City of Idaho Falls | minutes | meeting 2026-07-21 | Special Meeting - City Council Budget Session
source: https://www.idahofallsidaho.gov/AgendaCenter/ViewFile/Minutes/_07212026-2160

City Council Budget Session 
Meeting Minutes 
 
1 
 
680 Park Avenue 
Idaho Falls, ID 83402 
Tuesday, July 21, 2026 
12:00 PM 
City Council Chambers 
Call to Order and Roll Call 
There were present: 
Mayor Lisa Burtenshaw 
 
 
 
 
Council President Jim Francis (via Teams) 
Councilor Michelle Ziel-Dingman 
 
 
 
Councilor Jim Freeman  
Councilor Kirk Larsen   
 
 
 
 
Councilor Brandon Lee 
Councilor John Radford  
 
Also present: 
Ian Turner, Airport Director 
 
 
 
 
Chris Fredericksen, IF Power GM 
Darin Jones, Human Resources Director 
 
 
Pam Alexander, Municipal Services Director 
PJ Holm, Parks and Recreation Director 
 
 
Wade Sanner, CDS Director    
Josh Roos, IF Power Chief Financial Officer 
 
 
Johan Olsen, Fire Chief  
Brooks Slyter, Assistant Finance Manager 
 
 
Bryce Johnson, Police Chief 
Chis Canfield, Public Works Director  
 
 
Robert Wright, Library Director 
Roger Chunn, Library Board 
 
 
 
 
Margaret Wimborne, Chief of Staff 
Cody Roberts, Public Information Officer 
 
 
Zack Jones, City Attorney  
Linda Lundquist, City Clerk  
 
Mayor Burtenshaw called the meeting to order at 12:06 p.m. with the following items: 
 
Mayor – Opening Remarks and Announcements 
• 
Mayor Burtenshaw emphasized that the budget is a forecast, not cash on hand, and represents 
educated estimates of revenues and expenditures over the coming fiscal year. 
• 
Council and staff were reminded that actual revenues (property taxes, state funding, franchise fees, 
user fees, etc.) must be monitored throughout the year and spending adjusted accordingly. 
• 
The upcoming ERP software is expected to improve financial tracking and help department directors 
better monitor budgets and revenues in real time. 
• 
Mayor Burtenshaw stressed the importance of departmental accountability for staying within 
budget, while recognizing that unexpected emergencies can occur and should be managed 
appropriately. 
• 
Departments were encouraged to use each budget cycle to plan for known expenses and improve 
future budgeting based on prior experience. 
• 
Printed budget binders were provided to staff and attendees who were not Council Members to 
ensure everyone had access to the budget materials for the workshop. 
 
 
Mayor & Council – Discussion: Review of Council Priorities for 2026-2027 Budget Year: 
Budget Workshop Discussion – Council Priorities & Budget Direction 
• 
Mayor Burtenshaw explained that the City's strategic aspirations (healthy community, economic 
vibrancy, good governance, financial stability, safety, etc.) guide the daily work of every 
department, while the 2026–2027 Council priorities identify specific initiatives for the upcoming 
budget.

City Council Budget Session 
Meeting Minutes 
 
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680 Park Avenue 
Idaho Falls, ID 83402 
• 
To better track progress, staff added status updates to each Council priority so 
accomplishments can be measured throughout the year rather than carrying the same priorities 
forward annually without clear completion. 
• 
Several priority areas were highlighted for Council discussion to ensure they are clearly reflected 
in the budget and understood by departments. 
Major Priority Discussions 
• 
Parks & Greenbelt Improvements 
o 
The Parks Capital Improvement Program (CIP) includes significant investments, 
particularly along the Greenbelt, following changes in funding responsibilities with Idaho 
Falls Power. 
o 
Council was reminded that these projects are fully funded through the CIP and are 
intended to produce visible improvements for residents. 
• 
Code Enforcement 
o 
Mayor Burtenshaw suggested that Council clarify expectations for code enforcement 
after concerns raised during the Jefferson Street sidewalk project. 
o 
Discussion centered on distinguishing between educating property owners and enforcing 
existing code and whether improvements are needed before enforcement actions begin. 
• 
ERP Implementation & Financial Management 
o 
Staff reported the ERP implementation has been a major undertaking but has gone 
relatively smoothly compared to other cities. 
o 
As the system stabilizes, financial planning expects to become more proactive by 
working with departments year-round on budgeting and capital planning instead of 
focusing primarily on annual budget preparation. 
• 
City Hall Space Planning 
o 
Funding is included to evaluate and reorganize office space within City Hall after 
departmental moves. 
o 
A committee will review security needs, public-facing functions, and long-term 
workspace planning. 
Personnel & Budget Requests 
• 
Council discussed whether departmental requests are primarily for new personnel rather than 
capital projects. 
• 
Department responses included: 
o 
Public Works and Municipal Services have limited staffing requests tied to growth and 
utility operations. 
o 
Parks & Recreation intentionally submitted no new staffing requests due to the tight 
budget year. 
o 
Police and Fire continue to have personnel needs because their services are labor-
intensive. 
• 
Council compared Idaho Falls' staffing levels with Caldwell and noted that direct comparisons 
are difficult because Idaho Falls operates additional services such as electric utilities, fiber, 
ambulance, sanitation, and other municipal functions. 
Utility Billing Software & Customer Service 
• 
Council discussed plans for a new utility billing system separate from the ERP. 
• 
Goals include: 
o 
Modernizing billing and customer service. 
o 
Supporting new features such as time-of-day rates, prepay options, texting, AI-assisted 
customer service, and faster access to customer information.

