City of Idaho Falls | minutes | meeting 2025-09-22 | City Council Work Session
source: https://www.idahofallsidaho.gov/AgendaCenter/ViewFile/Minutes/_09222025-2024

City Council Work Session 680 Park Avenue

Idaho Falls, ID 83402
aie Meeting Minutes

Monday, September 22, 2025 3:00 PM City Council Chambers

Call to Order and Roll Call
There were present:

Mayor Rebecca L. Noah Casper Council President Lisa Burtenshaw
Councilor John Radford (Arrived at 4:24 pm) Councilor Michelle Ziel-Dingman (via Teams)
Councilor Jim Freeman Councilor Jim Francis

Absent:

Councilor Kirk Larsen

Also present:

Darin Jones, Human Resources Director Pam Alexander, Municipal Services Director
Mark Hagedorn, Finance Manager/Treasurer Joseph Nilsson, IT

Stan Jagielski, Equipment Superintendent Alan Muir, Building Main. Superintendent
Chris Fredericksen, Public Works Director Chris Canfield, Assist. Public Works Director
Kerry Beutler, CDS Zach Jones, Interim City Attorney

Emily Geisler, City Clerk

Mayor Casper called the meeting to order at 3:02 p.m. with the following items:

Human Resources with City Attorney — Presentation and Discussion: Amendments to Personnel Policies (Director

Jones)

The Council reviewed proposed revisions to the City’s Personnel Policy Manual, initiating the required 30-day
employee comment period before final approval. Key updates include:
1. Policy 330 — Drug & Alcohol-Free Workplace:
o Expands drug testing provisions to include pre-employment and random testing for employees
who will operate City-owned vehicles under the GIFT program, as some roles will now require a

CDL.
o Corrects a blood alcohol content decimal error from the January draft.
2. Policy 410:
o Clarifies language to prevent confusion about paid leave for personal legal matters (which is not
provided).
o Confirms that work-related legal appearances, such as police officers testifying in court, remain
covered.

3. Policy 500 — Salary Schedule & Pay Grade:

o Adjusts language to state that any promotions or pay changes will take effect at the start of the
next pay period rather than on the exact date of change, due to system limitations.
o Once the new Workday system is implemented, this may be revised again.
Comment Process:
e After the 30-day feedback period, staff will review employee comments. Minor edits (e.g., typos) will be
made directly.
e If substantive suggestions arise, they may be incorporated and presented in a revised version.

APPROV
\y-O RO ED

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e Only one 30-day period is required; if major revisions are made, they will return to a work session but not
trigger a new comment period.
Additional Clarifications:
e New hires (e.g., referees or seasonal workers) can start mid-pay period, but changes to current
employees’ pay or status can only occur at the start of a pay period.
e Council members expressed appreciation for the summary of changes and tracked revisions provided.

Acknowledgment: Before concluding, the Mayor publicly commended Director Jones for his exceptional work with
staff in the Public Works Wastewater Division.

ERP Executive Committee — Update: Enterprise Resource Planning (Manager Hagedorn)

The Council received a detailed progress update on the City’s ERP modernization project, which aims to replace
the 25+ year-old HR and finance system with Workday by June 2026. Key partners include Strata (implementation)
and Whitlock (quality assurance).

Project Status
e Foundational Alignment: Completed — aligning City processes with Workday capabilities.
e Customer Confirmation Sessions: Ongoing — verifying data mapping and system configuration.
e Configuration Unit Testing: Next step — preliminary testing to ensure data and processes work as
expected (not full end-to-end testing).
The biggest project risk is the testing phase, which will require 8-10 weeks of intensive testing cycles to ensure
full functionality and prevent costly errors or delays.

