3rd Draft - Strategic Plan

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STRATEGIC & INTEGRATEDPLANNING

MISSION

VISION

CITY VALUES

ASPIRATIONS

STRATEGIC OPPORTUNITIES

ENABLING CAPACITIES

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The City of Idaho Falls works to provide outstanding quality of life to all community members and be a model organization with emphasis on leadership; strategic partnerships; and meaningful community engagement, asset and financial management,and project implementation.

MISSION

The City of Idaho Falls promotes a welcoming, attractive, safe and diverse community. We embrace small city community, big city opportunities, and forward-thinking approaches to provide outstanding services and sustainable economic, social and recreational opportunities for the whole community.

VISION

ONE CITY, ONE TEAM

ACCOUNTABLE PUBLIC SERVICE

CITY VALUES

EMBRACE DATA

PEOPLE MATTER

ASSUME POSITIVE INTENT

ECONOMIC VIBRANCY

GOOD GOVERNANCE

PLANNING FOR TOMORROW

ASPIRATIONS

HEALTHY COMMUNITY

RESOURCE STEWARDSHIP

RELATIONSHIPS & PARTNERSHIPS

FINANCIAL SUSTAINABILITY

POWER & FIBER

AIRPORT

FIRE

LIBRARY

PARKS & RECREATION

STRATEGIC OPPORTUNITIES

PUBLIC WORKS

CITY ATTORNEY

MUNICIPAL SERVICES

COMMUNITY DEVELOPMENT

POLICE

HUMAN RESOURCES

COST SENSITIVITY

SAFE WORKSPACES

INNOVATION

VISIONARY LEADERSHIP

DIVERSITY, EQUITY & INCLUSION

ENABLING CAPACITIES

INTER- DEPARTMENTAL COMMUNICATION

CITIZEN PARTICIPATION

THE RIGHT TECHNOLOGY

TRANSPARENCY

SUSTAINABLE COMPENSATION

TRAINING THAT EMPOWERS

The City of Idaho Falls works to provide outstanding quality of life to all community members and be a model organization with emphasis on leadership; strategic partnerships; and meaningful community engagement, asset and financial management, and project implementation.

MISSION

The City of Idaho Falls promotes a welcoming, attractive, safe and diverse community. We embrace small city community, big city opportunities, and forward-thinking approaches to provide outstanding services and sustainable economic, social and recreational opportunities for the whole community.

VISION

ONE CITY

SERVICE

CITY VALUES

EMBRACE DATA

PEOPLE MATTER

POSITIVITY

ECONOMICS

GOVERNANCE

ASPIRATIONS

HEALTH

PARTNERSHIPS

SUSTAINABILITY

POWER & FIBER

AIRPORT

FIRE

LIBRARY

PARKS & REC

STRATEGIC OPPORTUNITIES

PUBLIC WORKS

ATTORNEY

MUNICIPALITY

DEVELOPMENT

POLICE

HR

COST

SAFETY

INNOVATION

VISIONARY

INCLUSION

ENABLING CAPACITIES

PARTICIPATION

COMMUNICATION

TECHNOLOGY

TRANSPARENCY

COMPENSATION

TRAINING

CLICK TO COLLAPSE

The City of Idaho Falls works to provide outstanding quality of life to all community members and be a model organization with emphasis on leadership; strategic partnerships; and meaningful community engagement, asset and financial management,and project implementation.

MISSION

The City of Idaho Falls promotes a welcoming, attractive, safe and diverse community. We embrace small city community, big city opportunities, and forward-thinking approaches to provide outstanding services and sustainable economic, social and recreational opportunities for the whole community.