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680 Park Avenue 
Idaho Falls, ID 83402 
o 
Providing a single source of billing information across utilities while allowing different 
departments to access the same customer records. 
• 
Council also discussed using the billing system as a communication tool to highlight the value 
residents receive from city-owned utilities and other municipal services. 
Resident Communication & Community Engagement 
• 
Staff described a proposed Welcome Box for new utility customers containing community 
information, Parks & Recreation guides, Zoo/recreation coupons, and information on City 
services, emergency alerts, and local amenities. 
• 
Council supported improving communication with both new and long-time residents, noting 
many people still do not fully understand how City services and programs operate. 
Jefferson Street Sidewalk Replacement Discussion 
• 
Council spent considerable time discussing public concerns over the Jefferson Street sidewalk 
replacement project. 
• 
Key concerns included: 
o 
Residents misunderstood who would be responsible for replacing sidewalks after City 
work. 
o 
Communication letters created confusion and frustration. 
o 
Homeowners struggled to find contractors willing to perform small sidewalk projects. 
• 
Ideas discussed included: 
o 
Developing a standardized citywide sidewalk replacement program. 
o 
Improving communication before projects begin. 
o 
Allowing the City to finance sidewalk replacements and recover costs through utility bill 
payments. 
o 
Exploring partnerships with workforce development organizations or nonprofits to 
complete smaller projects. 
o 
Providing residents both City financing and private contractor options. 
• 
Council generally agreed a different approach is needed to make sidewalk replacement more 
affordable and easier for residents. 
Long-Term Infrastructure Planning 
• 
Council discussed whether future developments could contribute funding toward long-term 
sidewalk replacement, similar to planning for aging infrastructure decades in advance. 
• 
While recognizing legal questions remain, members expressed interest in exploring long-term 
funding mechanisms. 
River Corridor Planning 
• 
Staff reported that planning for the Snake River corridor remains a high priority, with current work 
focused on: 
o 
Data collection. 
o 
Public outreach planning. 
o 
Environmental and floodplain analysis. 
o 
Coordination between Parks, Community Development, and Idaho Falls Power. 
• 
Capital projects are expected in future years after planning is complete. 
• 
Council emphasized balancing recreation, environmental protection, public safety, and carefully 
planned economic development while protecting the river corridor. 
Overall Budget Philosophy 
• 
The Mayor encouraged Council to approach budget discussions with the perspective that Idaho 
Falls offers exceptional amenities and services, including the Zoo, Aquatic Center, Frontier 
Center, city-owned utilities, parks, and airport.

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680 Park Avenue 
Idaho Falls, ID 83402 
• 
While acknowledging that difficult budget decisions remain, the Mayor encouraged maintaining a 
positive tone focused on the value these community assets provide to residents. 
 
Finance 
1. Presentation — Property Tax Impact to Property Owners 
• 
Finance reviewed the proposed property tax assumptions, including the statutory 3% increase, 
estimated growth and annexation, and optional use of 1% and 3% forgone taxes. 
• 
Staff explained that most of the new property tax revenue would support the General Fund, 
primarily to help offset rising personnel costs, while other tax-supported funds would receive a 
3% increase. 
• 
Using estimated property values, Finance showed the annual tax impact on homeowners under 
three scenarios: 
o 
3% statutory increase only 
o 
3% increase plus 1% forgone 
o 
3% increase plus both 1% and 3% forgone 
• 
Similar examples were provided for commercial properties, showing how tax impacts increase 
with higher property values. 
• 
Council noted that the recent shift of property tax burden toward residential properties appears 
to have stabilized, though final assessment data is still pending. 
• 
Council also discussed the lack of local data on short-term rentals (Airbnb’s) and rental 
properties, expressing interest in working with the County Assessor to better understand the 
number of residential properties that do not receive the homeowner's exemption. 
 
