Idaho Falls Mayoral Race, Pt.3 - Lisa Burtenshaw

Alright so moving along to Part 3, Lisa Burtenshaw's responses to my questions. If you are curious about my opinions or the questions in detail then go back to Part 1. I will say again that I was really impressed that both Jeff and Lisa responded to me and give me their time. Hopefully we see this same openness once they are in office. Always hard talking to politicians during election time, its like a dog that seems to like you but you have pocket bacon. Unclear if the pleasant attitude will persist into a bacon-less future. Some of Lisa's responses may have been edited for content or brevity by me.

Bear in mind, Lisa has the burden, and benefit, of incumbency (of a sort). She's a known name, been on city council and the school boards, and is largely endorsed by the glitterati and engaged parts of Idaho Falls. She also has already been in decision making roles and we can judge her current actions against the actions she offers up in her responses to me. So be aware, if you see me noting things like that, "well you haven't done X so far" and you didn't see me do that to Jeff its not that I'm being unfair. It is that we don't know what Jeff will do, which is its own risk. But we have some inkling of Lisa.

Lisa's Answers

First question was about our city's dependence on INL.

It is important to start by correcting a common misconception. Idaho Falls already has a diverse base of employers offering high-paying jobs. In addition to the INL, our community is a regional hub for medical services, energy, engineering, construction, finance, and technology. Companies like Mountain View Hospital, Idaho Falls Community Hospital, and others employ hundreds of residents in high-skilled positions.

Where I see opportunity is in strengthening the bridge between training and placement. The College of Eastern Idaho (CEI) is currently training over 16,000 students each year through workforce development and industry-specific programs, from nursing and radiology to cybersecurity and industrial technology. As mayor, I will work closely with CEI, the Chamber, and local employers to recruit complementary industries that can hire and retain this trained workforce right here at home.

Talking points begin here. No, seriously though, my question was about ensuring we have a diversified group of employers that allow for complementary work. This way people can engage in competition locally without working at the only place in the region that does their work. Lisa is correct that we have a large domain of employers in health care, but these aren't exactly complementary nor are they similar in pay. If you are an accountant at INL and you want to take a similar role at either hospital that is a sizable pay cut. What if you are an industrial engineer? Not a lot of roles at EIRMC for engineers last i noticed.

I do agree that CEI is a great resource but I asked for specific actions. I would assume the city is already "working together" with CEI, so continuing that doesn't actually change anything. Ultimately, maybe Lisa has some definite plans. She just didn't share them with me.

Second question was about the City helping get schools built.

While schools fall under the jurisdiction of the school district, the city can and should be a proactive partner. We can coordinate land use planning, permitting, and infrastructure support for new school construction, ensuring that projects move efficiently through city processes. I also believe in joint planning meetings between the city, District 91, and District 93 to identify shared priorities for safe routes to schools, traffic planning, and community recreation spaces that serve both students and neighborhoods.

Okay this is a good, safe answer. Similar to what Jeff had said. I wish she would have highlighted specific actions that she had done or will do. Again, some gaps in what Lisa doesn't say that we may want to caution ourselves with.

Third question, most critical departments of the next 5-10 years.

Public Works – because infrastructure is the backbone of growth.
Community Development and Permitting – where we must improve communication and streamline processes.
Public Safety – to ensure that as we grow, we maintain the high level of service and response times Idaho Falls residents expect.
These three areas most directly shape livability, safety, and economic vitality for the next decade.

Again, no mention of Parks and Rec. Maybe I'm nuts for thinking its important? Again a solid answer, though still too much politicking for my taste. I would have liked one specific thing in each answer, e.g., what about Public Works needs done or Community Development? Improve communication? Okay, how. And again, why hasn't she, as chair of city council, already done some of this?

Fourth question, how to help out young folks starting careers.

Idaho Falls benefits from strong programs through CEI, local unions, and private employers, but communication and coordination are key. The city, CEI, and business leaders can work collaboratively to map apprenticeship and internship opportunities, make them visible through all of our media platforms. We can also help local employers access state workforce funds. The jobs are here; we just need a clearer system to connect students and employers.

Here's a better answer. And it gets at the problem of networking things and making them obviously to people who are looking. Missing context similar to Jeff's in terms of defined actions. Recall in Part 1 I put forward an idea on how to begin to solve this initially.

Fifth question, Traffic.

Traffic in Idaho Falls is the result of decades of growth without regional coordination. Our roads were designed for a smaller city. The solution is not a single project. It is better planning, smarter signal timing, and stronger partnerships with ITD and Bonneville County. We need to synchronize projects across jurisdictions, expand east–west connectors, and prioritize safety improvements. Communication with residents during construction needs to be far better, and that is a priority for me.

This answer is interesting considering BMPO was founded in 1992, so if they haven't been coordinating regionally for the last 30 or so years, what the hell have they been doing with our money? I like that she is stressing communicating with residents, but again I would have liked to see even the hint of an idea or plan of action.

Sixth question, State Legislators engagement.

I have built strong working relationships with our local and state officials, which will help ensure Idaho Falls has a strong voice in Boise. I served with Senator Dave Lent on the school board, and I understand how vital those connections are to advancing local priorities and achieving accountability at the state level. As mayor, I will continue building on those relationships by providing clear data on city needs, inviting legislators to public briefings, and keeping residents informed about key policy decisions. Accountability starts with transparency, and I will bring both to that relationship.