VISION

ONE CITY, ONE TEAM

ACCOUNTABLE PUBLIC SERVICE

CITY VALUES

EMBRACE DATA

PEOPLE MATTER

ASSUME POSITIVE INTENT

ECONOMIC DEVELOPMENT

GOOD GOVERNANCE

ASPIRATIONS

A HEALTHY COMMUNITY

RELATIONSHIPS & PARTNERSHIPS

FINANCIAL SUSTAINABILITY

POWER & FIBER

AIRPORT

FIRE

LIBRARY

PARKS & RECREATION

STRATEGIC OPPORTUNITIES

PUBLIC WORKS

CITY ATTORNEY

MUNICIPAL SERVICES

COMMUNITY DEVELOPMENT

POLICE

HUMAN RESOURCES

COST SENSITIVITY

SAFE WORKSPACES

INNOVATION

VISIONARY LEADERSHIP

DIVERSITY, EQUITY & INCLUSION

ENABLING CAPACITIES

INTER- DEPARTMENTAL COMMUNICATION

CITIZEN PARTICIPATION

THE RIGHT TECHNOLOGY

TRANSPARENCY

SUSTAINABLE COMPENSATION

TRAINING THAT EMPOWERS

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EMBRACE DATA

City leaders strive to make wise decisions guided by research, best practices, and facts. Our decisions are to be informed by these data—not simply by tradition or habit.

ONE CITY, ONE TEAM

ACCOUNTABLE PUBLIC SERVICE

CITY VALUES

EMBRACE DATA

PEOPLE MATTER

ASSUME POSITIVE INTENT

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ONE CITY, ONE TEAM

Citywide decisions will be based on the needs of the entire city organization and community—not just the needs of a single group, department, or profession. This requires interdepartmental communication, collaboration, and broad support for achieving goals and completing projects. This value recognizes that the needs of a smaller group can sometimes be a priority.

ONE CITY, ONE TEAM

ACCOUNTABLE PUBLIC SERVICE

CITY VALUES

EMBRACE DATA

PEOPLE MATTER

ASSUME POSITIVE INTENT

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PEOPLE MATTER

Whether it is the citizen or the employee, the rules, processes, and practices of the city will recognize the individual worth of each person in the system and treat each with respect. Even as we place a high value on data, our City government and the Idaho Falls community are human organizations. The effects of policies and actions are important factors in decision-making.

ONE CITY, ONE TEAM

ACCOUNTABLE PUBLIC SERVICE

CITY VALUES

EMBRACE DATA

PEOPLE MATTER

ASSUME POSITIVE INTENT

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ACCOUNTABLE PUBLIC SERVICE

Going the extra mile to see that a need is met or a goal is achieved can be as important as the work itself. Service connotes the need for a participative approach which guides how City employees interface with the public. Being accountable to the public, as well as to co-workers, and even to ourselves as individuals, is paramount because it is what characterizes responsive, effective government service.

ONE CITY, ONE TEAM

ACCOUNTABLE PUBLIC SERVICE

CITY VALUES

EMBRACE DATA

PEOPLE MATTER

ASSUME POSITIVE INTENT

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ASSUME POSITIVE INTENT

City decision makers begin with the assumption that every official city action and decision is driven by the desire to improve our community. Recognizing that people within the City and the community approach their life and work with excellent motivation is an organizational principle that brings out the best performance and promotes workplace and community harmony.

ONE CITY, ONE TEAM

ACCOUNTABLE PUBLIC SERVICE

CITY VALUES

EMBRACE DATA

PEOPLE MATTER

ASSUME POSITIVE INTENT

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HEALTHY COMMUNITY

The City of Idaho Falls strives to ensure that all populations within the City have healthy and safe places to live, work, and recreate.

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ECONOMIC VIBRANCY

PLANNING FOR TOMORROW

GOOD GOVERNANCE

ASPIRATIONS

HEALTHY COMMUNITY

RELATIONSHIPS & PARTNERSHIPS

FINANCIAL SUSTAINABILITY

RESOURCE STEWARDSHIP

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ECONOMIC DEVELOPMENT AND SUSTAINABLE LIVING

Idaho Falls is focused on continuing to retain and attract businesses and talent to the community that will support a strong economic environment.

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ECONOMIC VIBRANCY

PLANNING FOR TOMORROW

GOOD GOVERNANCE

ASPIRATIONS

HEALTHY COMMUNITY

RELATIONSHIPS & PARTNERSHIPS

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RELATIONSHIPS AND PARTERSHIPS

A high quality, dynamic, efficient city is characterized by municipal government and community organization partnerships that encourage an atmosphere conducive to attracting and retaining a diverse and engaged population and business community.

