An incumbent and a challenger vie for mayor of Chubbuck

EDITOR’S NOTE: EastIdahoNews.com will be publishing the responses to candidate questionnaires every day through the municipal election on Nov. 4. Read them all here.

CHUBBUCK — Two candidates are running for mayor of Chubbuck this year.

The two candidates are incumbent Kevin England and Rodney Burch.

To learn more about the candidate’s platform, EastIdahoNews.com sent the same eight questions to each candidate. Their responses, listed below, were required to be 250 words or less, and were only edited for minor punctuation, grammar and length.

Elections are on Tuesday, Nov. 4.

Tell us about yourself — include information about your family, career, education, volunteer work and any prior experience in public office.

England: I was raised locally with 5 brothers and 4 sisters. Our parents served well in the community and taught their children to do so. I attended local schools where I participated in athletics. I had many coaches that positively impacted my life. They taught me to know the rules, work hard, and play fair. I served a mission for my church from 1975 to 1977. Upon returning home I went to work with our family business learning great lessons from my father and brothers. I married the former Melody Terry and we raised 3 daughters and 3 sons. I have worked with many volunteer organizations. In my younger years I worked mostly with the youth. It was fun inspiring the rising generation. It is a pleasure to see them now as responsible, contributing adults. I love it when they come up to me and express their appreciation. As of late I volunteer with groups that promote education, better government, legislative councils, and the general welfare of children and families. I love working with the local Chamber of Commerce and supporting the great businesses in our area. I have always been a man of charity and one to offer a hand up to those that find themselves in need. I ran for the State Legislature, twice for the Chubbuck City Council, and have since been serving as the Mayor of this wonderful city. I still have much more to give and would love to help make our collective future bright.

Burch: With over 37 years in engineering and surveying, I’ve built a career at the intersection of infrastructure, community development, and leadership. My background spans land development, public infrastructure, and entrepreneurship—I’ve founded three successful businesses and remain passionate about helping our community grow.

I’m committed to education and served five years as an Instructor and Program Coordinator for Idaho State University’s Civil Engineering Technology program, mentoring the next generation of professionals. In public service, I spent six years as Chubbuck’s Public Works Director, overseeing water, sewer, parks, streets, planning, engineering, and economic development. I led key initiatives including the Parks Master Plan, a five-year Strategic Plan, and the Rec Center Master Plan.

As Executive Director of the Chubbuck Development Authority, I helped shape the city’s future through projects like Country Acres, Stuart Splash Pad, and New Day Parkway. I also played a central role in the Downtown Vision, Pine Ridge Mall redevelopment, and community developments such as Northside Crossing and Harvest Springs.

I’ve served on the Chubbuck Land Use Commission and the Chubbuck Employee Health Trust Board, and in 2025, I was honored to be appointed to the Idaho Board of Professional Engineers and Land Surveyors.

Today, I serve as Executive Director of the Strategic Communities Alliance, a local non-profit, where I help smaller municipalities thrive through vision, strategy, and collaboration.

Personally, I’m a proud father, new grandfather, and outdoors enthusiast who enjoys hiking, sailing, and traveling with my wife, sons, and our dog throughout the Pacific Northwest.

What is your proudest accomplishment?

Burch: The establishment of the Downtown Village vision was a defining moment for the City of Chubbuck. While serving in a dual role as Public Works Director and Executive Director of the Chubbuck Development Authority—our urban renewal agency—I helped lead the creation of this transformative plan. The vision aimed to revitalize the heart of the city, making it a vibrant, attractive center for business, civic life, and community engagement.

Two key turning points stand out in my memory. First, during a meeting in the upstairs conference room at ICCU headquarters, we discussed business development and employee recruitment. Looking out the window, we saw an old Ford truck up on blocks—a clear sign that the area needed improvement to attract talent and investment. Second, when the Downtown Village concept was presented to City Council, it included acquiring property for a new city hall. The CEO of ICCU, who was in attendance, offered to purchase the property and transfer it to the city later, demonstrating strong community support.

Following that commitment, the Chubbuck Development Authority acquired additional properties, and the vision began to take shape. What started as a bold idea became a tangible plan, laying the foundation for a more connected, appealing, and economically vibrant downtown.