2. Presentation — General Fund Support of Aquatic Center, Frontier Center, Activity Center, Zoo, 
Skating Rink, Cemetery, Animal Shelter, Rec. Dept. 
The City Council held a policy discussion on the level of General Fund support provided to City 
services and facilities that also generate user fee revenue. The Mayor emphasized that the purpose 
was not to make immediate budget cuts, but to better understand how much taxpayer support each 
operation receives and to begin a long-term conversation about whether those subsidy levels remain 
appropriate. Council was encouraged to consider whether some assets should receive more, less, 
or no General Fund support in the future. 
Finance presented six years of historical data for nine fee-supported operations. The charts 
illustrated both the dollar amount and percentage of General Fund support. Increasing General Fund 
support indicates taxpayers are covering a larger share of operating costs, while decreasing support 
shows operations becoming more self-sustaining through user fees. Negative General Fund support 
indicates operations that fully fund themselves and generate additional revenue for future capital 
needs. 
 
Community Development Services 
• 
Permit fees fully covered operating costs during years of unusually high commercial and 
multifamily construction, but General Fund support has increased as development shifted back 
toward single-family homes, townhomes, and duplexes. 
• 
The proposed 5% permit fee increase will generate approximately $70,000 in additional revenue 
but will only modestly reduce the subsidy. 
• 
Staff is conducting a broader review of permit fees separate from development impact fees.

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680 Park Avenue 
Idaho Falls, ID 83402 
Frontier Center 
• 
Temporary increases in General Fund support were largely due to reduced revenue during the 
lobby expansion project. 
• 
Recent fee restructuring standardized rental rates, improving fairness and increasing annual 
revenue by more than $200,000. 
• 
The expanded lobby now provides additional rental opportunities for weddings and events. 
• 
A benchmarking study comparing Frontier Center fees to similar regional venues will be 
completed before considering additional fee changes. 
• 
The facility maintains a Major Unusual Repair and Replacement Fund (MURF) funded through 
ticket surcharges for future capital replacements. 
• 
Council discussed future improvements to backstage areas while noting the facility remains 
heavily utilized, with bookings exceeding 180 days annually. 
Animal Shelter 
• 
Reduced General Fund support in the proposed budget reflects the transfer of code enforcement 
officers to the Police Department rather than operational changes. 
• 
Overall subsidy levels have gradually increased over time. 
Parks and Recreation Programs 
• 
Recreation programs, including youth and adult sports, are projected to become fully self-
supporting. 
• 
Increased field-use fees, higher nonresident rates, and operational efficiencies have improved 
cost recovery. 
• 
Staff emphasized a new philosophy of viewing resident discounts as a community benefit rather 
than charging nonresidents a penalty. 
• 
Any operating surplus would help fund future equipment and facility replacements. 
Aquatic Center 
• 
The Aquatic Center continues to require substantial General Fund support because pools are 
expensive to operate. 
• 
Proposed increases to nonresident admission fees are intended to reduce, but not eliminate, the 
subsidy. 
• 
Staff explained that public pools are typically subsidized by approximately 50%, making Idaho 
Falls consistent with industry norms. 
• 
Approximately 60% of users are City residents and 40% are nonresidents. 
• 
Higher nonresident swim team fees have increased revenue without significantly affecting 
facility usage. 
Skating Rink 
• 
The skating rink has historically been nearly self-supporting. 
• 
Indoor pickleball participation has fallen short of expectations despite low fees. 
• 
Staff is exploring indoor soccer (futsal) and other programming opportunities to improve year-
round utilization. 
Activity Center 
• 
Staffing returned to normal levels after turnover, increasing operating costs. 
• 
Programming has been shifted primarily to business hours to reduce overtime expenses.