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ECONOMIC VIBRANCY

PLANNING FOR TOMORROW

GOOD GOVERNANCE

ASPIRATIONS

HEALTHY COMMUNITY

RELATIONSHIPS & PARTNERSHIPS

FINANCIAL SUSTAINABILITY

RESOURCE STEWARDSHIP

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GOOD GOVERNANCE

A high quality, effective city requires a municipal government that functions as one team with well communicated responsibilities and strategic direction for all departments.

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ECONOMIC VIBRANCY

PLANNING FOR TOMORROW

GOOD GOVERNANCE

ASPIRATIONS

HEALTHY COMMUNITY

RELATIONSHIPS & PARTNERSHIPS

FINANCIAL SUSTAINABILITY

RESOURCE STEWARDSHIP

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FINANCIAL SUSTAINABILITY

A high quality, effective City fosters and promotes fiscal health through disciplined, long-term planning, responsible budgeting, efficient service delivery, and astute revenue awareness.

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ECONOMIC VIBRANCY

PLANNING FOR TOMORROW

GOOD GOVERNANCE

ASPIRATIONS

HEALTHY COMMUNITY

RELATIONSHIPS & PARTNERSHIPS

FINANCIAL SUSTAINABILITY

RESOURCE STEWARDSHIP

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PLANNING FOR TOMORROW

Planning for tomorrow involves anticipating the future followed by actively working to design and create city processes, programs and physical spaces within the community that will serve future generations.

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ECONOMIC VIBRANCY

PLANNING FOR TOMORROW

GOOD GOVERNANCE

ASPIRATIONS

HEALTHY COMMUNITY

RELATIONSHIPS & PARTNERSHIPS

FINANCIAL SUSTAINABILITY

RESOURCE STEWARDSHIP

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RESOURCE STEWARDSHIP

Stewardship requires the City to apply a heightened sense of responsibility when caring for and managing the community’s resources; it includes promoting efficiency, innovation and adopting relevant advanced technologies.

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ECONOMIC VIBRANCY

PLANNING FOR TOMORROW

GOOD GOVERNANCE

ASPIRATIONS

HEALTHY COMMUNITY

RELATIONSHIPS & PARTNERSHIPS

FINANCIAL SUSTAINABILITY

RESOURCE STEWARDSHIP

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CITY ATTORNEY

To proactively support, empower, and achieve the City’s goals and ambitions and protect the City and the community.

POWER & FIBER

AIRPORT

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PARKS & RECREATION

STRATEGIC OPPORTUNITIES

PUBLIC WORKS

CITY ATTORNEY

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HUMAN RESOURCES

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AIRPORT

Idaho Falls Regional Airport endeavors to be a financially self-sufficient enterprise that provides unmatched service, safety, and convenience as a global transportation gateway to the Rocky Mountain West.

POWER & FIBER

AIRPORT

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PARKS & RECREATION

STRATEGIC OPPORTUNITIES

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COMMUNITY DEVELOPMENT SERVICES

Helping the community’s vision of the future become a reality.

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FIRE

The Idaho Falls Fire Department is committed to providing professional life-saving services, ensuring the safety and security of our community.

POWER & FIBER

AIRPORT

FIRE

LIBRARY

PARKS & RECREATION

STRATEGIC OPPORTUNITIES

PUBLIC WORKS

CITY ATTORNEY

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COMMUNITY DEVELOPMENT

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HUMAN RESOURCES

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HUMAN RESOURCES

Our mission is to actively engage with all employees, cultivating a culture of collaboration and continuous improvement. We are dedicated to partnering with employees to maximize their potential and contribute to the success of our City.

POWER & FIBER

AIRPORT

FIRE

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PARKS & RECREATION

STRATEGIC OPPORTUNITIES

PUBLIC WORKS

CITY ATTORNEY

MUNICIPAL SERVICES

COMMUNITY DEVELOPMENT

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HUMAN RESOURCES

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LIBRARY

The Idaho Falls Public Library provides materials of popular interest to the community, emphasizes and encourages reading by children, supplements the learning and educational needs of the community, and furnishes timely, accurate information.