This initiative reflects the power of collaboration, strategic planning, and community investment. I remain proud of the role I played in helping turn the Downtown Village vision into a reality for Chubbuck.

England: I have never been one to stand up and take bows. For any individual to take credit for the wonderful things that are achieved is not realistic. It takes us all to make good things happen. The community working together with elected officials and city staff create the vision for our benefit. When we are united we achieve desired outcomes. Now for a list of a few of the highlights during my years of service. The modernization and upgrading of several subdivisions. Whitaker Road widening and addition of sidewalks. Work with the State and local officials to build the New Day Exchange, which greatly enhances traffic patterns in Chubbuck. The upgrading of Yellowstone Highway which will continue next year with widening to Siphon and a new light. The downtown project. The building of much needed facilities with a new City Hall and a state of the art police station. The hiring of additional police officers as well as additional fire fighters. For the first time Chubbuck has a fully staffed fire department that can handle overlapping calls. The purchase of equipment for all departments. The long overdue replacing of our ladder truck. We have increased funding for street maintenance by 2000% and the purchase of equipment for Parks for better maintenance. This is not an exhaustive list but remarkable highlights of some of out extraordinary accomplishments. We are set to achieve much more as we continue with the vision that has been established by great effort from us all.

Why are you seeking political office within your community? Briefly explain your political platform.

England: This is my 7th election in 19 years. There came a time in my life when I realized that I had been given much by society and it was time for me to give back. It is for that reason that I have served and am seeking to continue that service. I know this community well and I believe that they know me. I am fiscally conservative. I maintain high moral, wholesome, family values. As for my platform it is based on honesty, integrity, hard work, and open communication.
It is a wonderful blessing that local governments are based on great American values and not partisan politics. As we all come together with our differing opinions and ideas we can glean from the very best of them. We can differ in ideas and opinions and still find a acceptable way forward. We can disagree without being disagreeable. Our conversations need to be based on mutual respect. No two of us experience life in the same way. Once everyone that wants to participate has had their say decisions need to be made. That is where leadership comes in. Leaders need to talk and even debate about the best way to proceed and then take a vote for a final decision. It is the genius of our form of government. It always needs to be by, for, and of the people. The City of Chubbuck has always had great cooperation and that is the reason we are successful.

Burch: I’m running for Mayor of Chubbuck to once again make a meaningful impact on our city’s future. Chubbuck has incredible potential, but the old status quo won’t move us forward. It’s time to renew our vision and embrace bold, thoughtful leadership.

My platform is built on three key pillars: Vision, Leadership, and Accountability. I believe every city operation falls under one or more of these areas. Vision sets the direction for growth and community development. Leadership drives action and decision-making rooted in service. Accountability ensures transparency, responsible budgeting, and measurable results.

This campaign is about more than ideas, it’s about action. I’m ready to lead with integrity and a commitment to progress, to build a city that meets the expectations of our residents and businesses.

What are the greatest challenges facing people in your community? What is your plan to meet and overcome those challenges?

Burch: Affordable housing is a growing concern in every community, and Chubbuck residents are feeling the pressure from rising homeownership and rental costs. While the city’s ability to fully solve this issue is limited, there are meaningful steps we can take to address it. Through my role as Executive Director of the Strategic Communities Alliance, I’ve been involved in affordable housing studies across Idaho, gaining insight into practical solutions and policy approaches.

This work has led to participation at the state level, where discussions are ongoing regarding potential legislation aimed at addressing housing costs and land use policies. A legislative interim committee has been meeting throughout the summer in preparation for the upcoming session, and I will continue to advocate for solutions that benefit our region.

Locally, the City of Pocatello is conducting a housing study, and I believe Chubbuck should seek to be included in that effort. Housing challenges don’t stop at city boundaries, and regional collaboration is key.

Additionally, organizations like LEAP Housing are providing on-the-ground solutions for affordable housing throughout Idaho. I intend to work with groups like these to bring expertise and proven strategies to Chubbuck, helping us make informed decisions that reflect local needs.

By combining local action, regional cooperation, and state-level advocacy, I believe we can take meaningful steps toward improving housing affordability and ensuring that Chubbuck remains a place where families of all income levels can thrive.

