City Council

FEBRUARY 9, 2015 ______________________________________________________________________________ ____________ The City Council of the City of Idaho Falls met in Special Council Meeting (Council Work Session), Tuesday, February 9, 2015, at the City Council Chambers in the City Annex Building located at 680 Park Avenue in Idaho Falls, Idaho at 3:00 p.m. There were present: Mayor Rebecca L. Noah Casper Councilmember Michael Lehto Councilmember Dee Whittier Councilmember Ed Marohn Councilmember Barbara Ehardt Councilmember Thomas Hally Councilmember Sharon D. Parry Also present: Brent Martin, Parks Maintenance Superintendent Craig Davis, Airport Director Craig Lords, Representative from School District No. 93 Chuck Shackett, Representative from School District No. 93 Kerry McCullough, Public Information Officer Craig Rockwood, Municipal Services Director Randy Fife, City Attorney Amy Landers, Representative from School District No. 93 Annette Winchester, Representative from School District No. 93 April Burke, Representative from School District No. 93 Greg Weitzel, Parks and Recreation Director Ronnie Campbell, Activity Center Foreman Heidi Carlson, Purchasing Agent Elizabeth Flores, Sixel Consulting Katie Jones, Sixel Consulting Chris Fredericksen, Public Works Director Jackie Flowers, Idaho Falls Power Director Bre Clark, Local News 8 KPVI Channel 6 Luke Ramseth, The Post Register Rosemarie Anderson, City Clerk Mayor Casper called the meeting to order at 3:00 p.m., by introducing representatives from School District No. 93. The following item was presented: 1. Bonneville School District Bond Presentation: Representatives from Bonneville School District No. 93 appeared to present the following information: Bonneville School District 93 March 10 th Bond Election The Right Plan – The Right Way You spoke. We listened. Together we created a plan that works. District No. 93 is one of the largest and fastest growing school districts in the State of Idaho. This school year, more than 800 new students enrolled in our schools, making our district the fifth largest in Idaho.  FEBRUARY 9, 2015 ______________________________________________________________________________ ____________ Student enrollment at Bonneville and Hillcrest High Schools exceeds the designed building capacities, putting the safety and education of our students at risk.  State safety inspections at the high schools have identified overcrowding as a primary concern.  Our high schools have 24 classrooms in 12 temporary trailers that do not provide a long-term solution for continuing growth.  Congestion in high-traffic areas including hallways, stairwells, restrooms, and parking lots has heightened concern for student safety and led to an increased number of disciplinary incidents. “Adding classrooms without expanding the core capacity of the schools would result in more severe crowding, creating greater concerns for students.” Deputy Barrett Hillier, Bonneville County Sheriff’s Office We asked our community for their help.  We invited community members to participate in a facilities planning committee last fall.  Nearly sixty residents participated in the committee, representing diverse views on the previous bond.  The committee shared potential ideas and solutions and developed criteria to evaluate such idea.  More than twenty different potential solutions were evaluated, and the four most viable options were selected to be included in a public opinion survey.  Using online and telephone surveys, we learned which ideas have the most community support.  400 registered voters were randomly selected to participate in the telephone surveys, providing us with 95% confidence in the results.  Two-thirds of survey participants favored building a new high school.  A second survey helped identify what should be included in the high school and the length of the bond term. o 53% supported building a football stadium. o 58% supported building a Performing Arts Center. o 67% supported building a high school with practice fields. The Right Plan: The March 10th bond proposal is to build a 1,500-student high school to open in the fall of 2018. The school will be built with a core capacity for 1,800 students to allow for future growth. AKM and Hummel Architects estimate the construction cost of the high school at $56.1 Million, which includes costs for site development, furnishing and equipment, project fees, and contingencies.  Clearly Defined Project: This proposal focuses on our most critical need: overcrowding in the high schools. In response to community input, the plan will not include building a football stadium or performing arts center at the new school.  Fiscal Responsibility: The finance advisory committee recommended a term of 17.5 years to significantly reduce the interest cost of the bond and to minimize the increase to the levy rate. o The net interest is projected to be $9.5 Million. This is almost $73 Million less than the net interest would have been in the $92 Million, 30-year bond proposal in 2014. o The anticipated monthly cost will be $4.92 per $100,000 of taxable value. The taxable value of a property is determined by its assessed value less any applicable exemptions.  