POWER & FIBER

AIRPORT

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LIBRARY

PARKS & RECREATION

STRATEGIC OPPORTUNITIES

PUBLIC WORKS

CITY ATTORNEY

MUNICIPAL SERVICES

COMMUNITY DEVELOPMENT

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HUMAN RESOURCES

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MUNICIPAL SERVICES

The Municipal Services Department is committed to best practices in customer service, transparency of public finances, information technology and security, and maintenance of city-owned facilities and equipment.

POWER & FIBER

AIRPORT

FIRE

LIBRARY

PARKS & RECREATION

STRATEGIC OPPORTUNITIES

PUBLIC WORKS

CITY ATTORNEY

MUNICIPAL SERVICES

COMMUNITY DEVELOPMENT

POLICE

HUMAN RESOURCES

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PARKS & RECREATION

The mission of the Idaho Falls Parks and Recreation Department is to enrich the community.

POWER & FIBER

AIRPORT

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PARKS & RECREATION

STRATEGIC OPPORTUNITIES

PUBLIC WORKS

CITY ATTORNEY

MUNICIPAL SERVICES

COMMUNITY DEVELOPMENT

POLICE

HUMAN RESOURCES

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POLICE

In partnership with the residents of Idaho Falls, our mission is to make a positive difference in the community and help people live safer, more prosperous, and healthier lives.

POWER & FIBER

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STRATEGIC OPPORTUNITIES

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MUNICIPAL SERVICES

COMMUNITY DEVELOPMENT

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HUMAN RESOURCES

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POWER & FIBER

A customer-owned utility dedicated to providing value driven, safe, reliable, and high-quality services and Idaho Falls Fiber is an open access, community-owned fiber optic network that delivers an amazing service.

POWER & FIBER

AIRPORT

FIRE

LIBRARY

PARKS & RECREATION

STRATEGIC OPPORTUNITIES

PUBLIC WORKS

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PUBLIC WORKS

The mission of the Public Works Department is to ensure public health and safety, improve and maintain public infrastructure while providing Idaho Falls residents, businesses, and visitors with high quality customer service.

POWER & FIBER

AIRPORT

FIRE

LIBRARY

PARKS & RECREATION

STRATEGIC OPPORTUNITIES

PUBLIC WORKS

CITY ATTORNEY

MUNICIPAL SERVICES

COMMUNITY DEVELOPMENT

POLICE

HUMAN RESOURCES

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THE RIGHT TECHNOLOGIES

The right technology is the software and hardware that serves its users rather than drives policy. In the information age and with all the possibilities of artificial intelligence and smart tools, it important for City leaders recognize that maintaining outdated practices hinders progress. Looking forward, the highest use of employees’ time and talent may be achieved and maximized by investing in appropriate, new technologies.

Central to this vision is the value of One City, One Team, where technology bridges communication between employees, departments, and citizens. However, with the significant costs of new technology adoption, it is essential to approach it with careful planning and consideration. Furthermore, prioritizing cybersecurity to protect all systems is vital, ensuring that investments in software, hardware, and staff are secure and sustainable for the long term.

COST SENSITIVITY

SAFE WORKSPACES

INNOVATION

VISIONARY LEADERSHIP

DIVERSITY, EQUITY & INCLUSION

ENABLING CAPACITIES

INTER- DEPARTMENTAL COMMUNICATION

CITIZEN PARTICIPATION

THE RIGHT TECHNOLOGY

TRANSPARENCY

SUSTAINABLE COMPENSATION

TRAINING THAT EMPOWERS

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SAFE WORKSPACES

A safe workplace is defined by an environment where all city employees feel physically, socially, and emotionally secure. Safety is a cornerstone of employee well-being and productivity. Individuals perform at their best when they feel protected and valued. Through comprehensive safety training, regular emergency drills, and data-driven workplace policies, we create clear procedures and habits that ensure a safe and supportive environment. This commitment extends beyond physical safety, striving to eliminate all forms of harassment and discrimination, ensuring that every employee can work with confidence, respect, and dignity.

