Service Level Report - City of Pocatello

Service Level Report

FY21 Inputs & Outputs Tabulated & Considered in FY23 Budget Process

City Wide Analysis Department Service Summaries Inputs, Outputs, Efficiency, Effectiveness and Results for city operations in 31 departments in six program areas for the city’s 2021 fiscal year Oct 1, 2020 thru Sept 30, 2021. This report is available on the internet at the City of Pocatello website: www.pocatello.us under the Finance Department webpage or in the Archive Center.

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Table of Contents

City-Wide All Program Areas ............................................................................................................... 10 Public Safety Program Area .................................................................................................................. 12

Ambulance Department ........................................................................................................................................................ 13

Animal Services Department ................................................................................................................................................. 26

Building Department ............................................................................................................................................................. 28

Fire Department .................................................................................................................................................................... 30

Police Department ................................................................................................................................................................. 40

Environmental Health Program Area .................................................................................................. 54 Fleet Services ......................................................................................................................................................................... 55

Public Works Department ..................................................................................................................................................... 57

Sanitation Department .......................................................................................................................................................... 60

Science & Environment Division ............................................................................................................................................ 62

Utility Billing Department ...................................................................................................................................................... 65

Water Department ................................................................................................................................................................ 67

Water Pollution Control Department .................................................................................................................................... 70

Transportation Program Area............................................................................................................... 73 Airport Department ............................................................................................................................................................... 74

Public Transit Department ..................................................................................................................................................... 78

Street Department ................................................................................................................................................................. 80

Cultural, Recreational & Educational Program Area ........................................................................ 83 Cemetery Department ........................................................................................................................................................... 84

Marshall Public Library .......................................................................................................................................................... 88

Parks Department ................................................................................................................................................................. 90

Parks Administration Department ......................................................................................................................................... 94

Recreation Fund .................................................................................................................................................................... 96

Zoo Department .................................................................................................................................................................. 101

Effective Administration Program Area ............................................................................................ 104 City Hall (Custodial) Department ......................................................................................................................................... 105

Finance Department ............................................................................................................................................................ 107

Human Resources Department ........................................................................................................................................... 109

Information Technology Department .................................................................................................................................. 111

Legal Department ................................................................................................................................................................ 116

Liability & Risk Management Department .......................................................................................................................... 118

Mayor & Council Department ............................................................................................................................................. 121

Neighborhood Quality Program Area ................................................................................................ 123 Engineering Department & Geographic Information Systems (GIS) .................................................................................... 124

CDBG Entitlement Programs ............................................................................................................................................... 131

Planning & Development Services Division.......................................................................................................................... 136

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INTRODUCTION

Purpose and Scope

General. This is the sixteenth year that the City of Pocatello, Idaho produced a formal service level report, under the overall guidance of the Chief Financial Officer. The goal is to examine each department with an objective measurement of inputs, outputs, efficiency, effectiveness and overall outcome. Department heads also addressed their issues and concerns as we move into next year’s budget. Information and insights from this project serve two purposes. First, it is additional accountability to our citizens. While we produce an audited financial report, citizens also need to know what we accomplished with the money. They also need to be aware of trends and issues involved with their city services. Second, the Council will use the information as a complement to the FY23 budget development. Resources may shift based on service level situations. Content. The report consists of two sections: Introduction. Notes on purpose, scope and methodology. Service Summary Reports. 2-4 page summaries of 31 departments & funds, organized into six program areas.

Mission of the department Inputs, including 5-year trend with real purchasing power analysis Outputs FY 2021 totals Measures of effectiveness, outcomes and results (varied, but generally a summary of

accomplishments and assessment compared to similar communities) Explanatory Factors (assessment of environmental or other factors that may impact

the activity significantly compared to other communities) Issues & Concerns: Topics that the department head is concerned about going

forward What is included. The departments and funds that have tax dollars and employees are analyzed in this report. Although there is no analysis of inputs for funds and departments that do not have employees, the outputs (expenditures) for those departments are included in this report as other services. Uses and Cautions. Readers will obtain a useful overview of the activity of City departments and their relative efficiency and effectiveness. “Best in Class” municipalities institutionalize some degree of performance measurement and comparison. Although it is useful to know how we compare to other communities, caution is warranted. Every community is unique. Weather and topography play a role, as one would not expect street maintenance expenses in the Northern Rockies to compare to the desert Southwest. Community demographics, including age, education and income levels differ. Existing infrastructure conditions are important. Communities differ in their governmental structure with some cities providing services that are performed by county or district governments in others or the private sector. Most importantly, communities differ in the choices and preferences that their citizens express over the years. Some communities may like parks and spend more than average on them. That’s not good or bad – it is just that community’s preference. The cautions are many, but in the end, it still proves useful to know roughly how we compare, where we have been and where we are as guideposts to help set our future course.

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Accuracy. Every effort has been made to provide accurate information and each department attested to accuracy of data provided. The financial data is drawn from the city’s financial records, which were audited by the same independent CPA firm that audits our Comprehensive Annual Financial Report (CAFR). However, the service level output (#of service calls, etc.) is obtained from each department. Where applicable, that data is verified by independent agencies peculiar to the department (Transit Triennial Review from the Federal Department of Transportation, Police certification review from Commission on Law Enforcement Accreditation, etc.). Each department approved the related executive summaries contained in this report. Notes on Measurement Focus and Basis of Accounting. The financial data is presented with a measurement focus of “current financial resources” and a “modified accrual” basis of accounting. This is the same basis that we use in our financial statements for governmental activities. It differs from the “full accrual” basis that we use in our financial statements for our business-like activities (Sanitation, Water, Water Pollution Control, Ambulance, Utility Billing and Information Technology). The main difference is how we account for capital assets. In accrual basis, capital assets are consumed over their useful lives. Thus, for these business-like activities in our financial reports we report depreciation rather than the cash dollars expensed on capital goods. Accrual basis gives the best picture of long-run economic use of resources and is suited to business-like activities for financial reporting purposes. But we judged it less suitable for a performance report. Here we are concerned with current levels of service (number of calls, miles of street paved, current crime rate, etc.). It makes sense to consider this year’s current use of available resources to produce that level of service, whether that was in governmental activities (i.e. Police) or business-like activities (i.e. Water). Thus, we elected to use a modified accrual basis of accounting throughout. Notes on Presentation. Financial data is presented for prior years beginning in FY17 through FY21. These are actual expenditures. We also present the budgeted expenditures for FY22. Expenditures are grouped into three categories: Labor, Operating and Capital. Total expenditures are further analyzed and graphed by real purchasing power measured in FY17 dollars. FY18 and subsequent year dollars are deflated by the Consumer Price Index – All Urban Consumers as of October in the year being deflated. Municipal inflation does not track exactly with the Consumer Price Index (CPI), particularly in construction activities. However, it is a widely recognized and available method to roughly account for price inflation. Activities that show growth in nominal dollars but declines in real dollars are situations where the budget has grown, but not enough to keep up with inflation. The impact of inflation is illustrated by the following graph:

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Inflation per the CPI at the end of FY21 (October 2017, beginning of FY21) is up 12.11% vs. FY17, at an average pace of 2.42% per year. In addition to keeping up with inflation, city activities have to keep up with real growth in the community. The most common metric for measuring growth is population, as measured by annual population estimates provided by the US Census Bureau. As is the case with the CPI, census population estimates are imperfect. First, they lag by at least one year. Second, like many cities, Pocatello has a “daytime” population that exceeds our residential population as people commute into the city for school, work or commerce. Finally, city services grow roughly in concert with population, but it varies with the activity. It’s only a rough guide as to what might be appropriate real growth in an activity and in some cases it is very rough.

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“FTE” means full-time equivalent employees. Many activities use some part-time employees or half-time employees. The use of FTEs converts their contributions into full-time employee equivalents where a full-time employee is working a normal 40-hour week. Notes on Comparisons. Human Resources has made an effort to compare staffing levels with other cities. Since communities are unique, this is difficult to do, but most citizens still want to know how we compare. Pocatello (pop. 57,947) is the fifth largest city in the state of Idaho, behind Boise (pop. 229,993), Meridian (pop. 129,555), Nampa (pop. 105,405), and Idaho Falls (pop. 64,618). Generally, Nampa, Meridian and Idaho Falls are the most comparable communities within the state, but some other cities offer useful comparisons. For example, Chubbuck (pop. 16,268) is immediately adjacent to Pocatello and hence has interest to local citizens in some service areas (water rates, etc.) even though it is about 1/4 the size. All population figures for Pocatello are per the April 1, 2020 census estimates. 2021 totals for Pocatello and surrounding areas are estimates from https://worldpopulationreview.com. Acknowledgements. Any project of this size is necessarily a collaborative effort amongst all City departments. Thanks are extended to all the departments, administrative staff and everyone who helped research, collate, measure, estimate and think about all of this. Respectfully, Brandy Myers Accountant

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COMMUNITY PROFILE

Population (July 1, 2019 Census estimate): 57,947 Neighboring Communities: City of Chubbuck (population 16,268) Location: Southeast Idaho, approximately 2 hours travel time north of Salt Lake City, Utah Elevation: 4,448 feet above sea level Climate: Semi-arid 4-season climate with annual precipitation around 13 inches. Summer average temperature is 77 degrees, winter average 42 degrees. Nickname: “The Gate City” (gateway to the Pacific Northwest) History: Founded as a railroad junction on the Oregon Shortline (now Union Pacific) in 1889. Major Employers: Idaho State University, School District #25, Portneuf Medical Center, ON Semiconductor, City of Pocatello, Convergys, Idaho Central Credit Union, Bannock County Government, Varsity Contractors, and Amy’s Kitchen. Form of Government: Mayor / Council City Government Annual Budget (amended): $137,655,766 (FY21 budget)

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City Map

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City Mission Statement

Pocatello is a vibrant community promoting a high quality of life through innovation, growth, respect, inclusiveness and pride in who we are.

Value Statements

We serve with patience, humility and respect.

We promote and engage in open dialogue.

We treat fellow employees and citizens with compassion and empathy.

We act with integrity, honesty and fairness.

We commit to creativity and embracing possibilities.

We lead with conviction and passion.

We demonstrate pride in our community.

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FY21 Service Summary

City-Wide All Program Areas

Principal Program Areas & FY21 Dollars: City-Wide All Program Areas: $137,655,766

2021 Actual

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Program Areas presented in real FY17 purchasing power

FY17 to FY21 % five- year change in real purchasing power by Program Area

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Public Safety Program Area

Principal Funds and Departments & FY21 Dollars: $27,683,536

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FY21 Service Summary Bannock County Ambulance District

Ambulance Department

Mission: Our mission is to help people. We are dedicated to preserving life and property through prevention and professional, compassionate response. FY21 Departmental Goals:

Evaluate and update performance measures within Tenzinga for each administrative position. ‐ COMPLETE Remount one frontline ambulances per long‐term replacement plan and agreement. ‐ COMPLETE Assistance to Firefighter Grant: apply for new ambulance, paramedic training for EMS. – APPLIED,

UNSUCCESSFUL Idaho EMS Grant for an Ambulance and Power Loader System. – COMPLETE, RECEIVED GRANT Certified Ambulance Documentation Specialist, CADS, course for all personnel. – IN PROCESS Certified Ambulance Coder, CAC, certification for all full‐time billing staff. – COMPLETE

Implement & Obtain Idaho TSE EMS Designation. ‐ IN PROCESS Support Pro QA ACE accreditation for dispatch. ‐ IN PROCESS, EXPECTED COMPLETION FY22 Establish a financial assistance program. ‐ IN PROCESS Revise & update the department 5yr strategic plan. ‐ IN PROCESS

Key Accomplishments FY21:

Grants – Awarded Idaho EMS Grants for one new ambulance ($120,000) and a Zoll Monitor ($22,500). CARES Act Funding – Purchase ($92,359) of 6 LUCAS devices for ambulance units.

Training ‐ 9507 training hours recorded, 8 promotions/Step‐up qualifications and 7 new hires.

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Key Services Provided:

Emergency Response Emergency Mitigation & Community Outreach Medical billing Administration & Support

Ambulance Fleet

Type of class of vehicles

Frontline Apparatus

Reserve Apparatus

Ambulance for transport and/or emergency response

6 5

Bariatric ambulances 0 1

Community Description

Jurisdiction served County Type of response areas for Bannock County

Response area percentage

Type of community served

Urban Residential 8%

Square mileage of first due response zone/jurisdiction served

1147 sq. miles Commercial & Industrial 6% Agriculture/wildland/open space/undeveloped property

86%

COVID-19 PANDEMIC RESPONSE

The BCAD first responders continued to provide medical care and transports throughout the COVID-19 Pandemic. There was a significant impact throughout Bannock County with 12,296 cases reported and 158 total deaths and the end of FY2021 in September. As new variants of the COVID-19 virus circulated through our communities, the first responders used a layered defense model to protect themselves and those they cared for. There was an increased requirement for Personal Protection Equipment (PPE) on all calls, infection control measures expanded, and implementing workplace protection by restricting exposures throughout the stations including isolating or quarantine with confirmed cases. The training and prevention schedules scaled back and canceled public tours and events. The department utilized Zoom meetings and social distancing measures to continue do to do outreach and attend online training sessions whenever possible.

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FY21 Input Summary:

Money

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET AMBULANCE

Labor 2,842,341 2,882,638 2,882,203 2,873,381 3,146,086 3,279,789 Operating 371,739 476,459 556,043 439,473 344,101 492,860 Capital

Xfer/Interfund 106,889 112123 123770 Total 3,214,080 3,359,097 3,438,246 3,419,743 3,602,310 3,896,419 CPI 246.663 252.885 257.346 260.388 276.532

Real FY17 $ 3,214,080 3,276,450 3,295,517 3,239,489 3,213,214

% Change in Real

FY17 $, FY17‐FY21 ‐0.03%

People

Ambulance

FY16

FY17

FY18

FY19

FY20

FY21 FY16‐FY21 Change

Full Time 21 21 21 22 22 23 2

Staffing Summary (FIRE & EMS)

Fire Budget EMS Budget Fire Budget 67% / EMS Budget 33% 2 Battalion Chiefs* 1 Battalion Chiefs* 1 Fire Chief 15 Captains* 18 Paramedics* 2 Assistant Fire Chiefs 15 Driver Operators* 1 Division Training Fire Chief 25 Firefighter/EMTs* 2 Firefighter/EMTs* 1 Community Risk Reduction Specialist 1 Fire Prevention Captain 1 Emergency Vehicle Technician(EVT) 1 Fire Inspector 3 Ambulance Billing Staff (2

Full Time; 1 Part Time) 3 Administrative Staff

Total Employees: 91 Full time and 1 Part time *Line Personnel: 3 Platoon schedule; 26 positions per platoon

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FY21 Output Summary

Total PT Contact for Billing

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EMS Rescue Incidents

2021 Calls by Level of Care 2% OOT TXFR

0% Spec Care TXP

0%

28% ASL 1

45% NO TXP

23% BLS

NO TXP BLS ASL 1 ALS 2 OOT TXFR SPEC CARE TXP

ALS and BLS billable transports account for a combined 52.7% of

EMS calls. No Transports account for 44.7%.

Out of Town Transfers represent 2.0% of all

calls. Less than 1% of our responses are

Standbys at events.

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TXFR Ambulance Calls

Responses by Frontline Units

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Collections Rates Explanatory Factors:

Call Volume Call Volume – 2021 is the highest call volume on record. Overall, FY21’s total call volume exceeded 2020 by 506 total calls.

Fee Revenue ‐ Fee revenue accounts for approximately 50% of the EMS budget. Actual fee revenue has historically exceeded budgeted. The Ambulance District billing staff must keep up with the complexities of insurance billing and collection processes to maximize the revenue for the district. The addition of a full‐time billing and coding clerk in 2021 enhanced that ability.

Prevention Efforts ‐ Efforts to reduce the utilization of EMS for non‐emergent issues has been very successful. Our efforts to reduce this demand, through our Assisted Living Protocol, Elder Fall Prevention Program, Operation Red File and “When to Call” appear to have positively impacted our increasing call volume and help alleviate the demand on our service. We are confident that without these efforts call volume would have been much greater.

No Transport Calls ‐ Steadily climbed from 33.9% in 2004 to a high of 44.7% in 2021. It is uncertain if the No Transport Call volume is directly related to the COVID‐19 pandemic or if there are other contributing factors.

Training – During the pandemic training hours were reduced dramatically because of the limits on gatherings and travel. The PFD addressed some of those factors with an increase in computer mediated training on Zoom and other online platforms throughout FY21.

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Issues, Concerns, Future Opportunities:

Training – The most consistent and cost effective method of training is conducted while members are on shift. The shift time available for training is declining with the high call volume. Training is required for maintaining proficiency.

Recruitment and Retention of Volunteers in South County – Rural agencies have struggled to recruit and retain EMS volunteers. This is a necessary service for South County and we will continue to provide support and evaluate options to insure its success.

GEMT – During the 2022 legislative session, S1283 was passed. This legislation will lead to additional funding to support our EMS response as part of the federal Medicaid Program.

Deployments – Five wildland deployments involved EMS resources and resulted in $120,190 in fee revenue. The net revenue to the Ambulance District Budget was $35,536.

Contact: Ryan O’Hearn | Fire Chief | (208) 234-6201 | [email protected]

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Animal Services Department

Mission: To Ensure Public Safety & Welfare of Animals. FY21 Input Summary:

Animal Services Staffing:

FY21: 13 Staff members

FY21 Output Summary: Animal Statistics

Animal intakes: Dogs 907, Puppy 81, Cats 850, Kittens 438, Other 82 Adoptions: Dogs 425, Puppy 59, Cat 282, Kittens 270, Other 25 Returned to owner: Dogs 325, Puppy 13, Cat 24, Kitten 1, Other 12 Transferred: Dogs 42, Puppy 2, Cat 11, Kitten 11, Other 4 Euthanized: Dogs 48, Puppy 1, Cat 101, Kittens 88, Other 2 Died while in care: Dogs 2, Puppy 0, Cat 0, Kitten 13, Other 1

Officer Statistics

Complaints Investigated: 3,044 Citations Issued: 106 Miles Patrolled: 31,451

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Measures of Effectiveness, Outcomes and Results:

Staffing

Kennel Staffing: 3.5 Employees per day Benchmark - HSUS standard for kennel staffing levels is 3.74 per day

Animal Control Officers: 2.5 Employees per day Benchmark – NACAA Standard for ACO staffing is 3.2 employees per day Events

24th Annual Run With the Big Dogs 6th Annual Splash Dance

Volunteer Statistics

Had to reduce hours due to COVID, still had 2,544 total hours.