FEBRUARY 9, 2015 ______________________________________________________________________________ ____________  Community Involvement: In addition to the facilities planning committee, subcommittees of residents have been organized to develop recommendations for financing the bond and the site plan for the new school. Attached: Proposed Plan for New School Site. Mayor and City Council Reports: Mayor Casper handed out a list of items for consideration at the February 12, 2015 Regular Council Meeting. Further, Mayor Casper handed out the following article for Council information: Politics Winning the Political Game: How to Make Tough Decisions and Survive (/politics/87- winning-the-political-game-how-to-make-tough-decisions-and-survive) Details: Written by LaVarr Webb, Publisher Category: politics (/politics) Published: 08 February 2015 Every day we hear citizens complain, for a variety of reasons, about decisions made by political leaders. So here’s my annual column about how to make tough political decisions – and survive. We elect politicians to make tough decisions. That’s what elected leaders do. Many big political decisions are very close calls. Most have been debated for a long time, and have strong advocates on both sides. Tough, difficult decisions are made at all levels of politics, not just by state and national leaders. If these decisions were easy, they would have been solved long ago. However, you can make tough decisions and survive. Most reasonable people will accept the fact that you decide against their wishes as long as they feel they’ve been listened to, had a chance for input, and that all sides were considered and the process was fair. They need to feel you’re making an informed decision after carefully weighing both sides. If people don’t feel like they have had any input, or that the process was unfair, they will be angry and feel betrayed. There are also unreasonable people out there who will never be satisfied no matter what you do. Happily, while they are very vocal, they are not large in number. And, remember, success in politics requires only 50% support, plus one. Also, making and announcing the right decision, while important, is only a part of successful positioning on big issues. An important rule exists in politics which states that only 50% of the success of a political decision or announcement is the correctness of the decision. The other 50% of success is how the decision or announcement is made – whose advice is sought before finalizing the decision, how much support is pulled together, who is informed in advance of the public announcement, and the timing and circumstances of the announcement.  FEBRUARY 9, 2015 ______________________________________________________________________________ ____________ Big decisions and big announcements should not be made in a vacuum or without a lot of planning. Mobilizing allies, determining the right timing and setting, deciding who should be informed and who should be spokespersons, and what follow-up is necessary, are all crucial components of a successful announcement or initiative. It’s dumb to announce a highly controversial decision without doing the preparatory and follow-up work. If proper steps are followed, then even those who strongly disagree with the position will feel that they at least had a chance to be heard, that the leader carefully weighed both sides, and that they were properly notified in advance. They will then be much less likely to fight the decision. Making big decisions is the top responsibility of political leaders. Don’t shy away from tough decisions and look wishy-washy. Invest your political capital. Columnist George Will once wrote that leaders should not avoid the tough issues: “Conflict avoidance becomes habitual. Risk averse politicians are constantly at risk. The rule regarding power is use it or lose it.” So make the tough decision. But do it smartly. Mayor Casper then handed out the following House Journal: HOUSE CONCURRENT RESOLUTION NO. 2 BY STATE AFFAIRS COMMITTEE A CONCURRENT RESOLUTION STATING LEGISLATIVE FINDINGS AND COMMEMORATING THE ONE HUNDRED FIFTIETH ANNIVERSARY OF THE BUILDING OF THE EAGLE ROCK BRIDGE, THE FIRST BRIDGE EVER TO CROSS THE SNAKE RIVER, WHICH BEGAN THE FOUNDING OF A SETTLEMENT WHICH WOULD BECOME THE CITY OF IDAHO FALLS. Be it Resolved by the Legislature of the State of Idaho: WHEREAS, in 1865 Matt Taylor, a Montana Trail freighter, built a toll bridge across the narrow black basaltic gorge of the Snake River that succeeded a ferry seven miles upstream by a few years; and, WHEREAS, Taylor’s bridge served the new tide of westward migration and travel in the region for settlers moving north and west and for miners, freighters, and other seeking riches in the gold fields of Idaho and Montana, especially the boom towns of Bannock and Virginia City in western Montana; and, WHEREAS, mail service postmarks indicate by 1866 the emerging town had become known as Eagle Rock, which was derived from an isolated basalt island in the Snake River, seven miles upstream in the Snake River that was the nesting site for eagles; and, WHEREAS, previous to Taylor’s bridge, in 1864, Harry Rickets built and operated a ferry at this location and so this area of crossing at the Snake River was already known as Eagle Rock to those who did