy a tree for a park, fund scholarship for rec programs for kids in need, donate towards an event, etc.) B:\Community Services\Director\Reports to Council\January Update to Council-01.28.2025.docx o We are working with outside individuals to start forming additional educational courses that can be taught at City Hall or elsewhere in order to provide local opportunities for our residents and to activate spaces in and around City Hall. Possibilities that we're reviewing include a fly fishing/casting course, a fly -tying course, yoga course(s), additional photography course(s), etc. • Work with donors to establish an ongoing photo or art competition featuring local artists, with winners' art/photos to be displayed at City Hall • Work through legal framework and plans for private -public partnership at Miller Park; hold community open house in April to get input on proposed improvements • Planning for Movies in the Park and Chubbuck Days • 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. • Continue to work obtaining a property used as roadway on Hiline, which is not in City's name currently B:\Community Services\Director\Reports to Council\January Update to Council_01.28.2025.docx 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. 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. 01 Vibrant and Aesthetic Growing Arts Neighborhoods Diverse, and Cultural Inclusive and Opportunities Unified Thriving Youth Promotes and Children Participatory Governance Our 1W CommUNITY Accessible by Multimodal Well -Managed Transportation Government Healthy Safe and Residents Prepared Strong Community Economy City of Chubbuck Department Goals 2025 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. Focus on both automation and 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 the meter proof process, this year's focus will be helping to streamline sanitation requests with both citizen and coworker. 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 2025 Accounting Goals 1. Continue to review and improve 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. Complete the Financial Reports in a timely manner and ensure integrity in financial reporting as shown by a clean audit. 3. Finish the integration of Caselle and Nova Time. Help finalize the integration of Caselle and SmartGov 4. Work toward independent Treasury account reconciliations 5. Help in implementing a Highway, Streets and Roads impact fee. This has been discussed and hopefully will remain an item of discussion. 6. 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. 7. Continue to look for ways to encourage vendors to participate in electronic payments additional Goals for 2025 -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 Goals for 2025 • Continue to support a culture of employee engagement by providing information, resources and services which promote collaboration, connection, and a sincere 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 to 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.