Probably her best answer yet. The connections are important for sure, but I with IF's leadership would play the bully pulpit a bit more to ensure our state reps are actually doing something other than lobbying for a bigger career in the conservative movement.

Seventh question, Mayor for the whole city

From the Westside to the numbered streets to the newer neighborhoods along Sunnyside my approach is putting people first. We may live in Idaho Falls, but we all have a story, and a residential address does not tell that story. I care about people, and city government should be accessible and responsive to everyone. My approach is rooted in listening and being present, showing up to neighborhood meetings, church basements, and civic events across town.

Growing up in my neighborhood we never had neighborhood meetings. Are these a thing? Am I just not getting invited to mine? This is a safe answer, but also misses the entire north side of town—as per usual of our elected officials.

Eighth question, Public safety

Public safety challenges stem largely from growth and workforce strain, not from neglect. Idaho Falls has one of the best-trained police and fire departments in the state, but we must support recruitment, training, and mental health resources. I am proud to be endorsed by our firefighters, and I will continue to ensure our first responders have the tools and staffing they need to serve safely and effectively.

Safe generic answer again without even a whisper of an action. I'm detecting a pattern forming.

Ninth question, development initiatives

There are no incentives for density housing or “specific” businesses. The development of small businesses has simply been market-driven. The city does not determine or request the zoning designation. That is requested by the property owner. The free market and private property rights are alive and well in Idaho. This is the American way. It would be massive government overreach for the city to decide what types of businesses are allowed on private property.

Okay, so here is where we get the unreasonable conservative philosophy that doesn't actually work and isn't real. "Massive government overreach for the city to decide" what people can build? So, if I wanted to open up a massive chemical plant next to, say, Bush Elementary that would be okay? This philosophy and belief of rubber stamping everything that gets thrown at us because its "pro business" is garbage and why we are in a city where the only thing that's been built in five years are apartments and car washes. Our city can, and should, take a more active role in incentivizing development in certain sectors. Otherwise, we get slaughterhouses plopped down wherever, and the hulking concrete tombs of car washes that will become abandoned and be eye sores.

Tenth question, better communication and coordination.

This is one of the city’s biggest challenges and one I intend to fix. Residents deserve to know when, where, and why projects are happening. As part of this communication "fix", residents also need to know what the city is doing really well. Communication should celebrate the daily services provided in Idaho Falls, not just when problems arise. We will modernize communication by expanding online project dashboards, text and email alerts, and coordination among the city, ITD, and utilities. Accountability and clear updates should not be optional; they should be standard.

Okay, this sounds good. And will work as long as they don't just sign a contract with the lowest bidder like they did with the website and app. However, Lisa still gets a ding here. Why has it been so bad and what has she done to change it? Even though this contains a vague answer about improvements, no real actions are described.

Eleventh question, GIFT and public transit

The GIFT program fills an important role in connecting residents with mobility needs to the daily activities of life. We’re not yet large enough to support a big fixed-route public transportation system, but the city will continue to work with Ammon and Bonneville County to expand the GIFT boundaries. Access to reliable transportation is a key part of a strong economy.

I'm pleased to see GIFT getting support across both candidacies.

Twelfth question, Recreation center

Yes, I believe Idaho Falls deserves a modern community facility with multi-generational recreation opportunities. Our population has grown significantly since the last effort, and residents consistently express support for family-friendly spaces. While on the school board, I oversaw the rebuild of four elementary schools that came in under budget. I have a history of working on public-private partnerships, including recently the remodel of the Frontier Center and practice fields for District 91.

Touting relationships again, but no real actions. Getting four elementary schools built was great (would have been better if the school board actually owned the plans and we could reuse those designs) but I don't see how that plays in the same area as a recreation center. The auditorium district took, what, 15 years to get the Mountain America Center built? Not sure I would trust the city to fund this. I mean, hell, it took 30 or so years to get a police station. My concerns with this answer could have been mitigated by some kind of list of actions that demonstrated she had been thinking of it.

Thirteenth (and final) question, serving working families.

Many Idaho Falls families are middle class or working class, and they are the heart of our community. As mayor, I will focus on keeping city services efficient, property taxes stable, and housing attainable. We have many great community partnerships with the schools, churches, and non-profits. I will continue to foster these relationships and work collaboratively. As a quick example, I recently learned that many people trying to receive a GED go through a local non-profit agency due to cost and availability of the course. This can and should be addressed through our local legislators and the department of education. Unnecessary burdens need to be identified and removed.

Here is a double edged answer. Her case about GED folks is a great example of where the city should start browbeating colleges or education orgs in the area about why this is. Going through local legislators is a nice way to kick the can down the road 10-15 years.

Now where the other edge comes in is on keeping housing attainable. This phrase demonstrates some weaknesses in Lisa's candidacy and approach. Keeping would imply maintaining the status quo, where housing is not attainable. Its this kind of lack of ownership of how we got here that really bothers me. Nothing is attainable right now, Lisa! 2 bedroom houses are a quarter of a million dollars! Rent prices require $60k a year in income to even qualify at the max ratio of housing cost to income. Lisa had an opportunity to acknowledge reality here and chart a different course and chose not to.