business or traveled on the Montana Trail. A  FEBRUARY 9, 2015 ______________________________________________________________________________ ____________ private bank (the fourth in Idaho), a small hotel, a livery stable, and an eating house also sprang up near the bridge in 1865, along with the post office and stage station; and, WHEREAS, large-scale settlement ensued and in the next twenty-five years there appeared roads, bridges, dams, and irrigation canals that brought much of the Upper Snake River Valley under cultivation and in 1887, following construction of the Oregon Short Line, most of the railroad facilities were removed to Pocatello where the new line branched off, but Eagle Rock was fast becoming the commercial center of an agricultural empire; and, WHEREAS, in 1891 the town voted to change its name to Idaho Falls in reference to rapids below the bridge. Some years later, construction of a retaining wall for a hydroelectric power plant enhanced the rapids into falls. In 1895, the largest irrigation canal in the world, the Great Feeder, began diverting water from the Snake River and aided in converting tens of thousands of acres of desert into green farmland in the vicinity of Idaho Falls; and, WHEREAS, the area grew sugar beets, potatoes, peas, grains, and alfalfa and became one of the most productive regions of the United States; and, WHEREAS, in 1949, the Atomic Energy Commission opened the National Reactor Testing Station in the desert west of the City. On December 20, 1951, a nuclear reactor produced useful electricity for the first time in history and there have been more than fifty unique nuclear reactors built at this facility for testing, though all but three are shut down now; and, WHEREAS, the Idaho National Laboratory (INL), as it is now known, remains a major economic engine for the City of Idaho Falls, employing more than 8,000 people and functioning as an internationally renowned research center. INL operates and manages the world-famous Advanced Test Reactor (ATR); and, WHEREAS, Idaho Falls serves as a regional hub for health care, retail business, culture, tourism, and recreation in eastern Idaho; and, WHEREAS, Idaho Falls was named by Business Week as one of the 2010 “Best Places to Raise Kids”. In addition, Forbes.com selected Idaho Falls as one of the “2010 Best Small Places for Business and Careers” and Money.CNN.com included Idaho Falls as one of its “Top 100 Cities in 2010”. NOW, THEREFORE, BE IT RESOLVED by the members of the First Regular Session of the Sixty-Third Idaho Legislature, the House of Representatives, and the Senate concurring therein, that we honor and recognize the one hundred fiftieth anniversary of the building of the Eagle Rock Bridge in 1865, the first bridge ever to span the Snake River and which started the settlement that would become the modern City of Idaho Falls. BE IT FURTHER RESOLVED that a copy of this Resolution be forwarded to Rebecca Casper, Mayor of the City of Idaho Falls. Mayor Casper then turned the time over to Council President Lehto for any Council reports.  FEBRUARY 9, 2015 ______________________________________________________________________________ ____________ Council President Lehto stated that he did not have any information for this meeting. Councilmember Whittier handed out the following information regarding City and State Child Care Licensing Comparison: TO: Dee Whittier FROM:Michael Kirkham DATE: January 28, 2015 RE: City and State Child Care Licensing Comparison For both the City and State child care licensing systems, there are three categories of child care licenses. These categories determine the number of children each licensee may provide care for. These categories, for both City and State, are: 1. Child Care Center (13 or more children); 2. Group Child Care (6 – 12 children); and, 3. Family Child Care (1 – 6 children). While the categories for the City and State licensing system are the same, the requirements to obtain a City license is slightly more restrictive in most aspects. Generally speaking, there are not any substantive differences between the licensing systems. Most of the variations are designed to make the City’s system slightly more restrictive, for example, the City’s requirement that facility residents over the age of 12 submit to a juvenile background check. Idaho Falls Ord. 6-3-3(A)(4). This requirement is one year more restrictive than the State’s licensing system, which requires facility residents over the age of 13 to submit juvenile background check. Idaho Code § 39-1105(1) There are only three real substantive differences between the City and State licensing systems. Two of these differences affect Family Child Care (1 – 6 children) providers. First, the City requires Family Child Care providers to be licensed, however, the State licensing system does not require Family Child Care providers to be licensed. The second differences is that the City requires all child care providers to obtain a criminal background check. The State licensing system, on the other hand exempts Family Child Care providers who have 4 or fewer children from the criminal background check requirement. The third substantive difference between the City and State systems is that the State licensing rules do not