COST SENSITIVITY

SAFE WORKSPACES

INNOVATION

VISIONARY LEADERSHIP

DIVERSITY, EQUITY & INCLUSION

ENABLING CAPACITIES

INTER- DEPARTMENTAL COMMUNICATION

CITIZEN PARTICIPATION

THE RIGHT TECHNOLOGY

TRANSPARENCY

SUSTAINABLE COMPENSATION

TRAINING THAT EMPOWERS

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SUSTAINABLE COMPENSATION

Sustainable compensation, which includes wages and benefits, ensures predictability and affordability for budget planners, City Council members, and employees. This is rooted in the City’s step and grade structure, providing clear guidelines for wages and salary adjustments while managing the cost of insurance. Sustainable compensation is a priority in each budget year’s planning, incorporated early in the process to ensure it will receive the highest attention. This allows the Council to consider both financial conditions and future staffing needs within the context of the City’s revenue limits. The practice/process of balancing affordability, fairness, and long-term planning makes sustainable compensation possible and strengthens the City’s commitment to its workforce while safeguarding financial stability and long-term fiscal health.

COST SENSITIVITY

SAFE WORKSPACES

INNOVATION

VISIONARY LEADERSHIP

DIVERSITY, EQUITY & INCLUSION

ENABLING CAPACITIES

INTER- DEPARTMENTAL COMMUNICATION

CITIZEN PARTICIPATION

THE RIGHT TECHNOLOGY

TRANSPARENCY

SUSTAINABLE COMPENSATION

TRAINING THAT EMPOWERS

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VISIONARY LEADERSHIP

Visionary leadership is essential for creating a vibrant, future-focused city that will remain relevant and vibrant. For our City to thrive, elected officials, departmental directors, and staff must embrace forward thinking approaches in their work. Visionary leaders must be sufficiently grounded in the present even as they consider the future. This requires awareness of current needs and listening to those who manage and negotiate day-to-day operations. By balancing long-term innovation with immediate priorities, visionary leadership ensures that the city is well-equipped to meet the challenges of tomorrow.

COST SENSITIVITY

SAFE WORKSPACES

INNOVATION

VISIONARY LEADERSHIP

DIVERSITY, EQUITY & INCLUSION

ENABLING CAPACITIES

INTER- DEPARTMENTAL COMMUNICATION

CITIZEN PARTICIPATION

THE RIGHT TECHNOLOGY

TRANSPARENCY

SUSTAINABLE COMPENSATION

TRAINING THAT EMPOWERS

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TRAINING THAT EMPOWERS

Effective, ongoing training of staff, elected officials, and volunteers is a defining characteristic of a dynamic organization. The work of the City will be performed best by individuals who have subject-matter expertise. Well-trained employees are more productive and are able to build a safe work environment. Effective training also drives workplace satisfaction and reduces employee turnover. Employee empowerment comes as individuals grow their knowledge and their job skills The City, therefore, supports internal training programs as well as participation in regional, state, and national associations that provide educational/training, networking, and resources that enhance career paths, open doors to innovation, and teach best practices all with the goal of continuous improvement for City government.

COST SENSITIVITY

SAFE WORKSPACES

INNOVATION

VISIONARY LEADERSHIP

DIVERSITY, EQUITY & INCLUSION

ENABLING CAPACITIES

INTER- DEPARTMENTAL COMMUNICATION

CITIZEN PARTICIPATION

THE RIGHT TECHNOLOGY

TRANSPARENCY

SUSTAINABLE COMPENSATION

TRAINING THAT EMPOWERS

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DIVERSITY, EQUITY & INCLUSION

A workplace culture that respects its employees improves morale and invites creative problem solving, collaboration, and innovation. City operations rely upon employees working together. Social and business research confirms that teams and groups with diverse member experience are more productive over the long run. Diversity, equity, and inclusion contribute to a workplace culture that respects its employees improves morale and invites creative problem solving, collaboration, and innovation. Diversity in city government is crucial for ensuring that policies and decisions reflect the needs and perspectives of all community members. Inclusion fosters a sense of belonging and participation, which strengthens individual trust. Equity provides equal and safe access to facilities, organizational processes and decisions to all members of the City government as well as to the citizens served by the city. Achieving these foundational values requires deliberate effort and training as well as thoughtful, committed modeling by leadership.