Explanatory Factors:

Unforeseen natural or manmade disasters displacing animals. Large-scale investigations outside of standard day-to-day operations bring an abundance of

animals that must be held for adjudication, which greatly impacts resources and staffing costs.

Issues and Concerns:

Incinerator – approximate cost $80,000 - $95,000. The current facility was designed to accommodate an incinerator. This would be a service from which both the City and community would benefit.

Need for updated drainage system in kennels. Installing of guillotine doors throughout Shelter. Hiring of a part - time or full – time Veterinarian.

Contact: Chris Abbott Director of Animal Services | (208)-234-6156 | [email protected]


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Building Department

Mission:

To protect the life and safety of the public, while contributing to Pocatello’s economic development by promoting building safety through code compliance, assisting citizens, contractors and design professionals in compliance with Idaho State Building Codes.

Money

Change from 2016-2020 0 FTE

FY21 Input Summary:

3,747 Building Permits processed 5,600 Building Inspections completed 150 Permits issued for New Single-Family Homes The total construction value within Pocatello requiring Building Permits in 2021 was

$91,066,770. o $55,788,212 - 2020 o $101,780,476 - 2019

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Inspection services provided to the City of Chubbuck o 187 Plumbing inspections o 342 Electrical inspections

Revenue Collected o $997,314.41 – permit fees for Pocatello o $41,847.50 – contractor license fees for Pocatello o $43,714.85 – inspection fees from Chubbuck

Grant Total Revenue $1,082,876.76

Measures of Effectiveness, Outcome and Results: Staffing Levels have remained the same since 1999. We continue to offer inspections services for all phases of construction and offer maximum of

four-hour service for requests. Full certification for all inspectors and senior permit technician.


Our permit numbers are consistent with 2017. By doing contract inspections for the City of Chubbuck, we have increased revenue for those services.

Our major Budget Item is personnel. For the department to be able to offer full service inspection services, the state law requires trade licensed and nationally certified inspectors. If the city did not offer full service inspections, the state would take over the process and this would not be beneficial to our citizens and local contractors.

The City’s requirement of contactor licensing and bonding reduces the number of non-qualified, non-professional work and has assisted a number of local residents and sub-contractors recover financially from unfortunate circumstances.

Issues and concerns:

We are in need of new permitting software to purchase this year that is more compatible with our current systems. And to make the permitting process, inspection requests, and receiving inspection results faster and easier for contractors and home owners.

Contact:

Richard Bigelow | Building Official | (208) 234-6160 | [email protected]

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Fire Department

Mission: Our mission is to help people. We are dedicated to preserving life and property through prevention and professional, compassionate response. FY21 Departmental Goals:

Evaluate and update performance measures within Tenzinga for each administrative position. - COMPLETE

Adopt the 2018 International Fire Code with city specific amendments. - COMPLETE Purchase and place in service at least one new set of extrication equipment. - COMPLETE Assistance to Firefighter Grant: apply for type 5 wildland engine - AWARDED Assistance to Firefighter Grant: apply for extrication equipment – UNSUCCESSFUL Deliver Safety Officer Course. – COMPLETE Develop & implement company inspection program. – IN PROCESS Develop and implement a digital network file management system. – IN PROCESS Revise & update the department 5yr strategic plan. – IN PROCESS

Key Accomplishments FY21:

Responded to 8372 calls 93 Fires $8,469,713M involved in fire, with 96% ($8,132,287M) saved 2 reported injuries and no deaths related to fires

Grants & Donations CARES Act Funds – Purchase of new radios for all fire personnel ($551,000). AFG – Awarded grant in the amount of $120,000 towards the purchase of a

Wildland Engine ICCU – Donation to purchase additional Wildland Engine to match City of

Pocatello’s Wildland Engine purchase. ($169,000) Training

9507 training hours recorded, 8 promotions/Step-up qualifications and 7 new hires.

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FY21 Input Summary:

Change from 2016-2020 +1 FTE

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Key Statistics

Fire prevention and response tactics are driven by a variety of factors. Awareness of event history including types of fires and properties should guide planning efforts.

Outside Fire

2018 6

2019 1

2020 4

2021 5

Outside Trash Fire

2018 15

2019 6

2020 15

2021 10

Structure Fire

2018 70

2019 45

2020 38

2021 32

Vegetation Fire

2018 21

2019 15

2020 36

2021 16

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Vehicle Fire

2018 15

2019 13

2020 26

2021 8

Other Fire Call

2018 10

2019 5

2020 4

2021 2

Fire $ Saved – five-year average is 95.8%, which is consistent with an average in the mid 90 percent range.

Fire Deaths – there were no deaths associated with fires in FY21 and none in the last 5 years.

Fire Injuries – there were 2 fire related injuries in FY21, down from a 5 year high of 10 injuries in FY18.


Call Volume - 2021 is the highest call volume on record. Overall, FY21’s total call volume exceeded 2020 by 506 total calls.

Prevention Efforts - Efforts to reduce the utilization of EMS for non-emergent issues has been very successful. Our efforts to reduce this demand, through our Assisted Living Protocol, Elder Fall Prevention Program, Operation Red File and “When to Call” appear to have positively impacted our increasing call volume and help alleviate the demand on our service. We are confident that without these efforts call volume would have been much greater.

Training – During the pandemic training hours were reduced dramatically because of the limits on gatherings and travel. The PFD addressed some of those factors with an increase in computer mediated training on Zoom and other online platforms throughout FY21.

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Issues, Needs and Opportunities:

Increasing Demands and Requirements

Call volume: 2021 is the highest call volume on record for the department. Growth – increased service demands will necessitate departmental growth and require

evaluation of future fire station placements. Modern building materials and structures – modern building materials and the open

concept of modern construction result in more rapid fire development and spread. This underscores the importance of response times and staffing levels to bring incidents under control quickly.

Wildland Urban Interface – the growth in these areas presents unique challenges for our prevention and suppression divisions.

Knowledge, Skills and Abilities – The KSA requirements are increasing and the time available to maintain an adequate level of KSA training has been reduced in 2020 and 2021 as a result of the COVID-19 pandemic along with increasing call volume.

Increasing Needs

Facilities – The department needs increased office, training, storage, and dorm space. Increasing calls for service in an expanding geographic area will place strains on the systems. Options for relocating or building fire stations will need to be explored to maintain acceptable response times.

Apparatus & Equipment – Our department’s apparatus is capital intensive. Our purchase of 3 engines in 2019 addressed much of our primary response needs. However, we continue to have other capital fire apparatus needs to replace aging apparatus and staff vehicles. With the 3 brush trucks anticipated to be delivered in FY22, the department is still in need of one Type V brush truck. We are in the process of specifying a new Aerial Apparatus to replace our 22-year old Tower Truck as part of the FY23 budget build. The department has sought grant opportunities, is using equipment and apparatus past its recommended life, and has participated in wildland deployments to generate revenue. The department hopes to be able to address its upcoming capital needs through the budget process and the other strategies mentioned.

Training - A high level of training is necessary to comply with various standards and ensure safe and effective response capabilities. Our personnel train in many areas, including but not limited to: Fire Suppression, Emergency Medical Services, Hazardous Materials, Technical Rescue, Electrical Safety, and Incident Command. Various training modalities must be made available to maintain response capability and ensure the safety of our community members and responders. Training time both on and off shift should be increased. On shift would be accomplished by reducing unit utilization through increased staffing and is the most desirable. Off shift training can be accomplished through increased travel, training and overtime budgets.

Live Fire Training Facility – Live fire training is a critical training component. A facility that offers a consistent and safe method of conducting this training is necessary. This is an ongoing capital need. Funding options, including collaboration with other agencies, will be explored.

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Opportunities

GEMT – During the 2022 legislative session, S1283 was passed. This legislation will lead to additional funding to support our fire unit’s EMS response as part of the federal Medicaid Program.

Deployments – The department participated in 14 wildland deployments. 9 of the deployments involved fire apparatus. This resulted in $134,839 of fee revenue. The department experienced a net revenue of $30,481 in the fire budget for wildland deployments.

Contact: Ryan O’Hearn | Fire Chief | (208) 234-6202 | [email protected]

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Police Department

Mission: Community Commitment Vision: The vision of the Pocatello Police Department is to enhance the quality of life in the City of Pocatello by working cooperatively with the community and within the framework of the U.S. Constitution to equally enforce the law, preserve the peace, reduce fear and provide for a safe community environment. FY20 Input Summary: Money

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Personnel

Change from 2016-2020 +1 FTE FY21 Output Summary: Patrol Division: responsible for responding to calls for service, traffic enforcement, community policing activities and critical incidents. Authorized 62 sworn officers, including supervisors

o Three Shifts: Days 0700-1700 Afternoons 1530-0330 Midnights 2100-0700

o 27,230 Calls Responded to by Sworn Officers 53% of these calls were responded to by 2 or more Officers. Welfare Checks: 2,891 (+88) Disturbances: 2,002 (-98) Suspicious: 2,351 (+61) Wanted Persons: 498 (-30)

o Traffic Unit Investigated 559 vehicle crashes

The Patrol Division, as a whole, investigated 1,546 accidents. Issued 944 traffic violations

As a whole, the Patrol Division issued 3,597 traffic violations o DRE/Phlebotomists o Bicycle Patrol

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o Field Training Program Responsible for training new officers (20-week program)

o K9 Unit 247 Total Deployments with 199 Scent and 48 Patrol 13 K9 demonstrations 1,089 Training Hours in 2020 Responsible for $12,195.00 in restitution (-4,875.00) Found / Seized:

Meth (grams) 3587.68 (-395.79) Marijuana (grams) 575.73 (+200.72) Heroin (grams) 709.67 (+507.25) Cocaine (grams) 64 (+49.39) MDMA (grams) 10 (+9.94) Automobiles $1,000.00 (-5,500.00) Currency $50,549.00 (+44,049.00)

o UAV/UAS Program The department has three UAV’s

o SWAT / CNT The SWAT / CNT unit had personnel deployed four times in FY2020.

Served an arrest warrant on an armed suspect. Arrest a suspect barricaded in his ex-girlfriend’s house. Arrest suspect wanted by USMS. Assist with stop and arrest of a drug courier on I-15

Investigations Division: responsible for investigating more in depth cases or cases that require special training. During FY 2021 these cases included:

2 Homicide (+2) 16 Disturbances (+10) 5 Robberies (‐3) 9 Domestic Assaults (‐5) 17 Forgeries (+1) 53 Unattended Deaths (‐4) 42 Assaults (‐13) 106 Suspicious calls (+38) 56 Drug Violations (no change) 129 Burglaries (+26) 413 Child Protection (‐184) * 264 Frauds (+69)

92.78% of FY21 Cases have been cleared or closed, this includes 20.47% of cases that have had

prosecution pursued or the case was transferred to another agency. 3.31% of cases have had

prosecution or extradition denied.

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The number of reported frauds and closed cases continues to rise as online reporting becomes more prevalent. In many cases, insufficient information is provided to allow criminal investigations to proceed. Regarding Child Protection Case numbers: In August 2019 Health & Welfare began forwarding ALL cases to police departments for investigation including “Screen Out” cases where no action is to be taken. This resulted in a significant increase in Child Protection cases. In February 2021, they changed this policy again, which is why the numbers have dropped. Investigations General Detectives

Major Cases Investigated by the General Detectives: 21-P01357 January 2021 A Special Education Teacher at Highland High School was observed acting suspiciously with a Special Education Student. The student did not have the verbal skills necessary to allow a specialized Forensic Interview, but Detectives and School Resource Officers worked with trained Highland High staff to try to interview the student using “emotion cards.” An interview with the suspect led to a confession and criminal charges. 21-P06789 April 2021 This began as a disturbance arising from an ongoing Domestic/Child Custody Dispute. The disturbance, in the area of 8th and Lander, resulted in the Homicide of the victim and injuries to the two suspects.

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The two suspects arrived at PMC Emergency Room with stab wounds. The Patrol Officers who initially responded conducted thorough interviews in which the suspects claimed self- defense. One of the suspects was difficult to interview because of severe head trauma. The investigation involved extensive interviews, multiple crime scenes, canvass of a large area of the neighborhood, and retrieval of a number of electronic files. The investigation was a cooperative effort between Idaho State University, the Pocatello Police Department, the ADA County Coroner and the Department of Justice Forensic Computer Lab. 21-P13581 June 2021 In June and July of 2021 two brothers committed at least one Robbery and numerous Burglaries, Assaults with Deadly Weapons, and Stolen Vehicles. The investigation included all Divisions of the Pocatello Police Department, several neighboring law enforcement agencies, and the US Marshal Service. Several foot and vehicle pursuits with the suspects, as well as a SWAT Team activation led to the eventual apprehension of the suspects, but not before one of the suspects committed Attempted Murder on a Police Officer. 21-P18557 August 2021 The investigation originated as double Homicide. The two victims were found in the front seat of their vehicle outside of their residence with an infant in the back seat. The initial investigation included a search for a missing 11-year old boy that should have been with the victims. Using public notifications, open source data, and interviews the boy was located. Trajectory analysis performed by PPD Detectives, as well as ADA County Pathologist Reports, and witness interviews showed that the incident was a Homicide/Suicide. 21-P19292 September 2021 Acting on a report of Suspicious Circumstance at Downard’s Funeral Home, Detectives served search warrant the results in the location of 12 unidentified bodies in various states of decomposition, as well as numerous records and computer files. The investigation is on-going, but includes over 100 crime victims, with records going back to the 1990s. The initial and on-going investigation was a cooperative effort between Pocatello PD and the Pocatello Fire Department, Ada County Coroner, Bannock County Coroner, Board of Morticians, Bureau of Occupational Licenses, Department of Justice Forensic Computer Lab, and Idaho State University.

Narcotics Unit The Pocatello Narcotics Unit is comprised of a supervisor and four detectives. This unit is also part of the High Intensity Drug Trafficking Area (HIDTA), known as the Bannock Area Drug Group Enforcement Squad (BADGES) in addition to being a part of the United States Marshal Service Fugitive Task Force.

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The following statistics were generated by the Pocatello Narcotics Unit for FY2021. In addition, the Pocatello Narcotics Unit routinely spends several hours a week contributing to BADGES.

Marijuana 186.35 gr Methamphetamine 30,839.21 gr Heroin 733.27 gr Cocaine 1,431.83 gr Fentanyl Pills 27,646 pills Currency $39,732.00 Vehicles 2 Firearms 19

Major Cases worked by the Narcotics Unit: In the fall of 2020 narcotics detectives began the investigation into 227 Park Avenue after receiving information from a concerned neighbor. After numerous hours of surveillance, two controlled purchase and other investigative steps, a search warrant was served on the home on 6/1/2021. Dannie Rose-Madrid was identified as the primary offender. Recovered in the search warrant was body armor, 3 guns (one an assault rifle), 427 grams of cocaine, 75 grams of heroin, 130 grams of methamphetamine, 8 grams of marijuana and $7,296. Rose-Madrid was charged by the state initially and has now been federally indicted for the drug offenses and the weapons offenses, as he is a prohibited possessor. Three others were charged for lesser offenses. The case has not yet been adjudicated. 20-P23112 In February of 2021, narcotics detectives in cooperation with the USPS conducted an investigation into 824 W. Custer, next to Irving Junior High, and identified the primary offender as Ben Cotter. After taking the necessary investigative steps a search warrant was obtained and served. Several thousand counterfeit pills were seized. These pills were being manufactured at the house. The pill press and several pounds of binders and synthetic amphetamines and other drugs were located. Counterfeit Xanax was being produced too. This was the first pill press recovered in our area in years. Cotter’s case will be pursued in federal court and is pending. 21-P04775 In March of 2021, narcotics detectives assisted in the recovery of 927.6 grams of methamphetamine that had been located in a hotel room abandon by the room occupants, Antonio Verduzco, Jose Del Real Flores and Alberto Viveros-Farfan. Detectives pursued the investigation and identified these three who

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were determined to be travelling from the Burley, Idaho area and delivering methamphetamine to Joseph Huber, a local resident. Subsequent to the investigation Verduzco, Del Real, and Viveros-Farfan were located in town at a later date, 3/24/2021, and a traffic stop was conducted on them. They were found in possession of 3,855 counterfeit fentanyl laced pills. The car they were operating was seized as was $2,877. The investigation was continued and Huber was contacted on 4/30/2021 during traffic stop. Huber was found in possession of 96 grams of methamphetamine. His car and $8,498 were seized. Huber was arrested for the state charge of trafficking methamphetamine. On 5/1/2021, another 173 grams of methamphetamine was located in the Pocatello hotel room that Huber had been staying in. All four men had their state charges dismissed and have since been federally charged. Upon Huber’s indictment he was arrested again on the federal charges and he was found in possession of another 86 grams of methamphetamine. This case is not yet adjudicated. 21-P05719 In July of 2021, Detectives received information that Marco Osuna was making numerous trips from Arizona to the Pocatello area and transporting large amounts of illegal narcotics. Information was obtained that Osuna had hidden fentanyl pills in the area. In searching, detectives recovered 3000 fentanyl pills in the City Creek area. Shortly thereafter, Osuna was contacted by patrol during a welfare check. Osuna was found in possession of 11,150 Fentanyl pills, 322 grams of Heroin, a handgun and an AR-15 rifle, both were loaded. He was also tied into others who were transporting Narcotics into the area from Arizona. 21-P17705 Street Crimes Unit In July 2020, the Pocatello Police was awarded a US Department of Justice COPS (Community Oriented Policing) Grant to form the “Pocatello/Fort Hall Education and Crime Prevention Task Force”. This grant allowed the Pocatello Police Department to partner with the Fort Hall Police/Shoshone-Bannock Tribe, the Bannock County Prosecutors Office and the Southeast Idaho Behavioral Crisis Center to develop a team of experienced officers to address crime in the Pocatello/Fort Hall geographical area, focusing on illegal drug activity, illegal gang activity, violent crime and human trafficking, through education, investigation, disruption and prosecution.