regulate outdoor play areas. Both City and State systems have identical regulations on outdoor areas that have bodies of water – whether or not these bodies are natural or artificial. The City system, however, goes a step further and provides certain requirements for outdoor play areas, including a prohibition on concrete and asphalt underneath playground equipment and limiting the number of children who may play outdoors at a time. However, the City system does not require outdoor areas, it simply regulates the outdoor areas if they are used. The State system, on the other hand, does not address outdoor areas beyond the rules for bodies of water. City Licensing Outline The following is an outline of the City’s licensing system. Notes in emboldened brackets indicate where the City licensing system differs from the State licensing system.  FEBRUARY 9, 2015 ______________________________________________________________________________ ____________ 1. Child Care Center (13 or more) and Group Child Care (6 – 12) a. The City licensing requirements for these two categories are identical to each other, but not identical with the State requirements. b. The State licensing requirement for these two categories are identical to each other, but not identical with the City requirements. c. City Licensing requirements [State differences indicated in brackets] i. List of all owners, names and addresses ii. List of all workers, names, addresses, and certification issued by City iii. List of all On-Site Non-Providers iv. Background checks – which include a records check with the Idaho State Police, FBI records, and a fingerprint check between State and national databases – for all of the following: 1. Owners w/contact 2. Residents 12 and older at facility [this requirement is more restrictive than the State’s requirement under § 39-1105 because the State only requires individuals 13 years and older to submit to background checks] a. 12-17 must include juvenile justice search [this requirement is more restrictive than the State’s requirement under § 39-1105 because the State only requires individuals 13 years and older to submit to background checks] 3. Spouse or “significant other” of facility owner [arguably more restrictive § 39-1105 because “significant other” does not have to have contact with the children. The “significant other” is a term peculiar to the City’s licensing system as it does not appear in the State’s system. Neither is the term defined. The State requirement requires background checks on all persons who are regularly on the premises of a daycare facility. Because the term could be applied to persons who never appear or are present on the daycare facility, the City ’s requirement is more restrictive.] v. Cert. from Health District that facility meets I. C. § 39-1110 (Health Standards) requirements w/in 90 days. [State requirement for health standards are the same, but not subject to any time restriction. Example, a Health District inspection that was issued 95 days prior to application for State license would meet state standards, but would make a City applicant ineligible to receive a license.] 1. Cert. from Fire Marshall that facility inspected and meets requirements of Fire Code, I. C. § 1109 (Safety Standards), and Idaho Admin. Code R.18.01.55 (no such title anymore, previously Daycare Safety Standards; see IDAPA 16.06.02.50.350 for current Fire Safety Standards) [same requirements as State] 2. Working Smoke Detectors [same requirements as State] 3. Fire extinguisher requirements a. Accessible [same requirements as State]  FEBRUARY 9, 2015 ______________________________________________________________________________ ____________ b. Current service tag [arguably more restrictive than § 39-1109, because State statute requires only “adequate fire extinguishers ”] c. Mounted s/in 75’ travel from day care areas [arguably more restrictive than § 39-1109, because State statute requires only “adequate fire extinguishers ”] 4. Operating telephone [same requirement] 5. Child care area must be 75’ from exit door [same restriction as IDAPA 16.06.02.350.02(b)] vi. Cert. from Director of Planning and Zoning that facility inspected and meets egress provisions of building code and is in a zone that allows the use. In addition: 1. Swing type door that provides unobstructed path to outside required “from a single level building”. [Essentially the same as IDAPA 16.06.02.350.02(c)] 2. Two exits required from basement. [Same as IDAPA 16.06.02.350.02(e)] No day care above main floor [More restrictive than IDAPA 16.06.02.350.01(f), which permits above main floor] 3. Required exit doors shall not be locked [Same as IDAPA 16.06.02.350.02(b)] vii. Proof of liability insurance for child care [Same as IDAPA 16.06.02.321.04] d. Outdoor play requirements i. Number of children who play outdoors at a time limited to one child per 60 feet of play area. [No State restriction on number of children who may play outdoors] ii. Outdoor areas must adjoin or be safely accessible to the indoor area [No State restriction on accessibility to outdoor areas] iii. Bodies of water safeguards. [Exact same requirements as State requirements, § 39-1109(f)(i)] iv. Adequate shade areas. [No State requirements on shade] v. Playground