As answered for the Longmont Area Chamber of Commerce
I have three priorities for my first year in office. My first priority is to end the city sales tax on food you purchase to consume at home. The 3.53.% tax equates to $353 per year if you spend $10,000 or $192.30 a week on groceries. This tax is the most regressive kind of tax. In these difficult economic times and higher food prices, eliminating this tax will give tangible benefits to everyone. Longmont’s middle and lower income households, families and seniors are having difficulty keeping up with food costs. The city council can give them relief. The revenue from this tax is not “lost”. The money stays in our economy with taxes collected on non food purchases. When Lakewood ended their food tax, then Mayor Bob Murphy called the end of the tax “a highlight of our accomplishments of 2008”. While the city must ask voters to approve a tax, the Mayor and city council can end a tax. As Mayor, I will end this tax.
My second priority is to enact a moratorium on new housing starts. A moratorium makes sense now. We need some time to absorb the impacts of recent development. Beginning in 2026, the city will update the Multimodal and Comprehensive Plan, Envision Longmont. This new ten year plan will guide planning and zoning decisions and every aspect of our city transportation system and built environment. It will identify strategies for infrastructure and public investment. Let us take the opportunity to set the vision and shape of our future city and then move forward with new development.
A third priority is to give residents a bigger say in setting budget priorities. I want to add a new dimension to the process. I propose to set aside 5% of the Capital Improvement Program for individuals or groups who have an idea for a project to propose it in a Shark Tank like competition with residents voting for the projects they deem worthy of funding.. Proposers will gather information from staff and draft a realistic budget and timeline for completion. The winning “Budget Bucks” proposals will be fully funded in the next budget year or funded over five years. I look forward to the ideas that will come forward from our innovative, thoughtful and community minded residents. This new program will promote direct engagement of residents with the Capital Improvement Budget. This process has worked in Chicago and many other cities and has produced great outcomes.
The city council as a body guides the direction of the city’s advocacy of state and national legislation for staff, the city council and individual council members. I support Longmont’s businesses asking city staff to consider recommending bills affecting business to be brought to council for discussion and a vote. I will vigorously advocate for Longmont’s business needs at the county, state and federal levels with the direction of the council. More importantly, I will advocate for Longmont business when the council is voting on a policy position or legislative direction.
The Mayor is the moderator of the city council meetings. The Mayor along with the City Manager sets the agenda for council meetings. The council must not add agenda items to the regular sessions that do not need to be on the agenda. Study sessions also must be managed to allow ample time to discuss items but not cluttered with extraneous matters.
The council has a pre-session session which might be the place for ‘distract-able issues”. I have seen how a cluttered council agenda delays crucial agenda items until later in the evening. The best decisions happen before 10 pm. I will be vigilant in keeping the council on task.
I do not support setting the local minimum wage above the state requirement.
Recently the county commissioners have backed off of raising the minimum wage. I think this was a prudent decision. At the Minimum Wage Fishbowl event, both the higher minimum wage advocates and those not in favor of raising the minimum wage discussed not just wages. The theme of the discussion was about affordability. If the cost of living is lower, then minimum wage workers can afford to liveon the current minimum wage.
The challenge is not just the level of the minimum wage, it is how prices for everything are going up.
The City of Longmont has developed strategies and policies on growth and environmental sustainability. I will not propose big changes. I will take a common sense approach. With the current state of our economy, we should be careful not to be so strict about policy so that it halts growth completely.
Once again, I would take a measured approach. Due to current economic conditions, the council will have to weigh the economic impacts to its rate payers, the city’s residents and businesses and consider the financial cost of reaching the goals on time. I think that the second part of the question assumes that any small city like Longmont has little contribution to global CO2 emissions implies that we should not even try. Every city no matter how small makes a contribution that adds up when you total up all of the cities in the world. Progress, even small strides are still important.
As stated in my answer to the first question, I believe it is time to have a moratorium on new housing applications. There are a lot of applications already in process. The city will be updating the Multimodal Transportation and Comprehensive Plan, Envision Longmont in 2026. We can address the capacity of streets and infrastructure as we update Envision Longmont. With the new Comprehensive Plan, the city can accept new applications that will be evaluated under the updated plan. As we approach buildout, the city will need to have comprehensive evaluation standards to gauge the impact of each new development. We have adhered to the philosophy that “development must pay its own way”. I believe we should continue this approach.