Risk Mitigation & Change Order
To address testing challenges, the City proposes expanding Whitlock’s role to provide specialized support:
e Scope:
o Review and validate ~1,500+ testing scenarios (expected to grow to ~3,000).
o Identify and close gaps in test coverage.
o Track issues and ensure end-to-end processes function correctly before launch.
e Timeline: Sept 2025 — Feb 2026
e Cost: $98,400 total
o $88,400 for ~520 hours of QA support ($170/hour)
o $10,000 contingency for potential on-site support
e Funding will come from the existing ERP contingency budget ($350,000), originally reserved for travel and
supplemental resources.
Purpose of the Change Order
e Reduce risk of system errors before going live.
e Avoid costly rework and schedule delays.
e Protect taxpayer investment by ensuring robust testing and accountability.
Additional Notes
e The testing risk is not related to cybersecurity but to ensuring functionality, timeline, and cost control.
e The change order exceeds the $75,000 threshold, requiring Council approval.
e The item will be on the Thursday Council agenda for formal consideration.
Council members expressed general support, noting that thorough testing is the most critical phase of the project
before final adoption.

City Council Work Session 680 Park Avenue
. . Idaho Falls, ID 83402
Meeting Minutes

Municipal Services - Presentation: Annual Department Focus Report (Director Alexander, Joseph Nilsson, Stan
Jagielski, Alan Muir)

1. Equipment & Fleet Maintenance
e Staffing & Workforce Development:
o Technicians are increasingly required to be college-educated and professionally trained due to
vehicle complexity.
o Hiring is highly competitive; the City has implemented apprenticeship programs and temporary
employee initiatives to attract students from local institutions (CEI, BYU-Idaho, ISU).
o Benefit packages help attract employees, but salaries and training requirements remain
challenges.
o Electric vehicles add another layer of complexity for fleet maintenance.
e Operations:
© 863 vehicles are maintained annually; during snow removal events, the shop operates 24/7.
o The City electronically tracks fuel usage and bills the county for reimbursement.
e Community Engagement:
o Programs like “Readers Becoming Leaders” introduce children to City equipment.
o Ideas for outreach to high school students aim to generate interest in technical careers.

2. Building Maintenance
e Staffing & Workforce:
© 13 positions including electricians, HVAC technicians, plumbers, carpenters, painters, and
custodians.
o Apprenticeship programs help develop internal talent.
o Workforce shortages mirror challenges in the fleet division; licensed tradespeople are difficult to
hire due to rigorous education and training requirements.
e Operations & Projects:
o ©Maintain over 300 City buildings, including City Hall, Aquatic Center, and recreation centers.
o Recent projects: City Hall elevator, Aquatic Center boiler, recreation center painting,
dehumidification system, and public restroom upgrades.
o Emphasis on building stewardship, proactive maintenance, and cross-department collaboration to
reduce long-term costs.
e Custodial Services:
o Only one full-time custodian is employed; contracts supplement cleaning in other buildings.

3. Frontier Center for the Performing Arts
e Budget & Operations:
o $737,000 total budget, including ~$75,000 professional services with Idaho Falls Arts Council.
o Facility is heavily used: ~150—200 days per year, with 182 bookings this year. Rental revenue
~S$140—150k.
e Upgrades & Projects:
o Lobby expansion and ADA restroom upgrades (completion Feb—Mar 2026).
o Parking lot repairs, rehearsal room upgrades, and flooring improvements following May 2023
flood.
o Benchmarking studies every three years to optimize rental rates and agreements.
e Staffing:

City Council Work Session 680 Park Avenue
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o Future request for Assistant Auditorium Manager and additional seasonal/maintenance staff due
to increased usage.
o Accessibility improvements like ADA ramps support larger productions.

4. Strategic Planning & Budget Considerations
e Five-Year Strategic Plan:
o Aligns with Council priorities: safe workplaces, right technology, communication/transparency,
good governance, and financial stability.
o Focus on efficient use of operational resources and strong foundations for transparency in City
finances.
e Upcoming Initiatives:
o ERP implementation (Summer 2026) with IT workspace adjustments.
o Public restroom upgrades, City Hall Annex parking/concrete improvements, and Aquatic Center
boiler replacement ($260,000).
o Financial policy improvements via external consultants.

5. Workforce Development & Professionalization
e Career pathways and professional tracks are emphasized to attract, retain, and develop employees across
divisions.
e Internships in finance and accounting have successfully transitioned interns into long-term City roles.
e Programs encourage public service engagement, accountability, and excellent customer service.