equipment shall not be placed on concrete or asphalt [No State requirement] vi. Outdoor area must be well-drained. [No State requirement] vii. Playground equipment shall be securely anchored. [No State requirement] viii. Outdoor play area must be free from sharp or broken objects. [No State requirement] ix. Stairways must have railings no higher than three feet. No State requirement] 2. Family Child Care a. The most significant differences between the State and City licensing systems are in how the two systems treat providers who only provide care to less than 6 children. b. The City licensing requirements for Family Child Care are the same requirements as the other two categories except applicants for a Family Child Care license do not have to comply with the following requirements:  FEBRUARY 9, 2015 ______________________________________________________________________________ ____________ i. City specific requirement to have a fire extinguisher that is accessible, has a current service tag, and is mounted within 75’ of the day care area. 1. Note. City Family Child Care requirement would still require “adequate fire extinguishers” because City licensing requirement require compliance with State requirements in addition to City requirements. ii. City specific egress provisions. iii. Outdoor space limitation for the number of children who may play outdoors at a time. c. There is no State requirement for child care providers to be licensed for less than 6 children, however, if there are four or more children, the State system does require providers to obtain a criminal history check. I. C. § 39-1114. If the provider wishes to be licensed, they may voluntarily opt in to the licensing system. Exceptions Both the City and State licensing systems have enumerated exceptions for activities that are not required to comply with the child care licensing provisions. These exceptions are outlined as follows: State Exceptions – Idaho Code § 39-1103 1. Occasional care – not in the business of providing daycare 2. Private school for kids over 4 or religious kindergarten 3. Occasional care for parents in the same building 4. Day camps for a. less than 12 weeks or b. not more than once a week 5. Care for children of family w/in 2d of relationship City Exceptions – Idaho Falls Ord. 6-3-5 1. Occasional care, so long as not in a child care facility 2. Schools, public or private, where 5 or older are taught a curriculum approved by Idaho State Board 3. Temporary care whose parents remain on the premises 4. Day camps less than 14 weeks 5. Child care of relatives 6. Foster homes 7. Nanny care (where care is given at child’s home provided that it is not a child care facility) 8. Places where the primary purpose is medical care, therapy, or rehabilitation 9. Volunteers who work less than 2 hours a day under the supervision of certified child care worker 10. Students who are participating in a program to give experience of child care. Councilmember Whittier stated that he was providing the above information and comparison for Council review and would like to have a discussion at a Council Work Session in the near future regarding Child Care Licensing with the City of Idaho Falls.  FEBRUARY 9, 2015 ______________________________________________________________________________ ____________ Councilmember Ehardt stated that she did not have any information for this meeting. Councilmember Parry stated that the Employee Wellness-Live Well IF Program is going well. Eastern Idaho Regional Medical Center (EIRMC), Mountain View Hospital, City of Idaho Falls, and Eastern Idaho Public Health District are all partners in this. Another discussion has been held regarding the Law Enforcement Building between the Council Liaisons and the Police Department. Further, she requested whether the Kennel Licensing Ordinance should come forward at the end of February. Councilmember Lehto stated that this Ordinance should not come forward until more work is done and everyone is pretty much in agreement with a proposed Ordinance. Councilmember Marohn stated that the Wellness Program was first launched in February. The Fire Department is in the next phase of interviews and reviews for the new Fire Station. This is progressing. He stated that the City of Idaho Falls has a good rapport with Bonneville County Fire District. Councilmember Hally stated that the Golf Courses are anxiously awaiting their opening, possibly in the next week. The Airport Director appeared to further explain and review the following item: 1. Airport – Sixel Marketing/Branding Update: The Airport Director appeared to introduce Elizabeth Flores and Katie Jones from Sixel Consulting, who shared the following PowerPoint Presentation: Slide 1 Branding Idaho Falls Regional Airport Sixel Consulting Group, Inc. February, 2015 Slide 2 Airport Brand Development and Launch Slide 3 Brand Makeover Process  Background o Assessment o Defining Our Brand o Logo as a Brand Representative  Putting the Brand to Work/Brand Strategy  Living Up to the Brand o Delivering on Brand Promises o Transparency  Next Steps Slide 4 Steps to Developing the Logo and Brand  Passenger Intercept Survey  Online Community Survey  Stakeholder Working Group  Analysis Slide 5 Recap of Branding Workshop In September, two