The Pocatello Police SCU Unit is allotted and currently consists of 5 sworn officers: MSgt. B. McClure (Supervisor), Cpl. J. Pokorny, Cpl. D. Eborn, Ofc. E. Bills and Ofc. S. Card.

During the 2021 calendar year, VOICE:

Investigated 619 incidents

Seized 565.6 gram of Marijuana

Seized 137.93 grams of Methamphetamine

Seized 19.75 grams of Heroin

Seized $1594.00

Seized a quantity of “Dirty 30’s (fentanyl pills)

Recovered 10 Firearms

Served 103 Arrest Warrants

141 Felony Charges

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95 Misdemeanor Charges

6 United States Marshal Assists

SCU has conducted 35 training sessions, with 652 individuals being trained over 323 hours of instruction given, on varying subjects, including: gangs, human trafficking, drugs and drug impairment. Various agencies received this training, including the Fort Hall Police Department, Idaho State Police, Chubbuck Police, Bannock County Sheriff Department, Pocatello Police Department and the ISU Law Enforcement Academies. Training outlines have been developed for: Gangs, local gang influence, Elder Protection, Human Trafficking and Drug Impairment.

SCU has developed, conducted and participated in numerous civic and community outreach opportunities, including: Trunk or Treat, Live Christmas Nativity Program, Boy Scout’s of America and kindergarten presentation/meet and greet. Major Cases worked by the Street Crimes Unit:

SCU assisted Fort Hall Police and the FBI with the investigation of the homicide of Austin Pevo. Through a cooperative effort, Pevo’s remains were recovered in the Arbon Valley area, multiple suspects were arrested and convicted of murder in Federal Court. SCU responded to the Clydesdale Bar in reference to a drive by shooting. VOICE gathered and documented evidence, interviewed witnesses and worked closely with the lead investigator to identify a suspect and successfully prosecuted and convicted the person responsible. SCU developed an investigation concerning multiple subjects making Straw Purchases of firearms for prohibited individuals. These purchases were related to drug and gang activity. VOICE worked with ATF and ISP, resulting in numerous related investigations at the state and federal levels and multiple arrests being charged in State and Federal court.

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SCU investigated a report of a juvenile threatening other juveniles in a city park. Through the investigation, and working with SRO’s, the suspect was identified and a stolen firearm was recovered. The juveniles responsible were charged and convicted in Juvenile Court.

Crime Analyst

The crime analyst provides real time support to detectives and patrol officers by providing information and intelligence as investigations are being conducted. The crime analyst accesses numerous databases, both confidential and open source to provide information in a timely manner. These may also include monitoring jail communications for incarcerated individuals in the region, and traffic video feed.

In FY2021 the analyst made 5,849 inquiries in the State Link system to include searches for people, vehicles, stolen property and firearms. The analyst also creates and prepares various documents in support of investigations and operations.

The crime analyst provides support to multi-agency task force investigations, such as the HIDTA-BADGES task force and the USMS task force, as well as participating in work groups with analysts both in the region and around the State. The analyst serves as a nexus to the Fusion Center and other critical information centers, and responds to and assists local and federal agencies, such as the Chubbuck Police Department, county Sheriffs in Bannock, Power and Bingham counties, the DEA, FBI and USMS.

Victim/Witness Coordinator

The Victim/Witness Coordinator was involved in 238 domestic related incidents in FY21 where 280 crimes were reported or charged.

58 were felony cases 286 incidents where the offender was not arrested, but a domestic disturbance took place and the

report was reviewed and services offered when needed. The Victim/Witness Coordinator averages about 15 hours per week attending court hearings with

or for victims, to include arraignments, pre-trials, sentencings. Weekly staffing and review hearings for offenders who are currently on probation receiving treatment through the domestic violence court are also attended.

The Victim/Witness Coordinator continues contact with victims after an offender has been ordered to do treatment as part of formal probation for the purpose of staffing periodic review hearings for the offender.

The Victim/ Witness Coordinator is the 6th District representative for the Idaho Victim Witness Association and is an advisory team member of the Children and Family in the Courts Committee/Domestic Violence Advisory Team that is sponsored by the Idaho Supreme Court. Both associations have several meetings and board meetings each year.

The Victim/Witness Coordinator assisted the families of the victims of a recent double homicide with victim’s compensation and coordination with the county Victim/Witness Coordinator

Assisted victims of reported sexual assault investigations, as needed or by request of investigating detective/officer.

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Evidence stats 2021 Checked in Evidence 3,536 Destroyed 1,529 Current Items in Evidence 20,184 Auction 11 Converted to PPD Use 0 Present Sexual Assault Kits 275 Property Returned to Owners 244 Videos made for court purposes 664 Stenographers The stenographer/transcriptionists are responsible for transcribing Patrol, Investigations, Ordinance Enforcement, and School Resource Officer reports in preparation for court; entering all corresponding person, property, and vehicle data; assigning cases to detectives; conducting data inquiries for active investigations; and entering online reports and field interview information. They also assist the Evidence Technicians, Victim/Witness Coordinator, Crime Analyst, and Assistant to the Chief as needed.

Transcribed 1,381 hours’ worth of dictation / 7,351,082 words Processed 740 online reports Entered 86 field interviews Merged 3,253 duplicate name records Updated 442 name records of deceased individuals based on obituary data Ran 124 criminal histories for background checks, investigations, and firearm releases Input and assigned 780 Child Protective Services (CPS) referrals

SPECIAL ASSIGNMENTS

Crimes Against Children

The PPD has coordinated with the Idaho Attorney General to provide a full time ICAC (Internet Crimes Against Children) investigator for south east Idaho. The position would allow us to proactively combat child predators. The position would be 100% paid for by the AG office.

o We are currently in the process of identifying the best person to fill the position. o As we have only been authorized by council to fill this within our current staffing

levels, the position may NOT be filled as patrol is down 22% of their officers.

Detectives are responsible for investigating all cases of felony physical and sexual abuse. Detectives handle the majority of all misdemeanor child abuse referrals from the Idaho Department of Health and Welfare and reports generated from other sources.

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Since 2016, one (1) detective has been assigned to primarily handle the felony level cases and in 2020, these cases consisted mainly of child sexual abuse.

o The assigned child abuse detective is certified as a Forensic Interviewer and Interviewer Trainer for the State of Idaho and has received training in Abusive Head Trauma, Child Sexual Abuse, and Child Death Investigations.

Child Sexual abuse cases require that a forensic interview be conducted with the victim. Those interviews are conducted at the local child advocacy center (CAC), Bright Tomorrows. In FY2021, 75 forensic interviews were completed for the PPD at the CAC.

Investigations into child sexual abuse are challenging for many different reasons, with a lack of corroborating evidence being a main factor. Despite this, investigations by PPD resulted in many successful prosecutions.

Cell Phone Forensics

The Pocatello Police Department currently utilizes Oxygen Forensics which is the leading global digital forensics software provider, giving law enforcement, federal agencies, and enterprises access to critical data and insights faster than ever before. Property Stolen by Classification No. Classification Number of Actual

Offenses Value of Property

Stolen

1. TOTAL MURDER/NONNEGLIGENT 2 0

MANSLAUGHTER

2. FORCIBLE RAPE 17 0

3. ROBBERY

(A) Highway (streets, alleys, etc.) 2 550

(B) Commercial House (except C, D, F) 0 0

(C) Gas or Service Station 0 0

(D) Chain/Convenience Store 0 0

(E) Residence (anywhere on premises) 6 43,480

(F) Bank 0 0

(G) Miscellaneous 2 620

TOTAL ‐ ROBBERY 10 44,650

4. ASSAULT ‐ NOT APPLICABLE

5. BURGLARY ‐ BREAKING OR ENTERING

(A) Residence (dwelling)

(1) Night (6 p.m. ‐ 6 a.m.) 14 4456

(2) Day (6 a.m. ‐ 6 p.m.) 19 30,451

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(3) Unknown 51 87,489

(B) Non‐residence (store, office, etc.)

(1) Night (6 p.m. ‐ 6 a.m.) 16 7249

(2) Day (6 a.m. ‐ 6 p.m.) 21 4926

(3) Unknown 76 196,990

TOTAL ‐ BURGLARY 197 331,561

6. LARCENY ‐ THEFT (except vehicle)

(A) $200 and over 393 680,581

(B) $50 to $200 175 17,547

(C) under $50 277 3,741

TOTAL ‐ LARCENY 845 701,869

7. MOTOR VEHICLE THEFT (include alleged joyride)

137 1,309,286

GRAND TOTAL ‐ ALL ITEMS

1208

2,387,366

Support Services Division Telecommunications – Dispatch handled 34,867 calls for service in FY 2021

o Police o Fire o EMS

Records

o 1555 accident reports submitted o 461 background checks completed o 770 accident reports released o 2742 law reports released o 2289 reports redacted and released o Parking Enforcement ‐ 1470 citations issued

Code Enforcement

o Code Enforcement worked 661 cases in FY2021, and made an effort to increase personal contact with violators.

o 936 Abandoned Vehicles o 489 Parking Problems

School Resource Officers

o 7 SRO’s + 1 Sergeant o 447 original reports taken o 69 follow up reports taken from patrol o 22 Officer Diversion cases

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Licensing o 255 Alcohol licenses issued o 33 Catering permits o 53 Child care business o 501 Child care employee o 100 Other

Conducted 84 inspections on 38 Licensed and 4 unlicensed daycares.

Training‐Hiring o Department‐wide training completed: 12,781 hours (+882.00) o We are the highest trained agency in the state of Idaho

Community Service Coordinator

o Citizens Police Academy o 15 Community members attended the 30‐hour academy

o Citizens Groups o Volunteer Coordinator

Volunteer Program

o Contributed over 2437.20 hours at a cost savings of $57,420.43 to the Department.

Airport Detail: The PPD responded to the airport a total of 1089 times in FY2021.

Public Information Officer


City has a major state university, is a regional retail center and bordered by another community of 14,000; service population is around 75,000 vs census population of 55, 193

Jurisdictional complexity (Chubbuck, Fort Hall Indian Reservation, Idaho State University, Idaho Department of Corrections)

Goals and Objectives:

Maintenance of vehicle fleet in furtherance of car per officer

Achieve and maintain ACE certification for our dispatch center

Re‐accreditation through ICOPA

Supervisory Training and Accountability

Succession Training for administrative and specialty unit supervisory positions

Improve and enhance recruiting and retention

Continue to improve our presence on social media

Continue to identify narcotics distribution patterns and sources of supply

Continue and enhance Community Resource officer program

Fully staff our dispatch center and modernize the 911 system

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Create a Lead Stenographer positon to enhance accountability and chain of command for Stenographers

Increase the quality of services provided to officers / civilians involved in critical incidents

Maintain full certification of officers trained in Crisis Intervention Training and continue verbal de‐escalation training


New building, Current locker rooms / shower facilities are at capacity, and provide inadequate hygiene and secure storage space for uniforms and required gear.

Evidence storage – increasing forensic storage requirements require more space and efficient storage solutions. Modernize evidence storage to maximize the limited space available.

Achieve and maintain adequate staffing levels to maintain current service levels and to address increases in community growth and development

Radio encryption update – Needed to provide secure communications across all agencies. Cost: $125,000.00

Technology advancements to improve efficiency.

Combat under‐reported crimes such as child predation over the internet.

Improve Training environment to optimize learning.

Maintain and improve forensic capabilities.

Continue to improve mentoring, leadership development, and career path for our employees.

Fully fund a Capital Improvement Program to address these issues.

Contact: James McCoy | Police Major | (208) 234-6141 | [email protected]

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Environmental Health Program Area


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Fleet Services

Mission: Our mission is to evaluate methods to develop a more coordinated and consistent approach to managing the City’s fleet assets, along with improving service levels and decreasing fleet related costs for the City.

FY21 Input Summary:

FY21 Output Summary: Perform the repair, maintenance, registration, titling and insuring of City assets. Purchasing completed for several City departments including; Engineering, Library, Parks &

Rec, Police, Sanitation, Street, Utility Billing, Water and WPC. City Fuel Site-Manage 18,007 transactions, 493 employees, 576 fuel fobs and performed 35 bids.


In FY21 Fleet Services completed 1,740 work orders. These work orders consisted of 2,043 preventative maintenance labor hours and 8,626 repair labor hours.

Purchasing has helped streamline the buying process and educate staff on bid law and procedures. They also play a vital role in researching ways to save City departments money by leveraging economies of scale and negotiating lowest cost.

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Explanatory Factors: Fleet Services is responsible for the maintenance and upkeep of approximately 600 assets from

lawn mowers to residential garbage trucks.

Issues and Concerns: Keeping adequate manpower due to increased demand. Recruiting has been a challenge. Maintaining competitive rate structure Supply chain issues Increasing costs (fuel, parts, vehicles, and equipment)

Contact: Tom Kirkman | Deputy Public Works Director | (208) 234-6155 | [email protected]

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Public Works Department

Mission: To support and enhance a high quality of life for the City of Pocatello residents, businesses, and visitors by providing well-planned, environmentally sensitive, cost effective infrastructure and services that will promote public health, personal safety, transportation, economic growth, and civic vitality.

Our mission is accomplished through the prudent use of resources, technology, innovation, and the cooperation of each sector of the Public Works Departments. The Public Works Group consists of the following departments:

Engineering

Fleet

Sanitation

Science and Environmental

Streets

Water

Water Pollution Control (WPC)

It is the Mission of the Public Works Director to effectively manage and direct the efficient use of personnel, electronic/material resources, and equipment to promote public health, personal safety, transportation, economic growth, and civic vitality. Much of this effort is manifested through the accomplishments of the individual departments as well as providing timely and informative communication to the elected officials and the residents of Pocatello. FY21 Input Summary: Money FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022

ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET

PUBLIC WORKS

Labor 163,402 147,232 156,501 173,975 180,195 184,182

Operating 93,815 94,319 103,056 66,311 69,142 67,416

Capital 39,382

Xfer/Interfund 31,684 29,768 45304

Total 296,599 241,551 259,557 271,970 279,105 296,902

CPI 246.663 252.885 257.346 260.388 276.532

Real FY17 $ 296,599 235,608 248,782 257,635 248,958

% Change in Real

FY17 $, FY17‐FY21 ‐16.06%

People

Public Works FY19 FY20 FY21 FY22

FTE 2 2 2 2

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FY21 Output Summary:

The Public Works Department consists of the Public Works Director (PWD) and an Executive Assistant. The PWD serves at the direction of the Mayor and City Council. The PWD serves as a representative of the PW Departments to the Mayor and Council and the public. The PWD is tasked to help each of the seven departments within Public Works to maintain the highest level of service possible. These departments directly impact the health, safety and welfare of the citizens of Pocatello and the surrounding communities. In addition to providing the highest level of service to our citizens, the PWD has been focused on potential opportunities for growth and economic development. This includes infrastructure master planning to accommodate existing and future demands. Here is a sample of significant contribution highlights:

Northgate Development

Facilitating intradepartmental coordination for public requests, legislation, litigation and projects

City property auctions

Grant applications

Contributed towards River Vision goals through levee management and beautification as executed by Science and Environment division

Awards for 2021 were submitted to the Association of Idaho Cities (AIC) and the American Public Works Association (APWA) for the Pocatello Creek Restoration project, the Benton Street Bridge, and the Poky Paddle.

Coordination with FEMA regarding the floodplain map revisions for Pocatello Creek and Gibson Jack Creek

Close-out of the South Valley Road Project finances

Carson Street Bridge grant awarded

Completion of Hawthorne and Quinn Intersection design and right-of-way acquisition

Completion of the WPC facility plan

Finalized design, property acquisition and bidding of the Pocatello Creek Booster Station

Finalized sale of the Salt Shed to ISU

Finalized UPRR contract for Center Street Underpass Project


Increased collaboration between seven PW Departments

Ensure that the Mayor and City Council are well informed

Effective and productive departments

No violations of permit requirements

Adequate supply of water to meet current and future demands

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Planning for future demands to infrastructure systems

Maintain good relationships with public and private partners

Accessible and responsive to citizens Explanatory Factors: The Public Works Director serves as both the Public Works Director and City Engineer. Issues and Concerns:

Infrastructure demands

Water rights and planning

Upcoming permit limits

Unfunded mandates (such as Stormwater Permits) Contact: Jeffrey L. Mansfield, PE | Public Works Director/City Engineer | (208) 234-6212 | [email protected]

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Sanitation Department

Mission: Our mission is to improve the quality of life for the citizens of Pocatello by providing efficient and cost effective refuse removal and recycling services. FY21 Input Summary: Money

People


Disposed of approximately 48,648 tons of municipal solid waste, no significant change from FY20.

Serviced 21,573 residential and commercial trash carts per week, an increase of 2% from FY20.

1,305 permanent commercial container accounts, an increase of 8% from FY20.

Temporary boxes along with permanent compactors were taken to the landfill 5,274 times, an increase of 8% from FY20.

Delivered and removed over 3,620 temporary containers, an increase of 10% from FY20. Those containers were emptied 6,689 times, an increase of 15%.

Serviced 15,874 recycle carts, an increase of 2% from FY20. Recycled 2,192 tons of material, no significant increase from FY20.

Serviced 1,801 yard waste carts, an increase of 33% from 2020 season (April-November). Delivered 791 tons of yard waste to Bannock County`s composting facility, a decrease 3% from

2020 season (April-November). Collected 204 tons of glass, an increase of 10% from FY20.