Addressing homelessness and panhandling linked to mental health and substance abuse with the goal of moving this population to a drug free and healthy mental state will cost the city millions of dollars. We do not have enough resources to take on this work. I believe that we engage only with those who are ready to change their lives. Like the RISE antipoverty program I initiated when I previously served on council, we can initiate a program to work intensively to help those who are motivated to resolve the barriers trapping them. It may be time for Longmont to work in partnership with our homeless and mental health non profits to create a program to house only those who want to escape drugs and mental illness. The goal is to move people from substance abuse and mental illness to a better life.
I am fiscally conservative. I look at revenue several ways. The first is what you have coming in. The city can raise revenue without raising taxes by collecting more in fees for service. Is the city under charging for users of its facilities? Another view of revenue is to look at the revenue you don’t collect for various reasons – incentives, tax waivers, tax increment financed special districts, and not collecting taxes owed. A third view of revenue is the commitment that comes from the city with state and federal grants. Are we applying for a grant because it is a core operation or function or are we applying because we want to get our “fair share” of grant money? Is the program sustainable and critical? Will the city commit to continue the program after grant funds run out? The council must weigh all options and think about local impacts to understand revenue.
Advance Longmont 2.0 is a great communication tool and promotion document. The 2018 document may need an update as the pandemic has changed the nature of work. With many workers working remotely, we still need to have a vision and strategy for attracting primary employers who require in office attendance.
What Advance Longmont 2.0 may want to do is study and strategize how we get the new class of primary employees to locate in Longmont. These employees can choose to live anywhere in the country, we want find those primary employers who have large numbers of remote workers and attract the workers to live in Longmont.
The theory around economic development is to boost primary employment. In this new world of remote work, we need to attract these employees who are not tethered to an office. Imagine all the new talent we will have in Longmont if we have these remote workers as residents.
The city should and does support the arts and cultural community with direct grants and by leveraging in kind resources. Through the budget the city allocates resources to city owned parks, recreation and community spaces. I believe the city should continue financial support. The city can also encourage residents to support arts and recreation non profits by making direct donations to arts and cultural non profits.
It is unknown what the impacts of the Sundance Film Festival will have. I have never attended the film festival. We will not know how to balance the benefits with concerns until after the first few years. I am not going to guess because I do not have enough information.
The fundamental strategies for civil discourse are to be respectful, keep an open mind, strive to understand many points of view and actively listen to everyone.
The first strategy is to model the behavior you want others to use. I have always been respectful and actively listened to others. Secondly, at the beginning of each meeting, the moderator should request that participants agree to a standard of conduct for the discussion. If things begin to get out of hand, a third strategy to take the discourse back to a civil and respectful tone is to halt the meeting and ask people to walk away for a time. A break can help diffuse a tense meeting.
No one wants to see rundown buildings. On our main corridors, we all drive by a property we don’t own and imagine what we would do if we could develop that property. First, we have to remind ourselves that we do not own the property. Second, the city cannot do much beyond code enforcement to ‘clean up’ a property. I do not use the word ‘blight’ because it carries a legal definition that does not apply to every underutilized property. The improvements to an underutilized property or commercial area will come when the property owners are willing to make the investment. The investment happens when the market supports it. The city’s role is to invest in public improvements ahead of revitalization. When the city directed capital improvement funds to the downtown alley ways it made them cleaner, safer and encouraged pedestrian access to the backdoors of businesses. Businesses responded by making their own improvements to their properties. The city can create the right environment and invest city dollars to lead property owners to invest.
If elected, I would take time to do a deep dive into this issue. I will analyze what is working and what is not. Many times we only hear about the delays and frustrations about permitting. I will talk to businesses who have planning and permit applications approved and those whose are still pending. In other words, I will do my own research. I will examine and understand the regulations and how the city applies them. What is working? What can work better? The city has a responsibility to uphold health and safety regulations and whatever state and federal regulations the city has to apply. The city also has an obligation to process permits and applications within a reasonable and predictable time. In other words, the city has to give “good customer service” to our businesses.
The city cannot and should not create policy to help keep commercial rents within reach. The city cannot subsidize commercial rents. It can, however, support small businesses to make them more successful and able to pay the market rate for rent.
The city has some business assistance programs. The programs may need to be revamped to meet the true needs of businesses. The Mayor can convene a business roundtable group to let business have a direct connection and advocate in city hall. If elected, I will reach out to businesses and listen to their perspectives.