England: We are fortunate to live in a community where we do not have grave, oppressing challenges. That question would probably be answered differently by each of us. Our individual challenges are real and pressing to each of us and we feel the need for answers. We do have collective challenges that are being addressed and trying to determine which of these is the greatest calls for constant and consistent attention. Some of these that have been on top of the list have been housing, energy, lack of workforce, and poverty. The one that has risen to the top as of late is transportation. All of these have a connection to one another. Housing, especially affordable housing. What is affordable? That differs with individual circumstances. According to studies that have been done in Chubbuck the median home value is about $370,000 and to get into a new home is well over $400,000. To most that is not affordable, which is why we are seeing more multi-family dwellings. Property owners and the market determine these things. Transportation is a difficult issue. We are working hard on developing the airport. It is vital to the growth of our community. With collective effort we can see the airport expand. I will say that government is not the answer. Many times it is the problem. Ever heard of government housing? The government and private citizens and organizations, working together can and will find the solutions we need.

How will you best represent the views of your constituents – even those with differing political views? How will you communicate directly with constituents?

England: There is only one way to represent the views of constituents and that is to open avenues of communication. We do surveys, have social media accounts, email, texting, and phone conversations. I have always been open to these communications. There are folks that come to the office regularly and I always welcome them. I have gone to individuals homes for discussions. I receive emails, texts, and phone calls every day. Every time I am out and about people come up and talk with me. And the majority of these communications are extremely positive. I love hearing from you, but in reality I only hear from a small percentage of you. If you want to be represented you need to make your voice heard. In surveys we only hear from between 10 to 20 percent of you. Your opinions and your challenges are important to me as your Mayor. I commit to giving ample time to hear from you. I will treat your thoughts with kindness and respect. We can find answers together. So I encourage each of you to use one of these ways that works best for you and make your voice heard. I agree with the saying that says we were created with 2 ears and 1 mouth for a good reason. It is that we should listen, at least, twice as much as we speak. I commit to be a good listener.

Burch: Effective leadership begins with listening and learning from others—especially our residents and local businesses. To truly understand their concerns and ideas, we must create meaningful opportunities for public participation in city decision-making. Currently, Chubbuck does not stream public meetings, limiting access and engagement for many residents.

I am committed to restoring the use of technology to make city government more accessible. This includes enabling remote participation via platforms like Zoom for City Council, Land Use, and Chubbuck Development Authority (CDA) meetings. Streaming these meetings will allow more residents to stay informed, voice their opinions, and be part of the process—regardless of their schedule or mobility.

Beyond technology, I propose the creation of advisory boards focused on key areas: building and development, parks and recreation, economic development, and local business. These boards will establish direct lines of communication between city leadership and the community, helping us better understand and respond to the city’s evolving needs.

In addition, I will increase the use of social media to inform the public about upcoming decisions, hearings, and actions by the City Council, Land Use, Chubbuck Development Authority (CDA) meetings. Timely, accessible communication will ensure residents are aware, engaged, and empowered to participate.

What parts of the city budget could use more funding? Where are places in the budget where cuts could be made?

Burch: The largest portion of Chubbuck’s city budget is dedicated to personnel, which directly impacts the effectiveness of essential public services. From my conversations with both the Fire Chief and Police Chief, it’s clear that maintaining adequate staffing levels remains their top priority. Public safety depends on having the right number of trained professionals available to respond quickly and effectively to emergencies, and current budget constraints make this increasingly difficult.

In addition to public safety, residents have consistently voiced concerns about the condition of our parks. Increased funding for parks maintenance would help raise the standard of care and ensure these public spaces remain clean, safe, and enjoyable for all.

While the overall budget is tight, it’s important to evaluate where growth has occurred. In recent years, administrative costs have risen significantly. I believe there is an opportunity to reduce administrative staffing levels and reallocate those financial resources to departments that directly serve the public, such as police, fire, and parks.

By prioritizing outward-facing services and ensuring that budget allocations reflect community needs, we can improve quality of life, public safety, and civic pride. Strategic adjustments, not just cuts, can help us do more with the resources we have. I support an outcome / results-based approach to budgeting that emphasizes efficiency, accountability, and aligns the budget with the priorities of the community.