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022

ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET

SANITATION

Labor 2,752,790 2,831,863 2,886,889 2,882,069 2,970,571 3,306,652

Operating 3,120,885 3,532,044 4,042,067 2,354,417 2,901,738 3,316,521

Capital 1,015,996 2,321,919 1,707,690 1,659,588 1,108,800 978,000

Xfer/Interfund 2,063,688 2,333,355 2,107,303

Total 6,889,671 8,685,826 8,636,646 8,959,762 9,314,464 9,708,476

CPI 246.663 252.885 257.346 260.388 276.532

Real FY17 $ 6,889,671 8,472,119 8,278,120 8,487,495 8,308,383

% Change in Real

FY17 $, FY17‐FY21 20.59%

SANITATION FY 2019 FY 2020 FY 2021 FY 2022

Full‐Time 40.5 39 40 40

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Measures of Effectiveness, Outcomes and Results: Request for service completed within 24 hours or sooner. Additional services provided at no charge include:

o Fall leaf collection o Assistance to elderly/disabled customers o Christmas tree disposal o Partners in Pride - once a year use of 3yd or 17yd containers for 48 hours. Limited

availability of (2) 17yd containers and (6) 3yd containers o Glass Recycling - 12 locations throughout the city.

Removal of improperly disposed of items like, tires, paint and appliances. Regularly scheduled roadside litter pick-up


(1) front-load truck was added due to increased commercial collection volume, and the continued implementation of the front-load program.

Substantial increase in temporary services. Recycling participation rate is at 52%, which exceeds the EPA’s National Recycling Goal of

50% rate by 2030. Yard Waste participation was capped until additional resources including personnel and trucks

are acquired to handle additional increases. Issues and Concerns:

Current recycling markets are rebounding however, market is unstable and difficult to predict. Average cost in FY2021 was $123 per ton.

Maintaining adequate resources including manpower and trucks as the demand for services continue to increase.

Maintaining competitive rate structure as operational costs increase. Landfill rate increased $6 per ton from $29 to $35 for FY2022. There is also a potential for an

additional increase in FY2023. Funding a capital replacement program including the acquisition of vehicles, which is currently a

12-14-month process.


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Science & Environment Division

Mission: We oversee environmental compliance and collaborate with community partners to improve watershed conditions and quality of life.

FY21 Input Summary:

FY21 Output Summary: Federal Stormwater Permit:

Reached > 1,000 through outreach events (significant decrease due to Covid impact).

Implemented the Stormwater Management Plan (SWMP), including stormwater monitoring for the Pocatello Urbanized Area (funded in part by stormwater co-permittees).

Integrated Water Resource Planning:

Completed a Source Water protection analysis, with a focus on nitrates (grant funded)

Continued grant writing for Wildland Urban Interface fuels reduction projects.

Continued involvement, including providing comments, on various state and federal Water Quality regulations.

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Portneuf River Vision:

4 Water Trail access points completed upstream (south) of Pocatello – and 2 more started north of Pocatello (all grant funded)

Partnership implemented with the Sagebrush Steppe Land Trust to spearhead implementation (from the Portneuf to public land on either side of the Valley).

Grant writing for additional Water Trail access (Batiste and Douglass Lane) and stream restoration projects.

Ongoing coordination with watershed and public land Measures of Effectiveness, Outcomes and Results:

Successful funding and implementation of restoration projects is a result of strong watershed

collaboration between the City and other public and private sector agencies.

Successful permit management, including cost-recovery from co-permittees. Internal development of policy documents reduces permit management costs.

Documented reduction in stormwater runoff.

Mind-boggling increase in community use of the Portneuf River in Pocatello.

Grants Received

$240K to implement Juniper removal for wildfire mitigation.

$26K to repair the City Creek Road (to Kinport Peak) to reduce erosion.

$10K IFFT for fencing for Greenway Trail south of S. 2nd

$250 for tree planting.

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Explanatory Factors: Pocatello’s silty soils erode easily,

increasing stormwater management costs – and contributing to turbid water in the Portneuf River.

Poor water quality in the Portneuf River from upstream land use practices increases Pocatello’s stormwater treatment burden, as well as costs to restore the River’s health, recreational, and economic value in town.

Pocatello’s sole source of drinking water (Lower Portneuf Valley Aquifer) is under the City with little to no protective cap.


Stormwater projects are expensive. The City does not have a stormwater utility, limiting implementation and maintenance of Capital Improvement Plan (CIP) projects.

• In 2021 the Engineering Department started developing a stormwater masterplan and CIP, with will help prioritize CIP projects for stormwater compliance (as well as identify overlap with CIP projects for wildfire risk reduction, aquifer recharge, etc.).

• Non-tax stormwater funding option: Utility fee (see CdA, Moscow & Lewiston) Open space/stream restoration that also provides recreational access is often expensive and time

intensive to coordinate. In FY2020 the City General Fund began address this by dedicating Capital Reserves towards implementation of these CIP projects and funded the Sagebrush Steppe Land Trust to coordinate its implementation, including developing a strategic plan for land and fund acquisition.

Contact: Hannah Sanger | Science & Environment Administrator | (208) 234-6518 | [email protected]

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Utility Billing Department

Mission: Perform accurate reading of all water meters and provide timely and accurate billing and collection services for Water, Water Pollution Control, and Sanitation departments. Ensure the customer service needs of the City Utility customers are met. FY21 Input Summary:

FY21 Output Summary: Billing Specialists

3,791 New Accounts FY21 Reviewed, maintained, and accurately billed over 225,900 accounts, totaling $33.2

million in utility receivables. o Equates to 4,700 accounts maintained by one employee.

Verified 641 Circuit Breaker Accts –30% reduction in costs thru County Exemption.

Approximately 27,533 courtesy phone calls sent to avoid shutoffs

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Measures of Effectiveness, Outcomes and Results: Billing Specialists

Receipted over $33.6 million in revenue with 99.999% accuracy.

52% of revenue manually processed with Cash, Checks, and Credit Cards. o Cash Payments – Revenue $530,458

# of transactions 4,879 - Avg. Payment $108.73 o Check Payments – Revenue $14,241,370

# of transactions 57,396 - Avg. Payment $248.13 o Credit Cards by phone/walk-ins – Revenue $2,614,869

# of transactions 20,903 - Avg. Payment $125.10

48% of revenue electronically processed with Bank Draft, On-Line Bill Pay, and Lockbox Bill Pay.

o On-line Bill Pay – Revenue $6,955,135 # of transactions 58,855 - Avg. $118.18

o Bank Drafts – Revenue $6,136,952 # of transactions 44,081 - Avg. Payment $139.22

o Lockbox Bill Pay – Revenue $3,172,930 # of transactions 23,974 - Avg. Payment $132.35

Meter Reading

Around 226,000 meters read annually. o The following require immediate completion

684 Summer-line turn-on’s/disconnects Over 12,316 Work Orders for following:

Check for Leaks; Leak repair verification, Read High, Read and Turn-On or Turn Off; Non-Pays; New Service; and Zero Reads.

o Doesn’t include all types of work orders Phase Two of Two Completed – All Electronic Radio Transmitters (ERT’s)

replaced Contact: Cindy Robbins | Utility Billing Director | (208) 234-6244 | [email protected]

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Water Department

Mission: Provide a safe, reliable and adequate supply of drinking water for our customers at the lowest practical cost. FY21 Input Summary:

FY21 Output Summary: Operations

Approximately 5.1 billion gallons of potable water pumped (vs. 4.7 billion gallons in FY2020), Maximum Daily Production of 36,411,000 gallons on July 1, 2021.

1,485 Water Quality Samples to meet Federal/State regulatory monitoring compliance.

Maintenance 4,538 Service Requests (vs. 4,678 Service Requests in prior year) 380 Water Service Installations/Repairs/Renewals 25 Water Main Breaks/Leaks (vs. 21 breaks/leaks in prior year) 812 Valves Exercised 2,171 Fire Hydrant Inspections/Flush

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Capital Improvement Program

Installed/Replaced 10,900 ft of water main installed and/or replaced (vs. 7,995 ft in FY2020) o Neighborhood areas included: E Lovejoy St., Fredregill Rd, S. 1st Ave, N. Lincoln,

Jefferson, E Dunn St, and N. Grant Ave

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Measures of Effectiveness, Outcomes and Results: No violations of drinking water quality standards (Benchmark: 100% compliance). Energy savings of 3.0% of predicted energy usage since 2018 (Idaho Power Energy Cohort) Minimal interruptions in water service - Integrity of the water system near 75th percentile @ 8.8

leaks/breaks per 100 miles of pipe (compared to 7.4 in previous year): AWWA 2017 Benchmarking Performance Indicators.

Monthly cost per 6,000 gallons (median customer bill) and 10,000 gallons (median usage):


Water system supplies regional population both within and outside City limit boundaries Mountain foothills complicate water distribution system, with expensive infrastructure which

include storage tanks, pump stations, and pressure regulating valves (PRV’s). Aquifer source requires minimal treatment keeping cost low (no treatment beyond chlorination) 2019 Water Financial Planning Study – 5-yr study period through FY2024 that assures financial

viability through user rates to meet operational expenses, reserve requirements, and capital improvement programs of water infrastructure and equipment.


Maintaining reasonable rates to sustain replacement schedule of aging infrastructure. Increase of water supply and redundancy for increased growth throughout the City. Aquifer sensitivity to prolonged drought periods and contamination threats. Increased drinking water regulations and water quality testing for revised Lead & Copper Rule.

Contact: Justin Armstrong | Superintendent | (208) 234-6174 | [email protected]

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Water Pollution Control Department

Mission: To protect the health of the public and the environment through efficient, effective, and reliable wastewater services offered at the lowest practical cost while meeting regulations and providing excellent customer service. FY21 Input Summary:

FY21 Output Summary: Plant Operations

Treated an average of 6.73 million gallons per day. Returned 2.46 billion gallons of safe, clean water to the Portneuf River. Removed approximately 98% of the phosphorus entering the plant and averaged 11 pounds of

phosphorus discharged, along with 99% removal of both Total Suspended Solids (TSS) and Biochemical Oxygen Demand (BOD).

Produced and sold 1.7 million net Kwh of energy through cogeneration. Pretreatment Program

Performed approximately 610 inspections on businesses throughout the city. Inspected 4 industrial users twice during the year. Maintained a database of 2,000 Pocatello businesses, of which 480 are permitted.

Laboratory Analysis Performed tests on 1,488 drinking water samples and 65 mainline engineering water samples. Performed an average of 2,636 IPDES required tests, 1,032 process control tests, 1,920 biosolids

tests, 1,296 industrial tests, 65 storm water tests, and 216 Portneuf River tests.

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Collection System Cleaned over 283 miles of sewer mainlines and removed 11 yards of gravel and debris. Performed closed circuit television inspection on over 202,277 feet (38.31 miles) of pipes

ranging in size from 6” to 42”. Improved 21 manholes throughout the City that were below grade or damaged by using

specialized equipment to remove the old collars and cast iron rings, and installing new chimneys, cast iron rings and lids, and concrete collars to ensure smooth transition to the road surface.

Capital Improvements Lined McKinley force main and rehabilitated eight manholes. Lined the wet wells of Century and FMC lift stations. Installed drain line for Custer lift station. Pipe repair on Bonneville between 16th/17th. Rerouted force main at Sleepy Hollow lift station.

Other Improvements Upgraded the Collection System Supervisory Control and Data Acquisition (SCADA) system,

including the transition from telephone dialers to a cellular alarm system at all lift stations. Replaced and rehabilitated pumps and electrical control panels at the Cedar View and Old

Orchard lift stations. Repaired Indian Hills lift station force main break in the levee. Installed a new power distribution center and electrical panel in the Cogeneration Building. Rebuilt 4 primary pumps and 2 Return Activated Sludge (RAS) pumps. Upgraded power cables and grounding system in the Blower Building.

Measures of Effectiveness, Outcomes and Results: The wastewater treatment plant remained in compliance with the Idaho Pollutant Discharge

Elimination System (IPDES) permit, which is regulated by the Idaho Department of Environmental Quality (IDEQ).

The City renewed the Energy Sales Agreement, which will allow WPC to sell energy produced through cogeneration back to Idaho Power for the next 20 years. The City received $80,643 for energy production in FY21.

Sewer rates remain low in comparison to other Idaho communities. The FY21 single family residential sewer rate of $31.91 for Pocatello was lower than most other cities.

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WPC treats wastewater for the growing communities of Pocatello and Chubbuck. Recent improvements in the treatment plant are all working well, and we are in a good position

to accept anticipated growth. The Utility Rate Study and Financial Plan, FY2020 – FY2024, assures financial viability through

user rates to meet operational expenses, reserve requirements, and capital improvement programs of wastewater infrastructure and equipment.

The Wastewater Facilities Planning Study, FY2021 – FY2041, provides a comprehensive evaluation of feasible alternatives that address the current and future needs of the WPC facility with consideration to factors that include service population growth and the potential for future regulatory requirement adjustments.


Like all City departments, WPC faces economic issues such as inflation, delays and shortages of materials and equipment, labor shortages, and the need for competitive wages to attract qualified applicants and retain employees.

WPC continues to look for needed improvements on the aging infrastructure of collection system mainlines and lift stations, and also in certain areas at the wastewater treatment plant.

Septic systems in the Johnny Creek area, along with South 5th Avenue and other individual systems at various locations throughout town, remain a concern and a topic of discussion for City Council and staff.

The impact of Chubbuck on the wastewater treatment plant due to residential and commercial development, resulting in requests for increased capacity and pretreatment concerns.

WPC is still operating under an administrative extension to the IPDES permit that expired in September 2017. WPC staff submitted the renewal application in a timely manner, meeting the application deadlines, but in 2018 IDEQ took over full primacy of the permit process and there is no clear expectation as to when the next revised permit will be issued.

Looking Forward:

Effectively use the American Rescue Plan Act (ARPA) funds appropriated by the City of Pocatello on priority capital improvement projects as approved by the City Council.

Move forward on the dewatering capital improvement project for biosolids management, with an eye on composting as an option for biosolids reuse.

Continue the implementation of the WPC Facility Plan in conjunction with the Financial Plan to ensure sustainable operations while remaining fiscally sound.

Contact: Levi Adams | WPC Superintendent | (208) 234-6254 | [email protected]

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Transportation Program Area


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Airport Department

Mission: To be a significant economic engine and vital source for transportation services for southeastern Idaho though the development of air service, general aviation and non-aviation land development. FY21 Input Summary:

FY21 Output Summary: Operations staff (4 positions) monitors airport conditions and terminal activities 17.5 hours’/day x 7 days/week for compliance with FAA and TSA regulations to include:

Daily self-inspection program Wildlife hazard control Snow and ice control Construction control Security access control Threat detection Notice to Airman (NOTAM) field condition reporting Customer service issues and awareness Assist with custodial and maintenance tasks as needed

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Custodian (1 position): Daily custodial service (Monday-Friday) for 45,000 square foot terminal building, including

tenants Regular carpet, window, and tile cleaning and resealing Assist with minor maintenance needs in the terminal

Maintenance staff (4 positions) maintains:

3,400-acre property including 1,300 acres inside aviation fence and 700 acres in business park 15 million square feet of aviation pavement and safety areas (350 acres) Over 8 linear miles of airfield lighting plus precise marking and signage requirements 31 City-owned buildings, including passenger terminal 610,000sf (14 acres) landscaping and greenbelt Cover operations shifts as necessary and available Wildlife hazard management Snow and ice control Compliance with FAA airfield safety standards Oversight of airfield improvement projects

Administration (2 positions) oversees:

65 property tenants and development of new tenants Security Coordinator duties including vetting, badging, training, and oversight of 450 airport

users and all airport access control measures Compliance with all FAA and TSA regulations to provide for a safe and secure airport Airport marketing and air service development All administrative needs of the department including payroll, accounts payable and receivable,

grant administration, budgeting, and FAA/TSA program and plan development and maintenance Measures of Effectiveness, Outcomes and Results: Over 2,100 commercial flights in and out and over 25,000 total aircraft operations. 1,412 NOTAMs issued and 833 airfield inspections completed. Two new tenants: Morton Buildings and a new private aircraft hangar tenant. Existing tenants AvCenter and BLM have begun expansions with AvCenter constructing a large, executive hangar and BLM beginning a $3.5 million expansion to their air attack base. No discrepancies noted on FAA Certification inspection of facilities and operations for compliance with 17 federally mandated safety requirements, each one identifying dozens of tolerance criteria. TSA Security Program inspection of facilities and operations for compliance with federal security regulations and our Airport Security Program with no discrepancies.

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Over $184 million in annual economic impact according to recently completed economic impact study completed by the Idaho Division of Aeronautics, with 1,050 jobs resulting from the airport and its tenant operations. Explanatory Factors: Operating (Fun 006) cost fluctuations due to CRRSA Stimulus grant funds. Capital (072) cost fluctuations due to use of discretionary grant funding in addition to annual entitlement grants from FAA. Issues and Concerns: Need to establish capital contingency fund to maintain infrastructure, facilities, and equipment; approximately $40,000/year. Future needs include carpet and door replacement in the terminal, hangar and warehouse painting, and parking lot snow removal equipment. A significant amount of reserves/savings will be needed over the next 3-5 years to replace lost revenue due to the pandemic. Although the full effect has not yet been realized, a very broad estimate is up to $800,000 will be needed to replace lost revenue and provide match funds for FAA grants. We will continue to work with airlines on service expansion but the pandemic is still hitting the travel industry hard with airlines seeking to resume full levels of service in their hubs before they look at additional spoke traffic. With the industry also facing a pilot shortage, acquiring additional service will be delayed for at least a year or two. Any additional air service will require considerable investment from the Airport, City, and Community. Advertising funds as well as revenue guarantees will be required for any additional service requests.

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Public Transit Department

Mission: To provide safe, reliable, efficient and coordinated public transit to our customers throughout the service area, while being responsive to user needs and careful stewards of our limited resources and of the natural environment. FY21 Input Summary:

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FY21 Output Summary: Annual Unlinked Passenger Trips: 161,043 Annual Vehicle Revenue Miles: 610,810 Annual Vehicle Revenue Hours: 36,940 ADA Paratransit Certified Riders: 1,266 215 free Summer Youth Passes for youth 18 years and younger were issued and 1,295 trips were

completed on the fixed route system from June 1 through August 20. Measures of Effectiveness, Outcomes and Results:

Average weekday passenger trips were over 600. Despite an approximate 14% decrease of ridership from FY20 primarily due to the COVID-19

pandemic, ridership remained above regional and national averages. ADA Paratransit Certified Riders increased by 24 persons. PRT’s “Summer Youth Pass” program provided youth throughout the urbanized community the

opportunity to access the fixed route bus system fare-free and yielded opportunities for them to become confident in utilizing public transportation.