I love our downtown! It is the reason our family chose to live in Longmont. The character of downtown lives in its historic buildings. I have always supported city assistance for owners who want to tap into state and federal tax credits. To remain vibrant and accessible, the city must continue to maintain infrastructure through the Capital Improvement Program. The pedestrian friendly mid block crosswalks are a great improvement. For years, the city found the cost of this improvement was too high. With more pedestrians downtown safety became a higher priority and it made sense to invest in the mid block crosswalks.
Top goals for downtown: Identify and invest in infrastructure improvements that are the biggest bang for our bucks. Continue to work with the LDDA on projects and incentive programs. Focus on maintaining a clean and safe environment. Listen to business owners. Brainstorm new ideas and fund these ideas. Foster a strong relationship with property owners and businesses to respond to challenges and problems. Promote our downtown as the ‘place to be’. Celebrate downtown’s success! I will participate in all these efforts.
We have a good social safety net in the many nonprofits who serve Longmont. The city allocates funds to support nonprofits in the budget. The city should continue to do so. The city can also encourage residents to donate to support our great nonprofits.
I have thought that the city with the help of the Longmont Community Foundation could create a signature non profit fundraising and volunteer recruitment event to showcase all of the non profits in the city. Longmont is a city of residents who are generous and will support non profits. We could help them connect as new donors and volunteers through a non profit event.
One non-profit I know well is El Comite de Longmont. It has for 45 years provided resources for our immigrant and Latino community members. It is but one of many worth non profits the city funds. I am a big supporter as I served on its board both as the city council liaison, 8 years and 9 years as a community member and as the board secretary. I may know El Comite well, however, many in the city do not realize the depth of the relationships they have built and the many resources they provide to our community.
I am following the new Front Range Passenger Rail project. I am hopeful we will get some rail in the next 10 years. I think that most Longmont residents are waiting to see. I do know that the community will not be in favor of paying more taxes since we have already paid RTD 20 years of taxes for no rail service.
No I have not.
I have worked for small businesses; a small restaurant and catering company and a small title company. The businesses were so small that employees saw and to a degree were part of day to day operations. We knew how the owner handled budgeting, marketing and hiring. My most relevant experience comes from my eight years on city council. Even though I have little direct business experience, I understand the impacts city policy has on business. I have always met with and listened to any business owner who wants to meet. I am fiscally conservative. The council relies on city staff’s advice and their own common sense to craft the best policies.
Undoubtedly, the Sugermill will be redeveloped in the next decade. The city has been developing some ideas of what a redeveloped Sugarmill could be. I would like to have good studies and data on the scope of environmental cleanup. There is an opportunity for a partnership with Front Range Community College to start up a program to train a local workforce to do the environmental cleanup. Just as FRCC Longmont campus has advanced manufacturing, they could also support the need for trained environmental clean up workers.
While we have the beginnings of a master plan, the Envision Longmont update will engage the community to inform the vision and strategies for redevelopment. Some communities have begun using a Community Benefit agreement to ensure there is a true long term positive outcome for the entire community. Longmont could have such an agreement for not only the Sugarmill but the entire 140 or so acres of adjacent properties and any urban renewal projects.
The mid-town and north Main street corridors should be the next priority for improvement. I think the city needs to address strategies and design standards for these areas as part of the Envision Longmont update. I would support strategies identified in any new master planning documents. Strategies should not rely exclusively on Tax Increment Financing for financial support. In fact, redevelopment’s goals should be to increase revenue to the city. If new revenues are paying back loans and there are more people and businesses needing services, the city needs revenue for those businesses and residents. If there is no significant new revenue the rest of the city’s commercial and residential areas will have to generate more revenue to provide services. Therefore, there is no revenue growth for the city from a revitalized area.
Vance Brand Airport plays an important role in our economy and transportation needs. During the 2013 flood, it was a crucial resource for the city and county to access flood damage. It has helped many residents learn to fly. Longmont’s airport is an underutilized resource that with targeted investment, could add significantly to our local economy. I have had conversations with airport enthusiasts and airport business owners who know our airport can be a place where new transportation options and businesses will come to life. The airport can grow in its contribution to the development of electric airplanes for example. My experience tells me that if the city leads the way with well thought out public investments, business and airport users will also become more invested. Let us first start with a well researched strategic plan and update the 2012 Airport Master Plan.
In Envision Longmont, the city allowed a land use change and did not check to see if our zoning matched the Federal Aviation Administration regulations. It is not airport stakeholders who are concerned about safety, the FAA is. Airport noise has been a hot topic since the early 2000s when residential developments were approved and built in the airport influence zone. I acknowledge that few had any indication about how airport noise would or would impact their homes. As one who lives a block from the train, everyone who ever comes through or lives in central Longmont understands the impact of the train. My approach to planning near the airport is that prior to development, the city planners and airport staff review the plan and zoning with every FAA department to be sure what is in the updated Envision Longmont does not conflict with Federal regulations.