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680 Park Avenue 
Idaho Falls, ID 83402 
• 
The Mayor questioned whether the City should continue operating the facility because it receives 
more than 80% General Fund support. 
• 
Staff explained that much of the reported cost represents Parks & Recreation employees who 
perform maintenance and support work throughout the community, suggesting the building 
functions more as a Parks & Recreation operations center than a fee-supported recreation 
facility. 
• 
Approximately $173,000 of the $223,000 General Fund support is payroll. 
• 
Council discussed whether the federally acquired building could someday be repurposed for 
another community use, such as a Family Justice Center, while recognizing federal restrictions 
require Parks & Recreation-related uses unless permission is granted. 
Zoo and Funland 
• 
General Fund support for the Zoo has remained relatively consistent. 
• 
Funland revenues have improved, currently generating about $12,000 per week, but remain well 
below the approximately $35,000 per week assumed in the adopted budget, resulting in an 
estimated $309,000 revenue shortfall. 
• 
Staff recommended allowing another full operating season before making major changes 
because previous seasons were affected by delayed openings and incomplete facilities. 
• 
Future revenue opportunities discussed included banquet rentals, an outdoor amphitheater, 
miniature golf, and an electric train attraction. 
• 
Council reviewed the Zoo's approximately $1.3 million General Fund subsidy and proposed 
admission increases from $8 to $10 for residents and $12 to $14 for nonresidents. 
• 
Attendance remains strong at roughly 140,000 annual visits. 
• 
Council requested additional analysis of annual pass usage and asked staff to develop long-term 
options for reducing the Zoo's General Fund subsidy. 
Long-Term Financial Strategy 
• 
Council discussed establishing multi-year financial targets rather than requiring immediate 
reductions in General Fund support. 
• 
Staff indicated that clearly defined goals would allow departments to develop plans involving 
sponsorships, operational efficiencies, and revenue growth. 
• 
Finance estimated that reducing Zoo support by approximately $1 million would require either: 
o 
roughly a 67% increase in fee revenue, 
o 
approximately $1.3 million in operating reductions, or 
o 
a combination of both. 
• 
Council emphasized that financial goals should be phased in over several years and compared 
against similar communities. 
AZA Accreditation 
• 
Staff explained that maintaining Association of Zoos and Aquariums (AZA) accreditation is a 
policy choice that increases staffing and operating costs. 
• 
While some discretionary conservation spending could potentially be reduced, significant 
reductions could affect employee recruitment, professional standards, accreditation, and the 
Zoo's reputation. 
• 
Council indicated it should establish policy and financial goals while allowing Zoo management 
to determine how best to achieve them.

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680 Park Avenue 
Idaho Falls, ID 83402 
ERP and Revenue Opportunities 
• 
Council highlighted the City's new ERP system as an opportunity for Finance to provide 
departments with improved financial analysis and strategic budgeting support. 
• 
Staff also discussed creating broader membership or subscription programs that could combine 
Zoo, Funland, and recreation benefits to provide more predictable year-round revenue. 
Cemetery 
• 
The Cemetery continues to receive substantial General Fund support because revenues remain 
relatively flat while personnel and maintenance costs continue to rise. 
• 
Recent investments include road repairs, infrastructure improvements, and niche walls. 
• 
Council discussed the challenge of funding perpetual maintenance through a one-time 
maintenance fee and considered increasing that fee from $200 to $300. 
• 
Broader policy questions included whether perpetual maintenance funding should be 
restructured, whether burial plot resales should be more regulated, and how to address the 
City's maintenance obligations when individual families own burial plots. 
• 
Staff explained that plot owners are responsible for individual grave sites while the City 
maintains overall grounds and infrastructure. 
• 
Council also recognized that cemeteries serve broader public purposes as community green 
spaces and walking areas. 
Governmental Fund Overview 
Finance concluded the discussion by reviewing how City operations are funded through different 
governmental fund types: 
• 
General Fund – flexible funding supported primarily by property taxes and state revenues. 
• 
Special Revenue Funds – restricted funding for services such as streets, recreation, library, and 
EMS. 
• 
Capital Project Funds – dedicated to infrastructure, grants, and major capital improvements. 
• 
Enterprise Funds – self-supporting operations funded entirely through user fees, including 
power, water, sewer, sanitation, and the airport. 
Public Works was highlighted as an example of a department that operates across all four fund types 
because it manages services funded through multiple revenue sources. 
 
3. Presentation — Governmental Funds, Capital Projects and Personnel Costs for 2026-2027 
Staff reviewed the operational enhancements and capital projects already included in the proposed 
$380 million FY 2026-27 budget, emphasizing that most funding is dedicated to maintaining existing 
services. The discussion focused on new initiatives before Council considers any remaining 
discretionary funding requests. 
• 
Operational additions include: 
o 
A new Police Response Detective funded through opioid settlement and seizure funds. 
o 
A part-time Police Evidence Clerk to support evidence management. 
o 
New Parks & Recreation winter and spring activity guides, expected to be self-funded 
through advertising and enterprise revenues. 
o 
Additional part-time Transit staff, supported through grants and local match funding. 
• 
Major administrative and technology projects: 
o 
A $2 million Utility Customer Information System replacement will modernize utility 
billing over an estimated 18-month implementation, funded by utility enterprise funds.