Operating cost per passenger remain among the lowest in the region. Explanatory Factors:

Unlike FY20 when COVID-19 began impacting the departments ridership about half way through the year, FY21 was a full year of the pandemic resulting in a further decline of ridership as seen across the nation.

The National Transit Database (NTD) is the annual report required by Congress to standardize transit data criteria, create performance measures, and inform legislative activity.

Capital cost for buses and related facilities are reimbursed 80% by the Federal Transit Administration grants. Eligible operating costs are reimbursed 50%.

Budget fluctionations continue to be seen as a result of the COVID-19 pandemic, capital acquisitons, employee retirements, and changes in FTA formula grants.


The department heavily relies on year-round part-time labor which is increasingly becoming harder each year to maintain due to the fluctuation and lack of applicants. Adding additional full-time drivers would allow the department to better maintain services and meet the increasing ridership/service demand currently being seen as we return to pre-pandemic levels.

It’s importance of continued and increased local funding to meet demand and inflation is vital or there may be no recourse but to reduce or discontinue services. Due to the federal match component, a local match shortfall has double the impact to the level of service if not met.

Contact: Skyler Beebe | Transit Director | (208) 232-5057 | [email protected]

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Street Department

Mission: Our mission is to provide services related to the safe and efficient movement of traffic on the 267 miles of city maintained streets, within the incorporated city limits. FY21 Input Summary:

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FY21 Output Summary: Pavement Management: 35.69 miles treated, equal to 13.4% of network Snow & Ice Control Street Sweeping Portneuf River Levee maintenance, regulated by Army Corps of Engineers (ACOE)– 7.2 miles Storm sewer maintenance repairing and cleaning structures; drains, pipes & detention ponds Right-a-way weed abatement – approximately 314.16 acres city wide Maintain 23 City owned and manage 47 cooperatively owned signalized intersections Manage a centralized cooperative traffic operations center for the City of Pocatello, City of

Chubbuck, Idaho Transportation Dept. and Bannock Transportation & Planning Org. Maintain approximately 524 metered street lights, 325 decorative light poles and managed 2,451

Idaho Power owned/maintained street lights. Produced 2142 daily work orders associated with street operations. Produced 1184 daily work orders associated with traffic operations. Produced 64 daily work orders for emergency after-hour call-outs. (Number includes a mix of all

work orders) Produced 488 daily work orders for locating infrastructures. Produced 160 daily work orders associated with work for other departments.


Pavement Management Miles Total Material Cost Cost Per Mile

Fog Seal 17.01 $ 109,511 $ 6,438 Chip Seal 0.00 $ ------ $ ------ Micro Seal 15.35 $ 582,970 $ 37,978 Paving 1.16 $ 101,538 $ 87,533 Paving Water Dept. Projects 2.17 $ 128,324 $ 59,135 (Cost Sharing)

Snow & Ice Control Total Cost Cost Per Lane Mile

Equipment, Man Power & Materials $ 382,238 $1,432

Sweeping Normal Sweeping Schedule Total Cost Cost Per Lane Mile

Equipment, Man Power & Materials $ 310,978 $ 1165 Winter Maintenance Clean-up Equipment & Man Power $ 215,952 $ 809

Levee Maintenance – 7.2 Miles Total Cost Cost Per Mile

Equipment, Man Power & Materials $ 38,609 $5,362

Storm Water Maintenance – 78 Miles Mainline Total Cost Cost Per Mile

Equipment, Man Power, Materials $ 89,081 $ 1142

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Explanatory Factors: Rehabilitated 35.69 miles of roadway Coordinated paving projects with Water Dept. mainline project City lane miles 267 based on pavement analysis performed


New Storm Water MS4 Permit requirements Allocating the proper financing to sustain a quality pavement management program Levee Requirements – Obtain current active status and acceptable compliance from ACOE for

all reaches within the levee system.


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Cultural, Recreational & Educational Program Area


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Cemetery Department

Mission: To provide a sanctuary of peace and to ensure that the cemeteries function efficiently, are properly maintained, and the public’s needs are met through timely and courteous service. FY21 Input Summary:

FY21 Output Summary: During FY21, there were 194 total interments and 131 total ash burials, as follows:

Mountain View: 140 internments 99 ash burials Restlawn: 54 internments 32 ash burials

There were no dis-interments during FY21. Cemetery Grounds Maintenance

Daily Maintenance of 67 total acres of Cemetery grounds (Mountain View 55 and Restlawn 12 acres). Includes: mowing/trimming, irrigation system, weed control, tree forestry & detail landscaping.

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Cemetery Equipment/Facility Maintenance & Repairs

Work & dump trucks, forestry truck, excavators, utility vehicles, riding & hand mowers, all grounds maintenance tools, as well as maintenance shops & office building (5,300 + sq. ft. of total bldg. space maintained). FY21 Cemetery Improvements

Mountain View: -Completed Cemetery sections #56 (E) & #57 (W) development -Continue to convert Maxicom irrigation system, as Staff resources allow

Restlawn: -Continue to re-set sunken markers, as Staff resources allow Besides the development of Mountain View Cemetery sections #56 & #57, no other major capital improvements at either Cemetery were resourced or completed during FY21. Measures of Effectiveness, Outcomes and Results:

During FY 21, all interment/burial services were completed on schedule and without incident, including: provision of prompt, accurate, courteous & caring customer service at all times; lot sales; record keeping; working in conjunction with funeral homes and other cemetery related businesses; and enforcement of City rules and regulations.

In conjunction with IT and Central Square, updated rights holder records transferred from previous Cemetery records system to the new Stone Orchard Cemetery software, to ensure accuracy.

Updated Cemetery Administration Policy/Office Procedures manual. Developing a location chart/map for Restlawn Cemetery, for the purpose of locating graves

effectively.

FY 21 Expenses: *87% of budget expended *per strategies implemented to mitigate continuing Covid pandemic impacts

FY 21 Revenues: 120% of estimated revenues recovered FY 21 Cost Recovery: 84% Fee Supported

($512,890 expended –vs– $432,676 in fee revenues) How Do Pocatello Cemeteries Compare? The National Recreation and Park Association’s (NRPA) annual Agency Performance Review is created via analysis of a national database, and is the most comprehensive resource of data and measures for park & recreation agency performance effectiveness in the United States. The 2021 NRPA Agency Performance Review analyzed the following key maintenance benchmarks for Parks & Greenspace, which are applicable to maintenance of the Cemeteries:

Operating Expenditures Per Acre of Park & Non-Park Sites *Operating Expenditures per Full-Time Employee *Includes P/T Staff calculated as F/T equivalent Staff (4)

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Notes: Due to inherent congested environments, cemetery maintenance is far more labor intensive than in typical park spaces, where maintenance accessibility conditions are generally much more open and less challenging. In addition, maintenance & management of the Cemetery facilities also includes interment services provided by Maint. Staff.

The City of Pocatello’s Cemetery Division compares to agencies of similar demographics & characteristics as follows:


The continuation of safe service provision for the community during the continuing Covid pandemic was a primary focus of the Cemetery Division for FY 2021, which was accomplished via on-going implementation of modified operational plans, in conjunction with SIPH guidance.

The Covid pandemic also continued to present additional maintenance challenges for the Cemetery Division, in regards to large-scale volunteer efforts (LDS Church organized maintenance assistance, etc.), and Women’s Prison Inmate assistance once again not being able to occur during FY 2021.

The City acquired Restlawn Cemetery in FY02 (24 acres – approx. 12 acres currently developed, previously private). The Cemetery was poorly implemented by previous owner with monuments not being set properly, and low-quality materials used in ash niches, etc. As a result, on-going repairs and maintenance are needed each fiscal year.

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Increasing difficulties in maintaining Cemetery service levels within current full-time Staff resources allotted.

Challenges of locating/attracting, hiring & retaining quality part-time/seasonal Staff Continued cleaning & removal of dead wood in large trees, as well as removal of trees which are

generally past their lifespan. Eventual replacement of water main line at Mountain View Cemetery. Continued irrigation improvements, to achieve fully automated system at Mountain View. Enforcement of Cemetery Code regulations, particularly regarding decorations. Continue to rehabilitate Restlawn Cemetery to meet City standards (re-setting headstones &

addressing sunken areas, etc.), and to achieve long-term maintenance efficiencies. Possible continued increase of ash burials, and the potential of revenue impacts.

Cemetery Division Future Needs

Replacement of tree trimming truck with boom lift with a unit that will provide for long-term use & viability, or, replacement with stand alone boom lift (Genie or similar) for Cemetery forestry needs.

Replacement of excavator for interments – current equipment is reaching the end of its useful lifespan.

Replacement of finials and other miscellaneous repairs for the Brady Chapel. Mountain View Cemetery Main Line Replacement (finalizing accumulation of needed financial

resources, and coordination of Staff oversight resources for project) Large-scale interior cemetery roadway repairs and paving within Mountain View Cemetery Large-scale tree clearings and removals within Mountain View Cemetery Replacement of historical fencing along 5th Avenue, as needed (Mountain View) Construction of Sidewalks adjacent to Restlawn Cemetery (along 5th Avenue)

Contacts: Ruth Wilford | Cemetery Administrator | (208) 234-6195 | [email protected]

Craig Reavis | Cemetery Maintenance Lead | (208) 234-6195 | [email protected]

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Marshall Public Library

MISSION STATEMENT

In fulfilling its critical role in the community, the Marshall Public Library provides a vibrant lifelong learning center with information resources and programs to support the overall quality of life through an educated population, an informed electorate, and a dynamic economy. VISION STATEMENT By merging the best of tradition and technology, the Marshall Public Library aspires to provide:

• public library services for all people, beginning in the formative years; • a foundation for community and economic development; • a gathering and meeting place for cultural and intergenerational activity, and to

meet the need of the community for informational, educational, recreational, and personal growth.

FY21 Input Summary:

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Measures of Effectiveness, Outcomes and Results: Here are some of the things we accomplished this past year,

• We wrote and were awarded a grant for the purchase of a library vehicle and wireless technology for the vehicle.

• Damage to building exterior was repaired and protection from future damage was implemented

• There were 271,991 connections made to our wireless network, a 22.5% increase over last year.

• 30,514 E-Books were checked out (a 23% increase). • State of the art “people counter” was installed allowing for extremely accurate

measurement. • In conjunction with IT, we created a more fully-functional website which received

61,235 hits last year. Issues and Concerns:

• Aging infrastructure, even in the newer part of the building, will require unexpected repairs, replacement and other maintenance.

• As the community grows and changes, we need to evaluate expanded needs and outreach services. To this end we will be looking to establish a strategic long-range planning process which was put on hold due to pandemic concerns.

Contact: Eric Suess | Library Director | (208) 232-1263 x101 | [email protected]

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Parks Department

Mission: Enhance quality of life by providing & maintaining park, beautification areas and recreational facilities. FY21 Input Summary:

FY21 Output Summary: Parks Department maintains the following:

Parks: 26 parks covering 351 acres (251 acres developed & maintained; 100 undeveloped acres that are also managed)

Beautification/Landscaped/Greenway Expansion Areas: 40 areas, covering 51 maintained acres

*Total of Parks/Beautification/Landscaped/Greenway Expansion Areas maintained includes 302 acres of turf and associated infrastructure, plus an additional 100 undeveloped park acres overseen and managed by the Parks Department, for a total of 402 park system acres.

In addition to standard park facility maintenance, the Parks Department also maintains or assists in the maintenance of a variety of specialty recreational facilities, as well as all City sports fields and associated infrastructure, including:

Playgrounds & Sports Facilities: 21 playgrounds, 26 ball fields (4 lighted), 11 soccer fields and 4 lighted tennis/pickleball courts

Recreation Facilities: Aquatic Complex with 5 pools and Food Concessions facility, Community Recreation Center with pool/spa/steam rooms, Cross Country Ski area, skate park, 16 picnic shelters, 9 restroom buildings

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Community Facilities: Information Center building, Community & Senior Center building, Fort Hall Replica, Pocatello Junction

Zoo Idaho and Animal Shelter maintenance, Highland & Riverside golf course major maintenance assistance (tree removals, etc.), and capital projects

The Parks Department also provided the following on-going services:

Snow & ice removal for City facilities and sidewalks Seasonal Christmas Lighting & Ice Pond *Plan, design and construct in-house Capital Improvements of City Facilities for Parks, and in

support of other Dept. Divisions and the Community in general, including the following significant FY 2021 projects:

In-house construction of the new “Zoo Connections Entrance & Gift Shop Building” at Zoo Idaho. A transformational improvement for the Zoo and Pocatello community.

Extensive assistance to re-location of Mink Creek Nordic Center A-Frame building, including: pouring of new foundation pad and in-house installation/construction of new building roof, deck area, and flooring foundation.


FY 21 Expenses: 96% of budget expended FY 21 Revenues: *89% of estimated revenues recovered (*continued Covid impact)

How Do Pocatello Parks Compare? The National Recreation and Park Association’s (NRPA) annual Agency Performance Review is created via analysis of a national database, and is the most comprehensive resource of data and measures for park & recreation agency performance effectiveness in the United States. The 2021 NRPA Agency Performance Review analyzed the following key maintenance benchmarks for Parks and Greenspace:

Operating Expenditures Per Acre of Park & Non-Park Sites *Operating Expenditures per Full-Time Employee *Includes P/T Staff calculated as F/T equivalent Staff (15)

Acres of Parkland per 1,000 Residents

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The Pocatello Parks Dept. compares to agencies of similar demographics & characteristics as follows:


The continuation of safe service provision for the community during the on-going Covid pandemic was a primary focus of the Parks Department for FY 2021, which was accomplished via continued implementation of modified operational plans, in conjunction with SIPH guidance.

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In addition to standard park facilities, the Pocatello Parks Department also maintains, or assists in maintaining a variety of specialty recreational facilities (zoo, RPAC/CRC pools, animal shelter, skate park, recreation center, Fort Hall & Pocatello Junction facilities, RPAC food concessions building, etc.), as well as all City sports fields. Communities throughout the nation vary on how they organize the maintenance of recreation facilities.

Parks Dept. Staff will continue working with the Fleet Dept. to develop cost effective strategies for acquisition of maintenance vehicles and equipment (work trucks, large-area mowers, chippers, etc.) needed to accomplish Parks Dept. services.


Development and implementation of a sustainable Replacement and/or Re-furbishment Program and funding mechanism for aging Parks System Infrastructure (i.e. playgrounds, restrooms, shelters/pavilions, asphalt/concrete, athletic facilities & amenities, aquatic center amenities, etc.).

Increasing challenges of locating/attracting, hiring & retaining quality part-time/seasonal Staff, and the resulting difficulties in maintaining current Parks Dept. service levels.

Top needs and priorities in the City Parks System are as follows: Infrastructure:

Re-Surfacing of Brooklyn’s Playground @ OK Ward Park Re-Surfacing (asphalt) of Skate Park @ Lower Ross Park Raymond Park Tennis/Pickleball Court re-surfacing and renovation Connection of water supply source needs to the City’s culinary water main line, and installation

of irrigation system backflow valves to provide safety precautions in regards to the City’s culinary water system (various park locations).

Permanent Restroom for Pleasureland Pavilion Replacement Playground Structures (various locations)

*currently 8 playgrounds @ 20-25 yrs. of age and 2 playgrounds @ 25-30 yrs.

Re-Surface (asphalt) Parking Lot areas at NOP Park Equipment (working in conjunction w/Fleet Dept. for cost effective purchases)

Continued replacement of aging gang & trim mowers Continued replacement of aging work vehicles (full-size/heavy duty work trucks) Track Steer

Restoration of $20,000 annual allocation to resume accumulation of resources needed Parks Dept. vehicle & equipment replacements (on-going)

Contact: Brett Hewatt | Parks Superintendent | (208) 234-1895 | [email protected]

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Parks Administration Department

Mission: Provide administration and oversight for the Parks, Recreation, Zoo and Cemetery divisions of the Parks & Recreation Department. Serve as the central information contact for all divisions, their operations and activities. Provide long-range planning, direction and vision. FY21 INPUT SUMMARY


Provided effective administration, supervision, direction and oversight for the operations of the Parks, Recreation, Zoo and Cemetery divisions.

Successfully navigated the continuation of safe Parks & Recreation Department program & service provision for the community during the continuing Covid pandemic, via on-going modified operational plans, in conjunction with SE Idaho Public Health guidance.

Established applicable fees, City Code, and policy & procedure updates needed to facilitate use of City facilities.

Served as Staff liaison to the City’s Parks & Recreation Advisory Board and Golf Advisory Committee.

Successful implementation of flagship Partnership Agreement with Connections Credit Union, with construction completion for the new “Zoo Connections Entrance & Gift Shop Building” at Zoo Idaho.

Implementation of Partnership Opportunities Program and associated Program Brochure. Development of Parks & Recreation Department’s bi-annual Recreation Brochures for Fall

2020/Winter 2021 and Spring/Summer 2021.

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Developed and administered agreements with various user groups & sports organizations for yearly use of City facilities.

Served as City representative and Board Member to Southeastern Idaho United Way and the Pocatello-Chubbuck Auditorium District, and as City representative the Portneuf Greenway Foundation’s Trails Working Group.


FY 21 Parks & Recreation Admin. Expenses: 98% of budget expended Low Administration cost in relation to overall FY 2021 Parks & Recreation Department

operations overseen: 4% FY 2021 Department budgeted expenses for all divisions: managed to approx. 93.9% of budget,

via continuing implementation of strategies to mitigate Covid pandemic revenue impacts. In addition, retained the following Capital resources for savings & accumulation over time, and

for use in future CIP & Capital Outlay needs: $32,627 from 004-1308 (Golf CIP). FY 2021 budgeted revenues for Parks & Recreation Divisions (not including cemetery):

managed to approx. 95.8% of budget, despite continuing Covid pandemic impacts. *Additional detailed department measures of effectiveness, outcomes and results addressed in individual Parks, Recreation, Zoo, and Cemetery Division Service Level Reports.