groups of airport stakeholders participated in a branding workshop. Led by Sixel Consulting, participants learned about the importance of a consistent brand and what passengers are already saying about the airport. Session discussions and prompts led to the development of the following:  Key airport characteristics and attributes;  FEBRUARY 9, 2015 ______________________________________________________________________________ ____________  Airport challenges to address;  Positive regional identifiers;  Possible brands identities. Slide 6 Defining the Airport Brand Who Are We? IDA IFRA Fanning Field Idaho Falls Regional Airport City of Idaho Falls’ Airport Idaho Falls Airport Task: Determine our Regional Identity Slide 7 Around the Room: Defining Ourselves Additional Positive Brand Attributes Brand Attributes Focus Group Additions Close to Home Access to year-round adventure Easy Connections Timesaver Cheap Parking Convenience Close-In Parking Close to: Targhee, Old Faithful, Jackson Hole, Yellowstone Competitive Fares Safety/Security Shorter Drive Time Cleanliness Gateway to National Parks Shorter Lines Focus on What Makes Us Different – Different = Better Slide 8 Around the Room: Defining Ourselves Additional Brand Challenges Brand Challenges Focus Group Additions Limited Service Perception of parking costs Limited Schedule Perception of airline ticket costs Limited Options in Terminal Website URL is undefined/hidden Connection Required Dining: No off-hour dining/Cash* Sometimes Unreliable Connection issues Customer Service Issues Collaborative branding Ground transportation standards Salt Lake Express Focus on What Makes Us Different – Different = Better Slide 9 Brand Survey Synopsis The 115 survey respondents ranged from experienced business travelers to first-time visitors. Major Takeaways include:  The airport’s reputation for high customer service and convenience are well deserved. They should be highlighted during the branding process.  Passengers leak mainly to SLC, and prices are the primary reason. Further rationales to focus on convenience and location.  The airport’s website is not currently perceived as a useful tool for the majority of customers.  Concessions – quality, availability, and cash-only difficulties – continue to be a concern, but the customer service levels are still acceptable. Slide 10 Defining the Airport Brand Core Brand Attributes:  Easy to Use o Small Terminal o Close-In Parking o Short Drive Time  FEBRUARY 9, 2015 ______________________________________________________________________________ ____________  Cost Effective o Competitive Fares o Safe Money on Gas o Save Money on Parking/Hotel o Less Time in the Car = Greater Productivity  Easy Connections to the World o 3 Airlines o Daily Flights to SLC Hub o Daily Flights to Denver Hub o Connections Worldwide o Anywhere in the World in 24 Hours  Access Point to the Region o At the Center of Activities o Access to National Parks Slide 11 Logo Development The logo is one of the most important elements in a brand. Its look and feel should convey essential characteristics of the brand. In this case, IDA’s logo should personify the airport brand and include the name the airport will call itself going forward. Brand attributes include: A sense of excitement and movement, and a nod to the airport’s natural surroundings. Slide 12 Logo Design Slide 13 Logo Design: Bring conceptual ideas to life  Logo design and selection  Color palate  Incorporation of Brand Attributes o IDA IDAHO FALLS REGIONAL AIRPORT (Navy Blue and Green Color Palate) Slide 14 Alternate Logos Discussed – Same as Above with Different Color Palate Slide 15 Logo as a Representative of the Brand Logo Needed to Communicate the Essence of the Brand:  Name of the Airport: Airport Name will stay Idaho Falls Regional Airport  Acronym will change from IFRA to reflect the airport code: IDA  Simplicity of Logo: Represents Airport’s Ease of Use/Cost Effectiveness  Local Relevance: Logo to reflect the region’s colors and sights o Clearly identifies airport using airport code: IDA o Swoosh (in the letter “A”) implies movement, travel o Blue and green reflect region’s natural elements Slide 16 Logo as a Representative of the City Following the development of the IDA Logo, the City shared initial way-finding concepts. We were pleased to see that the airport logo fits nicely with the City signage design.  Similar use of features and color combinations;  Simple yet modern look;  Opportunity to work with City design firm to integrate signage moving forward  FEBRUARY 9, 2015 ______________________________________________________________________________ ____________ Slide 17 Next Steps  Ensure the Brand is Easily Recognizable Across Platforms o Develop airport website based on new brand to focus on convenience of IDA  IFlyIDA.com  Establish advertising/community outreach plan o Way-finding/Around the Airport o Outdoor o Print, digital, radio o Advertising in Chamber/local agency newsletters o Social media revamp  Seamless Transition to New Brand o Roll out new ad components and website on same date o Remove vestiges of old brand Slide 18 Living the Brand Slide 19 If We Promise, We Must Deliver  Four Core Brand Attributes: o Easy to Use o Local o Cost Effective o Broad