COST SENSITIVITY

SAFE WORKSPACES

INNOVATION

VISIONARY LEADERSHIP

DIVERSITY, EQUITY & INCLUSION

ENABLING CAPACITIES

INTER- DEPARTMENTAL COMMUNICATION

CITIZEN PARTICIPATION

THE RIGHT TECHNOLOGY

TRANSPARENCY

SUSTAINABLE COMPENSATION

TRAINING THAT EMPOWERS

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TRANSPARENCY

Government transparency refers to being open and honest as well as being willing to disclose relevant information to the public. Idaho’s open meetings laws and open records acts already require a high degree of openness, but the City of Idaho Falls is committed to making the citizen experience as effortless as possible. The City goes above and beyond the basic requirements by providing live-streaming and archived videos of its Council meetings, language translations, a robust website, multiple social media platforms, regular media communications, and thorough training for City Public Information Officers (PIOs). Transparent and ongoing communication with the public make governing accessible and understandable to the public. Open meetings, accessible public records, explanations of reasons for decisions, particularly financial decisions, publication of clear direction and priorities, and communication of departmental capital improvement plans are mechanisms for building interdepartmental collaboration as well as public trust in government.

COST SENSITIVITY

SAFE WORKSPACES

INNOVATION

VISIONARY LEADERSHIP

DIVERSITY, EQUITY & INCLUSION

ENABLING CAPACITIES

INTER- DEPARTMENTAL COMMUNICATION

CITIZEN PARTICIPATION

THE RIGHT TECHNOLOGY

TRANSPARENCY

SUSTAINABLE COMPENSATION

TRAINING THAT EMPOWERS

HOME

INNOVATION

Innovation thrives in environments where creativity is encouraged at all levels—among staff, elected officials, and volunteers. By fostering open dialogue and the free exchange of ideas, our City can unlock new efficiencies, streamline planning, and solve problems more effectively. City leaders play a pivotal role in this process by enabling employees to explore emerging technologies, processes, equipment, and organizational strategies that improve safety, communication, efficiency, and overall effectiveness. This workplace atmosphere of creativity begins with forward-thinking leaders who are dedicated to innovation and who will promote adaptability across the entire city.

COST SENSITIVITY

SAFE WORKSPACES

INNOVATION

VISIONARY LEADERSHIP

DIVERSITY, EQUITY & INCLUSION

ENABLING CAPACITIES

INTER- DEPARTMENTAL COMMUNICATION

CITIZEN PARTICIPATION

THE RIGHT TECHNOLOGY

TRANSPARENCY

SUSTAINABLE COMPENSATION

TRAINING THAT EMPOWERS

HOME

INTERDEPARTMENTAL COMMUNICATION

Interdepartmental communication builds an organization in which city departments and professionals, are encouraged to share their expertise, their awareness of community needs and issues, and their understanding of the City-wide financial resources and priorities. Collaboration can break through the barriers of departmental territoriality and funding competition to build City-wide thinking and problem solving. Additionally, interdepartmental communication is an important part of the City’s ability to provide consistent messaging and policy standards for the public.

COST SENSITIVITY

SAFE WORKSPACES

INNOVATION

VISIONARY LEADERSHIP

DIVERSITY, EQUITY & INCLUSION

ENABLING CAPACITIES

INTER- DEPARTMENTAL COMMUNICATION

CITIZEN PARTICIPATION

THE RIGHT TECHNOLOGY

TRANSPARENCY

SUSTAINABLE COMPENSATION

TRAINING THAT EMPOWERS

HOME

COST SENSITIVITY

City leaders approach the task of setting rates and fees and establishing the budget with deliberation and restraint. The full extent of their consideration requires balancing both short and long and term planning, anticipating infrastructure and regulatory needs, and accepting political realities. City leaders must give careful attention to the appropriateness of debt, such as bonds and loans, versus other finance tools like savings, grants, and donations. All of these elements of thoughtful budgeting represent cost sensitivity, the key to effective budgeting. It is imperative that both decision makers and staff understand the limitations of resources and need for long-term planning. Cost sensitivity also recognizes that achieving short term savings may not always be the most fiscally intelligent consideration. Decision-makers must recognize that quality often connotes longevity or durability. As a result, City leaders may not aways gravitate to the lowest bid. The need for safety, security, and permanence typically results in leaders evaluating bids to assure responsiveness to the required standards.