6. Key Takeaways
e Municipal Services addressed workforce shortages, operational complexity, and City growth through
proactive staffing, training, and outreach programs.
e Emphasis on collaboration, strategic maintenance, and professional development to ensure efficiency and
sustainability across fleet, building maintenance, and public facilities.
e Ongoing and planned projects prioritize accessibility, safety, operational efficiency, and community
engagement while supporting Council priorities and long-term strategic goals.

Public Works with Community Development Services — Discussion: High-Capacity Roadway Study and Access
Management Plan (Director Fredericksen, Kerry Beutler, Chris Canfield)

e The Bonneville Metropolitan Planning Organization (BMPO), comprising Idaho Falls, Bonneville County,
and surrounding urbanized areas, administers federal transportation funds and provides coordinated
planning for the region.

e The Technical Advisory Committee (TAC) provides policy recommendations to the BMPO Policy Board,
which consists of elected officials.

e The High-Capacity Roadway Study aims to:

o Evaluate current traffic conditions, congestion points, and safety concerns.
o Develop data-driven solutions for traffic flow, regional connectivity, and economic development.
o Guide infrastructure investments and preserve right-of-way for future roadway needs.
e The Access Management Plan seeks to:
o Improve safety and traffic efficiency.
o Guide access placement for new developments.
o Balance mobility, local property access, and long-term corridor efficiency.
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City Council Work Session 680 Park Avenue
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o Support regional coordination among City, county, and BMPO agencies.

Background and Public Engagement

Initial plans date back to 1998, with updates in 2010 and 2012.
Public engagement included multiple meetings:
o November 2023: Kickoff meeting with ~200 attendees, feedback emphasized the need for a City
loop.
o October 2024: Expressway concept presented; ~1,000 attendees, with significant opposition to
proposed property impacts.
o November 2024: Follow-up meetings at county fairgrounds for organized public input.
March 2025: Policy Board heard public comments, particularly regarding transition areas between
new neighborhoods and agricultural lands.
o April-May 2025: TAC incorporated public input into the updated Access Management Plan.

Benefits and Goals

Adoption of the plan provides:
o Consistency in decision-making across jurisdictions.
Stronger regional coordination and pooling of resources.
Improved funding opportunities for shovel-ready projects.
Efficiency and cost savings through coordinated planning.
Public trust, transparency, and enhanced safety.
o Future growth management, ensuring infrastructure meets projected demands.

oO0oO°0 0

Plan Details and Updates

Functional Classification Map: Shows future road types, right-of-way dedication, and access spacing
requirements. Expansion of planning boundaries reflects regional growth.
Arterial Roads and Cross Sections:
o Strategic arterials: 100-120 feet right-of-way, designed to handle projected traffic volumes (e.g.,
five-lane arterials for 10,000+ vehicles/day).
o Updates include shared-use paths for pedestrians/bicycles; on-street bike lanes are generally
discouraged on high-speed arterials except for select routes already under development (65th
North, 49th South, and Fifth West).
o Separation between traffic and bike/pedestrian pathways improves safety.
Engineering Standards: Plan references lane widths, curves, and other design elements to align with
county and City standards while accommodating future development.
Traffic and Bicycle Considerations:
o Some cyclists may still choose to ride in traffic; the plan encourages safe use of separated paths
where possible.
o Speed limits and traffic control measures are noted, though enforcement and actual speeds may

vary.

Implementation and Adoption

The plan is scheduled for formal adoption via resolution by the City Council, County Commissioners, and
BMPO partner agencies.

Adoption ensures coordinated regional enforcement, future infrastructure planning, and alignment across
jurisdictions.

Acknowledgement was given to staff, particularly Austin Black, for coordinating efforts and compiling
input from multiple agencies.