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680 Park Avenue 
Idaho Falls, ID 83402 
o 
$300,000 is included to relocate Human Resources into Annex B, eliminating leased 
office space (saving approximately $40,000 annually) and creating dedicated training and 
private meeting areas. The project will be funded using repayments associated with the 
Frontier Center project. 
• 
Transit and Parks investments: 
o 
Funding is included for new transit bus stops, primarily supported by grants, with 
locations to be finalized as street improvements occur. 
o 
Greenbelt-funded park projects include: 
▪ 
Converting the railroad bridge into a pedestrian pathway. 
▪ 
Building stairs into the Japanese Friendship Garden. 
▪ 
Heritage Park pathway, lighting, and parking lot improvements. 
▪ 
Additional park improvements supported through a combination of grants and 
delayed playground replacement funding. 
• 
Golf Fund improvements: 
o 
Strong golf course revenues, driven largely by the success of automated driving range 
ball machines, will fund new maintenance equipment and patio improvements without 
General Fund support. 
• 
Fire Department investments: 
o 
Wildland deployment revenues will fund outfitting new City fire engines and potentially 
purchase additional wildland apparatus if grant funding is unavailable, allowing wildland 
revenues to support broader fire department operations. 
• 
Impact Fee projects: 
o 
Police impact fees will continue funding approximately $630,000 of annual police station 
debt service and purchase two police vehicles using previously collected impact fees. 
o 
Staff cautioned that declining impact fee revenue may require the General Fund to 
eventually absorb more of the police station debt payments. 
o 
Parks impact fees will fund grading and utility work at Sandy Downs. 
o 
Street impact fees will support several roadway improvement projects throughout the 
City. 
• 
Public Works infrastructure: 
o 
Multiple street, bridge, traffic signal, and landscaping projects are planned, many 
leveraging state and federal grants. Staff noted that while the City's direct contribution is 
smaller, the total infrastructure investment exceeds $17 million. 
• 
Zoo capital improvements: 
o 
Zoo projects will be funded through prior-year surcharge revenues and donations rather 
than the General Fund. 
o 
Planned improvements include exhibit upgrades and facility improvements, while the 
larger entrance project remains unfunded. 
o 
Staff noted these projects are largely replacements or renovations and are not expected 
to require additional staffing or ongoing General Fund operating costs. 
 
Break 2:32 pm – 2:46 pm 
 
4. Presentation — Fees for City Services and Changes/Increases for 2026-2027 
Staff presented proposed updates to the City’s Master Fee Schedule, highlighting major fee changes 
by department. Staff noted that there are a significant number of changes this year, with more than

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680 Park Avenue 
Idaho Falls, ID 83402 
half of the fee schedule being revised when filtering only for updates. A detailed list of all changes 
will be provided to Council for further review before adoption. 
 
Public Works / Utility Fee Changes 
Water and Wastewater 
• 
Water fees: 
o 
Proposed 3% increase for service connection fees. 
o 
Proposed 5% increase for monthly utility charges. 
• 
Wastewater fees: 
o 
Proposed 5% increase for monthly sewer charges. 
o 
Proposed 5–7% increases for industrial customers depending on classification. 
o 
Proposed 5% increase for sewer main connections. 
o 
Proposed 30% increase for sewer service connection fees. 
Sewer Connection Fee Study 
• 
The sewer connection fee increase is based on a recently completed capacity study following 
major wastewater treatment improvements, including the dewatering project. 
• 
Staff explained that Idaho Falls’ connection fees are significantly lower than surrounding 
communities: 
o 
Idaho Falls proposed fee: approximately $1,680 per connection after the increase. 
o 
Comparable regional fees are much higher (for example, approximately $7,000 in some 
neighboring systems). 
• 
The increase will help: 
o 
Better reflect the actual cost of capacity in the treatment system. 
o 
Strengthen future agreements with regional partners such as the Eastern Idaho Regional 
Sewer District and UCON. 
• 
Staff noted that while the percentage increase is large, the actual dollar amount remains 
competitive. 
 