England: The area known as public works with all of its duties is where the greatest funding needs of the city always are. From maintaining publicly owned property, like parks, to seeing that our streets are well maintained, as well as seeing that our city infrastructure is in good, working order. Much of that infrastructure is underground and not easily inspected, requiring a robust and constant updated the GIS system. Each one of these areas have needs that at present go unfunded. Our largest funding allocation is for our personnel. It is vital that we take care of the people that do the work to make our city run. We have the very best from department heads to each employee with their individual responsibilities. In recent years we have stream lined thru natural attrition when we have not replaced some who have left our employ. We have a tight ship at present. Our budgeting process works very well and we are getting our best bang for the buck. Our last 2 public hearings for our budget produced only complimentary and supportive comments. That is a statement about how well our departments work together. I often hear Status Quo used in a derogatory way. One of the definitions of Status Quo is stability. We have stability with our budget and with the way the leaders, including staff, of this city cooperate with one another. Our Status Quo is working. Change just for change sake seldom, if ever, works. Let’s stay the course.

What parts of Chubbuck are in the best position for future development? What kind of development would you want to see come to those areas and what would you do to encourage it?

England: All of Chubbuck is in a position for development and growth. We do have properties on the west side, in the down town, as well as in the New Day area that are in prime positions. We have established a Comprehensive Plan that was created with the help and input of our citizens that establishes a community vision for how we would like this city to develop. It, along with development ordinances, guides how development proceeds in Chubbuck. It is used as a standard and a guide. It serves developers as well as our citizens well. When it comes right down to it property owners along with the market decide what any development will look like. I am a respecter of property rights. It is what makes our country great. As a government entity we need to be careful not to have public takings from individual property owners. We can help to create a positive, encouraging environment with proper land use regulations that both encourage the kind of growth we desire as well as respect private ownership. At present we are looking into Public/Private partnerships that could produce additional funding to see many amenities that our community has expressed a desire for but cannot be achieved with tax dollars alone. These relationships are in the developing stages and will continue to be pursued.

Burch: Chubbuck’s historical growth has primarily occurred to the west, driven by available infrastructure. With the construction of the Northgate Interchange, new development opportunities have emerged to the north and east of the city. This improved access has already spurred creative residential projects like Harvest Springs and Northside Crossing, which are setting a high standard for neighborhood design and livability.

The area surrounding the interchange is now well-positioned for commercial growth, thanks to its strategic location and transportation access. To fully capitalize on this potential, the city must take an active leadership role in planning and coordination to ensure that commercial growth compliments the city’s long-term vision.

Would you consider it one of your goals to make Chubbuck a walkable, bikeable community? If so, what actions will you take to make progress towards that?

Burch: I fully support the vision of a walkable and bikeable Chubbuck. As Public Works Director, I lead the development of a Parks Master Plan and Strategic Plan focused on connectivity and recreational use of pathways. A key example is the multi-use path along New Day Parkway, which connects Chubbuck to the Portneuf Wellness Complex, demonstrating how infrastructure can enhance both mobility and community health.

To further this vision, a concept has been proposed to convert existing irrigation canals into a citywide walking and biking network. This would create scenic, cost-effective routes that expand access across the community.

I personally biked to work for 18 months to demonstrate, to myself and to community leaders, that a bikeable community is a realistic and achievable goal in our city.

Additionally, leveraging Safe Routes to Schools funding can improve pedestrian access to elementary schools, making walking and biking safer and more appealing for families.

England: I often ask people what it means to them to have a walkable bikeable city. Most say that we have one right now. I walk a lot and would agree that most of Chubbuck, with the possible exception of the Yellowstone Highway, is very walkable. Yellowstone is walkable but feels unsafe. There are things we need to and are going to do to improve that. I see children on bikes often and they seem to get along just fine. We do have a few adults that bike, most for exercise, and a few otherwise. So, how much of our tax dollars should go to this cause? That is not an easy question to answer. Recently it has come to my attention that bike lanes often end up with the gravel from the roadway. Gravel is not a good thing for thin bike tires. To keep these lanes cleaned is going to take man power and equipment. So, how does this get funded. This is just a couple of the challenges in this endeavor. Is it a noble goal? I would say yes. Is it a top priority with our public funds? I would have to say no. It was suggested to me once that perhaps we could have a bike fee used to keep bike lanes free of debris. (I believe that was suggested by a non-biker) This is another decision that community input will be needed to make the correct decision.