Explanatory Factors: Administrative Division focus for FY21 was as follows:

Continue safe program & service provision of all department divisions for the community during the continuing Covid pandemic, via on-going development of comprehensive modified operational plans, in conjunction with SIPH.

Diligent fiscal oversight of Dept. expenses to help mitigate revenue losses due to Covid, with the goal of maintaining service provision.

Continue to seek and explore opportunities to improve service delivery & cost effectiveness, while maintaining current staffing structure cost control.

On-going evaluation of park system facilities & amenities (i.e. playgrounds, shelters/pavilions, restrooms, other park system infrastructure, sports fields, etc.) for development of long-range CIP repair and/or replacement priorities & recommendations for Council consideration.

Development of relationships with community businesses and members, for potential future public-private partnership opportunities.

Continuing to increase awareness of services provided, via re-branded logos for Recreation Department and Zoo Idaho.

Continue striving to build positive Rec. Fund Balances – working towards 3-month reserve level.


Aging Park System Infrastructure: continued planning of long-range CIP repair and/or replacement priorities for Council consideration, and potential funding resources.

Increasing difficulties in maintaining current Zoo Idaho and Cemetery service levels. Locating, Attracting, Hiring & Retaining Qualified Part-Time/Seasonal Staff (for Parks Dept.,

Cemetery Div., Team Sports, Outdoor Recreation, Zoo Idaho, CRC, and RPAC part-time/seasonal Staff and Lifeguards).

Contact: John Banks | Parks & Recreation Director | (208) 234-6236 | [email protected]

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Recreation Fund

Mission:

The Parks and Recreation Department will serve all residents of Pocatello and surrounding communities by providing quality recreation and education programs, as well as safe, well maintained parks and recreational facilities; striving to enhance the quality of people’s lives, provide the benefits of leisure and open space, and serve as a source of community pride. FY21 Input Summary:

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Manages City Creek Trails System (3,000 acres, 52 miles of trails, est. 50,000 users/yr.) and Mink Creek Nordic Center (1,500 acres, 14 miles of groomed trails, est. 4,500-5,000 users/yr.)

Manages City Disc Golf Courses (Upper Ross Park 9-hole course; Sister City Park 18-hole course; Mink Creek Nordic Center two 18-hole & one 9-hole courses): est. 15,000+ rounds/yr.

Mink Creek Nordic Center Winter Programs & Services (X-C Skiing & snowshoeing, youth & adult lessons, school field trips): 145 season passes, 1,212 daily use passes, 40 youth & adult lessons, and 730 school field trip participants during FY21 (continued covid impacts)

Summer Day Camp Programs: 217 participants in FY21 (participation limited due to covid and

staffing challenges) Fun Run Series (5 run/walk div. offered with 1.5 mi. – 6.2 mi. distances): 652 participants in FY21

(participation capped due to covid) THOR and THOR Junior Trail Races: canceled as of FY21 due to lack of staff resources and

event permitting challenges (USFS) -250 THOR and 250 THOR Jr. participants in FY20 Climbing Wall (indoor): 100 participants in FY21 (limited due to covid and staffing challenges) Rock Climbing (outdoor): 139 participants in FY21 (limited due to covid and staffing challenges) Yurt Rentals: 30 in FY21 Worked with the Portneuf Health Trust gifted Trail Cat Equipment to accomplish expansions to

Community Trail Systems (approx. 40 hours excavator and skid steer utilization during FY21). Team Sports:

4,037 total participants & 308 total teams in FY21 1,969 adult participants & 111 teams (basketball, softball, soccer & volleyball) 2,068 youth participants & 197 teams (flag football, basketball, Bannock baseball & volleyball) *Hosted Local/Regional Jr. Jazz Fun Shot Competition (70 participants)

*Pocatello basketball league participant winning the overall program Championship at Vivint Arena in SLC for the boys 7th/8th grade division

In conjunction with Parks Dept. Staff, performed needed irrigation excavation & retrofitting for installation of infield watering system on the Watkins Blue Adult Softball Field (NOP Park)

Significant repairs & upgrades to NOP Ballfield Backstops accomplished during FY21 Community Recreation Center:

62,103 total participant occurrences in FY21 1,372 memberships & 44,838 scans 2,647 individual daily admissions 263 swim lesson participants & 2,104 participant occurrences 199 dance/gymnastic class participants & 3,184 participant occurrences Aquacise & Fitness Classes (14 classes/wk. each): 8,750 participant occurrences Punch Card Use: 150 total cards & 580 participant occurrences CRC facility continued to be impacted by on-going covid pandemic during FY21 Excellent record for yearly Health Dept. water quality, safety & pool cleanliness inspections

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Ross Park Aquatic Complex:

2021 season attendance: 63,035 Season Swim Passes: 760 Water Slide Passes: n/a – Water Slide closed as of the 2020 Season *18,847 in FY19 During FY21, RPAC Concessions continued to be provided by Ross Park Drive-In (via Staff

negotiated and Council approved long-term, 5-yr. agreement) Teen Splash Dances: 3 events & 794 total participants in FY21 Family Nights (½ price admission M & W after 5pm): 3,611 participants Lazy River Water Resistance Walking Class: 1,428 participants Facility Rentals: 26 Excellent Health Dept. inspections and NO serious accidents/injuries/drowning’s Extended season in FY21 to help accommodate SD25 swim team needs, and additional lap

swim/water walking opportunities Golf Courses (Highland & Riverside, both 18-hole courses):

Courses operated under terms of Concession Agreement with FORE Golf, Inc. 61,022 rounds played and 795 season passes sold (60,353 rounds & 669 season passes in 2020) Courses were able to remain open and thrive during FY21 throughout the continued covid

pandemic, via modified operational measures. Other Programs/Services:

Fort Hall Replica & Frontier Village Maintenance (and operations, in conjunction with Bannock County Historical Museum & Society), facilitation of Summer Municipal Band Performances – Sundays @ Lower Ross Park Bandshell.


Overall recreation needs for the community are being met through a combination of City Parks & Recreation Dept. programming, programs offered by community organizations using City facilities (i.e. Gate City Youth Soccer, American Legion baseball, Southeast Idaho Football, Pocatello Lacrosse, etc.), and/or Club Sports and the private sector.

FY 21 Recreation Dept. Expenses: 88.2 % of budget expended *97.4% in FY19 (pre-covid) FY 21 Recreation Dept. Revenues: 95% of estimated revenues recovered *103% in FY19 FY 21 Rec. Dept. Expenses -vs- Revenues: $1,855,165 expended –vs– $1,206,473 in fee revenues

How Does the Pocatello Recreation Department Compare?

The National Recreation and Park Association’s (NRPA) annual Agency Performance Review is created via analysis of a national database, and is the most comprehensive resource of data and measures for parks & recreation agency performance effectiveness in the United States. The 2021 NRPA Agency Performance Review analyzed the following key benchmarks for Recreation Agencies:

Revenue as a Percentage of Operating Expenditures (Cost Recovery %)

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Park & Recreation Revenues Per Capita (annual revenues generated per Resident)


FY 2021 continued to be challenging in regards to continued program & service provision, due to the on-going covid pandemic. However, safe programs & services for all department divisions were successfully provided for the community via modified operational plans, in conjunction with SIPH guidance.

Program & service numbers for patrons & participants were up significantly in FY 2021 from the severely covid impacted FY20 levels, as were corresponding Recreation Dept. revenues. However, FY21 participation levels/revenues were still down from their pre-covid FY19 levels.

Staff continued to exercise diligent fiscal oversight of Dept. expenses to help mitigate revenue levels due to covid, with the goal of maintaining program & service provision, albeit modified.

Despite continuing FY21 covid challenges, various Recreation Dept. Divisions managed to generate respectable revenue recovery percentages, as follows: Outdoor Rec. 73% of estimated, Team Sports 84% of est., RPAC 108% of est., CRC 82% of est., Golf Courses 131% of est.

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Increasing challenges in locating, attracting, hiring and retaining qualified seasonal staff (lifeguards, field maintenance staff, outdoor recreation staff, etc.).

Increased use & enjoyment of the City’s extensive greenway trail system requiring additional maintenance efforts from limited Outdoor Recreation Staff resources.

Air handling system issues, and plumbing/drainage issues for toilets, sinks, showers, and Steam Room at the CRC Facility.

Future CIP needs to help facilitate highest quality of programs & services offered, as well as future growth of program participation (aged facility renovations & upgrades, lighting of additional sports fields, replacement of aged sports facility amenities and lighting systems).

Continued replacements of aged equipment & infrastructure at Ross Park Aquatics Complex – entering 23rd season in 2022: pool area re-surfacing (phase #2), replacement water slide & slide tower staircase, building roof replacements (2), main building refurbishments, replacement wading pool toy feature, etc.

Contacts: Stacie VanKirk, CRC/RPAC Manager (208) 234-6233 [email protected]

Brian Lowman, Team Sports Manager (208) 234-6235 [email protected] Maren Hunter, Outdoor Recreation Manager (208) 234-6237 [email protected] John Banks, Parks & Recreation Director (208) 234-6236 [email protected]

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Zoo Department

Mission: Preserving Intermountain West wildlife and habitat through conservation and education. FY21 Input Summary:


FY 2021 Zoo Idaho Attendance: 34,654

Daily Admissions & Memberships: 21,198

Educational Outreach: - 13,456 Children & Adults participating in 175 Programs - 22 on-line programs - 1,437 Instragram followers & 1,492 Facebook followers in FY21 - School Field Trips – limited due to SD25 funding challenges

Events: - Zoo Boo *745 (*covid impacted)

-Endangered Species Day – cancelled due to SD25 funding challenges - CCU Community Free Day *2,149 (*covid impacted)

Volunteers: 1,644 Volunteer hours (not including ZIZS volunteers)

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FY 21 Expenses: *107% of budget expended *Note: FY23 staffing request submitted (Zoo Keeper)

FY 21 Revenues: 112% of estimated revenues recovered

FY 21 Cost Recovery: 13% Fee Supported ($836,212 expended –vs– $107,073 in fee revenues)

85 Indigenous species and 88 total animals exhibited on 25 acres Animal acquisitions: 2 Western Screech Owls De-acquisitions (X-fer’s, passed away/euthanized): 1 Toggenburg goat (age related disease) Passed USDA inspection with zero deficiencies

In conjunction with Parks Dept. Staff, worked to successfully complete in-house construction of the new “Zoo Connections Entrance & Gift Shop Building” at Zoo Idaho via Partnership with Connections Credit Union (opening in Spring, 2022).

Awarded:

Mayor’s Walking Challenge grant of $1,000 for shaded rest areas on the Western States Cat pathway

Lowe’s Heroes Project grant of $3,000 for shaded rest areas on the Western States Cat pathway

ZIZS received a Lookout Credit Union Sponsorship of $2,000

Provided the “Nature of Idaho” radio program on KISU-FM, in collaboration with Dr. Leif Talpania, Director of Idaho Museum of Natural History

Conservation Partnerships with: Idaho State University, Idaho Fish & Game, United States Fish & Wildlife, Intermountain Aquatics, Idaho Native Plant Society (Sawabi Chapter)

Other Partnerships: Idaho Museum of Natural History, Idaho State University, Jim Dandy Brewing (Zoo Idaho Science Trivia Night), Leadership Pocatello/Chubbuck,

Connections Credit Union, Western States CAT, ISU Credit Union, Simplot

ZIZS Annual Fundraising Campaign Events & Revenues for FY21 – Roar & Pour and OktoBEARfest: $10,949

ZIZS Annual Memberships for FY21: 267


The continuation of safe program & service provision for the community during the continuing covid pandemic was a primary focus of Zoo Idaho for FY 2021, which was accomplished via comprehensive on-going implementation of modified operational plans, in conjunction with SIPH guidance.

Priority for FY 2021 was placed on the construction of the Zoo Connections gift shop. Delays and challenges to the project occurred due to supply chain shortages and resulting cost inflation of construction materials.

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Increasing difficulties in maintaining Zoo Idaho service levels within current full‐time Zoo Keeper Staff resources.

Increasing challenges of locating/attracting, hiring & retaining quality part‐time/seasonal Staff.

On‐going burdens on current full‐time Staff needed to provide proper animal husbandry and Zoo maintenance operations.

The Black Bear Exhibit meets minimum standards for the USDA Animal Welfare Act, but does not meet standards for AZA accreditation.

Lack of appropriate animal quarantine facility on the perimeter of the zoo which is capable of holding large carnivores and hoofstock.

Continue incremental Zoo Idaho development & improvements, and implementation of strategies for increased Zoo revenues/cost recovery.

Contact: Peter Pruett | Zoo Manager | (208) 234-6264 | [email protected]

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Effective Administration Program Area


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City Hall (Custodial) Department

Mission:

To ensure clean, safe and functioning buildings by providing cleaning and maintenance services for the facility housing City Hall and the Police Department, additional city owned facilities as requested by specific departments (Transit, Parks & Rec, Zoo, Animal shelter, and both PPD substations), and city owned buildings, including leased buildings.

FY21 Input Summary:


The custodial staff had a changeling year with COVID-19. We worked quietly behind the scenes cleaning and sanitizing all buildings to help prevent the spread of COVID-19. We put up hand sanitizer, sprayed work stations with disinfectant, and made sure the bathrooms had plenty of soap and paper towels.

The custodial staff cleans and maintains in excess of 75,000 square feet of buildings per week. The staff consists of four full time and one-part time positions.

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Measures of Effectiveness, Outcome, and Results:

We have instituted an effort to refurbish the cosmetic character of City Hall and to uphold pride in our appearance and maintain a comfortable work environment. The building has been occupied as our municipal building for over twenty-five years with minimal upgrades. This building was previously a grocery and drug store and adapted to meet the need for a municipal office building and police station.

The custodial staff offer services to city hall and city departments that choose to utilize in house services. We charge the departments an hourly rate based on our services and their needs for the time spent in their facilities.

Staff is available to respond to department service and maintenance requests in a timely manner. Minor repairs, painting, basic plumbing, preventative maintenance, ordering and stocking of cleaning and sanitary supplies and facilitating contractors for larger or more complex repairs are also included.


Custodial needs are elevated and additional service is required on the police department side of our municipal building since that portion of the building is occupied 24 hours per day, 365 days per year.

The city owns and leases additional buildings for profit and nonprofit groups. We assist with building maintenance, both with staff and in some cases financially to assist the lessees of the nonprofit occupied buildings and work to meet the lease obligations for the profit facilities.


City Hall and the police department buildings are aging significantly, and in most cases, in disrepair. Budget restrictions doesn’t allow for the needed upkeep and maintenance. Issues that need to be addressed in this budget or no later than next year’s budget are:

Replacement of HVAC system Interior layout of office spaces Interior and exterior paint New carpet Door and hardware replacement LED lighting and switching Plumbing issues

Contact:

Richard Bigelow | Facilities Director| (208) 244-6160 | [email protected]

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Finance Department

Mission: Provide timely and accurate financial information, account for city assets, invest city funds, prepare annual budgets & financial reports and conduct analysis. FY21 Input Summary: Money

People

FTE FY17 FY18 FY19 FY20 FY21 FY22

Finance 7.5 7.5 7.5 7.5 7.5 8

FY21 Output Summary: Processed 26 City Payrolls Worked on the FY2020 Comprehensive Annual Financial Report (finished November 2021) Tracked and processed the City’s COVID-19 expenses/COVID-19 business grant payments for

funding received by State of Idaho Completed the

FY2021 Monthly o Budget execution reports o Cash reports o Vendor claims reports

FY2022 Budget Process Measures of Effectiveness, Outcomes and Results:

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Explanatory Factors: Pocatello has a decentralized financial system for payroll and accounting entry. This allows an efficient use of personnel but increases financial training and oversight and can lead to some loss of internal control. Since 2019, the department has had 3 Chief Financial Officers and a great deal of employee turnover. As of September 2021, the Department had 3 vacancies and only a part-time, Chief Financial Officer. Issues and Concerns: Hiring and retaining employees are of utmost concern for the department. The City needs a new financial system that is user friendly for staff and the public. In addition, the Finance Department continues to work with the Building Department for floor to ceiling walls needed to secure confidential information. Contact: Brian Blad | Mayor | (208) 234-6163 | [email protected]

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Human Resources Department

Mission: Partner with City operations to develop and maintain human resource services, programs, and policies that create the optimal work environment for serving the citizens of Pocatello. FY21 Input Summary:

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Contact: Heather Buchanan, Human Resources Director, (208) 234-6172, [email protected]

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Information Technology Department

Mission: Enabling City operations by consistently delivering reliable and secure services, innovative solutions, and best-in-class customer service…a trusted steward of information technology and a catalyst for innovation. FY21 Input Summary:

*Increase in personnel due to Video Services reorganization


500 +/- User Accounts 235+/- User Groups 725 PCs/Laptops, 88 Tablets 25 Networks/Off-Site Locations 210 Telephones 508,757 City website visits / 883,979 page views

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Systems Supported:

• Windows/Exchange – Win 10/11 – Outlook, Outlook Web Access – Microsoft Office

• Naviline (CentralSquare) – Budget Management – Utility Billing – Payroll – Accounting – Human Resources – Permits – Cognos Analytics

• Spillman – Public Safety (Police, Fire, EMS)

• Social Media – Facebook – Twitter – Instagram – Nextdoor – YouTube

• Web Pages – City of Pocatello (CivicPlus) – Employee Portal/Intranet – Con$serve Pocatello – Employee Wellness Challenges & Contests – Marshall Public Library – Outdoor Recreation Equipment Rental – Pocatello Regional Transit – Poky Portneuf Float

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– Police Crime Reports – Portneuf River Vision – Portneuf Valley Environmental Fair – Portneuf Watershed Project – Pocatello Projects – Zoo Idaho

• Miscellaneous – CyberSecurity

• Albert Monitoring • DHS MDBR tool • KB4 Cyber Training • Lansweeper • Mailmarshal • Trend • Firewalls