Residential and commercial development can be permitted near the airport as long as it complies with the Federal Aviation Administration guidelines and regulations. In fact, I would go further and recommend that the city monitor the FAA proposed rules and regulations to ensure the city is aware of proposed changes that impact development around airports. The city could also ask for help from our federal representatives to help us follow rule and regulation changes.
When the Federal Railroad Administration proposed the rule change to increase the volume and length of train horns at intersections, there was an opportunity for public comment. Our city and most of the cities in the country with railroads running through them, were unaware of the rules change and did not comment. In hindsight, Longmont could have spared thousands of residents headaches with train noise if we were checking on the FRA. Now we are aware of how FAA regulations and rules can impact Longmont, we need to start monitoring the FAA actions.
Visit Longmont is an asset for tourism marketing for Longmont. They have a lot of very good businesses and activities here that attract visitors. Visit Longmont has a dedicated fund from the Lodgers tax and through the newly formed Longmont Tourism Improvement District which was recently approved by the city council. Establishing a special tourism district is a new tool that I am sure will support Visit Longmont in attracting visitors and boosting hotel occupancy.
Visit Longmont can solicit the opinions of Longmont residents and businesses as they develop new strategies and a marketing plan. We want visitors to come and experience what I believe is the best small city in America. Longmont’s residents are the number one, low cost marketing team Visit Longmont can leverage this resource to its fullest. By the way, personally, I would love to see a Visit Longmont commercial on local television when I am visiting cities in other states. We see lots of local commercials for South Dakota, Kansas and Nebraska on local TV. Do we have a come to Longmont campaign? We should.
The City of Longmont, cannot by itself bring down the costs of childcare. The state and federal governments both have a large role to play in funding childcare.
As a long time member of the Boulder County Early Childhood council and the Longmont’s Bright EYES Committee, I am informed about the challenges parents face in finding childcare that is reasonably priced, high quality, safe and stable. I have viewed childcare and early childhood education as both a family issue and an economic development issue. Our children are our future workforce. Quality childcare and education is the first step to prepare them to be successful adults.
The City of Longmont has supported childcare with general fund dollars especially funding programs for lower income families. The city can devote more funding if it chooses to. The city can support scholarships for childcare workers for professional certificates and for continuing education and professional development.
When I was on city council previously, I connected the city to a National League of Cities 2013-2016 technical assistance grant called “Educational Alignment for Young Children” initiative which was funded by the W.K. Kellogg Foundation. Longmont was the smallest city in the cohort of Hartford, Connecticut, Fort Worth and Austin Texas, Richmond, Virginia and Rochester, New York. It was my advocacy and membership in the NLC Youth, Education and Family Council that helped Longmont be selected.
The accomplishments of the grant can be found in the NLC report. The reason I mention this work is that we discovered that early childhood and childcare initiatives take very targeted and specific investments. When the city moves forward with new initiatives and financial resources, we should update our assessment of what resources we already have in our region.
Aligning the small and large resources available to support early childhood services, educators and providers is critical to focusing on where to best invest public dollars.
How would I bring down costs for families? Invest in the “infrastructure” of childcare. This can be everything from city grants to improve a childcare facility or neighborhood childcare provider and also business grants. The city can fund tuition and underwrite professional development training for childcare workers. The city can support non profits who need gap funding to care for lower income families.
Where will the resources come to bring down costs? First, I am not in favor of a new Special Taxing District for Childcare and Early Childhood Education. Increasing property taxes in these hard economic times will further burden working families with higher property taxes if they own and higher rents as property owners pass the tax increase on to renters.
I am in favor of exploring ways to allocate a portion of certain revenue streams to early childhood programs. Since childcare is a piece of workforce and economic development, I would like to explore ways we could use some of the business personal property tax revenue the city collects to help support childcare and education. I am not suggesting we increase this tax. The city could work with the Longmont Economic Development Partnership to support child care in any new business incentive. We start the conversation with new primary employers with a conversation about being a good partner in the community. We can request all of our employers invest in childcare by joining the Colorado Child Care contribution tax credit program and/or the Child Care Facility tax credit. When we as a city invest in young children, we are investing in our future workforce at the same time as their working parents. There have been many studies down that conclude that parents of young children are much more efficient and high performing at work when they are not worrying about child care.