Sanitation / Landfill Fee 
• 
A new Bonneville County Landfill Fee (tipping fee) is proposed as a separate line item on utility 
bills. 
• 
The fee will be charged by the County based on waste tonnage delivered to the transfer station. 
• 
Estimated residential impact: 
o 
Current sanitation fee: approximately $9.90/month per can. 
o 
New landfill fee: approximately $6.90/month per can. (or $16.80/month per can) 
• 
The fee will also affect commercial customers and private waste haulers. 
• 
Staff emphasized the fee is driven by County landfill costs and future facility needs, not a City-
generated increase. 
• 
The County is expected to provide public communication explaining how revenues will be used. 
• 
City staff will coordinate messaging and provide notice before implementation. 
 
Future Recycling Discussion - Council discussed long-term waste management strategies, 
including: 
• 
Regional recycling approaches. 
• 
Potential composting opportunities. 
• 
Expanded cardboard collection. 
• 
Possible partnerships with Bonneville County to achieve economies of scale.

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680 Park Avenue 
Idaho Falls, ID 83402 
• 
Staff noted landfill capacity challenges are increasing and future solutions may need regional 
cooperation. 
 
Idaho Falls Power and Fiber Fees 
Power Rate Adjustments 
• 
Proposed: 
o 
2% increase to residential monthly base charges. 
o 
3% increase to residential consumption rates. 
o 
Additional adjustments to various demand/service fees. 
• 
Fiber backbone service fees proposed to increase by 6%. 
 
Street Light Utility Fee 
• 
Staff proposed establishing a dedicated street light utility fee. 
• 
Proposed charge: approximately $1.50/month per customer. 
• 
Purpose: 
o 
Create a dedicated funding source for street light operation and maintenance. 
o 
Improve accounting transparency. 
• 
Staff noted Idaho Falls is approximately 70% complete with LED streetlight conversions. 
• 
LED upgrades are expected to reduce electricity usage by more than 50%. 
 
Airport Fees 
• 
Proposed airport fee changes primarily clarify and restructure existing charges: 
o 
New landing fees. 
o 
New terminal fees. 
o 
Key replacement fees for tenant losses or damages. 
• 
The revised approach provides clearer billing for: 
o 
Allegiant’s less-than-daily service. 
o 
Charter flights. 
o 
Other intermittent airline operations. 
Staff explained the change improves consistency rather than representing a high new cost. 
 
Parks, Recreation, Zoo, and Golf Fees 
Parks 
Proposed changes include: 
• 
Removing and consolidating fees to simplify the schedule. 
• 
Increases to: 
o 
Facility rentals. 
o 
Field use fees. 
o 
Cemetery fees. 
• 
Perpetual cemetery maintenance fee increase: 
o 
From $200 to $300 (50% increase). 
• 
Zoo and Funland: 
o 
Admission and program fee increases. 
• 
War Bonnet Round Up: 
o 
Admission and VIP seating increases (approximately 6–20%).

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Recreation Programs 
• 
Increased nonresident rates for most programs. 
• 
Adjustments to skating rink fees and passes. 
• 
Staff noted user participation is approximately 60% residents / 40% nonresidents, supporting 
continued differentiation between resident and nonresident pricing. 
 
Golf 
• 
Proposed: 
o 
5% increase for residents. 
o 
20% increase for nonresidents. 
o 
15% increase for driving range fees. 
o 
5–8% increases for rentals and passes. 
Increases reflect strong demand and improved financial performance at the golf course. 
 
Other Governmental Fee Updates 
Additional proposed changes include: 
• 
Police and Animal Control fees: 
o 
Licensing. 
o 
Cremation. 
o 
Euthanasia services. 
• 
Community Development Services: 
o 
5% increase to permitting-related fees. 
• 
Volunteer Center: 
o 
New lobby rental fees for events. 
• 
General cleanup: 
o 
Removal of outdated fees. 
o 
Corrections and administrative updates. 
 
 
Finance, Directors - Presentation — Enterprise Funds (Airport, Water, Sanitation, Wastewater, Power and 
Fiber), New personnel requests, Large Capital Projects 
Staff reviewed proposed enterprise fund capital projects and personnel additions, noting that fee 
discussions had already been covered and the focus would be on new staffing requests and major capital 
investments. Many projects are continuations of previously discussed initiatives or replacement needs. 
 
Airport Enterprise Fund 
• 
Staff noted there are no significant new updates from the prior June 22 presentation. 
• 
Upcoming Council presentations will cover: 
o 
Terminal expansion project. 
o 
Air Traffic Control Tower and VOR (VHF Omnidirectional Range) project. 
• 
Other airport capital projects include: 
o 
Carryover projects from the current year. 
o 
The Peterson property project, which is being maintained in the budget to remain eligible for 
future FAA funding. 
• 
Staff also noted routine enterprise equipment replacements are included.