– GIS – Lucity – Rock Solid Pocatello Connect App – Timeclock+ – WaterSmart (Water, UB) – ITRON (Meter Reading) – SeamlessDocs – Civic HR – Stone Orchard (Cemetery) – OnBase (Records Management) – ProjectDOX (e-plans) – ArchiveSocial – Site Improve – Paymentus (On-line Bill Payment) – Routeware (Sanitation) – GoToMeeting – 2 Cable Television Channels – VoIP Telephones

o Measures of Effectiveness, Outcomes and Results:

IT Department operates with roughly 1/3 the resources compared to national averages o IT FTEs (7): 1.2% of City Workforce (National Avg: 3.6% / 18 FTEs*) o IT Spending per Employee: $1,866 (National Avg: $7,060**) o IT Operational Expense: 1.5% (National Avg: 4%**)

* Gartner 2012 Report ** Gartner 2016 Report

Utilized MS-ISAC Albert network monitoring service of upwards of 17.1 TB of data monthly (up 10.3 from FY20) to reduce vulnerability and risks

o 2 Critical, 84 Warning, and 1734 Informational Events reviewed/resolved o A significant decrease in Critical findings, indicative of improved awareness by users and

improved security practices

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Utilized DHS Malicious Domain Blocking and Reporting (MDBR) tool to analyze a weekly average of 3,364,986 internet clicks (up 22.4% from FY20); blocking an average of 3737 clicks per week (up 461% from FY20) providing a significant layer of our defense-in-depth strategy

Participated in 6th National Cybersecurity Review o Results continue to show a positive trend for City’s cybersecurity framework

Completed Annual Cybersecurity Refresher Training for all network users o Continued use of optional training videos…highly successful and liked

Performed five Phishing Security Test Campaigns o 3.10% (down 0.03%) average failure rate across five quarterly tests

Results are well within acceptable industry standards of 3.9% Enhanced transparency of City operations through the video production of approximately 24

Regular City Council Meetings, 11 Working Sessions, 9 budgetary sessions, 3 special council meetings, and numerous other public open meetings, as well as training sessions of employees to maintain ICRMP compliance

o Created new virtual meeting room using GoToConnect in Paradise Conference Room o Pandemic moved many of our meetings to on-line only; critical to meeting open meeting

requirements o Utilized GoToMeeting for virtual/remote meetings for not only the above meetings, but

for many advisory boards, staff meetings, departmental meetings, etc.: hosted 254 hours of virtually meetings 164 Total Meetings

28 committee meetings 18 Mayor’s Office meetings 118 departmental meetings to include HR, PDS, Engineering, Finance,

Legal, Public Works, and ohers Produced 12 monthly CyberSecurity Newsletter and distributed to all employees 52 Weekly Utility Billings (250K+/-) printed, stuffed, and prepped for mailing, 26 payrolls

processed, weekly demand checks printed, and multiple other ERP requirements completed on-time with zero deficiencies noted

City Website viewership continues to be primary source of information for citizens and statistics continue to improve

o We serve on vendor’s Customer Advisory board, contributing feedback and direction o 700+/- distinct pages on web site o 2.7 actions per visit: Within industry norms o 2:04 minutes average visit duration: Within industry norms o 59% visitors come in via a mobile device: Above industry average o Top 10 Visited Pages: Utility Bill Pay, Employment Opportunities, Animal Services,

RPAC, Parks Reservations, Parks & Recreation, Community Recreation Center, Police, Animal Adoption, Agendas & Minutes

o Top 10 Search Terms: Prices, Swim Lessons, Dogs, City Code, Ross Park Aquatic Complex, Jobs, Noise Ordinance, Sanitation, Zoning Map, Cats

Participate on Customer Board for Rock Solid actively contributing feedback and direction to our mobile app/service request system provider

Acquired CentralSquare University from a grant by the Superion Users Group for all employees to garner training on CentralSquare products as well as general office professionalism training

Acquired Amazon Business accounts for City P-Card holders o Ensures a minimum of at least 5% savings on most Amazon purchases

Provided extensive support to Finance and HR Departments as well as rest of staff for budget preparation, payroll projections, and audit support

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Aided departments still utilizing merchant card processor to accomplish Purchase Card Industry (PCI) compliance to avoid extensive fines to the Finance Department and City of Pocatello

Upgraded numerous servers to maintain cybersecurity and functionality of systems Supported approximately 250 online forms to include SeamlessDocs and customized

programming…with many more on the way IT trouble-call response time average <2 hours


IT costs continue to climb as departments seek for and implement technological solutions to best meet their increasing mission requirements with static manpower numbers, and inflationary practices of vendors with maintenance contracts.


CyberSecurity remains the number #1 concern as hacktivists and cyber criminals continue to attack SLTT web sites, data centers, networks, and other IT systems at alarming rates

Cyber-attacks not only occurring at an alarming rate but have skyrocketed in volume and sophistication in the last couple of years including several high-profile cases of ransomware where organizations including government agencies ended up paying large dollars to recover information including government entities. FBI had $4.2B in cybercrime losses reported to them in 2020, up approximately 20% from 2019 (this is just what was reported to the FBI…many losses go unreported to protect reputations).

Need to convert fire suppression system in the IT Server room from a wet system to a dry system Current Exchange (e-mail) server in need of upgrade…will move to an Office 365 cloud solution

in FY 22 A recent report in “Governing Daily” e-magazine (10 March 2020) reported (regarding City

governments): “…holding steady as a top priority, and therefore a top spending area across the board, is cybersecurity…the rise of ransomware attacks over the past year, as well as the increasing dollar amounts of ransomware demands, (have) real financial consequences above and beyond ransoms…Financial ratings companies are now paying attention to cyber-related vulnerabilities from government organizations. Organizations like Moody's are sending a clear message… “Hey, government, if you don’t get your cyberhouse in order, we’re going to lower your credit rating.”

Additionally, any reduction of IT funding will limit the IT Department’s ability to enable City operations across the board, and will result in increased risk acceptance thereby putting the City’s information systems and data in dire jeopardy of future cybersecurity incidents; increasing risks for costly lawsuits/legal issues while decreasing our reputability and trust with the residents of Pocatello

Need to get an integration between our online forms provider and our merchant card payment provider so our residents have an option to pay for events and services online in a secure way to increase revenue to the City

Contact: J. Chris Sorensen | CIO | (208) 234-6222 | [email protected]

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Legal Department

Mission: Prosecute misdemeanor and infraction citations; represent the City in legal proceedings, negotiations and other matters; provide legal services to numerous City boards and commissions, while also providing constant availability to Department Heads/Staff and Council Members. FY21 Input Summary:

FY21 Output Summary: PROSECUTION RELATED (1.5 Prosecutors 2 Staff)

Staff take approximately 500 phone calls/in-person visits per month. Prosecutors and staff receive approximately 20 emails per month requesting things such

incident reviews and citation amendments. Prosecutors additionally take approximately 25 unscheduled monthly walk-in meetings

with various law enforcement officers, defendants, victims, other attorneys, etc. 3,737 Hearings/Court Appearances

544 Infraction Pre-Trials, 13 Court Trials 1,524 Misdemeanor Pre-Trials, 395 Misdemeanor Jury Pre-Trials 146 Domestic Battery Pre-Trials, 380 Domestic Review Hearings 578 Evidentiary and Other Miscellaneous Hearings (suppression, limine, etc.) 4 Jury Trials, 153 Criminal Mediations

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CIVIL RELATED (2.5 Attorneys 1.5 Staff) Approximately 448 contracts, agreements and other miscellaneous documents

reviewed; 123 for Council Consideration Preparation of 41 Council Decisions, 27 resolutions, 21 Ordinances including the

following that amended or enacted Pocatello Municipal Code: o Title 17 Zoning (Two revisions) o Title 8 Nuisances o Title 15 Building o Title 5 Childcare o Title 8 Stormwater o Face Coverings (several drafts) o Title 16 Subdivisions

Staff take approximately 450 civil related phone calls/visits per month. On average 7-8 meetings per day with City Department Heads/staff and/or Council

Members Numerous water rights and other litigation related meetings, negotiations & court

hearings Preparation/Review of numerous plats, deeds, leases, development/infrastructure

agreements, letters, opinions and process development memorandums each month Measures of Effectiveness, Outcomes and Results: Legal services difficult to quantify, but:

Successful coordination with PPD results in better prosecution, victim advocacy, and collection of criminal restitution.

On-site Legal Department reduces litigation and establishes better grounds to be successful in litigation when unavoidable.

Environmental and water law issue work safeguards community future and quality of life. Economic development, coordinated with Legal Department, results in more efficient

growth. Explanatory Factors:

Workload tied to rest of the City; when departments are busy, work levels increase in Legal Department.

Involved in nearly every process of every Department/Council items. Reorganization of Legal Department structure has created a more efficient process and has

resulting in cost savings. Issues and Concerns:

Ongoing litigation involving the City of Pocatello requires significant oversight and input from the Legal Department as well as other departments.

Legal requirements and processes are ever changing and we are constantly adapting to those changes making forecast of future needs difficult

Continuing analysis of Department structure could lead to further changes Contact: Jared Johnson, City Attorney, (208) 234-6148, [email protected]

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Liability & Risk Management Department

Mission: To administer a risk management program that utilizes liability insurance, loss prevention and safety programs to prevent, reduce and minimize losses and liability exposure for the City. FY21 Input Summary:

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Measures of Effectiveness, Outcomes and Results: Measures of Effectiveness: Notice of Loss reports were completed in reasonable time by City staff. Staff educated department heads about claims filed, discussed issues with certain types of claims, and suggested training to reduce accidents and liability exposures.

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Outcomes: Risk Management:

Increase employee drivers’ awareness to reduce claims resulting from motor vehicle accidents, including backing accidents.

Reduce City liability on all claims through reduction in preventable accidents.

Results: Coordination with ICRMP resulted in subrogation of the City’s and ICRMP’s costs related to first party claims. Workers Comp:

Implement safety programs to address areas of workplace safety accidents. Control Work Comp costs to maintain a viable self-insured program with adequate resources to

meet needs.

Results: Discussed issues with Moreton consultants to develop plans to potentially reduce claims related to training. Issues and Concerns: Safety Issues:

Covid-19 has resulted in more claims involving emergency personnel in late 2021 as numbers peaked locally, currently these claims have had minimal expenses.

Driving errors continue to be among the highest number of claims filed. The City participates in annual ICRMP driving awareness training. City drivers need to increase their awareness of hazards, particularly through intersections and while backing up. We will continue to increase training on driving topics.

Manual material handling accidents, officer physical altercations with patrons, physical fitness training and pushing/pulling Sanitation containers continue to be highly reported.

Financial Issues:

Due to legislation (presumptive cancer and PTSI legislation for first responders), it is clear that $1.5 million in reserves is no longer sufficient and needs to be built to a minimum of $2 million. Council may consider hiring an actuary to provide a recommendation of appropriate reserve levels needed.

Currently the modifier is set at 85%, our goal is 100%. It is recommended the modifier be increased another 7.5% for FY2022 and 7.5% for FY2023 to reach this goal.

Contact: Kirk Bybee, City Risk Manager (208) 234-6148, [email protected]

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Mayor & Council Department

Mission: Executive and Legislative management of the municipal corporation, including vision, policy, service to constituents, stakeholder involvement and day-to-day management. FY21 Input Summary:

*Increase in personnel due to Video Services elimination/reorganization

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Special Projects Mayor’s Million Minute Reading Challenge Promise of Tomorrow Mayoral Scholarship COVID-19 Business Grants - $250,000 allocated and spent 2 Association of Idaho Cities Awards

o Mayor’s Youth Council Community Needs Drive o Stay Smart. Stay Safe. Stay Open. COVID-19 Campaign

2 Press Club Awards o Public Relations, News Release – PR o Public Relations, Public Service Campaign – PR for COVID-19 experience interviews

Participation in

Senior Building Ad-Hoc Committee Association of Idaho Cities = various committees Pocatello Development Authority Bannock Transportation Planning Organization SICOG Board of Directors ICRMP Board of Directors ISU College of Technology Advisory Board Bannock Development Corporation Board of Directors Regional Development Alliance Board of Directors Pocatello-Chubbuck Chamber of Commerce = various committees Staff participation

o ICCTFOA o Kind Community o ISU College of Technology Business Technology Advisory Committee o AIC Legislative Committee o Chamber Legislative Committee o Chamber Education Committee

Measures of Effectiveness, Outcomes and Results: Open Meetings Law requirements met for City Council Meetings and Advisory Board Meetings Record Request requirements and timelines met for all requests Service Requests responded to within an average of 4.5 business days Explanatory Factors: The City of Pocatello’s Mayor/Council Department has a unique organization. Our department includes the City Clerk and Deputy City Clerk as part of the department staff. Typically, a City Clerk’s Office is a stand-alone department with its own department head, staff, office space and budget. Issues and Concerns: OVERALL: State revenue-sharing changes, State legislation changes, managing growth and infrastructure needs, balancing taxes and fees, maintaining quality of life DEPARTMENT: funding future needs – public meeting recording system, citizen survey, laptop replacement, records request software, new records retention software Contact: Anne Nichols | Administrative Services Manager | (208) 234-6164 | [email protected]

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Neighborhood Quality Program Area


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FY21Service Summary

Engineering Department & Geographic Information Systems (GIS)

Mission:

To provide excellent municipal engineering, surveying, environmental, and mapping services to help ensure quality and sustainable construction and lasting infrastructure. FY21 Input Summary:

Money

People

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FY21 Output Summary: GIS Coordinator has continued to manage and upgrade the City’s Geographic Information System (GIS) and Enterprise Asset Management (EAM) as follows:

● Expanding the use of GIS and EAM to maximize Return on Investment o Identify growth potential o Train users o Learn and expand on current use o Simplify applications to promote use o Coordinate with ISU, Bannock County, Chubbuck, and BTPO to expand Local GIS as a

whole. ● Upgrade and configure servers for the whole Geographic Information System (GIS) and

Enterprise Asset Management System (EAM). o Updated Central Square EAM to latest stable release o Maintain Database o Maintain and expand versioning of database for quality control o Maintain and update replicas (BACKUP of database)

● Geographic Information System o Manage and provide Public Works departments with real time spatial data in both desktop

and mobile field access. o Support ISU GIS Internship to provide learning opportunity and advance GIS o Update mobile applications for cell phones and tablets. o Maintain and create online interactive webpages for both Public and internal use. o Geospatial Analysis to City departments o Provide GIS information to City’s consultants. All hydraulic models are based in GIS. It

is essential to input and update the City’s assets in the GIS database. o Provided data for River Visioning, WPC modeling, and Storm System to consultants o Maintain GIS database. (Only a few examples)

▪ Added all new Subdivisions to the GIS ▪ Created and maintained CDBG Sidewalk analysis layer

▪ Created and maintained Sewer Services layer ▪ Created and maintained new base map layers

o Census ▪ Updated the yearly Boundary Annexation Survey (BAS) for Census Bureau

● Asset Management System. o Implement integrated web maps into Central Square EAM Web o Maintain and support

▪ Water implementation ▪ Streets and sanitation implementation ▪ Collections division online for the waste treatment plant asset management system

o Building department permitting software

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Engineering FY21 Output Summary:

● Center Street Railroad Underpass: The Center Street railroad underpass project objective is to rehabilitate the underpass ingress and egress, improve the lighting and visibility of the pedestrian tunnel, improve the drainage, and rehabilitate the roadway pavement. The City retained the services of Jacobs Engineering, formerly CH2M, to do the engineering design which has been completed. The project is scheduled for construction in 2025 unless funding from a stimulus package is found to advance the project schedule.

● Benton Street Bridge, Phase 2: The Benton Street Bridge, Phase 2, project completed and closed out in August, 2021. The project was intended to repair deterioration of the bents (series of columns) and abutments.

● Carson Street Bridge: The Carson Street Bridge was awarded as a bridge bundle grant through LHTAC for improvements. Carson Street Bridge was one of the bridges chosen in the grant. The Local Agreement for the construction was approved by the City Council on July 1, 2021. Design has been completed. Construction is scheduled to begin in the fall of 2022.

● Hawthorne & Quinn Intersection Project: The Hawthorne & Quinn intersection project objective is to upgrade and improve the intersection by adding new left turn lanes, bike lanes, sidewalks, curb and gutter, traffic signal, and piping adjacent irrigation canal. Right-of-way acquisitions and design have been completed. The project is scheduled for construction in 2024 unless funding from a stimulus package is found to advance the project schedule.

● FEMA Community Rating System Program: Maintain and update all flood plain maps, elevation certificates (EC), call logs with everyone we discussed flood plain, EC, or insurance issues with. Keep records of all new publications from FEMA at our public library, update city web pages with new and updated mapping. Work with FEMA on their process of updating their mapping, and Disaster Response Plan.

● Unsewered Areas: An LID study began in August, 2021 to identify areas in the Johnny Creek and S. 5th Ave. for potential sewer connections and improvement projects.

● Flandro Lift Station Rehabilitation: Engineering Staff developed plans and specifications for the

rehabilitation and upgrade of the Flandro Lift Station. The project included pump and electrical upgrades, replacement of piping and support structures, replacement of access hatches, adding a permanent sump in the drywell, and other improvements. This project was bid and constructed in Fall 2020 with construction phase management by engineering staff. The project reached substantial completion May 11, 2021 and has been billed and closed out.

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● 2022 Wastewater Cured in Place Pipe (CIPP): Engineering Staff prepared design plans and) specifications for the point repair (4 total), 9381-feet of 8-inch, and 910-feet of 12-inch diameter existing sanitary sewer pipes with CIPP installation, including cleaning, closed circuit television (CCTV) inspection, cutting off protruding laterals, lateral reinstatement, bypass pumping, traffic control, and other associated work. The project is scheduled to bid in FY 22.

● WPC Facility Plan: Engineering staff provided project management and oversight for a Facility Planning Study for the Pocatello Water Pollution Control (WPC) facility. The planning study was completed by the consulting team of Keller Associates and Stantec and provide condition assessment, capacity assessment, projection of flow and loading, recommendations for plant improvements, and outline a Capital Improvements Plan (CIP) for the Pocatello WPC for a 20-year planning horizon. The plan completed FY21.