Connectivity  Transparency o Social Media Allows Constant Contact  Must Respond Quickly to Issues o Overpromising Compromises Credibility o Must Communicate with the Community about Airport Efforts  Acknowledge and Overcome Biggest Challenges o Consumer Doesn’t Always See Airport and Airline Separately o Communicate with Airlines and Tenants on Issues Slide 20 Overcoming Brand Challenges Additional Brand Challenges  Limited Service/Schedule Highlight Hub Connectivity and Ease of Use  Undefined Website URL Integration of new IFlyIDA.com  Limited Dining Options Work with vendors to supplement service  Customer Service Issues Tenant Reward Program for Customer Service  Perception of Parking Costs Cost Comparison Guide on Web and Print Focus on What Makes Us Different – Different = Better Slide 21 Developing a Brand Identity Brand Message Concepts  Fly IDA  Check IDA First  IDA: One Stop to the World  Check IDA  Fly IFRA  IDA: Access Point to Adventure  Eastern Idaho Airport  Local. Convenient. IDA  FEBRUARY 9, 2015 ______________________________________________________________________________ ____________  Easy in, easy out. With multiple flights daily. Check IDA First.  IDA: Dream Bigger, Travel Farther  Ida: Gateway to Adventure  IFRA: Dream Bigger, Travel Better Slide 22 The term “brand” today refers to how the customer or the public perceives the brand offering – both factually and emotionally. While the “brand logo” exists objectively, the “brand promise” exists in the minds of passengers and consumers. Slide 23 Determining Target Audiences Key Messaging for Each Audience Airlines Airport Tenants/ Regional Partners/ Customers/ Stakeholders Government Passengers Airline Planners TSA Travel Planners Business Travelers Airline Management Employees Economic Development Leisure Travelers Groups Airline Staff (Airport) Other Tenants Business Leaders/ Visitors/ Greeters Corporations City Administration Slide 24 Promotional Items An IDA logo can be included on high quality thumb drives, cups, pens, mouse pads, clothing and similar items for promotional purposes. When a logo is included, these items become an extension of our brand. Uses should be consistent with the Marketing program goals. The logo or signature should be used in such a way so as not to imply an endorsement of the manufactured item. Slide 25 Brand Strategy and Awareness Slide 26 Deploy Brand  Across all consumer-facing applications o Signage/way-finding plan/customer experience o Traditional Media – creative development o Digital Media – website, social media o Develop updated marketing images/collateral o Public Relations Launch Plan Brand Platform and Promise – Dream Bigger. Travel Better. Check IDA First. Slide 27 Enhance Airport Website  Develop Airport Website – IFlyIDA.com  Incorporate brand messaging  Drive travelers to Check IDA First when booking travel  Identify unique ways to showcase customer experience Create customers for life rather than advertising acquaintances Slide 28 Projected Timeline  Creative Components o Ad Development o Website Development o Media Placement 2Q2015  PR Launch in coordination with ad and signage rollout 2Q2015  Community/Corporate Outreach and Battleground Efforts 3Q2015  FEBRUARY 9, 2015 ______________________________________________________________________________ ____________ The Public Works Director appeared to review and further explain the following item: 1. Resolutions Dealing with Authorizations for Minor Change Orders, Lease Agreements, Minor Contracts, and Real Property Purchases: a. Resolution Granting the Mayor Specific Authority to Approve Certain Change Orders: The Public Works Director explained that this Resolution provides that the Mayor is hereby specifically granted the authority to execute and approve certain change orders, as recommended by the appropriate Division Director, where the change order involves only a specification change or a time extension; and, the cumulative value of changes on a project of Two Hundred Thousand Dollars ($200,000.00) or less does not exceed twenty-five percent (25%) of the original project contract price; or, the cumulative value of change orders on a project of more than Two Hundred Thousand Dollars ($200,000.00) does not exceed fifteen percent (15%) of the original project contract price. Any individual change order in excess of Fifty Thousand Dollars ($50,000.00) shall be considered for approval by the Council, regardless of the amount of the original contract price. Prior to execution, change orders will be reviewed by the City Attorney. b. Resolution Memorializing City Policy Granting the Mayor Specific Authority to Execute Various Lease Agreements in Order to Accommodate Public and Private Interests: This Resolution states that the Mayor is granted the authority to negotiate and to execute lease agreements of City- owned or City-controlled properties (including Airport-related lease agreements), where such lease agreements are not anticipated to be controversial, as determined by the Mayor and the appropriate Division Director(s). Prior to execution, the lease agreements will be reviewed by the City Attorney. c. Resolution Memorializing City Policy by Granting the Mayor Special Authority to Execute Contracts Not To Exceed $25,000.00 to