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680 Park Avenue 
Idaho Falls, ID 83402 
Water Enterprise Fund 
New Personnel Request 
• 
Two new Water Service Technicians are proposed. 
• 
Purpose: 
o 
Replace contracted utility locating services. 
o 
Improve coordination between Water, Sewer, Power, and Fiber locating operations. 
• 
Staff explained this is budget-neutral, not a cost increase: 
o 
Current budgets already fund contracted locating work. 
o 
Bringing the work in-house provides: 
▪ 
Better accountability. 
▪ 
More consistent service. 
▪ 
One coordinated locator instead of multiple employees/contractors responding 
separately. 
Water Usage Data Discussion 
• 
Council asked whether expanded metering efforts could eventually allow residents to see their water 
usage. 
• 
Staff noted: 
o 
Customers with meters already have access to usage information through an app. 
o 
Water usage data can support conservation efforts. 
o 
Idaho Falls has information available regarding per-capita water consumption, though 
current usage levels indicate conservation opportunities remain. 
Water Capital Projects 
Major planned investments include: 
• 
New Water Administration Building near Poplar. 
• 
Well upgrades and new well development north and south of the city. 
• 
Annual water main extensions and replacements coordinated with street projects. 
• 
Continued meter box installations to support future expanded metering. 
• 
65th South Pump Station upgrades. 
• 
Fleet equipment additions. 
• 
Developer participation funding for system expansion and service improvements. 
Sanitation Enterprise Fund 
Capital projects include: 
• 
Annual replacement of dumpsters, which is a significant ongoing system expense. 
• 
Equipment replacements. 
• 
Additional projects identified after further budget refinement. 
Staff noted the sanitation capital list has been expanded since the initial budget discussion and now 
includes more detailed project planning. 
Wastewater Enterprise Fund 
Capital projects are based largely on the 2024 Wastewater Facility Plan Update. 
Major projects include: 
• 
Treatment plant expansion and upgrades. 
• 
Improvements related to solids and sludge treatment capacity. 
• 
Evaluation of the Clean B system, with potential consideration of a dryer system.

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680 Park Avenue 
Idaho Falls, ID 83402 
• 
Annual sewer line replacement projects. 
• 
Lift station and infrastructure improvements, including generator upgrades. 
• 
Treatment plant improvements, including chlorine contact system upgrades to improve employee 
safety and operational reliability. 
Stormwater Enterprise Fund 
Planned projects include: 
• 
Removal of storm taps where feasible. 
• 
Developer participation projects. 
• 
Equipment purchases and replacements. 
Idaho Falls Power and Fiber: New Personnel Requests 
Four new positions are proposed: 
1. Wireman/Electrician 
o 
One position replaces the previously proposed traffic technician. 
o 
Intended to support electrical work across Power and potentially other City departments. 
o 
Staff noted this could improve citywide efficiency by allowing Power staff to assist with 
electrical projects currently difficult to staff externally. 
2. Apprentice Generation Mechanic: Supports power generation operations. 
3. Communications Position: Supports Fiber operations. 
4. Additional Power/Fiber-related staffing support 
o 
Included to address operational needs and service demands. 
Staff emphasized the electrician position could benefit multiple City departments by creating a shared 
resource that can be charged to applicable projects. 
Power and Fiber Capital Projects 
• 
Staff stated that most Power and Fiber capital projects were already reviewed during prior Idaho 
Falls Power Board meetings. 
• 
No major changes were identified from previous discussions. 
 
 
Mayor & Council – Discussion: Discussion — 2026-2027 Department Budget Requests 
Unfunded Capital Requests and Foregone Tax Discussion 
• 
Staff reviewed the remaining unfunded capital requests, totaling approximately $1.7 million, 
compared to about $1.5 million currently available through: 
o 
Remaining projected growth revenue (~$300,000) 
o 
1% foregone property tax authority (~$535,000) 
o 
One-time general fund savings from Police Complex debt proceeds (~$680,000) 
• 
Council discussed whether to use the additional 3% foregone tax authority designated for capital 
projects, which would provide approximately $1.6 million more but would reduce future foregone 
capacity. 
Council Discussion on Using 3% Foregone for Capital 
• 
Several Council members expressed reluctance to use the full 3% foregone amount because: 
o 
It is a one-time capital funding source and cannot be used for ongoing operational expenses. 
o 
Using it now reduces future flexibility if the Legislature changes foregone tax rules again.