● Pocatello Creek Booster Station and Transmission Pipeline: Engineering Staff provided and assisted with easements and property acquisitions in preparation for the project and provided review to consultant Murray Smith of construction plans. The project includes a new booster pump station and transmission pipeline to provide additional water supply and redundancy to the Highland area. This project is ongoing and is intended to begin construction in FY22.

● Water Capital Improvements Projects: Engineering staff provided design and construction support to the Water Department for the completion of approximately 11,000-feet. of water distribution piping replacement.

● Whitman Lift Station: The purpose of the project is to address deficiencies including aging infrastructure, operational issues, and improvements to the nearby sanitary sewer river crossing. The project work includes rehabilitating the existing Whitman Lift Station on the west side of the river and constructing a new Hayes Lift Station on the east side of the river. Design completed in FY21, with construction beginning in FY22.

● Code Enforcement: Engineering Department oversees sidewalks, curbs, ADA Ramps, asphalt patching, sight distance, Erosion and Sediment Control (ESC) issues and miscellaneous right-of-way issues. There were several letters sent out to property owners and follow-ups made. In most instances the issues are resolved without complications.

● City Source Responses: There were approximately 32 City Source requests responded to directly by engineering. Engineering also assisted with many more City Source requests through the other departments.

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● Survey: Reviews and checks for mathematical accuracy and survey requirements on submitted applications such as annexations, subdivisions, rezones, leases, vacations, property line adjustments, as well as final review of subdivision plats prior to recording. Disseminates survey information to the public and other governmental organizations, maintains and upgrades the survey informational database for the vertical and horizontal control for integration into the City’s Geographic Information System (GIS). Focus on survey monument preservation by coordinating with roadway, sewer, and water maintenance and projects done by the City.

● Inspections: Engineering Staff performed all right-of-way inspections on curb, gutter, sidewalk, asphalt, valley gutter, ADA ramps, and city utilities. Engineering Staff made 706 right-of-way inspections. To list a few; inspected approximately 14,700 linear feet of sidewalk and 109 new ADA compliant ramps, that is double the number of ADA inspections from the previous year.

● Development: City Engineering Staff reviewed and approved residential and commercial applications on behalf of the Public Works Departments. Engineering Staff reviewed 11 subdivisions that were inspected, constructed, accepted and recorded at Bannock County Court House, adding approximately 66 lots. Within these subdivisions there were 5,257 LF of roadway, 4,564 LF sanitary sewer mainline, 7,553 LF stormwater mainline, and approximately 6,058 LF water mainline added to the system. There were many 2 and 3 lot subdivisions within infill areas. There was 4 annexation completed consisting of approximately 144.64 acres. There have been over 108 right-of-way utility applications reviewed and approved. The majority of those applications were for communication fiber and power installation.

● ADA Ramps FY21: Engineering Staff was awarded a grant from ITD to rebuild (11) curb ramps along 5th Avenue. This is a $60,000 grant with no local match but Engineering staff will do the design and project management. This project was completed and inspected in fall of 2021.

● Grants Awarded: The City Engineering Staff was successful in applying for the following grants:

● FY23 ADA Ramp grant to rebuild (9) curb ramps along 4th and 5th Street. This is a $60,000 grant with no local match; Engineering Staff will do the design and project management.

● Clark Street Pedestrian Improvement grant to place and upgrade sidewalk and ADA Ramps on the north side of east Clark Street. This project will be approximately $375,000 and is anticipated to be constructed in FY22.

● Main/Arthur Pedestrian Improvement grant to install curb extensions, including ADA ramps, on approximately nine intersections on Main and four rectangular rapid flash beacons on Arthur around Pocatello High School. This project will be $751,000 and is anticipated to be designed in 2022 and constructed in 2023.

● Pole Line Widening grant to add another lane to Pole Line road. This project is anticipated to cost $ 3,858,000 and is anticipated to be constructed in 2027.

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● Old Town Connection Trail grant to build a multi-use pathway between 1st and 2nd Avenue, north of Benton Street. This project will be funded through multiple grants totaling $34,500, Idaho State Parks and Recreation and the Ifft Foundation, as well as City funds and in-kind labor. This project completed construction in FY 21 and the art and finishing work is scheduled to be completed in FY22.

● South 5th and Jason safety grant to install median, sidewalk, and ADA ramps. This project will be approximately $205,000 and is scheduled to begin construction FY22.

● Flandro and Quinn safety grant to install median, sidewalk, and ADA ramps. This project will be approximately $205,000 and is scheduled to begin construction FY22.

● Center Street Pedestrian Improvement grant to place and upgrade sidewalk and ADA Ramps on the south side of east Center Street. This project will be approximately $220,000 and is anticipated to be constructed in FY22.

● Interdepartmental Coordination: Assist multiple departments with their needs, projects, and cross department coordination, including capital improvement projects, upgrades to facilities and structures, technical support, and project management.

Measures of Effectiveness, Outcomes and Results: The Engineering Department performs many services for all departments throughout the City. More specifically, the following services are provided: technical resources, project design, support, and management, management and administration of consultants, development review, inspections of construction within the public right-of-way and public assets, survey services, manage easement/legal descriptions, public records/archived documents dealing with public properties and right-of-ways, set-up and maintain GIS and engineering/surveying data bases, special projects, administrative/council liaison, and help insure that the City is not involved in unnecessary litigation.

Engineering staff effectively assisted multiple departments to meet their engineering needs. Engineering staff have successfully addressed public concerns, questions and assisted in understanding and complying with Federal, State, and local laws, ordinances and standards. The Engineering staff ensures that construction projects have been built to meet current standards and will provide lasting value to the City. Several critical infrastructure projects were completed this year. The Engineering staff complete all duties while maintaining a high level of work ethic and professionalism. As a result of these efforts, the Engineering staff receives many compliments from the public and other City departments.

Explanatory Factors: The Engineering Department consists of four licensed Professional Engineers, one GIS Specialist, one City Surveyor, two Engineering Technicians, one ROW Inspector, one Project Manager, and an Administrative Assistant. The Public Works Director serves as both the Public Works Director and the City Engineer. The Administrative Assistant provides support to the Public Works Director, Science and Environment Division, GIS Division, and Engineering Department staff. This department oversees all GIS activities, federal aid transportation projects, development, and technical support. Staff works on most public works capital improvement projects.

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Issues and Concerns: The Engineering Department had a very busy year in 2021. High levels of development and growth drove increased workloads at a higher pace than previous years. There continue to be many unfunded mandates that trickle down from federal and state laws and regulations along with unfunded requests within the City.

Ensuring that the City has adequate match money and staff to manage grant opportunities is a priority. These funds are highly competitive and typically require long lead times. However, with a typical match amount of 7.34%, they allow the city to complete critical infrastructure projects, which would otherwise be much more difficult to fund.

Ensuring that there are adequate resources to implement additional programs, such as Energy Task Force, Impact Fees and Capital Improvement Programs is a concern. There is a need to expand Asset Management and Utility Locator Programs across the Public Works departments to enhance integrated processes.

Contact:

Jeffrey L. Mansfield, PE | Public Works Director/City Engineer | (208) 234-6212 | [email protected]

Ryan Howerton | GIS Coordinator | (208) 234-6230 | [email protected]

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CDBG Entitlement Programs

Mission: Enhance affordable housing for low- and moderate-income households through rehabilitation and infill development; provide a suitable living environment by improving public facilities; and provide social services and enhance economic development for low- and moderate-income areas. FY21 Input Summary: The Community Development Block Grant operates on a Program Year beginning in April and extending through March 31st. This information will summarize Program Year 2021, encompassing activities that occurred between April 1, 2021 and March 31, 2022. People

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Measures of Effectiveness, Outcomes and Results: CDBG 2021 CDBG Program Year runs from April 1, 2021 to March 31, 2022 HUD awarded $461,585 in entitlement funding Earned $144,399.82 in Program Income to date Approved PY2021 Action Plan:

o RENEWAL Housing Rehabilitation Loan and Small Grant Projects - $20,847.00 4 Small Grant Projects 20 Loan Projects A total of $128,000 expended during PY21

o NeighborWorks Pocatello Mobile Home Rehabilitation Grants & Service Delivery - $60,000 o NeighborWorks Pocatello Park Meadows Senior Apartments (Affordable Housing Creation) -

$75,000 o Public Infrastructure Improvements City Sidewalks - $25,000

o East Side of 1st Street, under Benton Overpass 625 sq. ft. were installed 1 ADA ramp installed

o 1431 N. Harrison Ave 222 square feet removal and replacement

o A total of $44,038 expended during PY21 o Public Facility Improvements - $141,413

Aid for Friends – $50,000 toward New Shelter Acquisition (Year 2 of 5 Year agreement)

Bannock Youth Foundation Roof – Funded $11,913 in PY21; In Progress St. Vincent de Paul Parking Lot – Funded $79,500 in PY21; In Progress

o Public Services - $52,982 Aid for Friends Bus Tickets - $1,350 Aid for Friends Case Management Services - $30,000 Salvation Army Rental Assistance Program - $10,000 St. Vincent de Paul Social Services Program - $11,632

o Administration (20%) - $92,317 Personnel & Grant Administration Fair Housing Activities Grant Writing Workshop

• The City completed its HUD-mandated Five Year Consolidated Plan in PY21. The new Consolidated Plan will cover the Program Years of 2022-2026 and serve as the guiding document for each program year allocation. The projected five-year summary is as follows: o Housing- $910,000 o Public Infrastructure - $425,000 o Public Facilities and Improvements - $193,700 o Public Services - $344,700 (15%) o General Admin - $461,600 (20%)

TOTAL: $2,335,000

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CARES ACT Through the federal stimulus CARES Act, Congress provided $5 billion for the CDBG Program

(CDBG-CV funds) to prevent, prepare for, and respond to coronavirus Pocatello received 2 tranches of CDBG-CV funds:

o Tranche #1: $264,672 o Tranche #2: $230,753

TOTAL: $495,425 The funds are added to Program Year (PY) 2019 and must be spent within 6 years of award Activities Funded through CDBG-CV Funds include: Rental Assistance: $211,340

FY20 - $18,388.36 FY21 - $114,004.69 FY22 - $45,305.14 TOTAL spent to date: $177,698.19

To date, 80 applicants have been assisted and $177,700 paid to landlords or lenders. This equates to

over 130 months of monthly rent/mortgage assistance. Public Service Activities: $185,000

FY20 - $0 FY21 - $42,563.00 FY22 - $52,789.33 TOTAL spent to date: $95,352.33

LEAD SAFE and HEALTHY HOMES The 2017 Lead Hazard Control Grant awarded through HUD’s Office of Lead Hazard Control and Healthy Homes concluded on July 2, 2021 with the final report submitted in October of 2021.

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The City completed close-out of the FY17 grant and achieved the following: 55 homes underwent risk assessments in Pocatello 43 homes were repaired to make them lead safe 3 of the assessed homes were deemed lead safe and required no repairs 3 units were not remediated either to dropping out of the program, no longer qualifying, or

requesting to wait until the next grant cycle 6 homes are in progress and will be remediated under the 2021 grant Average cost per home for repairs was $19,413 Total cost to date of those repaired homes is $875,655.15 70 children under the age of 6 were helped, and 40 over the age of 6

The City was awarded a 2021 grant that began on November 1, 2022 and will extend through May 2025. The total award was as follows: Lead Hazard Control Work - $2,070,697.28 Healthy Homes Supplemental Funding - $577,500 Match Funding - $227,446 The Division completed the OLHCHH initial ramp up requirements The LSHH Program hosted two EPA qualification trainings for contractors in February and March Explanatory Factors: Pocatello has some of the oldest housing stock in Idaho. In order to accomplish the CDBG program goals of ensuring access to affordable housing, the City implements programs to improve the housing stock and provide rehabilitation and repairs for those qualifying low-moderate-income property owners. This allows residents to stay in their homes and address long overdue repairs that pose health and safety concerns while improving the city’s housing stock as a whole. In addition, there is a demand for more affordable housing, particularly as the market rates for rent and home prices steadily increase. The City partners with local agencies that are able to develop housing and improve the City’s housing stock. NeighborWorks Pocatello has been a key partner in achieving these goals, and in 2021 they secured a Low Income Housing Tax Credit (LIHTC) to complete a 49-unit apartment complex on South 5th Avenue which will provide housing for low-moderate income and homeless seniors. To address the effects of housing instability and prevent homelessness, the City also funds several public service programs through its Subrecipients. These partnering agencies provide homelessness support, social services, rental assistance, and case management services. This allows residents to access resources and address concerns that ultimately impact housing stability and job security. These public service programs are capped at 15% of the total entitlement (including the previous years’ program income) and serve the target population. These program are integral to achieving the goals of the CDBG program. Issues and Concerns: The City’s entitlement allocation has evened out over the last several years, with modest increases from year-to-year. The delay in release of funds, however, has made it more difficult to efficiently plan for funding on an ongoing basis, and complete projects in a timely manner. The Program Year 2022 allocation was delayed and has prevented the submission of the City’s 5-Year Consolidated Plan, Annual Action Plan, and revised Citizen Participation Plan. In addition, the nationwide CDBG budget approved by the

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federal government was decreased as compared to previous years. It is anticipated this will affect the City’s annual entitlement amount. Availability of contractors, supplies, and materials remains a concern. The long-term effects of COVID-19 on market conditions and the supply chain have resulted in increased project costs. The City has worked to improve relationships with contractors, expand the contractor pool, and train contractors so they are qualified for specific projects such as lead-based paint remediation. However, prices continue to be an issue and limit the number of projects the City can complete. With a decreased entitlement, this issue will be compounded. Finally, affordable housing remains the number one issue for the City. Upon completion of the 5-year Consolidated Plan, affordable housing rose to the top as the primary issue to be addressed in the community. Homeownership is down for low-moderate income residents and those LMI renters and homeowners are cost burdened, meaning more than 30% of their income goes toward housing. A number of other issues arise when there is no availability of affordable housing including unsafe living conditions, postponed maintenance, health concerns, and homelessness. These concerns will need to be addressed on a city-wide or broader scale, as CDBG is not able to fund the long-term impacts of the affordable housing shortage. However, the program will continue to implement its RENEWAL grant and loan program as well as partner with agencies to address these concerns.

Contact: Brent McLane | Planning & Development Services Director | (208)234-6583 | [email protected]

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Planning & Development Services Division

Mission: We provide superior service by working together for the common good and our common goals; always listening, helping, learning, educating with every opportunity, emphasizing the strengths of our community; carefully promoting opportunity; and continually seeking to improve our health, safety and the quality of life in Pocatello. FY21 Input Summary:

FY21 Output Summary: Population Served: 56,320 Number of Employees:

Management Assistant: 1/56,320 Director 1/56,320 Planning Services 4/56,320 (1/14,080)

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Measures of Effectiveness, Outcomes and Results: While not easily quantified, staff continues to provide daily customer service. A great deal of

time is spent in impromptu research on a case-by-case basis to respond to development inquiries. Through the challenges of COVID-19 staff continued to serve the community in a friendly and effective manner.

Although application reviews dropped slightly the land use applications processed in 2021 continued at higher levels that typically experienced.

Title 16, the Subdivision Ordinance: Staff worked to update sections of Title 16. The ordinance modifications were adopted in January 2021.

Title 17, the Zoning Ordinance: Staff worked to update multiple sections of Title 17. The ordinance modifications were adopted in August and January 2021.

Planning staff begun the process of rewriting the City’s Comprehensive Plan and initial an extensive public outreach effort to identify the values of the community. The Our Value, Our Vision initiative involved seven Neighborhood Outreach meetings, participation in eight different public events, and online outreach with surveys that involved 864 participants. Staff is now compiling the outreach data and drafting a new Comprehensive Plan.

Staff provided support to the Historic Preservation Commission, which continued to be very active holding 16 regular meetings. Additionally, the Commission worked on projects including the Bonneville Neighborhood Survey Phase III and the Brady Chapel Centennial Campaign. The city was awarded $9,600 through the Certified Local Government grant from the National Park Service that was used to conduct the Bonneville Neighborhood Survey.

Code Enforcement is split between the four planning staff and there has been a significant increase in code enforcement cases.

Planning staff submitted an application for an EPA Brownfield grant which we are waiting to see if we will be awarded the grant.

Planning staff continues to be involved with various committees and projects, both within the City organization and with partners. These include Relight the Night, Portneuf River Visioning, Centennial Park Redesign Project, Old Town Design Committee, Trails Working Group, and Bannock Transportation Planning Organization Technical Advisory Committee & Traffic Impact Study Subcommittee, among others.


The number of permits or planning applications are an uncontrolled metric that staff has little or no influence on. This makes annual comparisons less meaningful.

Because each city structures its planning departments differently and each may be responsible for somewhat different functions, annual comparisons, again, may be less meaningful.

There are currently many projects that the Planning Department was working on during FY21 that are wrapping up in FYs 22 and 23 including:

o Downtown Development Plan o City Comprehensive Plan o Sign Code updates o City owned property annexations o Continued updates to Title 17 o Sidewalk improvement strategy (coordinated effort with Engineering, CDBG, PRT) o Airport Plan for outside the aviation area (coordinated effort with Engineering, Airport) o GIS expansion (coordinated effort with GIS) o Historical record digitization o Review of workflow processes and policies

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Issues and Concerns: Online Application Submittal and Project Management Software: The Department continues process land-use applications utilizing paper submittals and files. Our office is grossly out of date and increases staff time to handle paper files and scan them for archival. Additionally, the lack of online applications is an inconvenience for our applicants and portrays an unprofessional impression, especially for large developers who are coming to us from out of State. We would like to move forward with acquiring a cloud-based software to help us manage these issues in cooperation with the Building and Engineering Departments to address some of their needs. Urban Renewal: Urban Renewal and TIF funding is our main tool to provide infrastructure and other economic development incentives without bonding from property tax. It has been under attack again during the 2021 legislative session and the support of elected officials is very important and needed at the state legislative level in defense of this tool. Grant Manager: There are many grant opportunities available to the City to help offset cost for projects that the City currently misses due to not having dedicated staff seeking these grants. Having a dedicated staff member to seek out and apply for grants that could help all City departments acquire these important grant opportunities.

Contact: Brent McLane | Planning & Development Services Director | (208)234-6583 | [email protected]

Service Level Report - City of Pocatello

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