First responders
I support our community as both a volunteer firefighter with Loghill Fire Dept, and EMT with OCEMS. It is a rewarding way to learn new skills and give back to the community, as well as work first hand with the law enforcement, medical, and fire first responders that protect our county. I personally have contributed to (and worked with) Ouray Mountain Rescue, an organization celebrating 50 years of volunteer service in our back-country. Our county covers a large area, thus despite everyone’s best efforts, response times are longer than in more densely populated areas. As commissioner, I would continue county support of these vital organization, and work to improve their ability to recruit, train, and equip those who serve in times of great need.
Water
Water is a scarce resource in the west, growing populations are stretching unpredictable resources thin, and we must all work together to ensure sustainable flows for agriculture, recreation, and day-to-day life. Recently a large amount of senior water rights in the state were on offer from Xcel energy (the Shoshone facility) for the Colorado River Water Conservation District. I was disappointed that Ouray county was not one of the organizations that offered a letter of support to the large list of western slope entities for the water rights. Transferring these water rights gives the western slope more say into the flows that feed the Colorado river, a historic opportunity to preserve and improve water access within the region. As commissioner, I will ensure Ouray county uses its voice to advocate for its water users.
Arts
I’m proud to be a part of the thriving arts community in Ouray county. I have been a patron, volunteer, and non-profit board member of different local organizations dedicated to the arts. Ouray county is one of the few in Colorado that provides no support for the local arts organizations that help bring in tourists, build culture, and a sense of togetherness for us all.
With only a small expenditure of resources from the county general fund, stability could be provided to these organizations in the form of competitively-bid, multi-year grants to local nonprofits. With even a small amount of funds over the course of multiple years, the organizations that help our community can make longer term plans and continue to invest in our county instead of having to worry about relocating to other communities to lower expenses.
Housing & childcare
As a parent of a young child, I know first hand the difficulties of trying to raise children in Ouray county. There is one licensed, and one unlicensed in-home care provider in the county. Voters in Ridgway supported additional taxation to fund childcare, and the county has had a childcare committee for years (that meets in the middle of the workweek)–but as a family trying to keep working in the county, these initiatives haven’t brought the change we desperately need. There is ample additional room in the budget to support competitive incentives for in-county childcare offerings, increasing capacity, or creating new opportunities for providers, all without adding to the tax burden of residents.
There has been significant investment in our county for affordable housing. While those new options are offering a place for people to come to the area, without childcare new families may be unable to stay, retreating from the workforce (and being unable to qualify for some of the housing options), or moving away entirely. Both issues complement each other, and ensure there is a vibrant economic workforce, a place for children to learn and grow, and keeps Ouray county more than just a tourist destination.
Finances
Ouray county is a small county, but one that does have extraordinary expenses from the influx of tourists, unpredictable weather, and the work expected of Road & Bridge on the high country roads. While I understand that the tax rate has remained constant over the past few years, it is unfair to marginalize the impact greatly increased assessment values have placed on county residents. Businesses have closed or relocated, in part due to the increase in tax burden. We all have seen the bite of inflation at the grocery store, and had little choice but to tighten our belts–meanwhile the county is enjoying an over 50% growth in property tax revenues, and the commissioners have resolved to recategorize the county (which the then state approved) such that the county leadership will receive substantial raises (putting it in line with e.g., Montrose county).
I am worried about the long term costs associated with expanding county staffing headcount. It is difficult to let someone go if the economy changes and revenues decline. Some of these new positions could be better filled by hiring the right kind of support when needed, such as a law firm that specializes in a certain type of work, as opposed to hiring another permanent in-house council. While it is easy to justify a mill here or there as a small amount from each individual homeowner, those mills add up for small businesses. I also disagree with the recategorization of the county government. If elected, I pledge to refuse (or otherwise immediately donate to local non-profits) 1/3 of any salary I receive as commissioner.
Road and bridge
I think that for the low road and bridge mill rate, and the large size of the county, it’s impressive how well the R&B supervisor, Ty Barger is able to keep the county roads. He is setting up systems and schedules for improved maintenance, and manages to be transparent about what his department is doing day to day. That said, he must expend significant resources (and put his staff in more hazardous environments) to open and maintain the high-country roads that are mostly used by tourists. Maintaining these delicate roads that traverse fragile alpine ecosystems is difficult in the face of growing tourism, and growing use of side-by-sides which allow for faster travel and more wear and tear. As commissioner I would like to seek more creative funding solutions to help better allocate the costs of these roads to their tourist users, reducing the burden on local residents, many of who rarely if ever use these roadways. An example would be an annual permit for OHV access to high-country county roads that would bring in additional revenue (while minimizing the burden on local businesses due to the annual schedule), and allow for better tracking of alpine users.
Land Use
The Land Use department is in need of better alignment with county goals. As all other county departments, its primary mission is to assist and support residents, while managing the real estate resources of the county. However, there are challenges for those building in the county, from unpublished rules (such as tempered windows), to a lack of transparency in how the land use codes are evolving, and how those directions are set.
Ouray county needs to ensure it is a transparent and efficient place to do business for all residents, regardless if they have been in the county for decades, are buying an existing house, or building a new residence. Additional scrutiny is needed on how the high country regions in the county are managed, as well as the preservation of the bountiful natural resources, recreation opportunities, and sight-lines.
While the county has only a small voice in this state and national level discussion, I am worried about the looming uninsurability of houses in our communities. Finding a home-insurance provider has become difficult and expensive. This is especially so for those trying to move to the county and finding the existing insurers refusing to insure the house post-transaction. As commissioner I would work with state and regional groups that negotiate with insurers to understand how wildfire mitigation and building codes can bring more insurance options back to the county.