City Attorney — Training: Regulation of Public Forums (Interim City Attorney Jones

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1. Public Forum and First Amendment Overview
e Public forums: Traditional public forums (streets, parks) allow people to assemble, debate, and express
views.
e Created forums: A government can designate certain areas (like an event center) as a public forum;
private offices remain non-public forums.
e Regulation of expression:
o Governments can regulate time, place, and manner, but only if regulations are content-neutral,
narrowly tailored, and leave alternative channels for expression.
o Example: Prohibiting excessively loud protests is content-neutral; banning specific topics (e.g., “no
discussions about ice cream”) is not.
e Nonverbal expression: Actions such as art or symbolic acts (e.g., flag burning) are protected under the
First Amendment, but conduct-based restrictions (like prohibiting fire) can be content-neutral.
2. Chalk and Sidewalk Graffiti - Case Example
e District of Columbia case: Protesters with permits were prohibited from writing chalk messages on public
sidewalks. Courts upheld this as content-neutral because the regulation applied to all writing without
permission and alternative channels for expression existed.
e Enforcement must be applied consistently; selectively removing messages constitutes content-based
discrimination.
3. Idaho Falls City and State Law
e City ordinance:
o Graffiti, including chalk, is not penalized unless property is not cleaned after notice.
o The ordinance is a cleanup statute rather than a criminal prohibition.
o Permits allow approved chalk art events (e.g., at Capital Park).
e State vandalism statute:
o Criminalizes intentional property damage.
o Chalk does not count as damage; spray paint or other permanent materials do.
4. Offensive or Vulgar Content
e First Amendment protects offensive or vulgar expressions (e.g., chalk or bumper stickers) as long as
enforcement is content-neutral.
e Political messages, temporary chalk art, or profane messages all fall under the same policy for cleanup.
e Staff should enforce the ordinance consistently, without judgment on content, and remove unpermitted
messages in a timely manner (e.g., within 48 hours).
5. Enforcement and Staff Guidance
e Parks and Recreation and Streets staff should be reminded of the policy and enforce it consistently.
e Staff can document creative chalk for reference, but the cleanup requirement still applies.
e Permits or authorized events are exceptions to cleanup rules.

Mayor and Council:
1. Acceptance of Receipt of Minutes:

Motion: Receive recommendation from the September 2, 2025, meeting of the Planning and Zoning
Commission pursuant to the Local Land Use Planning Act.
o Moved by: Councilor Francis
o Second: Councilor Freeman
o Vote: Aye: Burtenshaw, Dingman, Francis, Freeman, Radford. Nay: none.
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City Council Work Session 680 Park Avenue
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o Motion carries.

nN

Calendars, Announcements, Events, Reports, Updates, Concerns, Questions, Proclamations, Notes or

Minutes from Boards and Commissions:

Mayor Casper encouraged everyone to attend next week’s Block Party.

Councilor Freeman — Reminder of the Emotion Bowl, Oktoberfest and Fire Department Block Party are all
coming up, along with Coffee with a Cop. Greenbelt and Scooter Etiquette: Residents expressed concerns
about fast-moving bicycles and scooters startling pedestrians. He mentioned adding signage for etiquette
(voice or bell when passing) and potential speed/congestion warnings. Councilor Francis noted that Parks
is planning to implement such signage.

Councilor Radford — Encouraged everyone to take a look at Library events. The Austen Ball is coming up on
October 7**. The Red Barn received its certificate of occupancy without compromising any requirements.
Temporary Safety Measures: Ideas were proposed for short-term speed reductions and protective cones
in areas with high pedestrian traffic, especially around new pavement or after-school zones, to reduce
accidents.

Councilor Francis — Councilor Francis discussed future sustainability coordination with the library board
but had no updates yet. Bike Lanes: Concerns were raised about visibility and safety of bike lanes. A small
pilot with green-painted blocks on John Adams/Woodruff was noted as more affordable than painting
entire boulevards. Suggestions included adding bright symbols (like bikes) or green markings to increase
awareness, particularly on major streets like Fifth and Sixth and 25".

Council President Burtenshaw — none at this time.

Councilor Ziel-Dingman — none at this time

There being no further business, the meeting adjourned at 5:57 PM

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Emily Geisler, City Clerk