Further the Interests of the City: This Resolution states that the Mayor is granted specific authority to negotiate and to execute contracts that do not exceed Twenty-Five Thousand Dollars ($25,000.00) where such contracts are budgeted and are recommended by the appropriate Division Director(s). Prior to execution, minor contracts will be reviewed by the City Attorney. d. Resolution Granting the Mayor Specific Authority to Acquire Certain Real Property to Further the Interests of the City: This Resolution states that the Mayor is hereby specifically granted the authority to negotiate for and to acquire real property that is related to a budgeted City project, as recommended by the appropriate Division Director and as needed to further the interests of the City, where the value or the actual purchase price for such property does not exceed Ten Thousand Dollars ($10,000.00). Prior to execution, real property purchases will be reviewed by the City Attorney. Following a discussion regarding these Resolutions, it was determined that quarterly reports will be made regarding the progress on any of the items contained in the Resolutions. The Resolutions will be presented to the Mayor and City Council for consideration at the February 12, 2015 Regular Council Meeting. The Parks and Recreation Director appeared to further review and explain the following item: 1. Eastern Idaho Horseman’s Association and Ida Racing Resolution: The Parks and Recreation Director submitted the following Ordinance for Council consideration:  FEBRUARY 9, 2015 ______________________________________________________________________________ ____________ RESOLUTION NO. 2015-06 A RESOLUTION OF THE CITY OF IDAHO FALLS, IDAHO, A MUNICIPAL CORPORATION OF THE STATE OF IDAHO, DIRECTING ANY MONIES DONATED TO THE CITY BY THE EASTERN IDAHO HORSEMAN’S ASSOCIATION AND INTERMOUNTAIN RACING AND ENTERTAINMENT, LLC, TO BE SPENT IN SUPPORT OF THE CITY’S SANDY DOWNS MASTER PLAN; AND PROVIDING THAT THIS RESOLUTION BE EFFECTIVE UPON ITS PASSAGE, APPROVAL, AND PUBLICATION ACCORDING TO LAW. WHEREAS, the State of Idaho has authorized historical horse racing (e.g., the broadcast of live horse races conducted in the past that are rebroadcast for purposes of wagering at an authorized facility); and, WHEREAS, such historical horse racing generates revenues, part of which are being received by the Eastern Idaho Horseman’s Association and Intermountain Racing and Entertainment, LLC; and, WHEREAS, the Eastern Idaho Horseman’s Association and Intermountain Racing and Entertainment, LLC have committed to donate to the City of Idaho Falls, not less than Ten Percent (10%) of historical horse racing monies received from the State of Idaho by the Eastern Idaho Horseman’s Association and Intermountain Racing and Entertainment, LLC; and, WHEREAS, the Eastern Idaho Horseman’s Association and Intermountain Racing and Entertainment, LLC wish to support the promotion, enhancement and improvement of horse- related activities in Southeast Idaho; and, WHEREAS, Sandy Downs is a beautiful, well used, popular, outdoor facility owned and operated by the City; and, WHEREAS, Sandy Downs is the site of horse racing, rodeo, and other horse-related activities; and, WHEREAS, the City adopted its Sandy Downs Master Plan in 2007; and, WHEREAS, users of horse-related events at Sandy Downs contribute a One Dollar ($1.00) surcharge per ticket that is used for improvements to Sandy Downs; and, WHEREAS, Council deems it appropriate to expend monies donated and associated with horse racing and the horse culture on Sandy Downs; and, WHEREAS, commitment to expend funds received by the Eastern Idaho Horseman’s Association and Intermountain Racing and Entertainment, LLC consistent with the Sandy Downs Master Plan is logical and beneficial to all those how use and enjoy Sandy Downs. NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND CITY COUNCIL OF THE CITY OF IDAHO FALLS, IDAHO, AS FOLLOWS:  FEBRUARY 9, 2015 ______________________________________________________________________________ ____________ Any monies received by the City from the Eastern Idaho Horseman’s Association and Intermountain Racing and Entertainment, LLC shall be expended consistent with the Sandy Downs Master Plan. This Resolution shall be in full force and effect from and after its passage by the Council. ADOPTED and effective this 9th day of February, 2015. CITY OF IDAHO FALLS, IDAHO s/ Rebecca L. Noah Casper Rebecca L. Noah Casper, Mayor ATTEST: s/ Rosemarie Anderson Rosemarie Anderson, City Clerk (SEAL) It was moved by Councilmember Hally, seconded by Councilmember Marohn, to approve the Resolution directing any monies donated to the City by the Eastern Idaho Horseman’s Association and Intermountain Racing and Entertainment, LLC to be spent in support of the City’s Sandy Downs Master Plan. Roll call as follows: Aye: Councilmember Marohn Councilmember Lehto Councilmember Ehardt Councilmember Hally Councilmember Parry Councilmember Whittier Nay: None Motion Carried. There being no further business, it was moved by Councilmember Hally, seconded by Councilmember Marohn, that the meeting adjourn at 5:17 p.m. _______________________________________ _____________________________________ CITY CLERK MAYOR ************************