COST SENSITIVITY

SAFE WORKSPACES

INNOVATION

VISIONARY LEADERSHIP

DIVERSITY, EQUITY & INCLUSION

ENABLING CAPACITIES

INTER- DEPARTMENTAL COMMUNICATION

CITIZEN PARTICIPATION

THE RIGHT TECHNOLOGY

TRANSPARENCY

SUSTAINABLE COMPENSATION

TRAINING THAT EMPOWERS

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CITIZEN PARTICIPATION

Idaho Falls citizens have historically and continue to be willingly engaged in the work of the community and City government. This represents a strategic and essential partnership. Their effort and energy powers the community’s programs and enlivens its processes while also adding community voices to official decision making. From the volunteer members of the City’s boards, committees, and commissions to the community’s youth coaches, to the organizations that commit to maintaining public spaces and keeping parks and roadsides free of litter, to docents at the Zoo and Library and museums, to volunteer ushers, to the Citizen’s Watch Patrol, and so forth, the willingness of community members to participate, volunteer, and serve makes Idaho Falls successful.

COST SENSITIVITY

SAFE WORKSPACES

INNOVATION

VISIONARY LEADERSHIP

DIVERSITY, EQUITY & INCLUSION

ENABLING CAPACITIES

INTER- DEPARTMENTAL COMMUNICATION

CITIZEN PARTICIPATION

THE RIGHT TECHNOLOGY

TRANSPARENCY

SUSTAINABLE COMPENSATION

TRAINING THAT EMPOWERS

Relationships and Partnerships Details

• The City, as appropriate, encourages and facilitates the work of community organizations dedicated to human services. (SP20)
• The City maintains a network of strong working relationships with key partners—including local, regional, and state leaders and agencies, private businesses and entities, nonprofit organizations, and local tribes. (SP20)
• The City encourages and, where possible, facilitates collaboration with state, county, and nearby municipal governments to improve long-term planning coordination, economic development, and overall relations. (PBB 4 c)
• The City cultivates relationships with diverse groups including, but not limited to School Districts 91 and 93, the public health district, LMI neighborhoods, and representatives of disadvantaged populations. (SP20)

Economic Development and Sustainable Living Details

• The City works to retain, expand, and attract high quality businesses through a business-friendly environment that supports employment stability and encourages diverse and high quality development in an appropriate regulatory environment. (PBB 5 e, 3 a, 3 e)
• The City promotes and creates vibrant redevelopment zones that focus on commercial and residential re-investment in older areas of the city, infill development, and blight reduction and elimination. (PBB 3 b, 5 d)
• The City implements infrastructure, public amenities, and land use plans that encourage high quality development, reduce sprawl, and facilitate an orderly well-maintained community. (PBB 4 a, 5 a)
• The City facilitates the education and continuous training of its workforce to support community job retention and a diverse workforce. (PBB 3 f)
• The City is committed to facilitating conversations and actions that address local housing needs and solutions. (SP20)
• The City promotes the community’s reputation as an attractive city as well as cultivating the city’s brand. (SP20