City Council Budget Session 
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680 Park Avenue 
Idaho Falls, ID 83402 
• 
Others noted the risk that future legislative action could further restrict or eliminate foregone 
authority, making it potentially valuable to use now. 
• 
Council agreed they did not want to immediately remove the 3% option from consideration until they 
understood: 
o 
Which requests legally qualify as capital projects. 
o 
How using the funding could reduce pressure on ongoing personnel needs. 
Eligible Capital Projects 
Staff clarified that the 3% capital foregone authority may be used for: 
• 
Construction, expansion, renovation, or replacement of public facilities. 
• 
Public works improvements. 
• 
Equipment with a useful life of more than 10 years. 
It does not appear to cover design-only work, unless design is part of a broader construction contract. 
Potential qualifying requests included: 
• 
Fire Station 4 restroom improvements. 
• 
Fire infrastructure-related capital items. 
• 
Parks and Recreation capital requests. 
• 
Ice rink bleacher improvements. 
• 
Other one-time capital purchases. 
Staff estimated that approximately $336,000–$350,000 of current requests could qualify for 3% capital 
foregone. 
 
Prioritization Discussion 
Council emphasized that: 
• 
Department requests were not excessive; many represented legitimate needs that had been 
deferred. 
• 
The City continues to face pressure because state limitations on property tax growth have 
constrained revenue flexibility. 
• 
Council members wanted to balance taxpayer impacts with maintaining adequate service levels. 
• 
Council reviewed the impact of using approximately $336,000 in 3% foregone funding: 
• 
Estimated residential impact was roughly $10 per year on a $375,000 home. 
• 
The impact would be higher for commercial properties. 
• 
The funding would be a one-time use. 
Remaining Budget Gap 
After applying: 
• 
3% foregone for eligible capital needs (~$336,000–$350,000). 
• 
1% foregone. 
• 
Growth revenue. 
• 
Police Complex one-time funds. 
Staff determined that the remaining gap was primarily related to ongoing personnel and operational requests. 
Approximately $220,000 remained to be addressed from ongoing requests, including items such as: 
• 
Police training officer positions. 
• 
Police records management system needs. 
• 
Dispatcher pay adjustments. 
• 
Assistant City Attorney position.

City Council Budget Session 
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680 Park Avenue 
Idaho Falls, ID 83402 
• 
Other personnel-related requests. 
Department Follow-Up 
Council agreed staff should return with additional recommendations rather than having Council directly 
eliminate individual requests. 
Departments, including Police, Fire, City Attorney, and Library, among others, would review priorities and 
identify possible reductions, alternatives, or phased approaches. 
Discussion points included: 
• 
Fire’s request for two training officers was highlighted as a major priority due to staffing shortages 
and overtime pressures. 
• 
Council recognized that reducing training capacity could worsen overtime issues. 
• 
Staff cautioned that relying on vacancy savings or excess revenues is not sustainable for ongoing 
personnel costs because personnel expenses continue to grow faster than revenues. 
Final Budget Direction 
Council reached consensus on the following approach: 
Funding Plan 
• 
Use approximately $350,000 of 3% foregone authority for capital projects (final amount to be 
refined). 
• 
Use Police Complex one-time funds for other eligible one-time needs, including the records 
management system. 
• 
Use growth revenue and 1% foregone authority for ongoing personnel-related costs. 
• 
Continue refining approximately $220,000 in ongoing requests through department discussions. 
Foregone Tax Resolutions and Next Steps 
Staff will prepare: 
• 
A resolution identifying use of the 1% foregone authority. 
• 
A resolution identifying use of the 3% capital foregone authority. 
• 
Required public notices and hearings. 
Upcoming timeline: 
• 
Staff will provide an updated summary spreadsheet by the end of the week. 
• 
A possible budget follow-up discussion may occur during the next Council work session. 
• 
July 30: Present proposed “not-to-exceed” budget amount. 
• 
August 13: Public hearing on budget, fees, and foregone tax resolutions. 
• 
August 27: Final budget adoption. 
Council thanked Finance staff, particularly Brooks, for the extensive work organizing departmental requests, 
financial impacts, and funding options to bring clarity to the budget process. 
 
There being no further business, the meeting adjourned at 4:00 PM. 
 
 
 
/s/ Linda Lundquist_________________  
 
/s/ Lisa Burtenshaw 
_____________ 
Linda Lundquist, City Clerk 
 
 
 
Lisa Burtenshaw, Mayor