Community Health Details

• The City works to provide residents and visitors with diverse options for multi-seasonal, affordable, and accessible cultural, recreational, and entertainment programs and venues for all ages, abilities, and interests. Where appropriate, the City will draw from public-private partnerships as one means to achieve these diverse options for the community. (PBB 1 a, 1 c, 1 d, 7 b)
• The City strives to develop and maintain a comprehensive, multi-modal transportation network supporting vehicles, cyclists, and pedestrians. (PBB 2 f; 6 a, 6 d; 7 d)
• The City plans for and maintains well-planned residential and commercial developments designed to provide a walkable, visually appealing, clean, and safe community that balances community codes and regulations with broader aesthetic goals. (PBB 2 a, 2 d; 4 b)
• The City supports robust kindergarten-readiness programs. (SP20)
• The City promotes an engaged and informed community that is committed to mutual responsibility for a safe community and for creating a strong sense of community pride. (PBB 7 c)
• The City strives to ensure efficiency, safety, and accessibility for all City facilities. (SP20)
• The City maintains a mix of regulations and practices that provide the regulatory framework for supporting a high-quality community. (PBB 7 a)
• The City implements community policing initiatives to foster a proactive crime prevention system and visible public safety presence with rapid response to emergency situations. (PBB 7 e, 7 f, 7 g)
• The City works to bring focus to the need for substance abuse addiction treatment programs, including but not limited to facilitating and supporting added space for facilities and helping community partners develop solutions. (SP20)
• The City supports continuous learning options for the community through access to higher education opportunities, a variety of training opportunities, and other educational resources. (PBB 1 b)

Stewardship

• The City encourages the widespread adoption of energy efficiency, energy conservation, and alternative energy solutions to promote community sustainability objectives. (PBB 4 c)
• The City ensures that long-term community goals are met for preserving & conserving natural areas and water resources and that parks and green spaces are provided. (PBB 4 d, 4 e)
• The City develops effective building and design standards that incorporate comprehensive infrastructure planning for transportation, water, sewer, electric, and internet connectivity. (PBB 6 e)

Good Governance Details

• The City fosters innovative and sound fiscal management and enables trust and transparency by ensuring accountability, integrity, efficiency, and effectiveness in all operations. (PBB 8 b)
• The City cultivates an effective and efficient administrative and management systems and boosts communication and coordination within the city. (SP20)
• The City attracts, develops, rewards, and retains a high quality, engaged, and productive workforce that maintains the “real feeling of cooperation” among a city team and a nonpartisan approach to city management. (PBB 8 a., and SP20)
• The City protects, manages, optimizes, and invests in human, financial, physical, and technological resources. (PBB 8 c)
• The City provides assurance of regulatory and policy compliance to minimize and mitigate risk. (PBB 8 d)
• The City supports decision-making with timely and accurate short-term and long-range analysis that enhances vision and planning. (PBB 8 f)
• The City promotes the community’s reputation as an attractive city as well as cultivating the city’s brand. (SP20)
• The City works to implement a city-wide strategic plan giving direction for prioritization. (SP20)

Financial Sustainability Details

• The City fosters innovative and sound fiscal management and enables trust and transparency by ensuring accountability, integrity, efficiency, and effectiveness in all operations. (PBB 8b)
• The City budget process demonstrates a clear focus on establishing priorities and emphasizing collaboration, not competition. (SP20)
• The City works to develop information sharing among city departments to coordinate contracts, claims, partnership opportunities, etc. (SP20)
• The City supports an institutional, sustainable, market-informed wage structure for city staff. (SP20)
• The City maintains and invests in needed software and hardware systems. (SP20)

Planning For Tomorrow

• The City develops easily accessible parks, trail systems, green spaces, and recreational facilities to meet current and future community expectations with the goals of preserving natural resources and providing amenities that promote an all-access active lifestyle and sense of community for residents. (PBB 1 e, 1 f, 3 c)
• The City plans for and maintains well-planned residential and commercial developments that provide a visually appealing, clean, and safe community that balances community codes and regulations with broader aesthetic goals. (PBB 2 a, 2 d)
• The City anticipates and plans for community infrastructure that incorporates appropriate leading edge technology and anticipates future needs. (PBB 3 d)
• The City facilitates planning and development of long-term public transportation including public transit, multi-modal transportation, and passenger and cargo air transportation. (PBB 5 b; 6 c)
• The City fosters neighborhoods that encourage diversity, vibrancy, safety, and acceptance for current and future residents. (PBB 2 c)
• The City provides transparent, responsive, and accessible leadership focused on community priorities; facilitates timely and effective, inclusive two-way communication; and establishes opportunities for meaningful stakeholder and citizen involvement. (PPB 8 e; SP20 “Community Outreach”)